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APWU 133

    We Have a New Union Contract!!

    Apwu133
    By Apwu133,
    We Have a New Union Contract!!
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    #APWUUnited
     

    USPS OIG Report: Effectiveness of Efforts to Reduce Non-Career Employee Turnover

    Apwu133
    By Apwu133,

    Non-Career_Turnover-oig-1.jpg

    Objective

    Our objective was to assess the Postal Service’s effectiveness in reducing non-career employee turnover and evaluate underlying reasons for non-career employee turnover.

    The Postal Service hires non-career employees to supplement its regular workforce and reduce staffing costs. Non-career employees are temporary workers who do not receive the same employee benefits as career employees, are not always guaranteed a set schedule, and can work from one to seven days per week. In fiscal year (FY) 2019, the Postal Service had about 136,000 non career employees which represented about 21 percent of its 633,000 employees.

    The Postal Service has four non-career employee labor designations or crafts:

    ■ Mail handler assistant position — unloads and moves mail in plants.

    ■ Postal support employee position — processes mail and sells postage at post offices.

    ■ City carrier assistant position — delivers mail on designated city routes.

    ■ Rural carrier associate position — delivers mail on rural routes.

    The Postal Service establishes a non-career employee turnover goal as part of its annual National Performance Assessment (NPA). This goal is used to measure non-career employee turnover to help reduce the Postal Service’s cost of training non-career employees. In FY 2019, the goal was 34.08 percent.

    We conducted site visits at 14 district offices, 12 post offices, and two processing and distribution centers (P&DC). These visits represented all seven Postal Service areas and included sites with higher and lower unemployment and non-career employee turnover rates.

    Findings

    Over the last four years, Postal Service Human Resources Headquarters (HR‑HQ) management took actions to reduce non-career employee turnover. Although the annual turnover decreased from 42.8 percent in FY 2016 to 38.5 percent in FY 2019, it still exceeded the NPA goal of 34.8 percent in FY 2016 and 34.08 percent in FY 2019. Also, the FY 2019 turnover rate exceeded the FYs 2017 and 2018 rates. In FY 2019, the city carrier assistant positions had the highest turnover at 45.8 percent while the postal support employee positions had the lowest turnover at 34.4 percent.

    To meet the FYs 2018 and 2019 34.08 percent NPA non-career employee turnover goals, the Postal Service would have had to retain almost 3,000 more non‑career employees in FY 2018 and almost 5,900 more non‑career employees in FY 2019. We calculated this would have reduced the cost of onboarding and training by about $4.1 million in FY 2018 and about $9.6 million in FY 2019 based on management’s estimate of total onboarding and training costs.

    Management estimated the Postal Service saved about $8 billion in labor cost from FYs 2016 to 2019 by employing non-career employees. However, they did not measure the cost savings associated with the NPA non-career employee turnover performance. On average in FY 2019, non-career employees who left, worked for the Postal Service for about 81 days. Measuring the potential cost savings associated with reducing non-career employee turnover would help ensure management focuses on improvement.

    Also, non-career employee turnover could be improved if HR-HQ management developed a single comprehensive strategic plan for recruiting, hiring, and retaining non-career employees. HR-HQ management developed individual strategies to assist in non-career employee retention at the local level. The strategies included developing engagement training for all employees and revising onboarding training to better address the needs of new non‑career employees.

    However, during our site visits, we found inconsistent application of HR‑HQ strategies. Specifically, at seven of the 14 district offices and four of the 14 facilities we visited, management said they had not received training on retaining non-career employees.

    Because HR-HQ management did not develop a single comprehensive national strategic plan for recruiting, hiring, and retaining non-career employees of all four crafts, districts developed local strategies to help reduce non-career employee turnover. We found the following examples of local strategies at the 14 districts we visited to help reduce turnover.

    • At 11 district offices, management said they required managers to obtain district office approval prior to terminating non-career employees. They did this to ensure non-career employees received performance feedback and were allowed an opportunity to improve their performance before being terminated.
    • One district office created managerial policies and procedures for onboarding and training non-career employees. The managers were required to certify completion of the procedures.
    • One district office required managers to personally greet new non-career employees, take them on a tour of the facility, and introduce them to other staff when they arrived at the facility.
    • One district office provided refresher training to all non-career employees after their first 60 days on the job.

    These strategies could be incorporated into a comprehensive strategic plan for all districts to follow.

    We also found that HR-HQ personnel e-mailed a voluntary exit survey to non‑career employees who left the Postal Service and made summary results available to local management with access to the Postal Service’s information technology network. From FY 2016 to June 30, 2019, about 28 percent of the non-career employees responded to the exit survey. In FY 2016, the survey’s top two reasons for non-career employees leaving the Postal Service were “Lack of Schedule Flexibility” and “Physical Demands”. From FY 2017 to June 30, 2019, the top two reasons were “Lack of Schedule Flexibility” and “Didn’t Like Supervisor”.

    Management at 10 of the 14 district offices we visited were aware of the voluntary non-career employee exit survey and six of the 10 district offices said they used the results to improve non-career employee turnover. However, they were not provided any guidance on how to use the data. We also found that six district offices said they performed their own exit surveys.

    HR-HQ management said they monitored the reasons for non-career employees leaving the Postal Service and used the data to deploy strategies to address them. However, they had not established any nationwide processes to ensure non-career employee exit survey results were reviewed by district office personnel and appropriate corrective action plans were developed. Establishing a nationwide policy on use of this exit survey information would better enable effective and consistent actions to address non-career employee turnover.

    A comprehensive national strategic plan and procedures would help ensure management consistently focuses on reducing non-career employee turnover, provides better oversight, and ensures best practices and feedback is shared.

    Recommendations

    We recommended HQ-HR management:

    • Measure the cost savings associated with the NPA non-career employee turnover performance.
    • Develop a comprehensive non-career employee national turnover strategic plan and procedures to provide more effective management oversight. The plan and procedures should focus on achieving measurable results to reduce non-career employee turnover at the local level by developing action plans to address exit survey results and implement district best practices nationwide.

    Read full report

     


    Source: USPS Office of Inspector General


    JOIN THE FEB 25 USPS FAIRNESS ACT NATIONWIDE CALL-IN DAY

    Apwu133
    By Apwu133,

    On Feb. 25, postal workers and the communities we serve are standing up for our public Postal Service. It's time to protect America's most cherished institution.

    The House of Representatives has overwhelmingly passed the USPS Fairness Act. Now let's get it through the Senate. We are telling our Senators to pass the Senate companion bill, S.2965.

    In 2006, Congress saddled our public Postal Service with an unfair and unsustainable burden of pre-funding retiree health care benefits for the next 75 years! That means paying now for USPS workers who aren't even born yet.

    The USPS Fairness Act will start to put that right by removing the unfair burden. By repealing the prefunding mandate, the Postal Service would then be able to focus on investing and innovating services in order to better meet its mission to service every American household and business.

    Join us supporting our public Postal Service. Sign up to call your Senators to support S.2965 on Feb. 25, 2020.


    THE PEOPLE'S POSTAL SERVICE: NO ONE GETS LEFT OFF THE LIST

    Apwu133
    By Apwu133,

     


    Report from the Legislative Director, Glenn R. Wilson

    Apwu133
    By Apwu133,
    Greetings to all, 
         As many of you know I have retired from the USPS effective May 31, 2019. I am still active as a full dues paying and proud member of the Charleston WV Area Local # 133.  I also serve as your Legislative Director and, as such, will attempt to keep you informed of the federal and state legislative issues that affect all of us as postal employees. I have been a bit out of commission since retirement due to health issues but I fully intend to keep the membership informed. That being said, I can print the info here, but as with all things union, I am only one. A reaction to the info is what is needed. I shall attempt to keep Republican vs. Democrat (or vise versa) out of the picture, as neither in my opinion is 100 percent correct. I just ask that you read the info, decide for yourself and react, if you’d like to help further the cause. And, by react I mean call, write, email your representatives. Contact info is at the end of this article. Nothing ventured, nothing gained, squeaky wheel gets the grease and all that. It is my intention that this report will appear quarterly and will contain many issues ranging from the repealing of the pre-funding mandate to lowering prescriptions drug prices for all. Hopefully, something for every employee to take a stand. On that note:
     
    1. House Resolution (H.R.) 2382 USPS Fairness Act, Introduced April 29, 2019 in House of Representatives. Referred to the House Committee on Oversight and Reform on April 29, 2019. Due to the 2006 Postal Accountability and Enhancement Act the USPS has been burdened with pre-funding its retiree healthcare benefits 75 years in advance. No other company does this and it is the reason the USPS almost always operates in the red. By repealing the refunding mandate, the Postal Service would then be able to focus on investing and innovating services in order to better meet its mission to service every American household and business. H.R. 2382 has achieved a bi-partisan majority of co-sponsors. With new House rules, legislation that reaches 290 or more co-sponsors can be scheduled directly for a floor vote. Currently there are 294 co-sponsors.  David McKinley from District 1 of WV and Harold Rogers from District 5 of KY has signed as co-sponsors of the bill. Alex Mooney and Carol Miller of WV have not, nor has David Massie of District 4 in KY. 
     
    2. On May 2, Rep. Derek Kilmer (D-WA-06) and Rep. Tom Cole (R-OK-04) introduced the Federal Retirement Fairness Act. H.R. 2478 would allow postal and federal employees who moved from a temporary (PSE) to a career position to “buy back time” towards their retirement. The time worked as a PSE would count toward their retirement. This would affect more than 60,000 APWU members who have converted from temporary to career positions. 
     
    3.  H.R. 2517, The USPS Shipping Equity Act. Private carriers, such as UPS and FedEx, are already able to ship beer, alcohol and wine direct to consumers. In 2018, private carriers reported a revenue of over $3 billion form delivering for wineries, breweries, and other producers. Due to outdated Prohibition Era regulations, it is currently illegal for the USPS to ship these products. Realizing this missed opportunity to increase revenue, Rep. Jackie Speier (D-CA-14), along with 12 co-sponsors, introduced the Act. Under bipartisan legislation the prohibition of the USPS shipping alcohol would be fully removed, while setting up regulations which would include:
    Shippers must register with the Department of Treasury, the federal regulator of alcohol;
    Recipients must be 21 or older, with valid government-issued ID shown at time of delivery; and, 
    Shipments can only go to consumers - deliveries cannot be for resale or commercial.
    Additionally, the USPS must comply with state and local laws in force at the point of delivery.
    As the Postal Service looks for innovation and how to diversify provided services, the delivery of wine, beer, and spirits is an obvious solution that would bring in millions of dollars. 
    Additionally, the Postal Service can reach more customers than its private counterparts. The USPS delivers to every address, regardless of geographic location. With this bill, even those in rural areas will have access to direct-to-consumer shipping of beer and wine, who would otherwise see exorbitant shipping fees or no shipping options at all. Not only does this legislation level the playing field between the Postal Service and private carriers, but it also provides equal access to all customers. 
     
    4.  APWU calls on Congress pass comprehensive Postal Reform legislation and to support H.Res.60, H.Res.23 and H.Res.54. Briefly, House Resolution 60 (Sponsor: Rep. David McKinley WV-1) calls to restore service standards that were in effect as of July 1, 2012. House Resolution 23 (Sponsor: Susan Davis CA-53) calls for the continuation of door delivery for all business and residential customers. House Resolution 54 (Sponsor: Rep. Gerry Connally VA-11) calls for the continuation of the 6-day mail service delivery. 
     
    These are but a few of the issues facing the American Postal Worker. I urge you to contact your representatives in the House and Senate to let them know where you stand on these issues. We must be active. Contact info follows:
     
    Joe Manchin III
    306 Hart Senate Office Bldg
    Washington DC 20510
    Ph. 202.224.3954
     
    Shelley Moore Capito
    172 Russell Senate Office Bldg
    Washington DC 20510
    Ph: 202.224.6472
     
    WV House of Representatives, https://www.house.gov
    District 1
    David B. McKinley
    2239 Rayburn HOB
    Washington DC 20515
    Ph: 202.225-4172
    District 2
    Alex X. Mooney
    2440 Rayburn House Office Bldg
    Washington DC 20515
    PH; 202.225.2711
    District 3
    Carol Miller
    1605 Longworth HOB
    Washington DC 2015
    Ph: 202.225.3452
     
    Mitch McConnell
    317 Russell Senate Office Bldg
    Washington DC 20510
    Ph: 202.224.2541
     
    Rand Paul
    167 Russell Senate Office Bldg
    Washington DC 20510
    Ph: 202.224.4343
     
    KY House of Representatives, https://www.house.gov
    District 4
    Thomas Massie
    2453 Rayburn HOB
    Washington DC 20515
    Ph: 202.225.3465
    District 5
    Harold Rogers
    2406 Rayburn House Office Bldg.
    Washington DC 20515
    Ph: 202.225.4601
     
    I sincerely wish each of you Merry Christmas and a Happy New Year. God Bless.
     
    Glenn R Wilson
    Legislative Director,
    Charleston WV Area Local # 133

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