The Postal Service’s performance management system is based on focusing on a limited number of key goals, developing valid measurement systems that provide timely, reliable information, and establishing effective accountability systems for programs and individuals.
Customer Focus. These goals focus on results that matter to the Postal Service’s three major stakeholder groups: customers, policy-makers, and employees. The relevance of the goals are continuously assessed in outreach to different stakeholders.
Continuous Improvement. The Postal Service has established a strong record of continuous improvement on all organizational goals. It is based on widespread application of process management, the expansion of process improvement tools such as Lean Six Sigma, extensive data analysis at all management levels, and a variety of other techniques and practices.
Engagement. The Postal Service recognizes that not even the highest levels of customer and employee satisfaction are enough to ensure future success. Continuous and highly detailed feedback and diagnostic information are critical to building trust and strengthening productive business relationships. For customers, this means more accessible and actionable information about postal services and performance, including proactive solutions to evolving customer needs and quick, effective responses to service issues. For employees, it means accurate, relevant, and timely information about organizational, unit, and individual performance; open, interactive communication; and responsive feedback.
