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B. TRANSFORMATION STRATEGIES
During the next phase of Transformation, the Postal Service will focus on four critical Human Resources strategies built on a solid groundwork of engaging and motivating employees through transformation:
- Engage employees.
- Develop and manage talent.
- Establish and maintain market-based compensation.
- Manage complement to assure flexibility.
1. Engage Employees
Customer-Focused Employees Continue to Grow the Business
Carriers are highly rated on courtesy and professionalism.
The Postal Service recognizes the enormous potential of its employees to generate new and repeat business through positive day-to-day interactions with customers. The more employees know about the Postal Service's business, products, and services, the greater the value they can offer to customers. In 2004 special attention was focused on recruitment and hiring — getting the right people for the right job. The Postal Service changed the hiring process to place a premium on customer focus, attitude, and teamwork. Research was completed to support revising the Postal Service entry level selection process and a new entry level employment exam for five entry level positions: city carrier; mail handler; mail processing clerk; sales and services associate; and sales, services, and distribution associate. The revised examination and improved interview process now help identify potential employees who bring these important behaviors to the job.
The Postal Service continued to develop this customer-focused approach in 2004, when several carriers and customer service employees were selected to serve as local spokespersons, called Postal Ambassadors. Through the Postal Ambassador program, Customer Connect for carriers, and Business Connect for postmasters, employees are placing new emphasis on responding to customer needs. These programs provide positive actions that help deliver results and engage employees in growing the business.
Performance is Recognized and Rewarded
During 2002 the Postal Service designed and implemented a pay for performance program to encourage a culture of performance instead of across-the-board pay increases. Goals are set for individuals based on the individual's position in the organization and the level of contribution that can be made from that position toward achievement of organization goals. The program was initially deployed for field operations executives. In 2003 the program was expanded to include all executives in the field and Headquarters (HQ). The program expanded again in 2004 to include all field and HQ Executive and Administrative Schedule (EAS) employees. Compensation is based on the achievement of defined corporate, unit, and individual goals eliminating automatic or across-the-board pay increases for executives and nonbargaining employees.