The Voluntary Protection Program (VPP), in partnership with OSHA, continues to improve workplace safety by engaging all employees to identify potential hazards and by defining and standardizing best practices. Data show that VPP sites typically post OSHA injury and illness reduction figures that are 11 percent lower than non-VPP sites. This program is being implemented through national, area, and local joint labor-management safety committees. The Postal Service will expand VPP as part of its commitment to be a leader in workplace safety.
The Ergonomic Risk Reduction Process (ERRP) also significantly contributes to safety improvements in the workplace by reducing both the number and severity of musculoskeletal disorders. ERRP provides a forum for management and craft employees to work together to improve work methods. It was implemented in 31 sites in 2007 and is scheduled for an additional 24 sites in 2008. A revised program for customer service employees began rolling out in 2007 based on employee requests.
As new employees are recruited and when contract services are acquired, the Postal Service will ensure that proper security controls are in place. Background checks are necessary for all facets of the workforce to ensure everyone‘s safety.
Reducing Workplace Disputes
Unresolved disputes in the workplace cause anxiety and unproductive distractions. Improving employee relationships will continue to be an area of focus. By continuing to diffuse tension when it first arises, the organization has successfully reduced workplace disputes. The Postal Service has greatly improved EEO and grievance complaint processes to ensure timeliness and resolution at the lowest possible level.
3. Increase Accountability and Recognition with Performance-Based Management
The Postal Service will continue to build a culture of continuous improvement, where performance is measured and rewarded. Pay-for- Performance (PFP), the Postal Service‘s award-winning performance measurement system, was implemented in 2003 for postal executives and extended to non-bargaining employees in 2004. The foundation of the system is a balanced scorecard of independently verifiable measures of service, productivity, workplace environment, and financial performance. Indicators are measured at the corporate and unit levels so that meaningful performance distinctions are made within the line-of-sight of all participants. Achievement of goals is the basis for pay actions in the PFP system. Starting in 2008, PFP goals are more aligned with the direct responsibilities of each position. Individuals are recognized for the contributions they make. The Postal Service will continue to drive the right behavior that gets the results.
Customer-Focused Culture — Summary of Priorities
- Develop future postal leaders by reaching out to high-potential candidates and strengthening skills to prepare them for current and future challenges.
- Recruit motivated new employees to help develop and sustain the critical skills required in the workforce. Promote the Postal Service as an “employer of choice,” clearly communicating the appeal, diversity, and benefits of a postal career.
- Continue to improve workplace safety by engaging all employees to identify potential hazards and by defining and standardizing best practices.
- Minimize workplace disputes and other distractions, allowing employees to focus on customers and performance. Enhance the use of the Voice of the Employee survey and other feedback tools to identify opportunities for continuous improvement.
- Continue to refine compensation and recognition by aligning compensation with individual performance and organization results.