Managing the Changing Face of our Organization

Many factors impact our employees, from operations-related changes to the challenges of managing multiple generations in the workplace. As our employee population transforms, we’ll continue to implement employee-centered Human Resources programs that focus on addressing our changing workforce environment.

Shifts in the ratios of career to non-career employees reflect our efforts to contain costs and respond to the growing need for on-demand shipping, which requires a more flexible workforce. In FY2016, the Postal Service hired more than 130,000 non-career employees in all flexible workforce categories, including postal support employee (PSE), city carrier assistant (CCA), mail handler assistant (MHA), rural carrier associate (RCA), casual and Postmaster relief (PMR).

In order to recruit candidates for these critical positions during FY2016, the Postal Service had a presence at 157 career fairs. The diversity at these events was broad yet strategic and included, among others, African Americans, persons with disabilities, Hispanics, LGBT, veterans and women. We also participated in career events to recruit for targeted positions where there’s a major hiring need, such as operations industrial engineers (OIEs), CCAs, PSEs and MHAs. In addition to attending targeted career fairs, advertisement materials were developed to be used in a recruiting texting campaign, newspaper advertisements and bus advertisements. We also continued to enhance innovative strategies to develop and retain our workforce, including a monthly lunch and learn series, while exploring diversity and inclusion themes.

The Postal Service career workforce has an average tenure of about 17 years of service and an average age of 53. Currently 33 percent of employees are eligible to retire. As our average age continues to rise, identifying successors will be critical to filling voids created by retiring employees. Furthermore, an aging workforce will increase the need for knowledge management and alternative career paths.

Diversity – During FY2016, the Diversity and Inclusion program maintained its prominence at the Postal Service. While diversity and inclusion have always been a shared value across the organization, strengthening support for an inclusive workplace is a focal point for the organization. To advance these efforts, Diversity and Inclusion implemented several initiatives during the year:

Equal Employment Opportunity – The Postal Service is committed to providing equal employment opportunity for all employees. This is a critical component in our efforts to recruit, develop and retain a diverse workforce. The Postal Service does not tolerate harassment of any type and holds managers responsible for preventing it.

The Postal Service provides high-quality and timely complaint processing in accordance with Equal Employment Opportunity Commission regulations. As of September 30, 2016, a total of 13,610 informal complaints were filed and timely addressed. For the same time period, 4,131 formal complaints were filed and also timely addressed. The Postal Service utilizes interagency agreements to provide EEO services to 26 federal agencies including counseling and mediation services, investigations and final agency decisions.

During FY2016, the Postal Service continued its EEO training efforts in support of our commitment to prevent complaints and provide a work environment free of harassment. Two USPS areas were offered the eight-hour course, Addressing Workplace Harassment. Eighty human resources and labor relations managers received this training on understanding, investigating and preventing harassment in the workplace. Additionally, 130 Inspection Service participants received training on workplace harassment during the annual national leadership meeting.

A mandatory course titled, Notification and Federal Employee Antidiscrimination and Retaliation Act (No FEAR Act), was made available to career and non-career employees. This course provides information on EEO rights and remedies under federal anti-discrimination laws and provides scenarios to aid employees in recognizing circumstances and behaviors that could give rise to unlawful harassment. Nationally, 615,429 employees have completed this course, as of September 30, 2016.

In collaboration with the Law Department and Field Labor Relations, EEO Compliance and Appeals conducted national training on non-bargaining employees’ disciplinary and adverse action appeals process. A total of 340 employees attended the various training sessions.

Disability Program – This program provides support for managers, supervisors and employees in understanding the reasonable accommodation process, and it promotes disability employment awareness and inclusion. This effort is managed at headquarters and includes disability specialists domiciled at each area office. Team members provide direction, education and consultative services to key reasonable accommodation decision makers, as well as Human Resources, Law Department and other Postal Service functions.

Disability Program teams also serve as subject matter expert contributors to policy guidance and service talks, as well as classroom and web-based training materials covering various disability-related topics.

In FY2016, the Disability Program team launched the first National Disability Employment Awareness Month online resource kit to commemorate the 25th anniversary of the enactment of the Americans with Disabilities Act. This resource kit includes overviews of disability employment policy, technology assistance for employees with disabilities and links to educational sites. The kit is readily available to employees on the Postal Service intranet.

To ensure employees with disabilities enjoy equal opportunities to succeed in the workplace, the Disability Program team provides guidance to management and employees on assistive and adaptive technology solutions. The program funds and oversees all sign language interpreting services for installations across the country. As such, team members work closely with Purchasing and Supply Management, as well as our Video Remote Interpreting supplier, to provide the most effective communication accommodations to employees and job applicants who are deaf or hard of hearing.

Compensation and Benefits – In FY2016, non-bargaining employees, including officers and executives, received pay and/or bonuses under the Pay for Performance program, which is designed to provide financial incentives for meeting specific performance targets. Postal Service management has multiple systems in place to monitor employee performance. Employees set goals annually and individual performance is reviewed at mid-fiscal year and end of fiscal year. The Postal Service continues to actively monitor and control compensation and benefits expenditures, including health care costs for employees and retirees.

Executive Compensation: Total Compensation in Excess of Federal Executive Level 1 Compensation ($203,700 in last full Calendar Year 2015). In Calendar Year 2015, salary includes one additional pay period of earnings due to a 27th payday which occurred on December 31, 2015.


Executive name

CY2015 amount in excess of Level 1 Compensation of the Executive Schedule (unaudited)

Drew T. Aliperto


Megan J. Brennan


Susan M. Brownell


Kevin A. Calamoneri


Robert Cintron


James P. Cochrane


Joshua D. Colin


Joseph Corbett


Guy J. Cottrell


Jo Ann Feindt


Dean J. Granholm


Linda M. Malone


Thomas J. Marshall


Maura A. McNerney


Pritha Mehra


Randy S. Miskanic


Julie S. Moore


Shaun E. Mossman


James A. Nemec


Edward F. Phelan, Jr.


Gary C. Reblin


Nancy L. Rettinhouse


William C. Rucker III


Tom A. Samra


Kristin A. Seaver


Kelly M. Sigmon


Jacqueline K. Strako


Ronald A. Stroman


Douglas A. Tulino


Richard P. Uluski


Giselle E. Valera


David E. Williams, Jr.


Jeffrey C. Williamson


Note: Provided in compliance with Title 39, Section 3686(d) which requires compensation in last full calendar year.