When Pse Takes Five Day Break for Post Office Do Hae to Apply for Insurance Again

Objective

Our objective was to assess the Postal Service'south 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 non receive the same employee benefits as career employees, are not e'er guaranteed a ready schedule, and tin can work from one to vii days per week. In fiscal year (FY) 2019, the Postal Service had well-nigh 136,000 non career employees which represented about 21 per centum of its 633,000 employees.

The Mail service has four non-career employee labor designations or crafts:

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

  ■ Postal support employee position — processes mail and sells postage stamp at postal service offices.

  ■ Metropolis carrier assistant position — delivers post on designated urban center routes.

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

The Postal Service establishes a not-career employee turnover goal equally office of its annual National Performance Assessment (NPA). This goal is used to mensurate non-career employee turnover to assist 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 fourteen district offices, 12 post offices, and two processing and distribution centers (P&DC). These visits represented all vii Postal service areas and included sites with college and lower unemployment and non-career employee turnover rates.

Findings

Over the terminal iv years, Postal Service Human Resources Headquarters (HR‑HQ) management took actions to reduce non-career employee turnover. Although the annual turnover decreased from 42.eight percentage 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. Too, the FY 2019 turnover charge per unit exceeded the FYs 2017 and 2018 rates. In FY 2019, the city carrier assistant positions had the highest turnover at 45.viii per centum while the postal support employee positions had the lowest turnover at 34.four 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 virtually iii,000 more non‑career employees in FY 2018 and virtually 5,900 more non‑career employees in FY 2019. We calculated this would have reduced the cost of onboarding and grooming by about $4.ane one thousand thousand in FY 2018 and near $ix.6 million in FY 2019 based on direction's estimate of total onboarding and preparation costs.

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

Also, not-career employee turnover could be improved if HR-HQ direction adult a single comprehensive strategic plan for recruiting, hiring, and retaining non-career employees. HR-HQ management adult private strategies to assist in non-career employee retention at the local level. The strategies included developing engagement training for all employees and revising onboarding grooming to amend address the needs of new non‑career employees.

However, during our site visits, we constitute inconsistent application of 60 minutes‑HQ strategies. Specifically, at seven of the 14 district offices and iv of the 14 facilities we visited, management said they had not received training on retaining non-career employees.

Because Hour-HQ direction did non develop a single comprehensive national strategic plan for recruiting, hiring, and retaining non-career employees of all 4 crafts, districts developed local strategies to aid reduce non-career employee turnover. We found the following examples of local strategies at the 14 districts nosotros visited to assistance reduce turnover.

• At 11 district offices, management said they required managers to obtain commune office approval prior to terminating non-career employees. They did this to ensure non-career employees received functioning feedback and were immune an opportunity to improve their performance before being terminated.

• I commune office created managerial policies and procedures for onboarding and training not-career employees. The managers were required to certify completion of the procedures.

• One district office required managers to personally greet new not-career employees, take them on a bout of the facility, and introduce them to other staff when they arrived at the facility.

• One commune role provided refresher preparation to all non-career employees after their starting time threescore days on the job.

These strategies could exist incorporated into a comprehensive strategic programme for all districts to follow.

We also found that Hr-HQ personnel eastward-mailed a voluntary leave survey to non‑career employees who left the Mail and made summary results available to local direction with access to the Mail's information engineering network. From FY 2016 to June 30, 2019, about 28 percent of the not-career employees responded to the exit survey. In FY 2016, the survey'southward top ii reasons for non-career employees leaving the Mail service were "Lack of Schedule Flexibility" and "Concrete Demands". From FY 2017 to June 30, 2019, the top two reasons were "Lack of Schedule Flexibility" and "Didn't Like Supervisor".

Management at x of the xiv district offices nosotros 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 institute that vi district offices said they performed their own leave surveys.

Hr-HQ management said they monitored the reasons for non-career employees leaving the Postal Service and used the information 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 role personnel and appropriate cosmetic action plans were adult. Establishing a nationwide policy on utilize 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 assistance ensure direction 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 program and procedures to provide more effective management oversight. The programme and procedures should focus on achieving measurable results to reduce not-career employee turnover at the local level by developing activity plans to address get out survey results and implement district all-time practices nationwide.

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Inspect Resolution - Recommendation 2

OIG Response

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Source: https://www.uspsoig.gov/document/effectiveness-postal-service%E2%80%99s-efforts-reduce-non-career-employee-turnover

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