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Objective

Our objective was to appraise the Postal Service'due south effectiveness in reducing non-career employee turnover and evaluate underlying reasons for non-career employee turnover.

The Mail hires non-career employees to supplement its regular workforce and reduce staffing costs. Non-career employees are temporary workers who practice not receive the same employee benefits as career employees, are not ever guaranteed a set schedule, and can work from one to seven days per week. In fiscal year (FY) 2019, the Postal Service had about 136,000 non career employees which represented most 21 percentage of its 633,000 employees.

The Postal Service has four non-career employee labor designations or crafts:

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

  ■ Postal support employee position — processes mail and sells postage at post offices.

  ■ City carrier assistant position — delivers mail on designated metropolis routes.

  ■ Rural carrier acquaintance position — delivers postal service on rural routes.

The Postal service establishes a non-career employee turnover goal every bit office of its annual National Functioning Assessment (NPA). This goal is used to measure non-career employee turnover to help reduce the Postal service's cost of preparation non-career employees. In FY 2019, the goal was 34.08 percent.

We conducted site visits at 14 commune offices, 12 postal service offices, and two processing and distribution centers (P&DC). These visits represented all seven Postal Service areas and included sites with higher and lower unemployment and non-career employee turnover rates.

Findings

Over the last four years, Postal Service Human Resources Headquarters (Hour‑HQ) management took actions to reduce non-career employee turnover. Although the almanac turnover decreased from 42.8 percent in FY 2016 to 38.5 percentage in FY 2019, it all the same exceeded the NPA goal of 34.viii percent in FY 2016 and 34.08 percent in FY 2019. Besides, the FY 2019 turnover rate exceeded the FYs 2017 and 2018 rates. In FY 2019, the city carrier banana positions had the highest turnover at 45.8 pct while the postal support employee positions had the lowest turnover at 34.four per centum.

To encounter the FYs 2018 and 2019 34.08 percent NPA non-career employee turnover goals, the Postal Service would have had to retain almost 3,000 more than non‑career employees in FY 2018 and virtually 5,900 more non‑career employees in FY 2019. Nosotros calculated this would accept reduced the cost of onboarding and training by about $iv.1 million in FY 2018 and well-nigh $ix.6 million in FY 2019 based on direction's estimate of total onboarding and training costs.

Direction estimated the Post saved about $8 billion in labor cost from FYs 2016 to 2019 by employing non-career employees. Notwithstanding, they did not measure the price savings associated with the NPA non-career employee turnover performance. On average in FY 2019, non-career employees who left, worked for the Mail for about 81 days. Measuring the potential toll savings associated with reducing non-career employee turnover would help ensure management focuses on comeback.

Also, non-career employee turnover could be improved if HR-HQ management adult a single comprehensive strategic plan for recruiting, hiring, and retaining not-career employees. HR-HQ management developed individual strategies to aid in non-career employee retentivity at the local level. The strategies included developing appointment training for all employees and revising onboarding training to better accost the needs of new not‑career employees.

However, during our site visits, nosotros found inconsistent application of HR‑HQ strategies. Specifically, at seven of the xiv district offices and iv of the 14 facilities we visited, direction said they had not received preparation on retaining not-career employees.

Because HR-HQ direction did not develop a single comprehensive national strategic plan for recruiting, hiring, and retaining non-career employees of all four crafts, districts adult local strategies to help reduce non-career employee turnover. We plant the following examples of local strategies at the 14 districts we visited to assistance reduce turnover.

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

• One district 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 non-career employees, accept them on a tour of the facility, and innovate them to other staff when they arrived at the facility.

• Ane commune part provided refresher preparation to all non-career employees after their first 60 days on the job.

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

Nosotros also found that 60 minutes-HQ personnel eastward-mailed a voluntary exit survey to non‑career employees who left the Postal Service and made summary results available to local management with access to the Postal Service's information technology network. From FY 2016 to June xxx, 2019, most 28 percent of the non-career employees responded to the exit survey. In FY 2016, the survey'south top two reasons for not-career employees leaving the Postal Service were "Lack of Schedule Flexibility" and "Concrete Demands". From FY 2017 to June 30, 2019, the top 2 reasons were "Lack of Schedule Flexibility" and "Didn't Like Supervisor".

Management at 10 of the 14 district offices we visited were enlightened of the voluntary not-career employee exit survey and vi of the 10 district offices said they used the results to improve not-career employee turnover. Notwithstanding, they were not provided whatever guidance on how to use the data. We also found that half-dozen district offices said they performed their own exit surveys.

HR-HQ management said they monitored the reasons for non-career employees leaving the Postal Service and used the data to deploy strategies to address them. Nonetheless, they had non established whatever nationwide processes to ensure non-career employee get out survey results were reviewed by commune office personnel and appropriate corrective action plans were developed. Establishing a nationwide policy on utilise of this exit survey data would amend enable constructive and consequent actions to accost not-career employee turnover.

A comprehensive national strategic plan and procedures would assist 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-60 minutes direction:

• Measure the cost savings associated with the NPA non-career employee turnover operation.

• Develop a comprehensive non-career employee national turnover strategic plan and procedures to provide more constructive management oversight. The plan and procedures should focus on achieving measurable results to reduce not-career employee turnover at the local level by developing action plans to address exit survey results and implement district all-time practices nationwide.

Read full report

Audit Resolution - Recommendation two

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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