Employee turnover costs the Postal Service thousands of dollars per employee. Retaining employees within the organization eliminates the administrative costs of hiring new employees, training, and the impacts on performance associated with learning a new job.
Although turnover cannot always be avoided, the Postal Service can reduce it by doing the right things for its employees, such as immediately and professionally addressing employee issues.
In 2013, the Postal Service created new noncareer employee categories such as city carrier assistants and mail handler assistants. These positions are intended to improve workforce flexibility and reduce costs. While career employee turnover rates have been low, noncareer turnover rates are higher.
The objective of the audit is to assess noncareer employee retention and identify ways to increase it.
1. What can the Postal Service do to improve the retention of noncareer employees?
2. What is the incentive to become a noncareer employee for the Postal Service?
3. What are reasons for leaving a noncareer employee position?
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1. It takes too long to become regular, $15.68 an hour translates into about $1800 a month. Not enough to live on.
2. The purported incentive is to become a regular employee, there is no incentive to become a non career employee.
3. Money, treatment by regular employees, supervisors and managers and it just takes too much of a toll on them for too long. If they were making regular in 6 months instead of 2 years, they would be more interested in staying.