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<blockquote data-quote="UPS Lifer" data-source="post: 1035216" data-attributes="member: 9789"><p>I do agree with this for most operations. Probably why I had a lot of issues when I first took over a hub operation. I had 21 PT supervisors and boosted the total to 34 in less than a year. Obviously I was able to justify the positions. I hand picked the PT supervisors. I set realistic expectations and made absolutely no promises and went so far as to tell them, chances are it won't happen. I recruited part-timers and made it a point not to promote anyone who was in the operation less than 6 months. There were one or two exceptions of military folks who demonstrated leadership skill. All candidates had to participate in KORE (service committees) and or Safety Committee. I went to all meetings and saw these folks in action. They had to take a leadership role in the committee and a full timer or myself would mentor them. </p><p></p><p>As attrition took place, I got down to just a handful of people that I personally did not recruit. The more the operation hummed the bigger a pool of candidates which increased the quality of PT supervisor. </p><p></p><p>I have said this before - The buck stops with the manager. If you have lousy supervisors, it is because you have an inexperienced or lousy manager.</p></blockquote><p></p>
[QUOTE="UPS Lifer, post: 1035216, member: 9789"] I do agree with this for most operations. Probably why I had a lot of issues when I first took over a hub operation. I had 21 PT supervisors and boosted the total to 34 in less than a year. Obviously I was able to justify the positions. I hand picked the PT supervisors. I set realistic expectations and made absolutely no promises and went so far as to tell them, chances are it won't happen. I recruited part-timers and made it a point not to promote anyone who was in the operation less than 6 months. There were one or two exceptions of military folks who demonstrated leadership skill. All candidates had to participate in KORE (service committees) and or Safety Committee. I went to all meetings and saw these folks in action. They had to take a leadership role in the committee and a full timer or myself would mentor them. As attrition took place, I got down to just a handful of people that I personally did not recruit. The more the operation hummed the bigger a pool of candidates which increased the quality of PT supervisor. I have said this before - The buck stops with the manager. If you have lousy supervisors, it is because you have an inexperienced or lousy manager. [/QUOTE]
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