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Is this standard procedure at fedex express ?
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<blockquote data-quote="FedEx2000" data-source="post: 876841" data-attributes="member: 13621"><p>Well, I understand the quest for ever better productivity/profitability, we are a publicly traded company after all. I don't agree with the expectation of being 100% or better every single day. For a monthly average I can understand, mostly, but I don't think we should be writing people up that don't hit 100%. Whether it's a 1 yr or 30 yr courier that ends the month at 98.5%, do they really think we're going to get anyone better off the street? Maybe the plan really is to weed out some people through attrition and not replace them........this has not really been what I have personally seen though. I have a courier who has had a lot of personal problems out of his control the past year, and especially the past 2 months. This courier has been running slightly over 90% for the past 2 months without so much as an OLCC due to the circumstances, my Sr and Director have both been supportive of this. Now at some point the courier needs to re-engage and start to move back towards previously demonstrated performance, it can't go on like this forever. This is kind of an extreme case based on the circumstances, but no one is looking to hand out WL's for it.</p><p></p><p>We have replaced everyone we have lost with the exception of a FT mid-day courier, asking for 2 PT replacements instead.....one to cover the open PM and one for FO. The loop was able to absorb his P2 without much problem. The reality is that volume is down and we need to adapt, but we need to do it the right way, not by overreacting and cutting everywhere without really looking at it......if you do, you'll get caught with your pants down come peak. Also, who knows what is going to happen with the USPS and the next UPS Contract. (I doubt a strike will happen, but you never know) If your Sr. isn't getting the replacements that they need, they either aren't justifying them properly to engineering/director, or they don't want to put in the extra work and take the easy way out by just asking for a PTer.</p><p></p><p>I don't agree with the way some mgrs/stations handle the hours reductions we have been asked to achieve, i.e. forced breaks, telling you that you only have 3 mins for code 56, etc. Saw a post here the other day that said they were being told they had 2 mins for their post-trip. We are budgeted at 7 mins for the pre/post trip combined, so if you use 5 on the pre, then yes you only have 2 on the post......but be honest, do you do a FULL pre-trip the way it was taught everyday? Most don't use anywhere near 7 mins to do it, they use as much as it takes to fill out the VIR. Something that could come back to bite you if you end up in an accident or blow an engine and it is proven that a pre-trip wasn't done and could have prevented an issue that contributed to it. We get 5-7 mins for code 56, depending on the size of the bldg, # of DG/Int'l/DEX08, this can be done easier in smaller stations that don't have far to walk from sort area to checkout.</p><p></p><p>As frustrating as it is, I understand the purchase of new planes in lieu of new trucks. Older trucks are much cheaper to maintain than old planes and it doesn't cause an impact to an entire market if a 700 or two break down that day. The purchase of all the 2 engine/2 crew planes will easily pay off in the long run and we will have those planes for the next 30 years give or take. That said, we are purchasing 4,000 new trucks this year...so that will help, and I believe that part of the delay has been due to waiting to see what type of vehicle will best suit us in the years to come. Electric, hybrid, what size? Rather than having 15 different types of trucks, let the dust settle and wait for some major improvements to the electric/hybrid technologies before jumping in head-first with a large purchase on relatively new technology that could prove very expensive 5-10 years down the road. I hate dealing with rentals, but if the end game is worth it, then I'm ok with it for now.</p><p></p><p>I stated my opinions on pay before, so i won't go in to that again, but I do hope whatever the new plan is that it involves faster top out and some kind of mid-range adjustment. Mgmt is in the same boat here as hourlies, the bottom of range keeps moving up faster than the mid, so I know the frustration here. </p><p></p><p>As for major changes that have been tossed around on here such as E2/XS going to Ground, I have personally seen nothing that would indicate this, but I would not be surprised if it did happen eventually. I have not seen any Ground trailers at our ramp or Ground trailers with rollers in them etc. As for our Ppad being able to scan Ground and vice-versa, it only makes sense to co-develop a scanner that we can both use as it would be more cost-effective. If we do end up just having FO/PO/SO/2DAY AM maybe it would be for the best and allow us to focus on service again as a primary objective. I have seen an increased push for service coming from the region/district in the form of telling us to send out the baselines if we need them, not just cutting them regardless. I think the heat came b/c too many stations were running "fat" and not doing the right things on their own, hence the forced hand from above to make it happen. The stations that were already doing it right got pinched at the same time as a result. I have seen multiple posts on here about FTers barely getting minimums etc. Why do you think this is? Either your station is overstaffed or poorly planned/scheduled. Most mgrs are just trying to balance the demands of the corp/region/dist with the needs of their employees to keep their boss off their back and get a non-critical SFA. It can be done, but not an easy task as evident by the many examples that have been given on here of poor mgrs and those that have been fired or stepped down. More and more keeps getting put on our plates, as it has with hourlies, and eventually there is a breaking point which is different for everyone. </p><p></p><p>What is the alternative? Most companies are in a similar boat to one extent or another and aren't giving raises or are laying off, i.e. Bank of America possibly cutting up to 40k jobs. I just try to do my best to balance the interests of the company with the needs of my employees and customers. I do a lot of "hourly" jobs not b/c I don't want to pay someone else to do it, but b/c I have a budget to hit and often b/c there is no one else there to do it. Deliver pkgs on my way home, unload cans when a handler calls in sick, whatever it takes to get the trucks on the road sooner and the pkgs delivered on time. </p><p></p><p>All in all I would say I'm cautiously optomistic. There is a lot of uncertainty right now, but if we do what we have to do, I hope it pays off in the long run. I just don't won't sell my soul to get there and I have faith that there are still those within FedEx that who came up throught the ranks that are in a position to make a difference and have much more knowledge about where we are headed than I do. I have had a far different experience at FedEx than many on here as mine has been 99% positive. I attribute that to the people I have worked with, both managers and hourlies. I'm not sure if that really answered your question, but I haven't posted on here much lately so I guess I had a few things to cover!</p></blockquote><p></p>
[QUOTE="FedEx2000, post: 876841, member: 13621"] Well, I understand the quest for ever better productivity/profitability, we are a publicly traded company after all. I don't agree with the expectation of being 100% or better every single day. For a monthly average I can understand, mostly, but I don't think we should be writing people up that don't hit 100%. Whether it's a 1 yr or 30 yr courier that ends the month at 98.5%, do they really think we're going to get anyone better off the street? Maybe the plan really is to weed out some people through attrition and not replace them........this has not really been what I have personally seen though. I have a courier who has had a lot of personal problems out of his control the past year, and especially the past 2 months. This courier has been running slightly over 90% for the past 2 months without so much as an OLCC due to the circumstances, my Sr and Director have both been supportive of this. Now at some point the courier needs to re-engage and start to move back towards previously demonstrated performance, it can't go on like this forever. This is kind of an extreme case based on the circumstances, but no one is looking to hand out WL's for it. We have replaced everyone we have lost with the exception of a FT mid-day courier, asking for 2 PT replacements instead.....one to cover the open PM and one for FO. The loop was able to absorb his P2 without much problem. The reality is that volume is down and we need to adapt, but we need to do it the right way, not by overreacting and cutting everywhere without really looking at it......if you do, you'll get caught with your pants down come peak. Also, who knows what is going to happen with the USPS and the next UPS Contract. (I doubt a strike will happen, but you never know) If your Sr. isn't getting the replacements that they need, they either aren't justifying them properly to engineering/director, or they don't want to put in the extra work and take the easy way out by just asking for a PTer. I don't agree with the way some mgrs/stations handle the hours reductions we have been asked to achieve, i.e. forced breaks, telling you that you only have 3 mins for code 56, etc. Saw a post here the other day that said they were being told they had 2 mins for their post-trip. We are budgeted at 7 mins for the pre/post trip combined, so if you use 5 on the pre, then yes you only have 2 on the post......but be honest, do you do a FULL pre-trip the way it was taught everyday? Most don't use anywhere near 7 mins to do it, they use as much as it takes to fill out the VIR. Something that could come back to bite you if you end up in an accident or blow an engine and it is proven that a pre-trip wasn't done and could have prevented an issue that contributed to it. We get 5-7 mins for code 56, depending on the size of the bldg, # of DG/Int'l/DEX08, this can be done easier in smaller stations that don't have far to walk from sort area to checkout. As frustrating as it is, I understand the purchase of new planes in lieu of new trucks. Older trucks are much cheaper to maintain than old planes and it doesn't cause an impact to an entire market if a 700 or two break down that day. The purchase of all the 2 engine/2 crew planes will easily pay off in the long run and we will have those planes for the next 30 years give or take. That said, we are purchasing 4,000 new trucks this year...so that will help, and I believe that part of the delay has been due to waiting to see what type of vehicle will best suit us in the years to come. Electric, hybrid, what size? Rather than having 15 different types of trucks, let the dust settle and wait for some major improvements to the electric/hybrid technologies before jumping in head-first with a large purchase on relatively new technology that could prove very expensive 5-10 years down the road. I hate dealing with rentals, but if the end game is worth it, then I'm ok with it for now. I stated my opinions on pay before, so i won't go in to that again, but I do hope whatever the new plan is that it involves faster top out and some kind of mid-range adjustment. Mgmt is in the same boat here as hourlies, the bottom of range keeps moving up faster than the mid, so I know the frustration here. As for major changes that have been tossed around on here such as E2/XS going to Ground, I have personally seen nothing that would indicate this, but I would not be surprised if it did happen eventually. I have not seen any Ground trailers at our ramp or Ground trailers with rollers in them etc. As for our Ppad being able to scan Ground and vice-versa, it only makes sense to co-develop a scanner that we can both use as it would be more cost-effective. If we do end up just having FO/PO/SO/2DAY AM maybe it would be for the best and allow us to focus on service again as a primary objective. I have seen an increased push for service coming from the region/district in the form of telling us to send out the baselines if we need them, not just cutting them regardless. I think the heat came b/c too many stations were running "fat" and not doing the right things on their own, hence the forced hand from above to make it happen. The stations that were already doing it right got pinched at the same time as a result. I have seen multiple posts on here about FTers barely getting minimums etc. Why do you think this is? Either your station is overstaffed or poorly planned/scheduled. Most mgrs are just trying to balance the demands of the corp/region/dist with the needs of their employees to keep their boss off their back and get a non-critical SFA. It can be done, but not an easy task as evident by the many examples that have been given on here of poor mgrs and those that have been fired or stepped down. More and more keeps getting put on our plates, as it has with hourlies, and eventually there is a breaking point which is different for everyone. What is the alternative? Most companies are in a similar boat to one extent or another and aren't giving raises or are laying off, i.e. Bank of America possibly cutting up to 40k jobs. I just try to do my best to balance the interests of the company with the needs of my employees and customers. I do a lot of "hourly" jobs not b/c I don't want to pay someone else to do it, but b/c I have a budget to hit and often b/c there is no one else there to do it. Deliver pkgs on my way home, unload cans when a handler calls in sick, whatever it takes to get the trucks on the road sooner and the pkgs delivered on time. All in all I would say I'm cautiously optomistic. There is a lot of uncertainty right now, but if we do what we have to do, I hope it pays off in the long run. I just don't won't sell my soul to get there and I have faith that there are still those within FedEx that who came up throught the ranks that are in a position to make a difference and have much more knowledge about where we are headed than I do. I have had a far different experience at FedEx than many on here as mine has been 99% positive. I attribute that to the people I have worked with, both managers and hourlies. I'm not sure if that really answered your question, but I haven't posted on here much lately so I guess I had a few things to cover! [/QUOTE]
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