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Is this standard procedure at fedex express ?
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<blockquote data-quote="FedEx2000" data-source="post: 877128" data-attributes="member: 13621"><p>Rico, wow....you read WAY too much in to what was simply my opinion, no deep dark look in to the inner working.</p><p></p><p>1) Nothing happens if someone doesn't hit their SPH daily, other than perhaps a discussion with their mgr. Hitting it monthly is still the expectation in regards to any PIP. It's just the usual push to achieve perfection every single day, sorry if that was unclear. It's not about cutting corners, it's about being consistent everyday, at least to the extent of what is within your control. The numbers have not been readjusted corporate wide, but locally SR Mgrs have the ability to adjust them with proper documentation/data/checkrides. The vast majority of SPH goals that were adjusted went down, not up.</p><p></p><p>2) I would not be able to confirm if this is the intent of FedEx or not, as this is simply my opinion. The engineers/directors have a responsibility to assess each request to replace a position and determine if it is truly needed. See the posts about FTers not getting minimums, doesn't make sense to approve a FT replacement in this situation. All I know is that whenever we have really needed to replace a FT position with another FT position we have been able to do so, sometimes needing to provide more justification in order to make it happen. Just seems like smart business to me rather then just blindly replacing everyone with looking at the situation locally. It may become a "net-effect", as you said, only in cases where the Sr knows they really don't need a FT replacement, or don't want t o put in the work necessary to justify it. </p><p></p><p>3) Not even close. I was never told to do so while I was a courier, nor have I ever done so as a mgr. I was simply referring to the claims of a few on here that have claimed to have had this happen to them. This seems to be a local issue at their respective stations. I have worked at 4 different stations in 3 different districts and have never seen this be the case. </p><p></p><p>If you are on break, I could care less if you leave, as long as you are back by a certain time if say we are going to have a 2nd sort at a specific time. In my experience, most don't want to waste the gas/time to drive home or wherever, they just hang out in the break room or chat with their mgrs.</p><p></p><p>4) With the speed at which our volumes have declined since around May, approx. 300k per day, yes it is difficult to adjust to that size of drop in a short time. If you over-react and the volume comes back in 3 months you are short-handed.....and what would have been the solution? Layoffs? Volume has been this much lower Yr over Yr going on 5 months now, something has to be adjusted. Part of this is making sure you have proper staffing, and not replacing FT positions if you don't need them. This is where the trust in the directors to determine staffing comes in, this is who is approving the replacements, prior to the region. So yes, I believe they do have confidence in the directors to do so. On the other end of the stick, what do you suggest if there is over staffing? Layoffs? We have simply chosen to not replace rather then cut deeper. Is that not preferable from an hourly standpoint? They are gradually making adjustments, whether it be through replacing FT with PT or attrition. </p><p></p><p>As for playing games with employees/hours.....that is just stupid and will burn them eventually. We are required to use the additional hours sign-up sheets and we have to track everything. Who got the hours, why, was in done in proper order due to seniority, etc. This is then audited by the district/region/corporate. They may be able to float under the radar for a while, but eventually someone will see it and legal will be all over them. </p><p></p><p>The "sledgehammer" approach, I think, is due to the desire to be "fair" with everyone by applying a blanket policy. If it was done another way, someone, somewhere, would complain that it's done differently somewhere else. (I'm looking at you California) So, in an effort to be fair and consistent, there are situations where it seems ridiculous, but must be done. The problem arises when mgrs/Srs make a decision at a local level that does not fall in line with what FedEx has put out there as the expectation.....this is often confused with FedEx not being consistent or not following policy, when in reality it is a lone mgr/Sr doing it.</p><p></p><p>5) I don't have a specific "line in the sand", but I'll know what it is when it happens.</p><p></p><p>Do I expect it to change, in regards to the "New norm"? I have no idea, all I know is that I will continue to do whatever I have to do to get the job done. I could care less if that means I unload ULDs or whatever.</p><p></p><p>Yes, the pension thing sucks, but I have been contributing to my 401k almost from day 1 thanks to another courier who took me under their wing when I first started and had very good knowledge of the company as a whole, so that helps. I can understand the frustrations of those that depended almost solely on their pension for retirement, but that has never been my approach. Also, many companies offer no pension whatsoever these days, so it could be worse. </p><p></p><p>I am in my low 30's, not married, no kids.....insurance has been more than adequate thus far in my life. I think I have been to urgent care once in the time I have been at FedEx, cost me a whopping $50 for an IV and some meds. My parents are self-employed......they would kill for my insurance, they are paying over $1,000 month for 2 people. I think the real problem lies with the insurance companies and health care providers that charge outrageous amounts for simple things..............but that is a whole other issue. This may change as i get older, but so far I have no complaints.</p><p></p><p>Positive direction? A resolution to mid-range pay and top out times would be a good start.....for both hourly and salaried. If you think the hourly top-out time is crazy, the salaried is just as bad or worse. I worked with a mgr who use to be a Sr and stepped down to an Ops, 27 years as a Sr/Ops manager, still not at top out. Oh, and ditch the SFA.....I believe it's a noble thought, but it just doesn't serve its stated purpose anymore. Hourlies use it as a means of "getting back" at their managers, and managers don't do with it what they are supposed to. It's failure is a joint effort.</p><p></p><p>What gives me hope? We continue to become more efficient, sometimes to a fault, and have cut a lot of fat corporate wide. We have invested heavily in emerging markets around the globe, hopefully that will pay off with higher inbound volumes to the US as well as improving our yield per package. More efficiency, higher revenue, and lower costs will hopefully equal improved pay/compensation for everyone involved when the economy finally stabilizes and improves. </p><p></p><p>We still have a lot of great people that do it right everyday regardless of the circumstances.........that gives me hope.</p></blockquote><p></p>
[QUOTE="FedEx2000, post: 877128, member: 13621"] Rico, wow....you read WAY too much in to what was simply my opinion, no deep dark look in to the inner working. 1) Nothing happens if someone doesn't hit their SPH daily, other than perhaps a discussion with their mgr. Hitting it monthly is still the expectation in regards to any PIP. It's just the usual push to achieve perfection every single day, sorry if that was unclear. It's not about cutting corners, it's about being consistent everyday, at least to the extent of what is within your control. The numbers have not been readjusted corporate wide, but locally SR Mgrs have the ability to adjust them with proper documentation/data/checkrides. The vast majority of SPH goals that were adjusted went down, not up. 2) I would not be able to confirm if this is the intent of FedEx or not, as this is simply my opinion. The engineers/directors have a responsibility to assess each request to replace a position and determine if it is truly needed. See the posts about FTers not getting minimums, doesn't make sense to approve a FT replacement in this situation. All I know is that whenever we have really needed to replace a FT position with another FT position we have been able to do so, sometimes needing to provide more justification in order to make it happen. Just seems like smart business to me rather then just blindly replacing everyone with looking at the situation locally. It may become a "net-effect", as you said, only in cases where the Sr knows they really don't need a FT replacement, or don't want t o put in the work necessary to justify it. 3) Not even close. I was never told to do so while I was a courier, nor have I ever done so as a mgr. I was simply referring to the claims of a few on here that have claimed to have had this happen to them. This seems to be a local issue at their respective stations. I have worked at 4 different stations in 3 different districts and have never seen this be the case. If you are on break, I could care less if you leave, as long as you are back by a certain time if say we are going to have a 2nd sort at a specific time. In my experience, most don't want to waste the gas/time to drive home or wherever, they just hang out in the break room or chat with their mgrs. 4) With the speed at which our volumes have declined since around May, approx. 300k per day, yes it is difficult to adjust to that size of drop in a short time. If you over-react and the volume comes back in 3 months you are short-handed.....and what would have been the solution? Layoffs? Volume has been this much lower Yr over Yr going on 5 months now, something has to be adjusted. Part of this is making sure you have proper staffing, and not replacing FT positions if you don't need them. This is where the trust in the directors to determine staffing comes in, this is who is approving the replacements, prior to the region. So yes, I believe they do have confidence in the directors to do so. On the other end of the stick, what do you suggest if there is over staffing? Layoffs? We have simply chosen to not replace rather then cut deeper. Is that not preferable from an hourly standpoint? They are gradually making adjustments, whether it be through replacing FT with PT or attrition. As for playing games with employees/hours.....that is just stupid and will burn them eventually. We are required to use the additional hours sign-up sheets and we have to track everything. Who got the hours, why, was in done in proper order due to seniority, etc. This is then audited by the district/region/corporate. They may be able to float under the radar for a while, but eventually someone will see it and legal will be all over them. The "sledgehammer" approach, I think, is due to the desire to be "fair" with everyone by applying a blanket policy. If it was done another way, someone, somewhere, would complain that it's done differently somewhere else. (I'm looking at you California) So, in an effort to be fair and consistent, there are situations where it seems ridiculous, but must be done. The problem arises when mgrs/Srs make a decision at a local level that does not fall in line with what FedEx has put out there as the expectation.....this is often confused with FedEx not being consistent or not following policy, when in reality it is a lone mgr/Sr doing it. 5) I don't have a specific "line in the sand", but I'll know what it is when it happens. Do I expect it to change, in regards to the "New norm"? I have no idea, all I know is that I will continue to do whatever I have to do to get the job done. I could care less if that means I unload ULDs or whatever. Yes, the pension thing sucks, but I have been contributing to my 401k almost from day 1 thanks to another courier who took me under their wing when I first started and had very good knowledge of the company as a whole, so that helps. I can understand the frustrations of those that depended almost solely on their pension for retirement, but that has never been my approach. Also, many companies offer no pension whatsoever these days, so it could be worse. I am in my low 30's, not married, no kids.....insurance has been more than adequate thus far in my life. I think I have been to urgent care once in the time I have been at FedEx, cost me a whopping $50 for an IV and some meds. My parents are self-employed......they would kill for my insurance, they are paying over $1,000 month for 2 people. I think the real problem lies with the insurance companies and health care providers that charge outrageous amounts for simple things..............but that is a whole other issue. This may change as i get older, but so far I have no complaints. Positive direction? A resolution to mid-range pay and top out times would be a good start.....for both hourly and salaried. If you think the hourly top-out time is crazy, the salaried is just as bad or worse. I worked with a mgr who use to be a Sr and stepped down to an Ops, 27 years as a Sr/Ops manager, still not at top out. Oh, and ditch the SFA.....I believe it's a noble thought, but it just doesn't serve its stated purpose anymore. Hourlies use it as a means of "getting back" at their managers, and managers don't do with it what they are supposed to. It's failure is a joint effort. What gives me hope? We continue to become more efficient, sometimes to a fault, and have cut a lot of fat corporate wide. We have invested heavily in emerging markets around the globe, hopefully that will pay off with higher inbound volumes to the US as well as improving our yield per package. More efficiency, higher revenue, and lower costs will hopefully equal improved pay/compensation for everyone involved when the economy finally stabilizes and improves. We still have a lot of great people that do it right everyday regardless of the circumstances.........that gives me hope. [/QUOTE]
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