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My First Day: LOL
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<blockquote data-quote="UPS Lifer" data-source="post: 399032" data-attributes="member: 9789"><p>I have to agree with this also.... My position as training manager was added because of the high turn-over rate and I my operation was in the top 5 in the region for a long period of time. The position was not is the budget and the district manager had to approve it. </p><p></p><p>As soon as things got tight (again!), they eliminated the position and made each manager in each of the operations responsible for their own training. </p><p></p><p>You know what happens in a case like that... the managers do not have time to spend because some managers do not see the big picture. </p><p></p><p>I looked at my operation like I was the coach and my goal was to get the most talented folks and <strong>keep</strong> them. I also knew that I needed to have depth in all key positions so we cross trained in non-mgmt and supervisory positions all the time. When things went sour we had people who could step up and put out the little fires as they started. My trainers were used in other areas (either being cross trained or cross training employees) rather than constantly training new hires because the turn-over was low. </p><p></p><p>When I moved on to my final position, they took about eight supervisors away from the operation and placed them in other operations to improve the overall building. 4 of my supervisors were promoted to FT and were also imbedded into other operations in the building.</p></blockquote><p></p>
[QUOTE="UPS Lifer, post: 399032, member: 9789"] I have to agree with this also.... My position as training manager was added because of the high turn-over rate and I my operation was in the top 5 in the region for a long period of time. The position was not is the budget and the district manager had to approve it. As soon as things got tight (again!), they eliminated the position and made each manager in each of the operations responsible for their own training. You know what happens in a case like that... the managers do not have time to spend because some managers do not see the big picture. I looked at my operation like I was the coach and my goal was to get the most talented folks and [B]keep[/B] them. I also knew that I needed to have depth in all key positions so we cross trained in non-mgmt and supervisory positions all the time. When things went sour we had people who could step up and put out the little fires as they started. My trainers were used in other areas (either being cross trained or cross training employees) rather than constantly training new hires because the turn-over was low. When I moved on to my final position, they took about eight supervisors away from the operation and placed them in other operations to improve the overall building. 4 of my supervisors were promoted to FT and were also imbedded into other operations in the building. [/QUOTE]
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