Sounds like the same stuff I saw while I was in Express AGFS (ramp environment). FedEx is FedEx it seems...
The turnover was so bad, that training was limited to that which was corporate mandatory, but actual useful training was to be accomplished on the job - if at all. In the push to get productivity up, corners were cut, handlers were pushed to extreme limits and injuries, mis-sorts and damaged packages were the norm.
Having a fully staffed operation was the rare occasion, I ran an operation at times with only 60% of proscribed staffing - it was nuts. The senior manager blamed the operations manager in question for not "adequately maintaining staffing levels".... how in the hell is the ops manager to prevent people from quitting when they got fed up? (What it was, was the classic "pass the blame game", pointing the finger of blame at someone else so the senior manager in question wasn't held to account). I quickly learned that it was personnel policy to NOT maintain full staffing, but rather only start interviewing people once there were openings - the problem was that the handlers were quitting faster than new ones could be hired at times.
Express didn't care, get the volume moved regardless was the policy. That is when I first caught on to the fact that the company I researched prior to hiring on (a company called Federal Express...), no longer existed and a company called FedEx Express had taken its place.
Whenever the mis-sort, injury or damage claim statistic jumped above the 'goal', senior management jerked the chain and whatever issue was the topic du jour, was focused upon like a laser beam. Everything was focused on getting that particular statistic back to within 'goal' - while completely ignoring other metrics (safety went out the window unless injuries were the topic du jour). It went in an endless cycle, of focusing on one thing while ignoring everything else, then when something else invariably went wrong, the focus was changed to that issue. It was a never ending game of 'Whack a Mole", and the operations manager who could best manage playing the game succeeded, while those who couldn't were fast tracked out and either out the door or back into a wage position.
The only difference here (between Express ramp ops and Ground terminal ops), is that the final 'customer' (to use a "Quality Driven Management" concept....), is DGO in Express (part of the company), while it is the contractors in Ground (NOT part of the company). So it looks like the ol' FedEx dump is magnified. Cut costs to make an unrealistic goal, then dump on the both the employees working the situation AND the 'customer' next down the line (in Express' case, DGO, in Ground's case, the contractors).
Given the topic of this thread and the tone taken by the OP - I can surmise that he doesn't have a clue as to how FedEx really operates. It will be a quick learning process, you will either learn to accept and embrace FedEx operating patterns, or you will be shown the door. I'm going to bet he'll eventually embrace Fred and learn to play Whack a Mole to an acceptable level of proficiency, or he'll be out the door within 6 months.