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Is UPS really this bad to work for, or are people exaggerating??
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<blockquote data-quote="Iconoclast" data-source="post: 172592" data-attributes="member: 8906"><p><strong>Re: part 2</strong></p><p></p><p>In many other organizations people are routinely fired for the type of feedback that a score of 50 on The ERI represents. Performance goals and accountability are hollow objectives at Ups. Bad managers are allowed to continue making bad decisions because the process for identifying and exposing these mangers rest squarely on the shoulders of other managers. Abject fear has always been the main motivating tool at Ups driving management. That fear cripples the decision making process and the ability to hold accountable, people who are incapable of doing the job. Most management people think that they are betraying their peers and superiors if they report egregious errors in judgment or policy. They in turn become less confident of their own performance and decisions-so they say nothing, move on and mind their own business. </p><p> </p><p>If a management person proves over a period of time that he/she doesn't have what it takes to make effective decisions and perform in a manner consistent with the responsibilities that their specific work areas demand, they should be fired. </p><p> </p><p>Not summarily, or without proper documentation of specific goals in a finite period of review-but separated nonetheless. Tie made an earlier point (again, this post is from 2003) responding to a management situation whereby drivers were not getting out of the center until 45 minutes after start time. He stated that there probably would not be a public flogging but that center manager is catching more "grief than anyone of us would want" Why try and motivate people with the age old Ups method of yelling, screaming and threatening? It doesn't work - it used to work, but it has long lost its appeal. </p><p> </p><p>Why not treat that individual like many other fortune 100 companies treat their employees that are incapable of making the grade. Cut your losses, humanely and quickly, make outplacement services available to those separated at no cost, and give the departing employee a good professional review that will help them on their next career move. Why continue the cycle and destroy morale? </p><p> </p><p>Not every organization is a good fit for every person. If someone has been in management for twenty years and has made bad decisions and received negative feedback in most of his/her respective work areas over that time - what value are they providing to the organization? I know that further training and support is also important, but again, we are talking about long tenured management who are long past the point of training. I can definitively tell you what harm they can do to a company; they destroy morale. They are devastating to the performance of good conscientious employees whose job requirements rely on a strong leader and capable decision maker. There is another valuable lesson that can be learned from getting rid of bad /ineffective employees. You learn to exercise greater prudence in the employees you have marked for promotion into management. You are careful not to make a similar mistake and expend valuable time and resources toward the training and development of someone who never had the qualifications for the responsibilities of a management position other than he/she had a certain amount of tenure with the company. </p><p> </p><p><em>By the way, what's your assessment on the sales plan compensation, based on your previous outside experience? Just wondering what is keeping you at UPS</em></p><p> </p><p>As far as the commission structure as it compares to other sales jobs? It is in the mid to low range. Far better compensation can be found in other sales opportunities. </p><p> </p><p>What keeps me at UPS ? That’s easy. the challenge of introducing change. I am an agent of change, and I have been most of my adult life.</p><p> </p><p> </p><p>I relish a challenge that allows me to question the status quo, offer viable solutions, and work hard to introduce a solid game plan and strategy of change. I hate when I see good employees who are questioning policy, tradition and procedure, labeled as trouble makers. We all should read the policy book - Open door policy, We welcome suggestions from our employees, etc-</p><p> </p><p>This is direct from the policy book - Managers and supervisors are expected to understand and be prepared to explain the reasons for decisions. Explaining the course of action is a much more positive response than saying, “its against company policy” or, those were the instructions given to me” </p><p> </p><p>In other words, UPS gave you this responsibility and asked you to adhere to principles and guidelines, most of which are not black or white, but gray and nefarious. When it all goes south, we don't expect you to make excuses. By the way, we can't monitor everyone so we are going to rely on your management peers to report any transgressions in policy. But, how many report those transgressions? Very Few. </p><p> </p><p>Once this cycle starts, you get to a point where management only knows the status quo, not what the actual policies are and why they are in place.</p><p> </p><p>How many managers over the years have been caught fudging their numbers only to lament after the fact- “Why was it acceptable two weeks ago when my manager looked the other way when we had to make plan" Is this a case of getting your hand caught in the cookie jar, or is the person who refused, OR EVEN WORSE, DIDN'T EVEN KNOW IT WAS HIS RESPONSIBILTY to take the high road, place his manager in the direct line of fire, and make waves in the entire center. </p><p> </p><p>Who is the better employee? The second guy, which road is easier to take after 20 years of taking licks? It becomes a very very tough dilemma. </p><p> </p><p>I hope that I have been very instrumental in my time here helping develop new ways to recruit, train, develop, and promote quality sales people. Twice, I have had the opportunity to have my ideas presented at Corporate for the development of a formalized, centralized sales training program. My career here has been no easy road, let me tell you. My reputation the first several years I was here was as a troublemaker, and the easy route would be to cover my a** and stop making waves. I am very vocal, and unrelenting when I research avenues for change, present solutions and most importantly, win grass roots support, all of which, in my opinion, are the basic tenets of change.</p><p> </p><p>Had I chose the easy route however, it would have really only benefited me and not the company.</p><p> </p><p> </p><p>No, my motivations to place myself in the line of fire was to better the company-period, not protect myself. Those are the types of rewards I have sought throughout my career, not financial.</p><p> </p><p>Few would choose a career path many have chosen here and expose themselves to the added duress, flak and heartache on an already stressful UPS day, unless, they thought that in the end the cause was worth it - In my small, humble opinion, UPS is worth it.</p></blockquote><p></p>
[QUOTE="Iconoclast, post: 172592, member: 8906"] [b]Re: part 2[/b] In many other organizations people are routinely fired for the type of feedback that a score of 50 on The ERI represents. Performance goals and accountability are hollow objectives at Ups. Bad managers are allowed to continue making bad decisions because the process for identifying and exposing these mangers rest squarely on the shoulders of other managers. Abject fear has always been the main motivating tool at Ups driving management. That fear cripples the decision making process and the ability to hold accountable, people who are incapable of doing the job. Most management people think that they are betraying their peers and superiors if they report egregious errors in judgment or policy. They in turn become less confident of their own performance and decisions-so they say nothing, move on and mind their own business. If a management person proves over a period of time that he/she doesn't have what it takes to make effective decisions and perform in a manner consistent with the responsibilities that their specific work areas demand, they should be fired. Not summarily, or without proper documentation of specific goals in a finite period of review-but separated nonetheless. Tie made an earlier point (again, this post is from 2003) responding to a management situation whereby drivers were not getting out of the center until 45 minutes after start time. He stated that there probably would not be a public flogging but that center manager is catching more "grief than anyone of us would want" Why try and motivate people with the age old Ups method of yelling, screaming and threatening? It doesn't work - it used to work, but it has long lost its appeal. Why not treat that individual like many other fortune 100 companies treat their employees that are incapable of making the grade. Cut your losses, humanely and quickly, make outplacement services available to those separated at no cost, and give the departing employee a good professional review that will help them on their next career move. Why continue the cycle and destroy morale? Not every organization is a good fit for every person. If someone has been in management for twenty years and has made bad decisions and received negative feedback in most of his/her respective work areas over that time - what value are they providing to the organization? I know that further training and support is also important, but again, we are talking about long tenured management who are long past the point of training. I can definitively tell you what harm they can do to a company; they destroy morale. They are devastating to the performance of good conscientious employees whose job requirements rely on a strong leader and capable decision maker. There is another valuable lesson that can be learned from getting rid of bad /ineffective employees. You learn to exercise greater prudence in the employees you have marked for promotion into management. You are careful not to make a similar mistake and expend valuable time and resources toward the training and development of someone who never had the qualifications for the responsibilities of a management position other than he/she had a certain amount of tenure with the company. [I]By the way, what's your assessment on the sales plan compensation, based on your previous outside experience? Just wondering what is keeping you at UPS[/I] As far as the commission structure as it compares to other sales jobs? It is in the mid to low range. Far better compensation can be found in other sales opportunities. What keeps me at UPS ? That’s easy. the challenge of introducing change. I am an agent of change, and I have been most of my adult life. I relish a challenge that allows me to question the status quo, offer viable solutions, and work hard to introduce a solid game plan and strategy of change. I hate when I see good employees who are questioning policy, tradition and procedure, labeled as trouble makers. We all should read the policy book - Open door policy, We welcome suggestions from our employees, etc- This is direct from the policy book - Managers and supervisors are expected to understand and be prepared to explain the reasons for decisions. Explaining the course of action is a much more positive response than saying, “its against company policy” or, those were the instructions given to me” In other words, UPS gave you this responsibility and asked you to adhere to principles and guidelines, most of which are not black or white, but gray and nefarious. When it all goes south, we don't expect you to make excuses. By the way, we can't monitor everyone so we are going to rely on your management peers to report any transgressions in policy. But, how many report those transgressions? Very Few. Once this cycle starts, you get to a point where management only knows the status quo, not what the actual policies are and why they are in place. How many managers over the years have been caught fudging their numbers only to lament after the fact- “Why was it acceptable two weeks ago when my manager looked the other way when we had to make plan" Is this a case of getting your hand caught in the cookie jar, or is the person who refused, OR EVEN WORSE, DIDN'T EVEN KNOW IT WAS HIS RESPONSIBILTY to take the high road, place his manager in the direct line of fire, and make waves in the entire center. Who is the better employee? The second guy, which road is easier to take after 20 years of taking licks? It becomes a very very tough dilemma. I hope that I have been very instrumental in my time here helping develop new ways to recruit, train, develop, and promote quality sales people. Twice, I have had the opportunity to have my ideas presented at Corporate for the development of a formalized, centralized sales training program. My career here has been no easy road, let me tell you. My reputation the first several years I was here was as a troublemaker, and the easy route would be to cover my a** and stop making waves. I am very vocal, and unrelenting when I research avenues for change, present solutions and most importantly, win grass roots support, all of which, in my opinion, are the basic tenets of change. Had I chose the easy route however, it would have really only benefited me and not the company. No, my motivations to place myself in the line of fire was to better the company-period, not protect myself. Those are the types of rewards I have sought throughout my career, not financial. Few would choose a career path many have chosen here and expose themselves to the added duress, flak and heartache on an already stressful UPS day, unless, they thought that in the end the cause was worth it - In my small, humble opinion, UPS is worth it. [/QUOTE]
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