Overtime as a Management Tool

Matching workforce to workload has been a long-term struggle for the U.S. Postal Service. In its banner years, when volume was increasing, the Postal Service often found it difficult to quickly reduce workhours to offset seasonal dips in mail volume. Over the past 6 years, as volumes have steadily declined, the Postal Service has done a better job of matching its work hours to its workload. It has its lowest number of career employees in 25 years and productivity has seen steady cumulative improvement.


If you have been to a Post Office with a kiosk, but opted to wait for a clerk instead, what was the basis for your decision?

Postal customers often choose to stand in line at the counter of their local Post Office, even as an open self-service kiosk sits nearby. In some cases, customers might prefer to interact with a window clerk, perhaps to make sure they purchase the right service or because they want to buy a specialty service not available from the automated kiosk.


Partnerships for the Ages

The U.S. Postal Service is in the middle of a difficult transition to position itself as a 21st century communications provider. The Postal Service sees new opportunities, but its current cash shortage makes it difficult to invest in modernizing aging facilities and vehicles, or developing new products to serve changing communications and delivery needs. Public-private partnerships (PPPs) are an increasingly popular way for governments to achieve policy goals and develop infrastructure, while shifting short-term financial burdens away from taxpayers and strained government coffers. 



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