As you probably know from this blog, I've been a postal worker in the Canadian Post Office for many moons. I consider myself to be a management type of guy rather than a union kind of guy.
Naturally, I like to give my two cents worth on postal operations and union contracts.
The letter below was sent to Moya Greene, the CEO of Canada Post. Later on in the year, we are entering into Union/Management contract talks. Hopefully, we can build on a mutual plan for postal productivity and pension prosperity in the future.
Here are the highlights of my proposals:
What about a reward system that addresses employer concerns over "sick leave abuse" and "declining employee productivity"?
This would be an incentive program for employees to save sick days and increase productivity.
* As mentioned before, profit dividends would go into a fund that would accumulate interest over a postal worker's career. He/She would then get this back as a "severance reward" at retirement.
* Added to the above, would be a pay-out for unused sick leave credits. It, also, would be part of the severance reward at retirement.
Lowering sick leave absences and increasing productivity is vital to the continued profitability and survival of Canada Post.
Employees often worry about roll-backs and pension viability. Obviously, corporate health through individual and group productivity and engagement eases one's concerns about the future.
The Work Smart Program
* Utilize the experience of senior postal workers to do work in the quickest most efficient way possible
* There's an old postie saying that with one worker you get maximum production with two you get half that production and with three you get a union meeting.
* Make sure that postal workers have the latest in updated machinery (e.g. belts, dumpers, etc.) and Material Handling Equipment.
* Make sure that trailers and shuttles are delivering their mail on time for processing with as little downtime as possible. (E.g. Often, the Purolator(i.e.priority mail)trailer is late at the Toronto Exchange Office which causes downtime for the clerks processing it.)
* Recognize good workers and go after those who aren't.
* Target the time and attendance program to those who aren't carrying their share of the load.
In over 30 years at Canada Post, I've worked with small productive staffs and large unproductive staffs. In working smart, you get more work out of less people, rather than having a staff where some work hard and others coast.
Hopefully, something can be found to replace Article 28(The old severance package that doesn't exist anymore)that rewards rather than rolls back.
I look forward to positive negotiations in the fall.
Background On The Canadian Post Office
The Crusading Union Of CUPW