EEOC Annual Report on U.S. Postal Service Work Force
From EEOC:
This report covers the period from October 1, 2006, through September 30, 2007 and contains selected measures of agencies’ progress toward model EEO programs. The FY 2007 Annual Report on the Federal Work Force, addressed to the President and Congress, presents a summary of selected EEO program activities in the federal government, including a work force profile of 59 federal agencies.
Brief summary of report on U.S. Postal Service
USPS timely processed 98.9% of the 17,277 pre-complaint counselings (without remands) completed in FY 2007. The bases of alleged discrimination most often raised were: (1) Reprisal; (2) Disability (Physical); and (3) Age. Of the 6,090 complaints filed at USPS, 1,431 contained allegations of race (Black) discrimination, 679 contained allegations of race (White) discrimination, 109 contained allegations of race (Asian) discrimination, 31 contained allegations of race (American Indian/Alaska Native) discrimination, 839 contained allegations of color discrimination and 2,664 contained allegations of disability discrimination.
Costs: USPS agreed to pay $498,777 for 5,328 pre-complaint settlements, of which 429 were monetary settlements averaging $1,162. USPS expended a total of $7,175,480 for 4,669 complaint investigations, for an average expenditure of $1,536. USPS agreed to pay a total of $4,550,549 for 626 complaint closures through settlement agreements, final agency decisions, and final agency orders fully implementing AJ decisions. For complaint closures with benefits, the average award was $7,269.
Permanent Workforce: Out of 583,629 employees – 64.32% men and 35.68% women ( last year’s report 61.08% men and 38.92% women)
Major occupations
CITY CARRIER 222,072 - 72.92% men | 27.08% women
CLERK 204,075 - 43.89% men | 56.11% women
RURAL CARRIER 67,560 - 45.49% men | 54.51% women
GS-14 and GS-15* 8,826 - 68.48% men | 31.52% women
Senior Pay Level* 748 - 70.99% men | 29.01% women
See Full EEOC Annual Report on the Postal Service Work Force
August 22nd, 2008 at 8:26 am
the postal service is making a BIG mistake with all this early out, just get rid of all those managers that keep violating the laws and union contract, make them managers pay for every violation and avery cent the postal service have pay. you will see no more problems, all we have is bad managers.
August 22nd, 2008 at 10:41 am
“I am not a smart man …but I do know how to manage a Post Office.” — Forrest Gump.
August 22nd, 2008 at 11:30 am
I’m retarded and I don’t know what you’re talking about.
August 22nd, 2008 at 2:13 pm
IDIOT AND HARASSMENT MANAGEMENTS SHOULD GET FIRED.
NO FCKING TRANSFER TO ANOTHER PO.
August 22nd, 2008 at 6:32 pm
It doesn’t take a rocket scientist to figure out the real problem of the Postal Service is. MANAGEMENT!!!! They cost the USPS more money than they are worth!
August 25th, 2008 at 6:37 pm
Read it and weep. The truth is out there,
IN WRITING, but who in Management cares?
No one! Royal Oak type incidents will continue to occur until things change.
An excerpt from a report done by the GAO, titled GGD-94-201A (took 3 years to conduct)
“Overall, we found that labor-management problems are longstanding and have multiple causes that are related to an autocratic management style, adversarial employee and union attitudes, and inappropriate and inadequate performance management systems. Traditionally,
management’s attitude has been that employees respond best, if not only, to discipline. Management officials said that the employees’ attitude has been that their needs should take precedence over the Service’s needs,
and that the unions’ belief has been that employees must be continually protected against abuse by management. The overwhelming volume and tedious nature of the work create a challenge for employees and supervisors alike to be strongly committed to doing quality work as a unified team. Unfortunately, the performance management systems do not adequately (1) differentiate good workers from poor ones,
(2) reward work groups for teamwork, or
(3) reward individual employees for high levels of performance. In essence, they tend to perpetuate an already dysfunctional organizational culture. The effects of the problems are also multiple and include poor quality of work life for postal employees and higher mail processing and delivery
costs for the Postal Service. The Service recognizes that it must improve customer satisfaction to enhance revenue and retain market share. It also recognizes that customers will not remain satisfied in an environment
where employees themselves are dissatisfied. An ever-present reminder of this is the annual cost to process grievances, which the Postal Service
estimated at about $200 million in fiscal year 1992 alone.”
A later report done showed that things had gotten worse, with grievance activity rising by 31 percent. Thank the Lord retiretiment time is close.
September 22nd, 2008 at 7:12 am
POTTER!!! ARE YOU LISTENING?
September 29th, 2008 at 8:47 am
29 Sept 08
We as employees don’t make decisions on schedules
or who’s hours or days off are changed,or where to spend money. Management refuses to admitt to their own mistakes which in the long run cost the Postal Service more money. Until they are held accountable this trend will continue. WAKE UP AND SMELL TTHE COFFEE DUMB DUMBS
November 15th, 2008 at 1:00 am
What many in management fails to understand is, you cannot demand respect, you have to earn it. And the Postal Service as an agency needs to understand that is that as long as they continue to place people in positions of responsibility who lack the most rudimentary people skills, they will never have an efficiently run organization.
In order for the postal service to meet it’s goals in the current business environment, its not nearly enough for every employee to give a fair day’s work for a fair day’s pay; in order to meet our goals each and every employee must be willing to give 110%–and the only way they’re going to get that is by developing managers with the insight to understand that they can’t force employees to give their all, the employees must respect their manager enough to want to.
Thus, it doesn’t matter what kind of initiatives are put into place, as long as the employees are demoralized, no program or initiative will ever work, because it takes a motivated workforce to make it work–and the more you push, the less you get. It’s called passive aggression.
Eric L. Wattree