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Report on Supervisor Training

HRMT 11011
Assessment 2
Delivering improved employee orientation at the Post Office
Angela Tran is a postal delivery officer and a part-time trainer of postal delivery officers for the Post
Office in a major city on the east coast. She trains all new postal delivery officers in her service area
which encompasses the northern half of her province. Over the past five years, she has trained 31
new
postal delivery officers. Typically, the training is offered prior to the new postal delivery officer!s
entry
onto the jo", altho#gh sometimes it occ#rs shortly thereafter.
The training program typically encompasses "oth the orientation of new employees to the Post Office
and the development of specific s$ills needed "y the new postal delivery officer. The latter involves
practice in casing mail %i.e., sorting& to appropriate locations in preparation for delivery, reading maps,
determining appropriate se'#encing of delivery, and c#stomer relations. The total training program
ta$es three f#ll days %one day of orientation and two days of s$ills training&.
The orientation part of the training program encompasses "oth an orientation pac$et and a disc#ssion
of
vario#s Post Office policies and proced#res. The orientation pac$et typically incl#des information
a"o#t
employee "enefits, holidays, copies of certain standard forms %e.g., ta( office withholding forms&,
o#tline of emergency and accident proced#res, $ey terms #sed in the Post Office, copies of the health
and life ins#rance options, and telephone n#m"ers and locations of the Personnel )epartment and
other
important offices. *n addition, an e(planation of the Post Office r#les and reg#lations, and the chain of
command for reporting p#rposes is provided. Tran concl#des her orientation with an offer of help and
enco#ragement for the f#t#re.
The ass#mption "#ilt into the orientation is that it will "e s#pplemented at the jo" site "y the direct
s#pervisor who will provide all the necessary information a"o#t the partic#lar facility, the personnel
at
the facility, the area coved "y the ro#te or ro#tes to which the new employee will "e assigned, and the
additional written information s#ch as the employee hand"oo$ and the #nion agreement. According to
Post Office policy, each new postal delivery officer sho#ld get three days of on-the-jo" training of
which one is paid for "y the training division and two are charged to the s#pervisor!s prod#ction.
Tran learned from s#"se'#ent conversations with her former trainees over the past five years that the
orientation provided "y the direct s#pervisor varied, from practically nothing to fairly intensive. *n
some
distri"#tion facilities, the s#pervisor greeted the new employee, introd#ced the person to one other
employee, and e(plained their own e(pectations regarding attendance, personal cond#ct and
prod#ctivity. Then the employee was given an assignment and allowed to +sin$ or swim., -hile 3
percent of new hires have s#rvived their pro"ationary ./-day period over the past three years, less
than
0/ percent s#rvived in certain facilities.
1ast night, Tran received a telephone call from -endy 2at3, one of her former trainees who finished
training 1/ wee$s ago. 2at3 is a single parent with two school-age children who had left her jo" as
secretary and ta$en the postal delivery jo" in order to ma$e more money. She was in tears as she
descri"ed her e(perience at her distri"#tion facility.
4er s#pervisor had given her no written materials, introd#ced her to only one other employee, and had
shifted her from ro#te to ro#te over the 1/ wee$s she had wor$ed at the facility. 5o help or s#pport of
any $ind has "een offered, "#t the s#pervisor contin#ally "erated her for the n#m"er of ho#rs she has
ta$en to case and deliver ro#tes. She had tried to st#dy maps d#ring her days off in order to learn the
areas covered "y vario#s ro#tes, "#t this only helped a little. 6ach ro#te had to "e delivered in a
partic#lar order and it too$ time to learn the se'#ence. The other postal delivery officers were all
stressed o#t and wor$ing overtime themselves. 7onse'#ently, they ignored her and offered no
assistance. 2at3 told Tran that she was on the verge of '#itting. Tran told her to +hang in there
"eca#se
it does get easier with time.,
As a res#lt of all the complaints she had received from former trainees %some of whom s#rvived the
./-
day pro"ationary period&, Tran decide to recommend to the area Postal 8anager a program to train
s#pervisors in how to orient new postal delivery officers. 4owever, she wasn!t s#re what specific
items
• the s#pervisors sho#ld incl#de in their new employee orientation and how to train them to do
it.
• Angela Tran has approached yo# for assistance as she $nows yo# are st#dying h#man
reso#rce
• management at #niversity. 9o# have agreed to write a "rief "#siness report o#tlining an
enhanced
• orientation process and a matching s#pervisory training co#rse. 9o#r report sho#ld address
the
• following points:
• 1. )escri"e the nat#re and ca#ses of the orientation pro"lem.
• 0. )evelop an orientation program that direct s#pervisors sho#ld provide new employees at
the wor$
• site.
• 3. Prescri"e what written materials the s#pervisor sho#ld provide for new postal delivery
officers in
• light of what Tran already provides.
• ;. *n addition to the written materials disc#ssed in the previo#s point, s#ggest other actions
that the
• s#pervisor co#ld ta$e to orient new postal delivery officers.
• <. =ecommend training methods to "e #sed to train the s#pervisors in the new orientation
process.
• >. The report sho#ld "e presented as a s#ita"ly professional doc#ment.