absorbing on P&L

[speedypostman]

Can someone help. The way P&L duties were created certainly remove the absorbing element. In my office, we are now obblige to absorb on top of P&L or threaten with incompetence and wilfull delay of mail. Is there any document or advice on that in this forum,Thanks

[Stormproof]

don't know where the documentation is but it sure looks like your DOM is taking the piss.

[Royal_Fail]

We have absorbing or lapsing as we call it 6 months of year on P&L it will go some days others it will go and come back if theres no time.

HCT duties have it all year round

[DirtyHarry]

Can someone help. The way P&L duties were created certainly remove the absorbing element. In my office, we are now obblige to absorb on top of P&L or threaten with incompetence and wilfull delay of mail. Is there any document or advice on that in this forum,Thanks

Sounds a right bustard, your DIM.
Bet he was a postie not that long ago too, the traitor.

[speedypostman]

don't know where the documentation is but it sure looks like your DOM is taking the piss.

Yes in he name of savings and kill us early. Cannot say to much at present but I should try getting my geo of my walk.

[clashcityrocker]

Can someone help. The way P&L duties were created certainly remove the absorbing element. In my office, we are now obblige to absorb on top of P&L or threaten with incompetence and wilfull delay of mail. Is there any document or advice on that in this forum,Thanks

Whether you have time to absorb has nothing to do with the P&L duties but with the total hours available and the total amount of work to be done.
One of the ideas behind the revisions is to use a model week to staff the office. The model week is generally an average of low weeks. You therefore in theory only have sufficient staff to cope with the indoor workload on light weeks and need to "flex up" for the rest of the year. Consequently there is little or no scope for lapsing/absorbing for most of the year.
In an office that has shown little appetite for flexing up, a higher model week would need to be used, meaning more lapsing/absorbing possibilities.
An office with a high percentage of full-time staff would also have more lapsing/absorbing opportunities.
So without knowing what your full-time to part-time ratio is or what your "model week" is based on - there won't be any supporting documentation to say if you should or should not be lapsing.
That said someone in your office should be able to explain to you the "science" behind the lapsing opportunities.

[fishtank]

There is no doubt managers are using absorption inappropriately to claw back savings that failed to appear after a P&L revision.
Hopefully this will be addressed shortly.
Until then it is important that your rep uses the weekly resource meetings to make sure that it is not used when traffic is on or above model traffic and more importantly the members must take their breaks,start on time and use the proper delivery equipment.
Otherwise you are a sitting target and your rep will be wasting his/her time.

[speedypostman]

There is no doubt managers are using absorption inappropriately to claw back savings that failed to appear after a P&L revision.
Hopefully this will be addressed shortly.
Until then it is important that your rep uses the weekly resource meetings to make sure that it is not used when traffic is on or above model traffic and more importantly the members must take their breaks,start on time and use the proper delivery equipment.
Otherwise you are a sitting target and your rep will be wasting his/her time.

Well. I am a living target. If you take a dart board, I am the highest rating target on it. But, will fight it all the way.

[Cheetah]

Can someone help. The way P&L duties were created certainly remove the absorbing element. In my office, we are now obblige to absorb on top of P&L or threaten with incompetence and wilfull delay of mail. Is there any document or advice on that in this forum,Thanks

This seems to run and run on so many threads, It seems the planners have made a pigs ear if there is capacity to absorb in your office, as surely the whole purpose of any revision is to ensure the new duties take the postie up to their paid hours....... As i've stated it's my opinion lapsing is a good thing to even up workloads, but in a newly implemented revision you would expect the duties to be reasonably equal, and spare capacity should realy only be generated by local conditions i.e particularly light day. The rounds should not have spare capacity on a daily basis and should certainally not be on any kind of a rota....
If you are being forced to do absorption which takes you over your paid hours then you are being treated unfairly, and need to take the matter up with the union.....
You may find this document useful paying particular attention to the opening paragraph......



Absorbing Hours & Covering for One Another

Aims

• To jointly identify/implement genuine opportunities to absorb outdoor and/or indoor workload where time exists within approved attendance times/normal paid work hours.
• To provide sensible options for the business to take advantage of opportunities to increase efficiency when workload declines, or there are absences.
• To put in place regular and robust consultation/dialogue between managers and CWU representatives in respect of the resourcing arrangements.
• To ensure quality of service is not adversely affected by any new arrangements.
• To reduce the reliance on causal and agency staff wherever possible on an ongoing basis
• To give people the opportunity to cover for one another or swap duties providing there is no additional cost to the business, to reduce absence and assist with domestic situations etc.
• To provide the appropriate training so that employees are multi-skilled and able to work more flexibly.
• To create a working environment where employees, CWU reps and managers feel valued and motivated.
• To provide a better work life balance for employees.

Guiding Principles/Key Criteria

• Managers and CWU reps working together to ensure a successful introduction and operation of jointly identified opportunities/arrangements.
• Provision of suitable release for CWU reps to fully participate in the process including weekly resourcing meetings.
• Advance Identification of traffic levels, absence/leave and workload requirements.
• Provision of the best possible customer service.
• Adherence to all Health & Safety Standards/requirements including walk safe, legal requirements and national/local agreements.
• All staff involved on an equal and fair basis.
• Clearly displayed plans/comms so that all individuals are fully aware 2 weeks in advance of their duty details.
• Walk logs up to date and all appropriate equipment necessary to do the job provided, including personal protective equipment, and transport arrangements.
• Adherence to the Delivery Office Workplan.
• Individuals’ personal circumstances taken into account with a process to arbitrate where issues are raised regarding their ability to work flexibly.
• Staff fully trained, as required, in advance to ensure they are safe and competent to cover work.
• The continuing provision of reasonable local earnings levels.
• No changes to duty attendance times unless agreed locally.
• All leave commitments and family friendly arrangements to remain in place.

Methods/Process

1. Jointly review workload and duty structures within the Unit to maximise effective full-
time duties and provide equally efficient part-time duties.
2. Leave Reserves to be utilised in the most effective way within the Unit.
3. A+ up to date and regularly maintained.
4. Weekly Resourcing Meetings between the DOM and CWU to be a pre-scheduled mandatory requirement for all Offices. All forecast information regarding traffic volumes, parcels where applicable, D2D, levels of walksorted mail, vacancies, all known leave and workplan performance should be shared with the CWU in advance. The meeting should then:

• Discuss and agree staffing arrangements for at least 2 weeks in advance.
• Take the opportunity to effectively refine workload requirements and staffing arrangements for the following week where any previously unforeseen fluctuation in traffic or leave/absence has or is due to take place.
• Ensure robust contingency plans are in place to deal with any emergency or unexpected traffic fluctuation.
• Ensure all planned changes are communicated/displayed to all employees ASAP following the meeting.

Note: *If it is identified that there is a requirement for staff to work in another Unit the process agreed locally under P&M Phase 2 will be used.

5. Joint consultation on daily fluctuations of traffic/workload will also take place ASAP to discuss where opportunities can be identified to maintain or improve efficiency and/or protect quality of service.
6. The Units’ Skills Register will be reviewed/updated to enable the necessary training to be planned/provided so that employees are multi-skilled and able to be used more flexibly throughout the office.
7. Employees will be allowed to swap duties on a weekly or daily basis providing they give at least 24 hours notice, have the necessary skills and there is no cost to the business.
2. A Personal Cover Register will be established to facilitate individuals making their own arrangements if they wish to cover for each other. This cover could be for part of or the complete shift/daily attendance. Individuals will again be required to provide at least 24 hours notice in advance, confirm they have the skills necessary and that there will be no additional cost to the business (a template for the Personal Cover Register for use is attached at Annex C).
9. A chart will be displayed and updated weekly to illustrate forecast savings/bonus achieved against budget to date under the 50/50 Efficiency Scheme, for the life of the scheme.


THIS DOCUMENT IS A NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND The Communication Workers Union