It is now obvious to all that over many months there has been growing tension at local level as a consequence of the company’s resourcing strategy which has arguably driven a conflict with our commitments to deliver excellent quality of service and our agreed resourcing principles.
We believe, not surprisingly, that this situation has created enhanced stress on individuals and on IR relationships. Despite a concerted effort by Local, Area and Divisional Representatives it had become evident that clarification and a response from national level was required.
The Postal Executive therefore considered an appropriate response to deal with the immediate and on-going resourcing approach and in light of this national representation has been made. As a consequence over the past few weeks we have seen a huge recruitment drive across the country to address the immediate problem and the attached Joint Statement has been agreed to reaffirm our joint commitments and inform the approach going forward.
The Joint Statement provides the required renewed focus on adopting a far more professional approach to resourcing, ensuring we work to our agreed resourcing principles and our responsibility to the public we serve.
Particular highlights are;
The important reminder to all that our objective is to retain our position as the pre-eminent delivery company in the UK, to provide a reliable high quality service to our customers, to honour our heritage and to maintain the trust of the people of the UK to deliver the six day a week Universal Service Obligation (USO).
The full recommitment to our current job security and resourcing agreements and their spirit and intent.
The commitment to develop and deploy joint training to embed our agreed resourcing principles.
Immediate local reviews to ensure our resourcing principles are being applied to agency, temporary and part-time resource.
That regular agency resource is converted into contracted resource in line with our resourcing principles.
That sufficient release time is provided to local Representatives to prepare, participate and deploy any required outcomes of the mandatory weekly resourcing meetings.
Confirmation that it is the responsibility of local Managers and local Representatives to agree local resourcing needs.
Recognition that where there are new entrant retention issues the situation can be positively influenced by the contract offered and the training provided.
Joint acceptance that Managers should not be performing OPG work and that when a local resourcing plan has been agreed any such occasion should only be in exceptional circumstances, equally if those circumstances do occur they should be recorded locally and nationally.
To ensure that there is no misinterpretation of the joint activity that this Statement seeks to encourage the Joint Statement makes it absolutely clear that;
‘It is agreed that this Joint Statement concerns itself with resourcing principles and not major structural change or in depth revision activity and should not be considered in that context’.
Branches should ensure that this LTB is given the widest possible circulation and that it is brought to the attention of local Representatives immediately.
_Any enquiries in relation to this LTB should be addressed to the DGS(P) Department.
Yours sincerely,
_
Terry Pullinger
Deputy General Secretary (P)
ANNOUNCEMENT : ALL OF ROYAL MAIL'S EMPLOYMENT POLICIES (AGREEMENTS) AT A GLANCE (Updated 2021)... HERE
ANNOUNCEMENT : PLEASE BE AWARE WE ARE NOT ON FACEBOOK AT ALL!
Royal Mail Resourcing, Recruitment and Professional Manpower
-
POSTMAN
- SITE ADMINISTRATOR
- Posts: 32787
- Joined: 07 Aug 2006, 03:19
- Gender: Male
Royal Mail Resourcing, Recruitment and Professional Manpower
I Wrote-During Covid-Which is still relevant now
It's good to get these types of threads, the ridiculous my manager said bollox, so we can reassure ourselves that while the world is falling apart, Royal Mail managers are still being the low-life C***S they have always been.
My BFF Clash
The daily grind of having to argue your case with an intellectual pigmy of a line manager is physically and emotionally draining.
It's good to get these types of threads, the ridiculous my manager said bollox, so we can reassure ourselves that while the world is falling apart, Royal Mail managers are still being the low-life C***S they have always been.
My BFF Clash
The daily grind of having to argue your case with an intellectual pigmy of a line manager is physically and emotionally draining.
-
POSTMAN
- SITE ADMINISTRATOR
- Posts: 32787
- Joined: 07 Aug 2006, 03:19
- Gender: Male
Re: Royal Mail Resourcing, Recruitment and Professional Manp
National Joint Statement Between Royal Mail & CWU Covering Resourcing &
Recruitment and Professional Manpower Planning in our Operations
Introduction
This Joint Statement has been produced to encourage immediate joint, proactive mutual
interest activity to resolve the current resourcing demands at pace and to refocus on our
key objective of professionalising manpower planning and resourcing in all units.
It is evident that the resourcing strategy needs to restore focus in order to meet the high
standards of professionalism we aspire to. This improvement must be made in the
context of meeting our agreed commitments to delivering high levels of customer service
and quality, in conjunction with ensuring a fair and manageable daily workload for
employees.
Objectives
To retain our position as the pre-eminent delivery company in the UK, to provide a
reliable high quality service to our customers, to honour our heritage and to maintain the
trust of the people of the UK to deliver the six day a week Universal Service Obligation
(USO).
We recognise that our customers trust in our ability to deliver our product range and this
can only be maintained if we ensure effective resourcing to workload under our locally
agreed arrangements.
This commitment is of the utmost importance as it reflects our on-going common
objective and sense of purpose and reaffirms our clear recognition that the relationship
between management, the Union and all employees is an essential factor in the future
success of Royal Mail.
Against that backdrop both parties agree that robust resourcing is imperative and the
following bullet points have been agreed to immediately improve and regain stability
whilst ensuring our on-going approach is consistent with the spirit and intent of our
agreements.
Both parties fully commit to our current job security and resourcing agreements
and to their spirit and intent.
In order to improve our current approach to resourcing, it is agreed that a
refresher training package will be developed and jointly delivered as soon as is
practical to ensure that local Managers and CWU Representatives understand our
agreed resourcing principles and that effective manpower planning is essential.
This will be developed by national functions, with the respective CWU National
Officers and RMG Functional Directors and deployed via the Line and
Representatives locally.
Each unit will immediately and jointly review the available supply against workload
demand including any part-time, temporary and agency resource in their unit and
ensure that our agreed principles, as detailed in the ‘Job Security, Resourcing and
Managing Change Agreement’, are being applied in the current recruitment drive,
resourcing meetings and decisions going forward.
Where regular patterns of agency resource can be identified, this should be added
to the work/duty plan and resourced too, in line with the spirit and intent of our
agreements.
With immediate effect local Managers and CWU Representatives will hold
mandatory weekly resourcing meetings. These meetings should consider the one
to two week, twelve week and annual resourcing arrangements for the unit and
ensure that our agreed resourcing principles, appropriate reviews and agreements
are being applied. Sufficient release time will be facilitated to allow CWU
Representatives to prepare and attend these meetings and undertake any
required on-going activity.
We confirm that in respect of both immediate and on-going local resourcing each
case will be based on its merit and carried out in line with existing National
Agreements, Joint Statements and guidelines. It is agreed that this Joint
Statement concerns itself with resourcing principles and not major structural
change or in depth revision activity and should not be considered in that context.
Where agreed duty structures are jointly considered to require some adjustment in
the context of meeting a robust resourcing plan then current agreed processes,
within each function will be applied to agree a new local resourcing plan which
embraces all our agreed resourcing principles and informs the recruitment needs.
All resourcing requirements will be determined locally based on the efficient
alignment of resource to workload with any disagreements being dealt with
through the IR Framework. Both parties confirm the IR Framework principle of
agreement at the lowest level and that it is the individual responsibility of the local
Manager to agree resourcing levels with the local Representative consistent with
our national agreements, or otherwise use the IR Framework to reach
agreement/resolve.
To address the immediate recruitment needs the management team in HRS has
been increased and a number of local recruitment days have been held across the
country to support areas where the labour market has tightened.
Interventions to speed up the actual recruitment process have been developed
and a revised recruitment process map will be produced outlining the activity
required commencing at the point at which a vacancy is identified, through to the
point of completion when a new recruit starts employment. This will assist local
units in understanding both the process and timeline for the recruitment so that
this can be factored into their joint resourcing planning, capturing learning
opportunities from our recent experiences.
It is recognised that where there are retention issues that local resourcing plans
should take account of this in respect of the type of contract offered and the
manner in which new entrants are trained and introduced into the operation,
consistent with our agreements.
It is jointly recognised that induction and training is an important and effective tool
in the retention of new employees and needs to be fully and properly utilised.
Regional Directors and CWU Divisional Representatives will meet immediately to
ensure that progress is being made in relation to the recruitment and resourcing
activities within their respective areas of responsibility, giving particular attention to
those resourcing issues that have been put into the IR Framework.
It is agreed and acknowledged that neither party wants Managers undertaking
work proper to the OPG Grade and once the resourcing plan for the unit has been
agreed and deployed it will no longer be necessary for Managers to perform any
OPG work. Where it is identified that exceptionally Managers undertake OPG
work, this will be recorded locally and information provided at weekly resourcing
meetings, together with a national overview of the same information provided at
the Parallel Operations Leadership Forum.
All local negotiations will be conducted in line with our agreed ‘Industrial Stability’
principles and the full terms of the IR Framework.
Any issues on deployment or interpretation of this Joint Statement should be referred to
the signatories below.
Michael Newby Terry Pullinger
ER/IR Director Deputy General Secretary (Postal)
Royal Mail Group Communication Workers Union
Date: 9th November 2015
Recruitment and Professional Manpower Planning in our Operations
Introduction
This Joint Statement has been produced to encourage immediate joint, proactive mutual
interest activity to resolve the current resourcing demands at pace and to refocus on our
key objective of professionalising manpower planning and resourcing in all units.
It is evident that the resourcing strategy needs to restore focus in order to meet the high
standards of professionalism we aspire to. This improvement must be made in the
context of meeting our agreed commitments to delivering high levels of customer service
and quality, in conjunction with ensuring a fair and manageable daily workload for
employees.
Objectives
To retain our position as the pre-eminent delivery company in the UK, to provide a
reliable high quality service to our customers, to honour our heritage and to maintain the
trust of the people of the UK to deliver the six day a week Universal Service Obligation
(USO).
We recognise that our customers trust in our ability to deliver our product range and this
can only be maintained if we ensure effective resourcing to workload under our locally
agreed arrangements.
This commitment is of the utmost importance as it reflects our on-going common
objective and sense of purpose and reaffirms our clear recognition that the relationship
between management, the Union and all employees is an essential factor in the future
success of Royal Mail.
Against that backdrop both parties agree that robust resourcing is imperative and the
following bullet points have been agreed to immediately improve and regain stability
whilst ensuring our on-going approach is consistent with the spirit and intent of our
agreements.
Both parties fully commit to our current job security and resourcing agreements
and to their spirit and intent.
In order to improve our current approach to resourcing, it is agreed that a
refresher training package will be developed and jointly delivered as soon as is
practical to ensure that local Managers and CWU Representatives understand our
agreed resourcing principles and that effective manpower planning is essential.
This will be developed by national functions, with the respective CWU National
Officers and RMG Functional Directors and deployed via the Line and
Representatives locally.
Each unit will immediately and jointly review the available supply against workload
demand including any part-time, temporary and agency resource in their unit and
ensure that our agreed principles, as detailed in the ‘Job Security, Resourcing and
Managing Change Agreement’, are being applied in the current recruitment drive,
resourcing meetings and decisions going forward.
Where regular patterns of agency resource can be identified, this should be added
to the work/duty plan and resourced too, in line with the spirit and intent of our
agreements.
With immediate effect local Managers and CWU Representatives will hold
mandatory weekly resourcing meetings. These meetings should consider the one
to two week, twelve week and annual resourcing arrangements for the unit and
ensure that our agreed resourcing principles, appropriate reviews and agreements
are being applied. Sufficient release time will be facilitated to allow CWU
Representatives to prepare and attend these meetings and undertake any
required on-going activity.
We confirm that in respect of both immediate and on-going local resourcing each
case will be based on its merit and carried out in line with existing National
Agreements, Joint Statements and guidelines. It is agreed that this Joint
Statement concerns itself with resourcing principles and not major structural
change or in depth revision activity and should not be considered in that context.
Where agreed duty structures are jointly considered to require some adjustment in
the context of meeting a robust resourcing plan then current agreed processes,
within each function will be applied to agree a new local resourcing plan which
embraces all our agreed resourcing principles and informs the recruitment needs.
All resourcing requirements will be determined locally based on the efficient
alignment of resource to workload with any disagreements being dealt with
through the IR Framework. Both parties confirm the IR Framework principle of
agreement at the lowest level and that it is the individual responsibility of the local
Manager to agree resourcing levels with the local Representative consistent with
our national agreements, or otherwise use the IR Framework to reach
agreement/resolve.
To address the immediate recruitment needs the management team in HRS has
been increased and a number of local recruitment days have been held across the
country to support areas where the labour market has tightened.
Interventions to speed up the actual recruitment process have been developed
and a revised recruitment process map will be produced outlining the activity
required commencing at the point at which a vacancy is identified, through to the
point of completion when a new recruit starts employment. This will assist local
units in understanding both the process and timeline for the recruitment so that
this can be factored into their joint resourcing planning, capturing learning
opportunities from our recent experiences.
It is recognised that where there are retention issues that local resourcing plans
should take account of this in respect of the type of contract offered and the
manner in which new entrants are trained and introduced into the operation,
consistent with our agreements.
It is jointly recognised that induction and training is an important and effective tool
in the retention of new employees and needs to be fully and properly utilised.
Regional Directors and CWU Divisional Representatives will meet immediately to
ensure that progress is being made in relation to the recruitment and resourcing
activities within their respective areas of responsibility, giving particular attention to
those resourcing issues that have been put into the IR Framework.
It is agreed and acknowledged that neither party wants Managers undertaking
work proper to the OPG Grade and once the resourcing plan for the unit has been
agreed and deployed it will no longer be necessary for Managers to perform any
OPG work. Where it is identified that exceptionally Managers undertake OPG
work, this will be recorded locally and information provided at weekly resourcing
meetings, together with a national overview of the same information provided at
the Parallel Operations Leadership Forum.
All local negotiations will be conducted in line with our agreed ‘Industrial Stability’
principles and the full terms of the IR Framework.
Any issues on deployment or interpretation of this Joint Statement should be referred to
the signatories below.
Michael Newby Terry Pullinger
ER/IR Director Deputy General Secretary (Postal)
Royal Mail Group Communication Workers Union
Date: 9th November 2015
I Wrote-During Covid-Which is still relevant now
It's good to get these types of threads, the ridiculous my manager said bollox, so we can reassure ourselves that while the world is falling apart, Royal Mail managers are still being the low-life C***S they have always been.
My BFF Clash
The daily grind of having to argue your case with an intellectual pigmy of a line manager is physically and emotionally draining.
It's good to get these types of threads, the ridiculous my manager said bollox, so we can reassure ourselves that while the world is falling apart, Royal Mail managers are still being the low-life C***S they have always been.
My BFF Clash
The daily grind of having to argue your case with an intellectual pigmy of a line manager is physically and emotionally draining.
-
halfull
- EX ROYAL MAIL
- Posts: 858
- Joined: 22 Jan 2011, 13:37
- Gender: Male
Re: Royal Mail Resourcing, Recruitment and Professional Manp
what good is it when all they employ is 20 hour 4 day a week bag carriers? they need all their jobs prepped by people who already have an unbearable workload!
Reps haven't got time to do loads of things anymore, top cwu officials need to get there faces into delivery units & see what its like in the real world,not sending silly statements out which wont solve anything or even make it to most reps!
Reps haven't got time to do loads of things anymore, top cwu officials need to get there faces into delivery units & see what its like in the real world,not sending silly statements out which wont solve anything or even make it to most reps!