MRM.COM : New plans including, the return of Postal Cadets, delivering new products and services for our customers AND...reducing DOM's workload so they can spend more time with you.

[POSTMAN]

https://www.myroyalmail.com/news/2021/0 ... generation

This year will see the return of Postal Cadets through one of the largest apprenticeships schemes in the country.

It forms part of the plans we’re announcing today to make changes for our future.

CEO Simon Thompson said: ‘As well as improving our ways of working, I’m also excited to start welcoming the next generation of Royal Mail leaders.’

We’re helping our current leaders, too.

By the end of October, we will have reduced our delivery office managers’ workload, including a reduction in policies they have to follow from 212 to less than 20, so they can spend more of their time working with their team on the floor and focusing on their customers.

DOM's.gif

Delivering new products and services for our customers

A big part of our growth is around winning new business from our customers.

‘Our account teams are laser focused on growing as well as winning new business from our customers,’ says Simon. ‘To do that we can’t stand still, so we will constantly need to innovate to deliver more of what our customers need.’

We will make our doorstep Parcel Collect service easier to use – an estimated collection window, removing restrictions on the number of parcels collected and testing label-free options for customers who do not have a printer at home.

We’re exploring other changes to make it even easier for customers too, such as whether we could remove the need for packaging at all.

‘We will expand our same-day delivery prescription service, or “instant pain relief” as we call it,’ adds Simon. ‘When our customers are not feeling great, why should they leave their home when we can come to them?’

We launched a pilot of barcoded stamps earlier this year, giving each stamp a unique digital identity.

‘For now, we are keeping to ourselves the thinking around the new services this could usher in. We will tell you more before the end of the year,’ says Simon.

‘And in other developments, our new Sunday delivery service is growing every week and we are making our App easier to use, for Royal Mail and Parcelforce Worldwide customers.’

[clashcityrocker]

By the end of October, we will have reduced our delivery office managers’ workload, including a reduction in policies they have to follow from 212 to less than 20, so they can spend more of their time working with their team on the floor and focusing on their customers.

So can anyone shed any light on this?
What 212 policies do they currently have to follow and what will be the less than 20 left?

[2yearpostie]

We will make our doorstep Parcel Collect service easier to use – an estimated collection window, removing restrictions on the number of parcels collected and testing label-free options for customers who do not have a printer at home.

We’re exploring other changes to make it even easier for customers too, such as whether we could remove the need for packaging at all.



Youd better buy us all a Sprinter each then first boss....

[POSTMAN]

We are making very good progress on implementing the changes we agreed with the CWU in December last year.

Over the next few months, we will complete our revision activity. This - combined with the new agreed productivity measure – will help to ensure fairness of workload so that we can all equally contribute to our success.

We also need a step change in parcel sorting automation, and not just for cost efficiency reasons. Like letter sorting automation in the past, we know that parcel sorting automation will allow us to increase our capacity, improve quality and enable even later acceptance times for our retail customers.

We currently sort 33% of our parcels automatically. But really, we need to get to 90% automation as soon as we can.

‘That is the industry benchmark,’ said CEO Simon Thompson. ‘By the end of 2021/22 we’ll increase the number of parcel sorting machines in our network from 20 to around 30, and want to reach at least 50% of parcels sorted automatically.

‘Our new hubs will bring us another around 15% when they start operating in 2022 and 2023. Our challenge is to close the rest of the gap within our existing operations.’

[ted_e_bear]

It appears to me that upper management foolishly think that DO managers are performing to the standard that their pay rate should dictate, sadly the truth is vastly different.

[noggin1969]

T

[clashcityrocker]

If he has spare time now shouldn't he be taking some lapsing?

[captain kaos]

FFS !!! Whatever!!!

[PJ101]

Not sure if this a reduction. If they only follow about 5 of the 212 at the moment then 20 is an increase.

[Yamr1]

Simon's getting the wool pulled over his eyes , most morning doms talking to other doms all morning spouting crap in different office's , then you go into there office later that day there still on there phones surfing
Can't even manage people taking tea breaks or using proper equipment the list could go on.
So much for there duty of care
Ghost over time rife just to get the work done


The mind boggles

[grchpo]

Has this guy ever done a delivery route. Firstly, a fair workload is never gonna happen. Secondly, send as many parcels as you like & dont bother to wrap them or even print a label. Thirdly, go & get their own bloody meds, a bit of fresh air might do them good instead of passing their diseases on to us. Try & have a nice day & don't worry.

[POSTMAN]

Simon Thompson : Earnings Call Transcript

I mentioned at the start that we also need to trust our managers more. We are in the process of simplification within our business. This particular initiative is called DILO or Day in the Life of. It's very much focused on our delivery office managers that lead our 90,000-plus frontline teams.

We were asking them to do 126 things a day. That's something every four minutes we were asking them to adhere to 212 policies. We've had an initiative running in sale in Manchester where we're allowing the team, the leader of that team to spend time focusing on issues of the customer, to spend time with their team, to make sure that our health and safety is in perfect shape. We're asking them to focus on doing the right thing, including reducing our policies whilst also keeping ourselves safe from 212 down to 20.

In all of our 1,300 offices by the end of October we will have implemented these new ways of working. A big thank you to team Unite who have been very, very supportive and very proactive with us on this particular topic.

[POSTMAN]

Simon Thompson : Earnings Call Transcript

But I thought today instead of hearing from me you might want to hear from Anna who is our pioneer. Anna runs our office in Sale in Manchester. And I think it's a great example of what happens when we get out of the way. We allow the team to remove low or no-value work and we allow them to focus on what matters, which is customers and our team. Now Anna I am hoping you're out there Anna. Are you out there Anna?

Unidentified Company Representative

Hi, Simon. Yes, I'm here in Sale's delivery office.

Simon Thompson

All right. How's things today, Anna? How is life?

Unidentified Company Representative

It's a good day, a busy day.

Simon Thompson

Well, we always like that. Well we like to hear good days and busy days Anna, that's a great start. So Anna, just tell me how you spend your day now? And how is it different from before?

Unidentified Company Representative

Well, the instruction to me is to – was to stop everything. So I've stopped all the reporting the numerous conference calls that I go on daily and I now spend all morning on the floor with my frontline staff. So I am engaging with them. I am finding out what they need from me, I am to serve them, so they can deliver the best customer service out there.

So I'm engaging with them what do they need for me to do I am able to do it, because I've got the time, I'm able to visit customers, customer complaints and fix any small issues that were faced with that. I'm working with the collection teams and my OM, so that we can look at the collection customers. And it's really given me more time to focus on what we need to focus on which is our front-line staff.

Simon Thompson

And any benefits Anna? Have you seen any benefit at all?

Unidentified Company Representative

We've seen massive benefits. The first month that we solely you and the Royal Mail trusted myself and actually to not do the report and to focus on us that we came first in the contrary twice for our parcel composite measure. We moved from 16th place on our vital few scorecard to 6th place. And we're continuing to do that. We're improving on our complaints, reducing our tracks performance is getting better and better. And the engagement and the trust that we're building here is immense and we can see that it's a reflection in that scorecard that you see today.

Simon Thompson

Yes. So Anna, I think it's definitely the benefit of us getting out of your way. Anna on – from myself and on behalf of all of the other delivery office managers up and down the country, that will enjoy the reality that you faced today by the end of October, a real big thank you. And Anna, I'll come and see you again soon. Thank you very much for coming to see us today. Thank you.

Unidentified Company Representative

Thank you, Simon.

[Grumpyoldmailman]

Who’s going to do the 192 things that the DOM is now not required to do.........

[Acca Dacca]

So the solution is to give the managers less work, less pressure and less stress and give the postpeople more?