U.S. Postal Service operations and organizational structure

U.S. Postal Service

Reduction in the workforce of the U.S. Post Office:

Firstly, an audit of the organization must be conducted, to determine which positions can be eliminated because they are no longer necessary (such as facilities that have too many workers to sort the mail or too many workers at the front desk).

Secondly, the audit must determine what positions can be eliminated through consolidation of duties. For example, mail carrier positions can be eliminated in areas that have experienced a rapid decrease in population. Houses can be served by adding to the routes of other carriers.

Finally, the audit should determine what positions may be able to be eliminated through improved technology, such as introducing machines that can sort mail, or through improved efficiency with a more limited workforce. Employees might be able to fulfill two different positions, such as carrying mail in the morning and working at a desk in the afternoon.

Employees in the unnecessary positions who are recent hires should be let go first.

Employees with longer tenures can be offered early retirement or financial incentives to quit, such as severance packages.

Employees who are planning on retiring may have their positions eliminated, if possible, by not hiring new employees. If their position must be replaced, it can be filled by part-time employees.

For emergency cost control, turning full-time positions into part-time positions is an option.

Creating a shorter work week, by eliminating one day of regular mail coverage a week would reduce costs 'across the board.'

Workers in lesser-trafficked mail offices could be rotated to more trafficked locations

Office hours could be reduced daily, which would reduce the number of hours workers were paid to be employed. For example, hours when most people are at work, such as from 10am-12 noon could be eliminated in some areas.

Post offices could be consolidated in areas where towns are located very close together and the same post offices a larger general location.

Self-service machines and posters that direct people to nearby stores where stamps are sold could replace fully-staffed office hours during less-trafficked areas of the day, or entire offices in some areas. Getting customers used to self-service machines would also reduce wait times.

To save fuel costs and perhaps enable few employees to serve a wider area, an energy audit of routes could be analyzed to see if travel time could be reduced.

Retention: Postmaster General and the Deputy Postmaster General

Added benefits is often an ideal way to enhance retention: if the Postmaster General and the Deputy Postmaster General are concerned about balancing work and family obligations, offering the option of more flexible family leave is a possibility or a four-day work week.

Expanded tuition reimbursement and flexible scheduling for individuals wishing to go back to school is another possible 'perk' although such a plan is already offered by the government.

Generous leave, extensive options for healthcare plans, a retirement fund and life insurance are some of the many U.S. Post Office's current array of benefits, although additional features could be added