2010 Comprehensive Statement on Postal Operations - USPS.com

Chapter 5: Workforce
participate in training, giving them more control over their
development. Managers can electronically approve training requests
and assist in designing employee training plans. Documentation of
completed training is automated.
The eLearning catalog within LMS features Web-based courses
ranging from the basics of electrical safety, to updates on new
products and services, to achieving results using Lean Six Sigma
practices. Added this year were more than 1,000 Harvard and
SkillSoft Web-based courses developed by practitioners, business
leaders, and world-renowned experts on subjects such as general
business, project management, communications, information
technology, and personal development.
Nationwide implementation of LMS eliminated three legacy training
applications. It reduced classroom training offerings 50 percent by
replacing them with lower cost and equally effective technologybased
training. The LMS self-service portals allow employees
to enroll in training courses without administrative assistance
80 percent of the time. The LMS and related training process
improvements will save $28 million annually.
Leadership Development and Talent Management
The Postal Service uses four leadership competency models which
outline desired behaviors at the supervisor, manager, executive, and
officer levels. Leadership development programs at each level use
assessment tools to provide feedback on an individual’s strengths
and weaknesses on the applicable competencies. Training provides
development against these competencies and is delivered using
a blend of online self-study, classroom training, team projects,
simulations, and coaching. This “learning continuum” is paired with
formal succession planning and individual development planning
processes to identify and prepare high-potential leadership talent.
Essential Foundations for Supervisors provides 90-day training for
newly appointed supervisors. It incorporates classroom, eLearning,
self study, and on-the-job experience. Training is tailored to the
employee’s experience and responsibilities. 1,249 new supervisors
completed this training in <strong>2010</strong>.
EAS Leadership Development (ELD) is the approach to identifying
and developing future leaders for key managerial positions in each
district. More than 2,900 field EAS employees applied for the
program during open season. Field leaders serving on resource
boards reviewed the applications through late summer and
employees were notified if they were accepted in October. Those
accepted into ELD receive development through virtual learning,
on-the-job development, and coaching. Employees accepted into
ELD also will be invited to participate in a pilot study of Managerial
Assessment of Excellence, an online tool which measures an
employee’s skills against the managerial competency model.
The 2-week Managerial Leadership Program is designed to enhance
the leadership skills and professional growth of high potential mid-
level Executive and Administrative Schedule (EAS) managers. It is
based on the Managerial Competency Model that identifies essential
management skills relevant to the postal workplace.
The Postal Service continues to develop a highly motivated,
competent group of managers to fill key Postal Career Executive
Service (PCES) positions. There were 681 PCES in <strong>2010</strong>, including
43 officers and 60 newly-appointed executives. Over 100 executives
participated in one or more of the executive course offerings.
Future PCES are identified through the Corporate Succession
Planning (CSP) process. CSP generally operates on a 2-year cycle,
during which EAS level 22 and higher employees request to be
considered as potential successors. If selected, they develop and
pursue personalized individual development plans to prepare for
the additional responsibilities of an executive. CSP for headquarters
executive positions took place this year.
The Advanced Leadership Program (ALP) is for non-PCES employees
who have been identified as potential successors for PCES executive
positions through CSP. ALP includes classroom, eLearning,
and business simulation in a 3-week curriculum. The ongoing
development of ALP graduates is customized by their executive
sponsors using an individual development plan. Since the ALP
program was redesigned in 2007, 38 graduates have been promoted
to executive positions.
Employees who are not currently potential successors in CSP or EAS
Leadership Development processes are encouraged to complete an
electronic individual development plan (eIDP). This online system
provides employees an assessment of their competencies by their
manager and suggests on-the-job and course-work training to
increase skills in competencies as indicated by the assessment.
The Executive Leadership program is for all PCES executives who
have been in their positions for at least 18 months. It is designed
to increase knowledge and skills for managing the human aspects
of organizational change and for leading others through large scale
transformation. The program includes classroom training, coaching,
“360 degree” assessments, and participation in an organizational
culture inventory.
New in <strong>2010</strong> is a formal development program for high potential
executives who demonstrate the ability to move into senior
management positions. Candidates are identified, accepted into the
Performing at the Peak program, and provided with an assessment
and individualized development.
Learning Assets
The William F. Bolger Center for Leadership Development in
Potomac, MD, is the Postal Service’s national executive management
and leadership training center. Its mission is to provide a premier
learning environment for managers to develop, plan, and grow.
This year, over 67,300 people used the center, including
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