A PostalReporter.com reader asks the following question:
Interesting to note, since the USPS is claiming such a financial crisis, why would they even consider more Pay-For-Performance (PFP) bonuses for management?
From USPS News Link:
MID-YEARS FOR PFP. The FY 2010 mid-year process for the Pay-for-Performance Plan (PFP) is just around the corner. Before the process begins, click here <http://performance.usps.gov/> to log onto the Performance Evaluation System to make sure your profile is correct. Pay close attention to the finance number, National Performance Assessment unit and position type. Also, make sure your profile reflects any detail assignments. Contact your PFP coordinator if you have any questions.
The review period begins March 31 and lasts until May 14. Click
here<http://blue.usps.gov/humanresources/professionalportal/erm/ser/pay%20for%20performance.shtml> for more information on PFP.
An explanation of PFP posted earlier this year:
Pay For Performance
“There were 735 executives in 2009, including 42 officers and 83 newly appointed executives. 65 executives participated in one or more of the course offerings for executives.”
“A pay-for-performance program is in place for non-bargaining employees, and managers are compensated in part based on the degree to which their personal accomplishments — and the accomplishment of their unit (e.g., Post Office, plant, and district) contribute to overall success. These employees do not receive automatic salary increases, nor do they receive cost of living increases or locality pay.”
The Postal Service’s Pay-for-Performance (PFP) program continued to drive organizational achievement. (Performance results are highlighted in Chapter 6.) Unlike most government agencies that provide regular, across-the-board pay increases, PFP is the sole source of annual pay adjustments for non-bargaining unit employees.
The award-winning program has been cited by several independent entities as a model for other agencies to emulate. The foundation of the evaluation system is a balanced scorecard of objective, independently verifiable measures of service, workplace environment, productivity, and financial performance. Performance indicators are measured at national, area, district, business unit, and individual levels so that meaningful performance distinctions are made within the line-of-sight of all managers. Individual contributions are linked to organization success through these performance indicators. Core performance requirements and individual results are recorded in the Performance Evaluation System.