Mystery Shopper Exposed Stated Purpose n n Letter

Mystery Shopper Exposed

Stated Purpose n n Letter to Vice Presidents, Area Operations “The Mystery Shopper program’s purpose and intent is as a corrective, not punitive diagnostic tool to correct conditions that are detrimental to customer satisfaction. The survey does not, and should not identify individuals, and must not be used as the source for disciplinary action. When this tool was discussed with the APWU, we advised them it was not our intent to use it as a tool for issuing disciplinary action. Rather. we have introduced it as a feedback tool on a unit’s performance as seen by the customer. I would appreciate your communicating this policy to regarding Mystery Shopper to Districts within your area. ” - Patricia M. Gilbert, June 30, 1997

Then… n n n Re: Gilbert Letter – “…The intent of the letter is self-explanatory, however, emphasis is added relative to recent indications that the Mystery Shopper Program is allegedly being used as a tool for employee discipline. “…Negative information gathered from the Mystery Shopper survey should not be used as the basis for taking disciplinary action against an employee. ” July 11, 1997

Then again… n n “Several initiatives have arisen throughout the Postal Service that emulate the “Mystery Shopper” program. Once again, discipline should not be the focus of these programs and they should not be used as a method of intimidation… “…A standardized sales skills process was implemented in FY 2000. This process includes supervisor follow-up through ongoing lobby and employee observations, utilizing the PS Form 4000 -A for retail lobby observations and the PS Form 4000 -B for retail employee observations…Supervisors should be making independent personal observations of retail associate interaction with customers to ensure they are performing aspects of their duties…”

PS Form 4000 -B n n n The purpose of an employee observation is to: Record the level of employee's sales skills and product knowledge. It serves as a communication tool between management and the retail clerk/sales associate. Perform an employee observation at least once per month, per retail clerk. Observes interactions between the retail clerk and five consecutive customers. NOTE: Units not meeting targets should provide more frequent observations.

4000 -B (continued) n Management reviews results of the observation with the clerk within 24 hours. n Compare the employee's performance with previous observations. n n Congratulate the clerk for a job well done if achieves 100% or meets local sales skills goal. Local recognition programs are encouraged. If not met, coach employee on ways to improve knowledge and performance…

Renegade Programs

Administrative Support Manual n n n n 314. 2 Field Policies and Procedures 314. 21 Areas Before issuance, area policies and procedures are coordinated through the vice president of Area Operations with the various area functional areas that have a substantive interest in the subject matter or whose programs or responsibilities are affected. If such information deals with any of the following subjects, it is coordinated with and documented by the appropriate functional areas at Headquarters: a. Wages, hours, and working conditions of bargaining unit personnel. b. Work methods, work standards, activity analysis, scheduling and staffing, performance objectives, and industrial engineering techniques. c. National program directive issued by Headquarters (particularly if it expands significantly on a Headquarters program directive). d. Any significant field initiatives not related to an approved national program.

ASM 314. 22 Other Installations Before issuance, field installation policies and procedures are coordinated with the appropriate functional areas at the installation; if they deal with any of the subjects listed in 314. 21, they are also coordinated with the appropriate functional areas of the organizational level to which the installation head reports. That level of organization is responsible for initiating any further coordination.

315 Prohibitions The following prohibitions must be observed: a. Do not issue instructions that conflict with any current directives. b. Do not repeat instructions that have already been disseminated to the action points by Headquarters or a higher level of field organization. This repetition is wasteful and can be confusing. c. Do not issue instructions to subordinate organizational levels “clarifying, ” supplementing (except as authorized in MI AS-310 -78 -3), or rewording policies or procedures from a higher level organization unless the instructions specifically direct or authorize this action. Unauthorized rewording or interpretation can distort the intention of policy and instructions. If a policy or instruction is unclear or inadequate, go back through channels and ask the originator to issue clarifying or supplemental instructions.