Our work ethic is constantly in question through these “stops per hour” quotas. Management doesn’t fairly asses the stops per hour via FedEx’s own “Courier Best Practice Policy Manual”. Frivolous reports cluttering our mailboxes with “stops per hour compliance data” that doesn’t adequately reflect on-road obstacles or in-building obstacles that hinder our jobs daily. Unfair pay performance reviews. Sales leads quotas per month that lower courier review score; no resources available to adequately turn-in sales leads due to 3rd party intervention and FedEx policy. FedEx data systems don’t adequately work in sequence with one another to get the “Big Picture” of what is really going-on with couriers. OSHA and DOT hazardous materials violations are imposed onto couriers daily without adequate CDL licenses with H endorsements or DG that is dangerous in contact with static electricity (other than ORM-D and Dry Ice) but travels down rubber conveyor belts anyways. Rookie management can’t answer simple questions and are too easily frustrated; resulting from the management buyout taking the higher quality personnel out of the operation. New hire couriers have to go to (non-management) senior couriers or customer service agents for policy advice on Leaves of Absence, attendance, workers compensation, pay grade or scales, and customer interaction.
