Source
r/USPS•
semicorrect

Connecting to trainees

Work Discussion

This is a miniature diatribe prompted by a draining day. Please pardon any rambling.

I am our station's trainer. Whenever we get a new CCA (about once a month), the managers have them accompany me for shadow day and then again for their week of OJIT.

Right now I'm training a person who could be a great carrier some day. They are analytical, physically fit, have a great sense of direction, and pick up the jargon and office processes quickly. They are also slow as molasses, even by the standards of OJIT, and think I'm persecuting them. When I give them advice on how to improve their technique, they tells me they thinks they're doing pretty well and should keep prioritizing process over speed. I believe that speed comes with time, but I also expect CCAs to acknowledge that their process is flawed when they take 40 minutes to do a 15-minute relay. They think I'm a taskmaster.

Although it would be tempting to say that I can tell whether a CCA will make it to conversation based on our time together, I really can't. There have been people who unsurprisingly washed out -- the gal who asked if I had autism and the guy who brought ripped Calvin Klein jeans to walk in -- but there have been plenty of people I thought were physically and mentally tough enough who didn't last two months, and a couple I thought would resign who are still here. It doesn't really matter what my first impression is, though; it's my job to put every CCA I train in a position to succeed.

I'm trying not to leave out context, but I honestly don't know how to proceed. How can I help somebody who is this defensive? Am I looking at this from the wrong perspective?

Posted Oct 1, 2021, 2:49 AM UTC · edited

207
CarteroCaminando•

This might be the most meaningful question I've ever seen in this subreddit. I wil try to help, but mainly I just wanted to say bravo for being so thoughtful.

My advice would be to pull back and try to not burden yourself so much with that responsibility; just in this specific case. Some people need to have some space and time to accept instruction or guidance. If the message has been communicated it's ultimately up to them to hear and receive. Switch it up and ignore how they're doing the job, talk about sports or something.

You've probably done all you can do at this point, it's on them now.

22
kingu42Rebooting Your Mail•

You can show them where the water is, you can't make them drink. Hopefully they'll figure it out themselves if they continue to ignore your sage advice.

15
CR-7810Retired•

Sounds like OP has done what has been asked of an OJI which is showing someone the mechanics of the job. What a trainee does with that knowledge/advice is up to them and really isn't something the trainer has control over. People have to find their own way sometimes and maybe this newbie will and maybe they won't. Answer their questions and concerns and offer advice. What they'll do with all of that is up to them. Reminds me of what happened several years ago when our senior carrier was trying to explain to our junior PTF how to deliver a piece he was leaving for the PTF to deliver. It was mounted delivery and the regular specifically told the newbie the shoulder was soft in this area and to be careful. The route's T-6 chimed in as well with the same warning. It was a dirt/gravel road leading into a trailer park and it was early spring. This guy was having none of it and he just would not listen. Well, shortly after he goes out we get a call back at the office to send help because the guy got stuck in the soft shoulder and to send a tow truck to bail him out. He couldn't claim ignorance because he was told but again you have no control over how much a person will listen. You did your job OP so just let the chips fall where they may.

7
jjp8383•

I think you just have to let people go at their own pace when you are training them. When I have trained people I always try to be patient and calm with people because I understand everything is new to them. When I finish two loops in the time it takes them to finish one it just reminds me how fast I am after doing this job for 7 years. Some people will make it some wouldn’t it’s not a reflection on you it just how it goes.

6
Toxcito•

I do think that process is more important than speed honestly. You said it yourself and we all know it, speed comes with time. But we also all know that you cant get fired for doing the job safely and correctly. He will get faster within 6 months, my advice to new CCAs is to learn how to properly deliver and the speed will come.

I also want to say thanks for taking such an initiative for taking care of the new CCAs and caring about their success with USPS. Most of the trainers are shit and that makes me sad. The last trainer at my office literally sexually assaulted 3 different CCA's. The police came to our station and asked anyone else with info to come forward with it. He is no longer the trainer but he is still employed and he still works at our station. 2 of the CCA's quit and the other asked to be moved.

3
HuckleberryTop1831•

Find out how they learn and what works doesn't work. And what are your strengths and weaknesses. A simple question "how do you learn best and worst?"

Listening.

Written

Example

Demonstrating.

Match their learning ability to your delivery

Lots of research on adult learning.and how people have 2 modes: one under stress and one with no stress.

1
volcanicpooruption"City" Carrier , Alaska•

Also an OJI and I run into similar trainees occasionally. Just show them the correct way to deliver the mail accurately and safely.

We only get 3 days with them so speed isnt something to worry about. Just fill out a 96 and give up a larger portion of your route and list the reason as OJI training.

If they succeed, great. If not, well at least you showed them how to do the job.

1
domonx•

First of all, consider why they pick you to be the trainer in the first place. I can tell you from being in an office with 100+ carriers that they always pick people who run, and for good reason. That being said, I'm not there and I don't know how long or short your actual route is but I'm confident and would put money on the fact that over 50% of your office is slower than you are and you have one of the shittier route in the office. Compare the new people's speed to the slowest carrier in your office, not yourself.

The thing about the post office is that smart, motivated, and ambitious people don't stay at the post office for long. If they're smart enough to see the bullshit and they're motivated and ambitious enough to find another job, they're gone at the earliest opportunity. Dumb but motivated people will stay until they get wrung dry or do enough illegal/unsafe shortcuts until they're forced to quit. Dumb, motivated, and ambitious people become 204b. The ones who will stay at USPS in the current environment are smart but unmotivated people, smart enough to learn how the game is play, but unmotivated enough to not try to find a better job or do anymore than they're contractually require to.

How can I help somebody who is this defensive? Am I looking at this from the wrong perspective?

my advice, and the official USPS policy regarding the subject (not sure how you became a trainer without knowing this actually): as long as they do everything properly and SHOW IMPROVEMENT speed is meaningless. They can take 2 hours to do a relay, but if they do everything properly and safely, the time it take is meaningless if the next time they do it, they show improvement and it take them LESS time. You never have to match any time or speed on any route, but you have to show IMPROVEMENT the consecutive time you do the same route. What you and USPS care about isn't their initial speed, but IMPROVEMENTS. Far easier to get people to walk faster than it is to teach them to not CFS 3rd class mail or throw first class into UBBM. Trainers failing to teach the process is why I get a tray of 3rd class mail with UTF stickers on them every time I'm off for a week, and have to clean out mailboxes WITH GREEN VACANT CARDS IN THEM.

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