Harris: We measure it because the stakeholders are our customers. On a quarterly basis, we survey the population: 94 percent of our customers have rated the Postal Service either good, very good or outstanding in the past four years.
Based on those questions, we can also go back and see where we had the lower scores and develop our strategies to try to improve where we see that hole. Then, we go back and survey the population again. We do this every quarter. We also do the same thing internally for our own employees, because we want to know if our employees are satisfied. If we have unhappy employees, we’re going to have some unhappy customers. If we can eliminate the distractions that get in the way of our employees’ focus on their jobs, the better off we are.
WPS: What’s next for the Postal Service in terms of workforce performance?
Harris: The Postal Service officers were just in Boston, and we started brainstorming about how we can generate more revenue. This whole conversation was the first step toward Transformation Plan Two. We’ve already talked about the transformation plan that was developed for 2002 through 2006. We’re not through yet. The Postal Service still wants to move forward, and we still want to make sure we provide the best service to our customers, so we’ll be presenting Transformation Plan Two in September prior to this fiscal year. We’ll look at everything we have in the transformation plan right now to see if anything needs to be enhanced. If there’s something that we’ve completed, we’ll move that and substitute another need in its place. We want to make sure we’re the best delivery service in the country.