I don't know how much of RM's current issues are the result of poor staff or poor management. But I am familiar with the issue, because I've been through it myself and I know where Jeff is coming from.
I spent four and a half years working for Australia Post. I was a permanent part time mail officer and OHS rep at the Mail & Networks Division state head office. (Every day I thanked my lucky stars that I wasn't one of the poor sods who had to deliver mail!
)
My regular hours were 25 per week and I worked on the night shift. I started doing 18:00-23:00, then switched to 20:00-01:00, and eventually 11:00-04:00. Every three weeks I was rostered to work 05:00-10:00 on Sunday morning. I worked extra time (2 hours on top of regular shift) and overtime (2 hours on top of extra time and regular shift) every now and then, just to pull in a bit of extra cash. It was hard graft, made harder by the knowledge that I was one of the part timers who'd been recruited to replace a full timer, thereby increasing the workload for everyone else (including me!)
Cutting costs by offering redundancies to full time workers and replacing them with part timers is standard practice, and in principle I have no problem with it. Businesses should be free to use such methods whenever and wherever they see fit. But this particular method tends is open to abuse, and it is too often abused.
It's not about pay; it's not even about conditions
per se. It's about being asked to complete an ever-increasing workload in the same amount of time. You can do this for a while, but over time it stacks up at an almost exponential rate and the job becomes well nigh impossible.
There are some things which simply can't be done any faster than they already are. I've seen it in private enterprise as well. My former employer (a multinational facilities services corporation which shall remain nameless but is traditionally associated with pest control
) had a simple but effective formula to increase its margins.
Take a standard cleaning contract, for example:
- We would begin by underquoting the actual price of a cleaning contract in order to win it (often this was done by the sales reps, whether we wanted them to or not!)
- Having won the contract, we would TUPE any available staff from a pre-existing contract and retain them at their original wage (even it it was higher than the rate we paid our regular staff)
- After letting let the contract run for a few months, we would reduce staff levels over time until each site was only being serviced by a bare minimum of one or two people for two or three days per week
- The remaining staff would then have their hours reduced (sometimes by as much as 50%) but their workload would remain the same (!!!)
- By this stage most of the TUPE workers would be openly rebelling, which almost invariably resulted in resignations; this was actually the desired result, because...
- ...with the expensive TUPE workers gone (usually via resignation; occasionally via redundancies) I would then hire replacement staff at the minimum wage, thereby reducing costs even further and increasing our profit margin
- At this point the client would be screaming blue murder; in response we would remind them that (a) staff hours were our responsibility and we would set them to suit ourselves, not the client, (b) the client's minimum requirements were still being met at most sites, and (c) since the price of the contract had already agreed, we would not be reducing our charges (even though we had reduced our staff levels, frequency of service and time spent on site)
And so on, and so forth.
In these situations everyone likes to talk loudly about efficiency, as if they're somehow making things better all round. Here's a newsflash: it is
rarely about efficiency. It is
always about profit margin. Margin comes first; all other considerations are secondary.
If efficiency is improved in the pursuit of margin, that's great. But margin is the goal, not efficiency. Large corporations can tolerate a great deal of inefficiency (and they frequently do!) without losing a scrap of margin.
For example, high staff turnover is inefficient but it helps to improve margin because short term employees don't hang around long enough to take holidays or sick days, etc. You can suck them in, chew them up and spit them out as fast as you like. It's stupidly inefficient, but it's fantastically cheap. Winrar!