Mystery Shopper

1
Mystery Shopper

• Exposed

2
Stated Purpose

• Letter to Vice Presidents, Area Operations -
• The Mystery Shopper programs 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 units
  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

3
Then

• 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

4
Then again

• 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
  observationsSupervisors should be making
  independent personal observations of retail
  associate interaction with customers to ensure
  they are performing aspects of their duties

5
PS Form 4000-B

• 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.

6
4000-B (continued)

• Management reviews results of the observation
  with the clerk within 24 hours.
• Compare the employee's performance with previous
  observations.
• 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

7
RenegadePrograms
8
Administrative Support Manual

• 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.

9
ASM 314.22

• 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.

10

• 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.