(员工管理员工管理员工手册]UPS管理员工的条原则.doc

（员工管理）UPS管理员工的条原则UPS 37 Principles for Managing PeopleA wide-ranging look at the companys workforce management practices, including promoting from within and limiting the employment of relatives. The guidelines below spell out UPS vision for managing its workforce. Theyre part of a larger "policy book" given to the companys management team, which also includes principles for handling customers and shareholders.We Build Our Organization Around People     The strength of our company is its people, working together with a common purpose. Although methods, equipment, and procedures are important, and we constantly strive to improve them, our most valuable assets are loyal and capable people.    We seek, through the use of our impartial employment and promotion practices, to have a diverse workforce. Our organization is strengthened by capable individuals with diverse backgrounds.    We assign responsibilities and duties to secure the full benefit of an individuals talents and abilities and to provide each person with an opportunity to develop further.    All our people, and the jobs they perform, can make important contributions to our company. We maintain an environment that enables them to obtain personal satisfaction from their work.We Place Great Value on Diversity    We value the diversity that exists within our workforce, our customers, those who provide goods and services to our company, and the communities in which we do business.    Managers are responsible for creating a workplace of fairness, dignity, and respect for all employees-an environment of inclusion, encouraging participation, and the best effort of everyone. The diversity of our workforce results from a sincere effort to hire and retain dedicated people from the communities in which we operate.    We strive to enhance our reputation as an organization that values diverse customers as well as suppliers and vendors. In addition, we support and work closely with organizations that believe fair employment practices are integral to a successful business.We Treat Our People Fairly and Without Favoritism    We believe that impartiality is the foundation of a loyal, cooperative work group.    We want to treat our people as individuals, without causing the perception of special treatment.    We have the responsibility to avoid any relationship that may result in actual or perceived favoritism.We Maintain an Environment Free of Discrimination and Sexual Harassment    All UPS employees have the right to work in an environment free of any type of harassment and discrimination. Sexual harassment and discrimination will not be tolerated.    Managers and supervisors are responsible for ensuring that they and their employees understand and comply with UPS guidelines and maintain a professional work environment. That responsibility includes reporting incidents to the appropriate management people.We Insist Upon Integrity in Our People    We understand that integrity is fundamental to how we run our business and essential to maintain compliance with our policies and legal requirements. Operating with integrity means we provide an atmosphere in which our people can perform their jobs in an ethical manner. We present our company honestly to employees and, in turn, expect them to be honest with us.    We expect honesty from our people in all their duties, including their handling of money, merchandise, and property with which they are entrusted. We insist on integrity in the preparation and approval of all reports.    We also expect our people to be honest in their assessment of themselves, such as the time and commitment they give to their job performance, the fairness they seek in their dealings with others, or the objectivity they use in evaluating their own contributions.    The great majority of our people are of high moral character. However, when we do discover a dishonest person in our organization, we deal with that individual quickly and firmly. For our company to be known for its integrity, each one of us must meet high standards.We Promote From Within    Generally, we fill management positions from within our organization. In doing so we take care to include for consideration and not overlook qualified people whose present jobs may make them less noticeable than other employees. We fill a vacancy from the outside when we cannot locate one of our own people who has the professional or technical skills required for a particular assignment.    Advancement is based on individual merit and performance. All who perform their tasks capably and have the capacity to assume greater responsibility are eligible. Observing equal opportunity guidelines, we select those who seem best fitted to the position.    All managers and supervisors are responsible for encouraging and developing capable people, not only for their own groups but also for openings elsewhere within our organization. We actively search for such capable people and give them opportunities to succeed.We Maintain a Spirit of Teamwork    Throughout our organization, we capitalize on the advantages of working together in an informal manner. Although defined responsibilities are assigned to specific individuals in our company, we act as a cooperative team. Combined efforts, which help any part of our organization, serve to strengthen our entire organization. We Compensate Our People Fairly    Our compensation programs keep pace with today's changing business needs and compare favorably with those programs in other companies. Our employees compensation includes more than salary alone. When considering pay ranges and negotiating wage agreements, we weigh the value of the total compensation package. We also consider plans that give participants a stake in the financial success of the company and offer ways to enhance savings.We Promote the Good Health of Our People    We provide a benefits package and other programs that help promote good health and well-being among employees and their families. Attention to employee health increases the safety of our operations and reduces the costs of injuries and illnesses.We Transfer Management People to Meet Our Company's Needs as Well as to Broaden Their Experience    One of our long-standing strengths is the willingness of our people to take job assignments where needed. Moves intended to strengthen our organization may involve promotions, lateral assignments, transfers or relocations. Assignment changes should be considered with the view of enhancing career opportunities.     Because we realize that transfers have profound effects on individuals and their families as well as the company, we carefully consider all transfers and never undertake them lightly.We Look for People Who Have Potential for Development    We know that most of our future management people will come from within our organization. For that reason, we look for applicants who can progress beyond the immediate job. We also need people who can qualify and become skilled at their work without necessarily aspiring to more responsible jobs.We Help People to Develop Themselves    One of the most important responsibilities of managers and supervisors is the development of people. We are responsible for seeing that all people in our immediate organization are fully prepared to perform their jobs well.    Through our support, coaching, counseling and example, we expect people to develop the knowledge and skills that are necessary for success in their current jobs and which can help them assume positions of greater responsibility. We expect them to take advantage of the training available to them from the company and from outside sources. In turn, we provide people with assignments and opportunities that allow them to demonstrate their skills and develop their capabilities.    We seek to give people assignments for which they are well-suited.We Expect Our Managers and Supervisors to Train Their People    We conduct training schools, workshops, and other programs in order to meet the needs of our people. However, it is the responsibility of our management team to ensure that their people receive all the necessary training and that it is effective. We review training regularly to see that it is relevant to our current needs.We Hold Frequent Evaluations With Our Employees About Their Performance    Reviews of each person's performance enable us to arrive at a mutual understanding about progress toward meeting goals and objectives.    We hold formal evaluations periodically. However, there is no substitute for daily and weekly feedback on each person's performance.    We follow up on the results of all evaluations to ensure the continued development of our people.We Have Meaningful Discussions With Our People    Cooperation and teamwork among all our people are necessary for the continued success of our business. To foster this spirit, we seek to develop meaningful businesslike relationships and better communications by having regular and frequent planned individual and group discussions.We Recognize Accomplishments     Our people deserve recognition for accomplishments in their regular jobs and for contributions made to other departments and operations. They also deserve recognition for the extra effort they make to satisfy customers and for their participation in efforts that benefit their communities.    All managers and supervisors are responsible for recognizing the accomplishments of people in their own groups. Our established programs are intended to ensure that deserving employees are recognized appropriately for their accomplishments. These programs, however, do not replace the important role of the manager or supervisor in employee recognition.We Promote an Open-door Approach to Managing People    Every person should feel free to discuss matters with management people in our company. Accessibility, however, does not relieve anyone of the obligation to respect delegated lines of authority. Employees are encouraged to discuss their ideas or try to resolve a disputed matter with their immediate supervisor before seeking the counsel of others. One of our company's strengths is the development of professional relationships among everyone, regardless of authority or responsibility level.We Give Each Employee Complaint Prompt, Sincere Attention    If overlooked or neglected, even minor misunderstandings can escalate into major dissatisfactions.    We try to anticipate and eliminate causes of complaints. When a question exists, we give the employee the benefit of the doubt. The immediate supervisor has the initial responsibility for resolving a complaint. When necessary, we involve the next level of management and, if appropriate, the human resources manager.    We keep the employee informed about the status of his or her complaint. In the process of making a decision, we do our best to take action that is fair to both the employee and the company.We Respect Each Employee's Point of View    We listen with an open mind to suggestions and are attentive to problems.    By talking with and listening to employees, we can often help them in doing their jobs and, at the same time, learn things that benefit the company.    We train our managers in the skills necessary for talking with and listening to their employees and in translating what they learn into action.We Encourage Participation and Suggestions    Managers and supervisors should invite help and encourage suggestions for improvement. In working together this way, we create an environment of teamwork that benefits our company and our employees.    We consider carefully any suggestion that might be of value. If we adopt a suggestion, we give full credit; if we reject it, we explain the reasons. We also encourage feedback on plans that have been implemented, knowing that the people involved can contribute to further improvements.We Keep Employees Informed About Company Activities and Plans That May Affect Them or Their Work    Keeping our people informed helps them to understand the company's objectives and to perform their jobs more efficiently.    To accomplish this, we hold prework and other periodic meetings. We supplement our face-to-face communications through a variety of media. Besides disseminating information to our people and their families, these communications give public recognition to employee achievements and encourage teamwork and cooperation.We Address Each Other on a First-name Basis    Using first names helps to generate a friendly and informal atmosphere. We use corporate titles only when necessary. Within our company, use of a title is usually not necessary to define a person's job and responsibilities. Knowledge, performance, and capabilities should be adequate evidence of a person's position and leadership.    If it becomes necessary to use a title, we should select one that accurately describes our job and reflects our level of responsibility in commonly understood business terms.We Are Considerate and Professional With All Applicants    We want applicants to think well of us, whether or not we hire them. We are careful not to misrepresent or make any unwarranted promises.    We welcome referrals from employees, customers and others who know us well, and we consider them along with everyone else. But the ultimate decision to hire is made impartially based on the applicant's qualifications.    We look for people whose personal objectives are compatible with our company's objectives and whose attitudes toward performing a job are consistent with our company's ideals.    We select new employees on the basis of qualifications that will help them work capably and successfully within our organization. We are an equal opportunity employer and comply with all laws governing fair employment practices.We Limit the Employment of Relatives     In order to help maintain equal opportunity of employment for the general public and equal opportunity of promotion for our employees, we limit the hiring of relatives. Relatives of current employees up to and including the level of center manager are eligible only for part-time employment in operations. Relatives of current employees at the level of division manager or above are ineligible for employment. Also, we do not hire relatives of former district managers or managers with equivalent or higher levels of responsibility.    This policy helps us avoid misunderstandings, acts of favoritism, or the perception of favoritism that could arise were an employee in a position to influence the hiring, work, or advancement of a relative.    For similar reasons, we discourage continuation of the full-time or part-time employment of any employee who marries another employee while either person holds a management position.We Do Not Rehire