The United States Postal Service (USPS) stands as one of the nation’s largest employers, relying on a vast network of over 640,000 individuals to maintain its operations. Within this workforce, a significant portion, nearly 115,000, are designated as pre-career employees. These roles serve as crucial entry points into a Usps Career, offering diverse opportunities across various postal functions. Understanding these positions is key for anyone considering long-term employment with the USPS.
Pre-career positions are designed to support the core functions of the USPS. These roles include city carrier assistants (CCAs), rural carrier associates (RCAs), and other part-time rural employees responsible for mail delivery. Mail handler assistants (MHAs) are essential for the logistical operations within postal plants, handling the loading, unloading, and movement of mail. Postal support employees (PSEs) provide vital clerical and administrative assistance across different departments. These pre-career roles, while distinct from career positions in terms of benefits, are fundamental stepping stones in building a USPS career.
The USPS recognizes the importance of a stable and dedicated workforce. As highlighted in their 2021 Delivering for America (DFA) plan, a key strategy focuses on building a “stable and empowered workforce.” This commitment directly addresses the issue of pre-career employee turnover, aiming to reduce it by more than half. High turnover rates among pre-career employees not only disrupt operations but also incur significant onboarding costs. To counter this, the USPS has actively pursued converting pre-career employees into career positions. In fiscal year 2023 alone, over 56,000 pre-career employees transitioned to career roles, demonstrating a tangible pathway for advancement within a USPS career.
The Office of Inspector General (OIG) has consistently monitored pre-career turnover to identify areas for improvement. A 2016 report revealed concerns among pre-career employees regarding schedule flexibility, physical job demands, supervisor relationships, and training adequacy. The financial impact of turnover is substantial; reducing the turnover rate by just 8 percentage points could save the USPS an estimated $23 million annually in onboarding expenses. These findings underscore the critical need for initiatives that enhance the pre-career employee experience and foster long-term USPS career commitment.
Further audits, such as a February 2020 report, reiterated the challenges in reducing pre-career turnover despite some improvements since 2016. While headquarters developed retention strategies, consistent implementation across different locations was lacking. The absence of a comprehensive national strategy for recruiting, hiring, and retaining pre-career employees was also noted as a contributing factor. These audits emphasize the ongoing efforts needed to strengthen the foundation of a USPS career path, starting from the pre-career level.
A 2021 white paper examining employee reviews on job websites further illuminated the perception of USPS as an employer. While career employees generally rated USPS favorably, pre-career employees expressed lower satisfaction. They were more likely to give one- and two-star reviews compared to four- and five-star ratings. This disparity highlights the differing experiences within the USPS workforce and the importance of addressing pre-career employee concerns to cultivate a positive USPS career trajectory from the outset.
Given the significant proportion of pre-career employees and the impact of turnover on service quality, a follow-up audit in April 2023 revisited these issues. The USPS shifted its performance metric from turnover rate to retention rate, focusing on the percentage of pre-career employees remaining after 360 days. While retention remained relatively stable, the turnover rate increased during the pandemic. Exit surveys revealed the primary reasons for leaving were lack of schedule flexibility, supervisor issues, and excessive working hours. These factors directly impact the attractiveness and sustainability of a USPS career, particularly in the initial pre-career phase.
Pre-Career Exit Survey Results (October 2018 – June 2022)
In response to these challenges, the USPS implemented programs to improve retention, including a national initiative focused on enhancing the employee experience during the first 90 days. This initiative aimed to limit work hours in the initial month, ideally to 40 hours per week with at least one day off. Supervisors were also required to conduct scheduled discussions and evaluations with new pre-career employees. However, despite these efforts, long working hours persisted beyond the first 30 days, and supervisor evaluations were not consistently implemented or documented.
The USPS also piloted two CCA programs with the National Association of Letter Carriers (NALC). One pilot, which included work hour and workday limits beyond the first 30 days, showed significant success, improving retention by 11 percentage points. This positive outcome led to recommendations for the USPS to explore work hour and workday limits more broadly, develop similar programs for other pre-career roles, and improve the consistent use of employee evaluations. These steps are crucial for making a USPS career more appealing and sustainable from the entry-level positions upwards.
Reducing pre-career turnover remains a priority within the USPS’s strategic objectives. Maintaining adequate staffing levels is essential for the Postal Service to effectively serve the public. As the USPS continues to implement strategies to improve pre-career employee retention, ongoing monitoring and adaptation will be vital. For individuals seeking a stable and potentially long-term career, understanding the pre-career opportunities at USPS and the organization’s commitment to employee development is an important first step in exploring a USPS career path.
