STATE SERVICES Huge Post Office Staff Turnover

Press, Volume C, Issue 29674, 18 November 1961, Page 12

STATE SERVICES Huge Post Office Staff Turnover

(New Zealand Press Association)

WELLINGTON, Nov. 17. In the 10 years, 1951-60, the Post Office engaged 89,000 persons and lost 83,000. the deputy Director-General (Mr J. B. Darnell) told the Royal Commission on State Services today. The chairman of the commission (Mr Justice McCarthy) said the figure was “staggering,” and asked Mr Darnell to present a breakdown of it at a later sitting. Mr Darnell said that in 1951 the vacancy figure was about 1500. This had been reduced to 620 in 1960. At present the figure was about 1000. Nearly 90 per cent, of all resignations were from persons with less than five years’ service. About 25 per cent, came from those with up to one year, and 65 per cent, from those with up to three years’ service.

Slightly more than 10 per cent, of those who resigned came back to the Post Office after trying employment elsewhere. A summary of reasons for resigning in 1959-60 showed: health or domestic, 38 per cent.; change of occupation, 32j per cent; inadequate salary, 7| per cent.; returning home, 4 per cent.; unsuitable hours, 3J per cent.; better prospects elsewhere, 3 per cent.; not interviewed, llj per cent. Mr Darnell said: “The high percentage of resignations from the short-service group, coupled with the fact that such a large number leave simply to try another occupation, suggests that many people are affected by a general restlessness.

“This is supported by the fact that other employers also have the problem of high staff turnover and to a lesser extent by the fact that we have quite a large number seeking re-employment once this restlessness has been dissipated.” Mr Darnell said the number leaving for the specific reason that salary was inadequate was relatively low, although at least some seeking other jobs were not happy about short term promotion prospects.

The Post Office was probably no worse for staff turnover than other employers. In some places where the general shortage of labour was marked, the Post Office was at a disadvantage in having to provide a 24-hour, seven-day week service with shift work.

In some places, staff were working in difficult and congested conditions and facilities to the public were far from adequate. Improvement in accommodation would have a material effect in aiding recruitment and retention of staff.

It was possible, too, that automation of some processes would take the tedium out of some work now being done manually—in the postal branches foi example. A divisional director, Mr L W. Keys, said that, in the short run. it was doubtful whether the prospect of superannuation had much effect on staff retention. But superannuation had an important if not governing influence on retirements.

Any successful move to simplify superannuation legislation and consequential policy rulings would be most helpful. Speaking on training, Mr Keys said the very fact that there was a staff shortage made it all the more imperative that everyone should be trained to the very highest peak of efficiency.