IN-SERVICE TRAINING FOR BETTER STAFF COMPETENCE

HARBIN Post Bureau has17 administrative sec-tions, 21 production units and63 main and branch postoffices, staffed with 2,800clerks. The Bureau undertakesthe postal service of Harbinmunicipality, which has a HARBIN Post Bureau has17 administrative sec-tions, 21 production units and63 main and branch postoffices, staffed with 2,800clerks. The Bureau undertakesthe postal service of Harbinmunicipality, which has apopulation of 2.8 million, andthe transfer of mail matters forHeilongjiang Province. A not-able change has been witnessedin recent years in the culturallevel and technical qualific-ation of its staff, effected by anintensified educational pro-gramme in professional train-ing. 850 staff members, or 30%of the total, are graduates fromcolleges, technical institutes, orsenior middle schools. Thisfigure is 38% higher than thatin 1980. Another 897 produc-tion workers have acquired theknowledge and skills of thefifth-grade technical workers.They account for 67% of thetotal production staff, which isan increase of 32% ascompared with 1980. With theadvance in professional educa-tion, the teaching and educa-tional administrative staff isalso strengthened; now thereare 20 full-time teachers andsuperintendents conducting 4 to 6 training courses every year.A committee on professionaleducation has been set up, forwhich a deputy director is incharge. Each year, the person-nel section submits a trainingprogramme according to speci-fic needs, and the educationsection carries it out, forming asystem of eduaction in variousforms which comprises primaryon-the-job training and second-ary professional training. Training at Various Levels withDefinite AimsThe fundamental task ofprofessional education is toenhance the educational leveland technical qualifications ofthe staff through training, so asto constantly meet the require-ments of the postal service as aproductive and developingenterprise. The Harbin PostBureau, therefore, adopted themeasures of training at variouslevels and in different forms. 1. Pre-assignment training isdesigned mainly for the newlyrecruited staff members, andcourses are offered in generaland professional postal know-ledge, professional ethics, andgeneral knowledge of law andsecurity regulations. The way isfirst to comprehend each newrecruit and jobs are assignedaccording to their aptitudesbefore taking further spe-cialized training. For instance,those assigned to the sortingsection will then focus theirstudy on the mail routes andgeneral geographical knowled-ge and they are also orgainzedto practise sorting to gainperceptual knowledge of thework. Among the 159 recruitswho received pre-assignmenttraining in 1987, 90% success-fully took up their posts. 2. On-the-job training ismainly for those who areworking at specific posts, with aview to enhancing their pro-fessional knowledge and skillby attending courses related totheir jobs. They take separatecourses in theoretical study,operational skills and servicestandards. In 1987, the bureauconducted courses for variouscategories of staff membersengaged in counter services,sorting, newspaper and period-icals circulation and mailtransportion, and gratifyingresults were achieved. 300members took different coursesand 95% of them succeeded inpassing the final tests. 3. Training for group andteam leaders: As the capa-bilities of group and teamleaders directly influence the management of the service, it isnecessary that their trainingcovers a broader scope. Theirtraining courses include (1)Party’s policies and guidelines,(2) education in modernmanagement, (3) means andways of management, (4)deeper professional knowledgeand (5) education in leadershipcompetence. Teachers for suchcourses are largely the respon-sible persons of differentdepartments and the leaders ofthe bureau. For the past fewyears the bureau has organizedone to three such classes everyyear for the training of groupand team leaders, resulting inheightening the quality level ofsuch personnel. 4. Advancement for cadres:Cadres and department headsare the backbone of the bureauwho are responsible for thedevelopment of the postalservice, and so they arerequired to take more advancedcourses of study. The chiefsubjects covered are adminis-traton of postal enterprises,modern management and mod-ern postal operations, theParty’s policies, and politicaland ideological theories. Testsare rigid and the results arerecorded in their personalarchives to serve as criteria fortheir evaluation andappointment Provision of CorrespondenceCourses Staff members of the bureauare scattered in many placesengaged in different jobs, andso it is of practical significanceto organize correspondencecourses for their professionaltraining. Since 1984, 10 suchcourses have been conductedfor 6 different job categories. Plans for correspondencecourses are drawn up each yearin keeping with the specificconditions of different produc-tion units. Corespondencestatons are set up in varioussections, district post bureausand major groups and teams.At present, there are a total of28 stations for the staffs incounter services, newspaperand periodicals circulation,mail sorting and transportescort; and a responsible cadreis in charge of each station. The education section com-piles teaching materials whichincorporate the operationalrules and regulations and theknowledge and skills requiredof the personnel at variousposts. The materials are sent tothe stations every week andeach student is to have a copy.Regular consulting classes arearranged for the students tosolve their problems anddifficulties, and regular testingand close supervision arestrictly carried out. Drill to Improve ProfessionalSkill For improvement in efficien-cy, the staff at various jobs areorganized to practise what theyregularly do in carrying outtheir routine duties so thathandling skill could be enhan-ced. A skill practising drive wasstarted in 1958, which hasproved very effective in raisingthe proficiency of the wholestaff, To carry on skill drillingconsistently, it is important tolink it with the overall plan andoperational aims of the bureau,and it should have a bearing onencouragement awardas suchas promotions and bonusdistribution for those who areoutstanding in skillful handlingof their routine duties. Skill practising is intended toheighten work proficiency andimprove service; workers on acertain job are required todevelop a certain kind of skilland learn what they have notyet fully mastered. In 1986, 59work items were set for skilldrilling; such as sorters topractise in handwriting recog-nition, postmen to familiarizehousehold names in theirrespective sections, mail trans-fer clerks to memorize the routesystems, etc. Most practising is done atone’s work post, where seniorclerks can teach new handsabout the fine points of aparticular job, and memorywork is helped by questionsasked of each other in the samegroup. Though practising isusually done in spare time whenthe task is light, skill mostly isdeveloped through actual workat one’s post. Sorters areorganized for skill drillingwhen there are heavy loads ofsorting work, thus achievingthe double aim of accomplish-ing the task and improvingtheir skill. Skill practising has beeninstitutionalized and practisingat the group or team leval isnow a regualr system. Thedistrict post offices holdevaluation tests twice everyyear, and the best performerstake part in the contests heldeach year at the post bureau ofthe municipality. Demonstra-tions of technical skills areorganized every two years tomotivate and encourage theentire staff. Contests can be invarious forms such