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1、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 co
2、mpanys 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 striv
3、e 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
4、 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 satisfact
5、ion 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
6、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 orga
7、nization 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 foun
8、dation 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 Sex
9、ual 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
10、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 p
11、olicies 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,
12、 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 perform
13、ance, 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 f
14、irmly. 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 ma
15、ke 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 capabl
16、y 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 c
