The FedEx Survey Feedback Action (SFA) program is one example.SFA includes an anonymous survey that allows employees to expressfeelings about the company and their managers, and to some extentabout service, pay and benefits. Each manager then has anopportunity to use the results to help design a blueprint forimproving workgroup engagement and commitment.

SFA has three phases. First, the survey itself is a standard,anonymous questionnaire given each year to every employee. Thequestions are designed to gather information about what helps andhinders employees in their work environment. Sample itemsinclude:

• “I can tell my manager what I think” and
• “My manager tells me what was expected”

A workgroup’s survey results arecompiled and sent anonymously to the manager.

The second phase is a feedback session between the manager andhis or her workgroup. The goal here is to identify specificconcerns or problems, examine causes for these problems, and deviseaction plans to correct the problems.

The feedback meeting should lead to a third, “action plan”phase. This produces a list of actions that the manager will taketo address employees concerns and boost results. It includes:

• What is the concern?
• What’s your analysis?
• What’s the cause? And
• What should be done?

THE FEDEX GUARANTEED FAIR TREATMENT PROCESS

FexEx’s Guaranteed Fair Treatment Process (GFTP) is sort of aturbocharged grievance process. It goes beyond most grievanceprocedures in several ways, perhaps most notably in that an appealcan go all the way to FedEx’s top executives. The effect istwofold:

1. Complaints don’t get a chance to accumulate;
2. All managers think twice before acting unfairly

GFTP is available to all permanent FedEx employees. It coversconcerns regarding matters such as disputed performance reviews,disciplinary actions and terminations.

Employees use Guaranteed Fair Treatment Process packets,available from the HR department, to file GFTP complaints. Theseinclude a fact sheet listing the complainant’s name and workhistory, a GFTP tracking sheet to track the complaint at each step,management’s rationale (for instance, in terms of applicablepolicies and procedures); a write-up from the HR department; spacefor key documents (termination letters, and so on) and space forbackup information including witness statements. The employee musttry to resolve the problem with his or her supervisor before filinga GFTP appeal.

GFTP contains three steps.

1. In step one, Management Review, the complainantsubmits a written complaint to a manager, senior manager ormanaging director, within seven calendar days of the occurrence ofthe eligible issue. Then the manger, senior manager and managingdirection of the employee’s group review all relevant information;hold a telephone conference and/or meeting with the complainant;make a decision to either uphold, modify or overturn managementaction; and communicate their decision in writing to thecomplainant.
2. If turned down in step one, then in step two, OfficerComplaint, the complainant submits a written complaint to anofficer (VP or senior vice president) of the division within 7calendar days of the step one decision.
3. Finally (if necessary), in step three, Executive AppealsReview, the complainant submits a written complaint withinseven calendar days of the step two decision to the EmployeeRelations department. This department investigates and prepares aGFTP case file for the appeals board executive review. The appealsboard – the CEO, the COO, the chief personnel officer and seniorvice presidents, then reviews all relevant information and makes adecision to either uphold, overturn or initiate a board of reviewor to take other appropriate action. The appeals board’s decisionis final.

Questions:

1. Based on the FedEx case provided to you, what do you think isFedEx’s Employee Relations Strategy? Draft the strategy in your ownwords

1. What communication channels does FedEx use to be one of“Fortune Magazine’s 100 Best Companies to Work For”? List them alland identify if it is upward or downward communication.

1. Based on FedEx Guaranteed Fair Treatment process, what two (2)Employee Discipline Guidelines do you feel that FedEx has mostlikely adapted as part of their Employee Relations policies andprocedures? Be sure to use evidence from the case to support youranswer.

1. How does FedEx incorporate employee rights in their practices?Refer to two (2) points in the case and explain them to justifyyour answer.

1. Describe examples of employee involvement portrayed at FedEx.How do these practices help FedEx be one of the best companies towork for?

                                                                                          

1. As a result of the ongoing pandemic due to the novelcoronavirus (COVID-19), organizations such as FedEx are goingthrough significant and unexpected change.

1. Unfortunately, as a result of the pandemic, FedEx hasdetermined that they must decrease the amount of employees in theirorganization. Describe two (2) issues that organizations will faceas a result of decreasing the amount of employees.

1. Referring to the issues you identified in part (a), as FedEx’sEmployee Relations Manager, describe how you will ensure effectiveEmployee Involvement strategies as a result of these issues

1. The role of the HR Department is critical during organizationalchange. Identify two (2) important HR roles. Describe how you, asEmployee Relations Manager, will ensure these roles are carried outat FedEx during the current pandemic.