- Management structure; too many in middle management.
- Same management being dysfunctional and frightened to make any decision for fear of upsetting those above them. e.g. the van debacle, they tell Simon what he wants to see and hear, not what the real situation is. It permeates every level.
- Micromanagement from Simon down, of those below them - you pay managers to manage, trust them to do their job with budgets, vans, repairs and recruiting. This creates the situation noted above
- Same management spouting meaningless corporate phrases to create an illusion of knowledge and that we are in an all inclusive team
- Management who enthuse that everyone has to be part of the team and go forward and there is too much negativity from the team about change, so lets just move on - yet with no addressing the real issues
- Failure of senior management to appreciate that a team that stepped up for Covid over a year ago, that worked under unprecedented pressure with greater workloads and put in the overtime, to provide the best service possible, have reached a mental and physical exhaustion state and have a poor work/life balance as a result.
- It is ignored that the most valuable asset who face the public in all weathers are also susceptible to illness, like the rest of the public, only more so as they cannot isolate or work from home , so will have a higher sickness rate.
- Then management ignored the people who matter about revisions being implemented just before Christmas on top of the greater work loads.
As the man at the top, Simon needs to do a revision of his management structure and practices and implement changes quickly, rather than continually tweak the working practices of those who to the public are the face of Royal Mail, the OPG's and always get the blame by public and management. Those changes are only in effect because they can be seen
If he cannot address the problems then he should step aside
As stated, this is only my opinion