Stephen Cocking Email & Phone Number

London, United Kingdom

Singleton manager at a Unit of 40 staff with a variety of IR issues in which manage-rial grip of the Unit had been lost, this has now been recovered and, through applying basic standards and demonstrating consistency when dealing with daily issues, has sent a clear message to staff of the behaviour that we expect as a business.Revision activity has been extremely positive and we have moved smoothly through Phases zero, one and two, this was prior to the CWU’s decision to withdraw co-operation. The experience I gained while in SW16 has provided me with valuable knowledge that will again prove useful as soon as we are able to work with the CWU and the Planning Team in moving through subsequent phases.

London, United Kingdom

Manager of a team of 3 managers and 85 staff in a widely acknowledged difficult South London Office where my initial remit, while running the unit, was to improve Have Your Say scores and in particular the My Manager index since Streatham had fallen into the safety net.Streatham was resurveyed in November 2008 with an improvement in all categories with over a 30% increase in the My Manager element of the survey. Manage the Unit through the Pay and Modernisation revision, which was introduced in August 2008. Since the revision we have been saving around £1,500 per week which will in turn attract a favourable 50/50 bonus for the staff for the final 6 months of the financial year.The current climate within Royal Mail has been demanding and this has also been reflected in the more difficult Units especially in South London, this has provided me with the opportunity to demonstrate essential diplomacy skills which have been vital requirement. In Streatham we implemented 2 phases of a 4 phase revision, before the last industrial action meant that we were not able to proceed with the final phases, the result of this coupled with IA was a 300k backlog which, by working as part of a team managed to clear ahead of the Christmas pressure period, ensuring quality targets were protected.

Running Sections in Lincoln with work in various Delivery Offices in LN Postcode area.Coach DOM’s in a variety of Manpower management including Sick Absence management.

ResponsibilitiesLeader of a team of one manager, and 100 staff, including 9 SPDO’s with an annual budget for Staff costs of £1.5 million +. Deployment of annual business plan, and business strategy and policy. AchievementsIntroduction of Pegasus project revision including planning, consultation and deployment of voluntary redundancy and buy downsConcentration of deliveries from Sub Offices, dealing with resultant Customer, Staff issues, securing business savings. Implementation of the above major projects with minimal disruption to the customer, or staff and no significant IR problems.Consistent achievement of High Level Quality results, including top five placing in Postwatch annual results for mail delivered the next day.Promote emphasis on Customer initiatives, Watch and Win, Customers visits, Communication Corner for displaying to staff major customers and what we are doing to ensure Customer satisfaction.

Ownership for improving absence figures in a Unit with a poor sick absence record. Absence improved from being over 10% down to less than 3%, using Absence Tracker and guiding managers through process, this was then maintained.Assist managers with procedures and guidelines regarding stopping pay, abandonment of service, Stage interviews and Conduct related issues.

Responsible for effective and efficient running of SL3 Section in busy office, ensuring that all deliveries were covered. Customer complaints (cleo’s) were dealt with promptly to minimise customer inconvenience. Made frequent customer visits and interacted with major customers on a regular basis to improve and ensure that a Quality Service was provided.

Responsible for 70 Staff (on rotation), 40 vehicles and associated legislation.Introduced planned and implemented full collection revision working alongside CWU with no significant IR problems.

Developed struggling office with weekly EP (effective performance) in low 60’s to highly efficient Unit with weekly EP in 120’s.Introduced new walk with cost saving by converting Pressure OT into a new duty thereby improving quality and saving hours.