It has lost monopoly on UK postal market and, thus, endures temporary economic decline. Industrial actions of post office employees are on the agenda of British mass media. RMG management system and servicing standards proved to be out-of-date, that’s why an efficient HR strategy is required to improve the situation.
RMG comprises several branches such as Parcelforce Worldwide, Royal Mail (letters delivery), Post Office Limited and General Logistics System. According to Toberty (2010), RMG employs 188,000 people and its pension scheme covers round 449,000 members. Daily letters/parcels delivery businesses perform over one million orders. Absence of efficient HR strategy and administration union within the period of 2002 – 2005 predetermined long-term conflicts with RMG employees in 2006 – 2009 and financial problems. Preliminarily RMG did not have a joined HR department, because each large unit had its own administrative sub-group. Thus, administration functions and recruitment procedures were decentralized. The same referred to some Post Office (PO) units such as bicycles servicing, travelling PO, post sorting department etc. In the last year Royal Mail figured in many law proceedings and scandals, related to losing mail or delayed delivery. (Lea 2008; Wigham 2007)
The Group provides services for residential customers, business customers, bulk mailers (legal persons, profit- and non-profit organizations). E-mailing, cell phones, iPods and other digital technologies significantly shortened range of post office residential customers. “Business customers provide around 90% of Royal Mail’s addressed letter volumes with Royal Mail’s top 50 customers sending around 40% of all mail.” (TNS-BMRB 2010, p. 7) They use franked mail for delivery of original documents, business correspondence and contractual goods. Modern banking system have undertaken social and pension payments and, thus, shortened UK post office network. To compete on the national