Training, Education, and Development Loading...


Our strategy for training, education, and development is to invest in our people in ways that make UPS more sustainable and our people better prepared to excel in their jobs and careers. A vital aspect of sustainability in this regard is return on investment. We aim to deliver highimpact training, education and development in a diverse, geographically dispersed company at a cost that ensures a solid return on investment for both UPS and our people. 

One of the metrics we use for measuring our success is cost per learner. In 2012, we spent more than US$474 million on training. Non-management employees received an average of 13.48 hours of training, and employees in management received an average of 28.22 hours of training. The overall cost per learner for all employees was US$73 in 2012. 

We reduced our cost per learning year-over-year primarily by increasing the percentage of our learning that is delivered electronically. While our blended approach to learning still includes instructor-led training in the classroom, we are increasing the proportions of instructorled training online and on-demand e-learning. The blended approach enables UPS to provide learning to all full-time management employees worldwide, and to provide classroom instruction more strategically without limiting overall learning opportunities. For example, we are steadily building out the library of on-demand offerings that we provide via our enterprise-wide learning management system, UPS University (see "Building a Virtual University"). 

UPS provides skills and leadership training for the continued development of its management employees, using both internal and external resources. Examples of internal programs include “UPS Management Onboarding: Our Culture, Our Heritage, Our Vision,” “Develop Yourself, Deliver Results,” and “Manage Your Team with Integrity and Excellence.” The UPS Community Internship Program also provides development for upper management. External programs for continued development include access to online management and job-specific courses delivered via UPS University, our UPS Education Assistance Program, and our support for professional certifications and attendance at seminars and conferences. UPS University offers thousands of online learning resources. 


Tuition assistance for higher education is available to all full-time employees and to a substantial number of parttime employees. This has helped make college students an important source of part-time workers for UPS. They constituted approximately 50 percent of our newly hired part-time employees in 2012. To help them balance work and school, we offer “Earn and Learn” programs in 217 locations in the United States. The program providestuition assistance while students work part-time at UPS. In 2012, we provided US$17.5 million in tuition support to approximately 9,086 UPS-employed students. 


We encourage all management employees to continue their career development and job-related education. One of our primary resources for employee development, UPS University, is described earlier in "Building a Virtual University". 

Other primary venues for employee development include our annual Quality Performance Review (QPR) process, which is our annual performance review, Career Development process for career advancement planning, and Administrative & Technical Performance Appraisal (ATPA). The ATPA is used to clarify expectations of how performance will be measured, recognize accomplishments, enhance communications, measure performance, and identify areas for continued development. 

Approximately 97.9 percent of female management employees and approximately 97.4 percent of male management employees received performance reviews in 2012. Additionally, 57.5 percent of U.S. administrative/ technical full-time personnel received performance reviews. QPR discussions include assessment of leadership skills, identification of interests and aspirations, 360-degree feedback, and plans for the future. These discussions determine strengths and opportunities, and encourage individuals to focus on career goals that keep them mobile within the company. The employee receiving the counseling takes away a learning and development plan for the year ahead. We teach UPS managers how to conduct career counseling for their employees as part of our leadership training. 

Performance Management 

Our performance management philosophy is based on the principle that those who make the greatest contributions to UPS success receive the greatest rewards. This encourages our employees to follow a proven performance management cycle: setting goals, getting regular feedback, and accepting constructive evaluation. By setting meaningful and measureable objectives and exceeding them, employees can set themselves apart and earn appropriate rewards for their efforts. Rewards include pay, recognition, development, and career opportunities. 

We provide extensive training resources and communication to foster collaborative efforts between managers and their teams to practice effective performance management. 

When we conduct performance management, we consider the business impact, market practices, and company performance to ensure our continued growth and success. All employees play a part in our continued growth as a business, and our individual work successes lead to UPS business success.

Promotion from Within 

One of our most important development opportunities is promoting people who work for UPS, rather than hiring from outside the company. This process gives people the invaluable experience of holding multiple positions in multiple areas, which is one of the primary development paths for future leaders. We have followed this practice for generations. This includes part-time workers moving into full-time positions; non-management employees moving into management positions; and supervisors and managers moving into positions of greater responsibility. 

Approximately 60.5 percent of our current full-time drivers were once part-time employees, and more than 79 percent of our full-time managers (including most vice presidents) were once non-management employees. Our part-time workforce totaled approximately 177,120 people in 2012. During the year, 4,928 part-time employees advanced to full-time work. At the end of the year, our management ranks included 1,680 employees who moved into management for the first time. 

We also strive to recruit, train, and develop people from within the local community, both in the U.S. and in our international locations. Among full-time management employees, less than half of one percent come from outside the country where they worked in 2012 (202 expatriates out of 45,527 full-time managers). The majority of our senior international managers are working for UPS in their home countries. Available positions are posted on, and we also promote from within as described earlier.