Office Practice N4: Module 3 | Dealing with messengers

Dealing with messengers

Technology has made it easier to transfer information quickly through tools such as email and fax, but many items still have to be moved physically from one place to another. Goods, packages, legal papers, specimens, confidential documents, and other articles often have to be delivered by mail, courier, or internal messenger services. In larger organisations, this work is handled by messengers who move items internally and externally as part of the organisation’s daily operations.

Messengers play an important role in the movement of documents and goods. Their work runs from collection and dispatch to the safe delivery of items. They must be able to interpret maps properly or use a GPS so that items reach the correct destination on time. They must also make sure that the articles they carry remain in the same condition as when they were dispatched. The planning, control, and co-ordination of their movements and duties form part of the work of the management assistant.

Functions of a messenger

Messengers may work internally within a business, or between one business and another. In many cases, they also combine messenger duties with clerical work, depending on the job description. Their role is therefore broader than simply carrying parcels from one place to another.

Within a business, messenger duties may include the following:

• collecting and distributing mail, envelopes, and smaller parcels between departments according to a roster
• carrying items from one office or building to another office or building inside the business
• preparing mail for delivery if mailroom work forms part of the job description
• registering incoming mail where this duty has been included in the position
• opening incoming mail when required by the job description
• helping with dispatch and courier-related movement of packages and mail
• copying documents where this forms part of the daily workload
• filing records of goods or items that were delivered and received
• doing general office filing where required
• chauffeuring management or visitors when necessary
• transporting management or visitors to the business when needed

Between businesses, messenger duties may include the following:

• collecting, dispatching, and delivering items to other businesses as instructed
• taking responsibility for assigned vehicles such as pick-up trucks, vans, cars, motorbikes, or bicycles
• holding a valid driver’s licence when driving forms part of the work
• choosing the safest and most reliable route, and where possible the shortest route, for deliveries
• keeping undelivered items safe and secure if delivery cannot be completed
• informing the recipient if delivery is delayed and stating where the item is
• applying extra precautions where specialised or confidential items are involved, such as medical specimens, explosives, cash, legal documents, or other sensitive deliveries
• following planned routes that include regular collections and deliveries at fixed places and times
• informing regular clients about collection, dispatch, and delivery schedules
• following the required time frames and depot operating times set out in schedules
• making sure proof of dispatch and proof of delivery documents are completed correctly by both the sender and the recipient
• keeping completed delivery records for follow-up and possible enquiries
• remaining in contact with the business through radios, cell phones, or emails so that instructions and company policies can be followed
• working independently and making practical delivery decisions, such as choosing a motorbike instead of a larger vehicle when that is more cost-effective
• knowing which alternative routes to use when traffic congestion, road works, or other delays make the original route unsuitable

Management duties in relation to messengers

The management assistant may be responsible for the control and supervision of messengers. In this role, normal management principles still apply, but the control function becomes especially important because movement, time, safety, and documentation all need close supervision.

Important management duties include:

• making sure messengers work according to a clear job description
• checking that job requirements such as a valid driver’s licence are being met
• drawing up specific schedules for collections and deliveries
• checking regularly whether messengers are keeping to those schedules
• making sure instructions comply with the Occupational Health and Safety Act, especially where weight limits and handling conditions are involved
• eliminating hazards wherever possible
• ensuring that regulations for the transport of chemicals, explosives, and similar dangerous goods are followed
• making sure messengers are not required to travel through routes that place their lives at risk, such as known hijacking areas
• putting protective measures in place so that both messengers and items are safeguarded during dispatch and delivery
• ensuring that all records and documents meet legal requirements
• keeping all registers complete, correct, and up to date

Control of delivery books and related documents

Delivery books and registers must be checked regularly. This may be done daily, weekly, or every two weeks, depending on the volume and nature of deliveries. These checks help the organisation confirm that deliveries were made properly, that schedules were followed, and that problems are identified in time.

Important control points include:

• ensuring that a designated person checks the delivery book or register regularly
• following up all discrepancies that are identified during checks
• entering tracking numbers into the outgoing mail register
• recording the correct information in the relevant columns, including the recipient’s name, delivery address, and tracking number
• requiring recipients to sign delivery documents as proof that the item was received
• comparing actual delivery times with the planned delivery schedule
• checking for patterns, such as whether certain areas are repeatedly serviced later than expected
• signing the delivery book after checking it, as confirmation that the delivery process has been reviewed
• making notes of any problems or irregularities linked to deliveries

Giving instructions to messengers

Messengers should receive full and clear instructions so that they know exactly what is expected. Good instructions help them use their time properly, choose the right route, and carry out deliveries within the required time period. Instructions should also include the safety and security requirements linked to the goods being moved.

Good instruction practice includes:

• making sure instructions are clear, relevant, and detailed
• setting out procedures precisely
• indicating which documents are required and which processes must be followed
• giving instructions either verbally or in writing
• using a whiteboard or another visible system in the messenger office where written instructions are useful
• checking whether the instructions have been understood clearly so that misunderstandings are prevented
• making sure messengers know exactly where items must be collected or delivered
• ensuring they have the addresses, route details, time schedules, and required books or documents necessary to do the job efficiently
• marking items clearly where special handling is needed, for example fragile, handle with care, overweight, or cash on delivery
• using those markings to help messengers judge the urgency and priority of deliveries

Giving route directions

Route planning is essential in messenger work. A messenger who is uncertain about roads, distances, or delivery points may waste time and place deliveries at risk. Clear routing helps the messenger plan movement properly and keep to the required schedule.

Useful routing support includes:

• marking routes clearly
• recognising that not all messengers will necessarily use the same route
• issuing detailed street maps, regional maps, or national maps as needed
• providing equipment such as a GPS for better route planning
• giving messengers cell phones and two-way radios so that they can remain in contact
• fitting vehicles with tracking systems so that lost or stolen vehicles can be recovered more easily

Co-ordinating messengers and delivery vehicles

The movement of messengers and vehicles should be properly synchronised so that the delivery service works as smoothly as possible. Good co-ordination reduces wasted movement, helps the organisation maintain schedules, and improves service to internal and external clients.

Important co-ordination duties include:

• making sure that the work of messengers and the use of delivery vehicles are organised properly
• expecting messengers to remain friendly, responsive, and professional in their dealings with customers
• supporting messengers through continuous contact, follow-ups, and meetings where problems can be discussed
• providing messengers with up-to-date technology where it improves their work
• checking the deliveries register regularly to identify both problem areas and areas where service is working well
• planning routes carefully before dispatch
• choosing the safest and shortest practical routes
• avoiding dangerous or high-risk areas even if those routes may be shorter
• keeping vehicles roadworthy at all times
• making sure vehicles are serviced regularly
• requiring all mechanical problems to be reported without delay
• fitting vehicles with tracking systems
• keeping a service record for each vehicle
• using the record to track service dates, licence renewals, and other vehicle-related matters
• ensuring that cross-border deliveries to neighbouring countries are supported by the necessary original registration papers, passports, and other required documents

Organising collection and dispatch of articles and documents

Once items have been packed and addressed, they must be moved to the dispatch section or collected by the messenger. This part of the system should be organised in a way that supports speed, control, and correct record-keeping.

Important aspects of organising collection and dispatch include:

• placing items for dispatch in a clearly defined collection area
• arranging for messengers to collect items from those points at specified times
• recording items for dispatch in the outgoing mail register
• informing all sections within a department about the dispatch and collection schedule
• ensuring that dispatch sections record the items they receive for dispatch
• giving special attention to urgent or high-risk items that need special treatment

Scheduling collection, dispatch, and delivery times

Time planning is an essential part of dispatch work because delivery expectations must be realistic and clearly communicated.

Important scheduling points include:

• drawing up a schedule for collection, dispatch, and expected delivery times
• basing delivery times on the route used as well as the size and quantity of items assigned to that route on a specific day
• using a delivery policy to determine matters such as after-hours deliveries or weekend deliveries
• making dispatch and collection times available to all sections within departments so that items are ready on time
• allocating messengers to specific routes
• keeping relief staff on standby
• appointing specific messengers to handle deliveries to certain companies where that improves consistency and service

Allocation of messenger staff

Messenger staff should be allocated according to the nature of the work, the route, the type of item, and the type of vehicle involved.

Important allocation principles include:

• deciding which messengers will handle certain types of items for certain companies
• rotating staff for service in specific areas, at specific times, or with specific vehicles
• appointing particular staff members for urgent, dangerous, confidential, or special items
• using motorbike messengers where that suits the type of delivery, such as confidential information
• appointing a driver with the correct licence, such as a code 10 licence, for a larger delivery vehicle
• assigning some messengers only to deliveries within city limits
• assigning others mainly to more rural routes
• deciding which staff members will act as stand-by messengers when absenteeism occurs

Managing emergencies and absenteeism

Good systems make it easier to respond when a messenger is absent or when an emergency affects the route or delivery schedule. If work is already structured well, staff can be moved around more easily and schedules can be adjusted with less disruption.

Important emergency and absenteeism measures include:

• using established schedules as a basis for rearranging staff during emergencies or absence
• giving messengers clear guidelines on what to do when they face problems such as road closures, vehicle breakdowns, or hijackings
• telling messengers which designated person in the business must be contacted for help
• employing temporary staff if systems are under severe pressure because of strikes or high absenteeism
• making sure temporary staff receive the necessary training before being put into service
• including emergency plans in company policies
• stating clearly what should be done and by whom when emergencies arise

Security in messenger and dispatch work

The safe keeping and protection of the business and its property are core management responsibilities. In the context of messenger work, this includes both the safety of the messenger and the security of the documents or goods being transported.

Important safety and security measures include:

• complying with the Occupational Health and Safety Act when handling, storing, transferring, or delivering hazardous items
• training messengers properly in the handling of corrosive, flammable, and other risky goods
• carrying out regular safety, health, and security checks on the handling and transport of items
• completing registers such as outgoing mail registers, incoming mail registers, and delivery documents accurately
• keeping a key register that shows who is responsible for keys to storage areas, vehicles, and important documents
• applying very high security standards when cash is transported
• arranging for security guards where necessary during cash handling or transport
• making sure post boxes are locked and postage bags are locked on the outside
• presenting the correct business stamp and postal details when registered articles are collected from the Post Office, because otherwise the articles will not be released to the messenger

Planning messenger routes

Route planning is an important part of messenger control because delivery work is never only about moving from one place to another. The route that looks shortest on a map may not always be the quickest in practice, and the fastest road may not always be the safest. For that reason, the management assistant must plan routes in a way that balances speed, safety, cost, and reliability. In business, time affects service, productivity, and customer trust, so route planning must be done carefully and deliberately.

A good route plan starts before the messenger leaves the office. The management assistant should gather the full list of addresses for collection, dispatch, and delivery, and then use proper planning tools to map out the route. Maps and GPS systems are useful, but they must be supported by accurate information, clear communication, and practical judgement. Changes to the route should never be passed on casually or too late, because poor communication can cause delays, failed deliveries, and security risks.

Important route-planning points include:

• obtain a list of all addresses for dispatch, collection, and delivery before planning begins
• use a city map or country map to identify the exact location of the business or building where items must go
• use a GPS and programme it with the correct co-ordinates for the destination
• discuss the full route in detail with messengers before they are dispatched
• communicate any route changes to messengers in good time
• build relationships with Community Police Forums or the SAPS so that crime risks in certain areas are known
• place regular clients early on the route because they are usually served first
• take into account where parking areas, loading bays, and delivery zones are situated when planning the route

Saving time during route planning

Time can be saved only when planning is realistic. Messengers should not waste time driving back and forth unnecessarily or returning to the same office because items were not ready when they were first dispatched. Efficient planning reduces repeated movement and helps the delivery system work more smoothly.

Useful time-saving points include:

• use a circular route where possible so that driving back and forth is reduced
• link different towns on one specific rural route to one specific messenger where this improves control
• get the exact location before the messenger leaves the office
• save time by obtaining the correct GPS co-ordinates before dispatch
• train messengers in the use of a GPS because incorrect spelling of names or poor route choices can make the system unreliable
• specify dispatch times clearly so that items are ready and messengers do not have to return later to collect additional articles

Rerouting and route adjustments

No route plan remains perfect all the time. Road works, unsafe areas, traffic congestion, weather conditions, address changes, and new customers may all make rerouting necessary. The management assistant must therefore treat route planning as an active process, not a once-off decision made at the beginning of the day.

Important rerouting points include:

• supervisors of messengers should stay aware of traffic reports, weather conditions, road works, road conditions, and safe or unsafe areas
• all relevant route information must be communicated to messengers
• rerouting becomes necessary when obstacles prevent delivery on time or prevent delivery altogether
• rerouting must also be considered when addresses change or when new clients are added to the route system

Managing external messengers

Not every business uses its own internal messenger service. Where a business does not have its own messengers or couriers, it usually makes use of external courier services. In that case, the management assistant still plays an important control role. The assistant becomes responsible for dispatch, delivery arrangements, the management of the outside service, and the control of records linked to goods or mail received.

The use of outside courier services does not remove the need for control. It simply changes the way the control is exercised. Access arrangements, proof of delivery, document security, and goods-received records must still be handled properly if the organisation is to protect its information and maintain service standards.

Access control, security of documents and acknowledgement of receipt

When external messengers or couriers enter the business, their movement must be managed according to company policy. Access should never be casual, especially when documents, parcels, or sensitive materials are involved. Some organisations issue access cards to regular courier staff, while others limit couriers to designated delivery points. The exact method may differ, but the principle remains the same: access must be controlled, and receipt of items must be traceable.

Important access-control and receipt points include:

• regular messengers or courier services may have a standing agreement concerning access control
• special access cards may be issued for the company where this is part of the access system
• company policy determines which areas couriers may enter, such as the reception area, a designated delivery point, or other restricted sections
• documents should be placed in sealed or special envelopes
• before opening a delivered item, the seal should be checked to make sure it has not been tampered with
• every delivered item should be inspected to confirm that it is sealed and addressed correctly
• items should only be opened by the addressee
• security personnel should be informed in advance of the time and date of special deliveries to specific areas
• delivery notes should be given to security beforehand so that couriers can be redirected correctly when they arrive
• if items are delivered in a public-facing area, the internal messenger system should take the item to the correct person or section
• documents may usually be delivered at reception
• reception should sign to acknowledge receipt
• hazardous items should be delivered to designated restricted areas with safety requirements in mind
• couriers must make sure that proofs of delivery are signed for every item delivered
• a copy of the proof of delivery is left with the receptionist as evidence of delivery
• a goods-received register should be completed and should capture the tracking number of the item

A courier service is a specialised service that usually delivers mail items, parcels, packages, and messages. It may be a single person or a business that focuses on delivery work.

Courier services

Courier services are commonly used in business practice. Smaller businesses often save money by using outside couriers instead of operating their own delivery system. Even where courier services are used, the management assistant must still understand the service conditions, because cost, timing, insurance, and delivery reliability all affect the organisation directly.

Courier arrangements are usually based on contract. That agreement should clearly state the terms and conditions of the service, including delivery times, cost structures, and the security arrangements that apply to items being moved. Insurance cover is especially important because it determines what happens if items are lost, damaged in a natural disaster, stolen during a hijacking, or affected by an accident involving the delivery vehicle.

Important points to consider when using courier services include:

• a contractual agreement should set out the service terms and conditions clearly
• the agreement should include delivery times, costs, and the security of couriered items
• the insurance cover of the courier company is important and should be understood properly
• the insurance terms should indicate what happens when items are lost, damaged by natural disasters, affected by hijacking, or involved in other crimes or accidents
• the delivery cost depends on the weight, content, and urgency of the item
• heavier items or urgent deliveries usually cost more
• standing agreements can be negotiated regarding collection, dispatch, and delivery times
• those agreements may also include after-hours deliveries and weekend deliveries
• courier companies usually provide services to many businesses, so their wider delivery commitments must be considered when assessing service reliability
• courier companies normally use a central depot from which items are dispatched to different places countrywide
• from the depot, items are often reloaded onto smaller vehicles for local distribution in towns and cities
• extremely urgent items such as documents, fragile articles, human organs for transplant, and electronic devices must not be delayed
• delivery notes and proof-of-delivery documents must be signed
• copies of those documents must be kept, recorded, and stored
• the contents of deliveries must be checked to make sure nothing was damaged in transit
• discrepancies must be reported to the courier company immediately

In modern business, courier services can also be accessed through the internet. Quotations can often be obtained online for deliveries to almost any destination, including international destinations. Courier services may transport a wide variety of articles, and their systems now form part of a much larger distribution network than in earlier periods.