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124 While there is much research on the general topic of employee recruitment and retention, there have been few stud- ies that have focused specifically on vehicle operators in ADA paratransit services. Given the importance of these services and the increasing share of total public transit that they represent, further research seems appropriate. This study has identified some of the most important fac- tors that impact the recruitment, retention, and performance of vehicle operators in ADA paratransit operations. A general model describing the many factors related to recruitment and retention has been developed. The model also shows some important inter-relationships, such as: the inter-relationships between compensation, turnover, and the cost of recruitment and retention; and the inter-relationships between compen- sation, turnover, productivity, and total system cost. The research undertaken as part of this study has also begun to develop data that can be used in the proposed mod- els. For example, the research has demonstrated a statistically- significant relationship between levels of compensation and turnover rates. It also has documented the degree to which experience and tenure can impact service productivity and quality and has begun to document the full cost of recruitment and training. The research also has identified many examples of approaches and efforts that have been shown to enhance recruitment and reduce turnover. These include efforts that can be made by service providers as well as by transit agencies that are responsible for procuring and managing the provision of ADA paratransit services. Much remains to be done, however. Additional research in the following specific areas is recommended: ⢠Continued analysis of the impacts of various types of com- pensation and benefits on turnover. While the information collected in this study suggested that fringe benefits are important, a statistically-significant link between benefit levels and turnover was not shown. This could be due to limitations in the data. More detailed study is needed to analyze the 79% of turnover that appears to be related to factors other than wages. ⢠Further study of the impacts of experience on perfor- mance. Detailed data was collected from two systems as part of this study. Using the methodologies developed, additional research is needed at other systems to validate the initial results. Additional study of the impact of tenure on rider complaint rates is needed in particular. As noted in Chapter 6, the two case studies conducted to date show conflicting results. ⢠Additional study of operator training programs and the rela- tionship between training efforts and approaches on oper- ator turnover, reliability (attendance), and service quality (on-time performance and complaint rates). ⢠Continued study of industry experiences with workforce integration and wage parity. This study indicated a grow- ing interest in cross-training and integrating paratransit and fixed-route workforces. It also documented that sig- nificant benefits can accrue and that the costs of wage parity are often off-set by gains in productivity and work- force flexibility. Continued documentation of efforts and accomplishments in this area would be helpful to the industry. ⢠Additional research on the development and use of inno- vative procurement and contracting provisions. This study demonstrated that workforce instability is much greater in contracted ADA paratransit operations. It also demon- strated that, in contracting arrangements where providers are paid per vehicle-hour, it is important for public transit agencies to ensure that service is productive. Workforce stability has now been shown to be a significant factor in productivity; experienced operators have shown to be 8% to 24% more productive. Additional research is needed to document the effectiveness of various procurement and contracting approaches that are being developed to ensure workforce stability. C H A P T E R 1 1 Future Research Needs
125 ⢠Expanded input from vehicle operators. The focus groups conducted as part of this study were very insightful. Addi- tional input from vehicle operators is needed to develop a more detailed understanding of recruitment and retention issues. This might include additional focus groups with operators, or exit interviews with former operators. ⢠Documentation of additional best practices. Several exam- ples of best practices, identified through the national sur- vey and follow-up contacts were developed. However, con- tinued identification, documentation, and dissemination of best practices in recruitment, screening, training, and management of turnover is needed.