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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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CHAPTER 5 Bus Operator Hiring Processes

Having a specific, targeted strategy for employee selection may ultimately help an organization hire candidates that are well-suited for the job and thus more likely to stay with the transit agency longer. Hiring strategies can range from macro-level considerations like transit agency-wide policies about hiring procedures to how those policies are translated to specific job requirements.

Hiring policies can provide standardization for the recruitment process, but they can also limit the transit agency’s ability to adopt new approaches to hiring.¹¹⁹ Hiring strategies may be seen as bureaucratic or cumbersome because some transit agencies require multiple levels of approvals that can slow down the hiring process.¹²⁰

5.1 Themes

Many Applicants Lack an Understanding of the Bus Operator Role

Selecting qualified candidates for a bus operator position can be challenging. Effective bus operators must be able to pull from different personality traits, “wear a variety of hats,” and deal with different kinds of passengers. Even for seasoned professionals, it can be difficult to predict whether someone will make a good driver given the complex nature of bus operations.

Transit bus operators perform a variety of duties within the scope of their job that go beyond operating a bus, including customer service, assisting disabled passengers, providing health and safety services as needed, performing basic maintenance, and reporting incidents. At least one stakeholder interviewee expressed that many applicants for bus operator positions do not understand the scope of responsibilities entailed in bus operations before they apply. Many applicants come from a school bus or trucking background. Often, new recruits may not understand the possibility of encountering riders that have severe mental health issues. The lack of understanding of how to interact with these riders causes some to leave the job shortly after being hired and others to have a negative outlook on those passengers and the job.

Screening out candidates who are less likely to perform well on the job is one way to streamline the hiring process. Transparent screening processes, such as listing specific certifications or technical abilities clearly on job descriptions and in early hiring processes like surveys or screening phone calls allow both the hiring manager and the candidate to understand whether the candidate is a good fit.¹²¹ In addition, a realistic job preview can give applicants a better understanding of the job’s day-to-day activities—both the good aspects and the challenges—so that organizations do not invest time in recruiting and training an individual who is not well-suited for the job.¹²² In stakeholder interviews and focus group discussions, it was mentioned that unions can assist in the screening process and help with the selection of qualified candidates.

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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Use of Technology to Improve the Application Process

Using new digital tools can assist transit agencies in streamlining the application and hiring processes. As indicated in focus group discussions, multi-step application processes that span several days or even weeks can cause some applicants to leave the process; during that time, they may be hired by another employer who is able to hire more quickly. In some transit agencies, technology has helped consolidate and speed up the application and hiring process.

According to a focus group participant, following up with interested candidates through various technologies such as voice mail, emails, and even text messages can help gain and keep the attention of potential applicants. Another focus group participant mentioned the value and importance of having a human touch in the application and hiring process for retaining potential employees.

The COVID-19 pandemic prompted many transit agencies to conduct interviews exclusively online and some transit agencies plan to continue the practice beyond the pandemic. Online interviews are easier to schedule and attend. However, as uncovered in the case study of GCRTA, virtual job fairs that were offered because of the pandemic can be “hit or miss.” Still, one interviewee indicated that despite the downfalls of virtual job fairs (e.g., lower turnout, the inability of the transit agency to give conditional offers to candidates), one of the benefits of this format is that the transit agency is able to more easily reach out to potential candidates after the fact because they have contact information readily available.

Selection Test and Interview Challenges

Selection tests, like basic skills tests or APTA’s Bus Operator Selection Survey (BOSS), are more likely to be used by transit agencies with higher numbers of applicants. Common testing procedures can take up to 1 hour for candidates to complete, and typical formats include pen-and-paper, electronic, and video-based tests. Testing can help to predict bus operator absenteeism and accident rates.¹²³

When asked in the industry survey (on a scale of 1 to 10, where 10 is the most effective) how effective they considered the application process for bus operators at their transit agency, the average rating across 330 respondents was 4.1. In response to a similar question (on a scale of 1 to 10, where 10 is the most effective) about how effective the tests used to select bus operators for the job are, the average rating across 330 respondents was 3.4.

While many transit agencies use various selection tests to help identify potential employees, stakeholder interviews revealed some limitations of selection tests. At least one interviewee mentioned that assessments may be an arbitrary way of weeding out individuals and have little to do with predicting how well a potential employee will perform on the job, especially given the complexity of the work and the role the bus operator must fill. As explained by stakeholders in the interviews, assessments may not properly capture the “gray areas” of skills required in daily bus operations. Using behavioral tests to help select the best-qualified candidates may be more effective than technical tests as it is easier to train employees on the technical aspects of the job than on the soft skills required. Stakeholder interviews also revealed that some candidates may be simply skilled at test taking and their results may not reflect their actual capabilities. Additionally, some candidates may have a language barrier and will be unable to indicate their full skill set and potential capabilities.

While there are many benefits to transparently listing job qualifications and screening applicants based on those qualifications, some specific bus operator job requirements can pose challenges for recruiting and hiring bus operators. Things like the requirement to have a CDL, drug testing requirements, or costs associated with required physicals can be challenging for otherwise promising candidates.¹²⁴ For example, one stakeholder interviewee suggested that there is a need for more flexibility on things like background checks for past drug use convictions.

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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Along with selection tests, transit agencies use candidate interviews to help select qualified candidates. To improve the efficiency of the interview process and to assess job candidates fairly, many transit agencies use structured interview protocols in which the same questions are asked of all interviewees by all interviewers.¹²⁵ This practice helps the interviewer avoid subjectivity that may prevent them from assessing a candidate’s ability to perform the job. However, at least one interviewee mentioned that interviews should be as informal as possible to reduce potential candidate anxiety and indicated that it was possible to engage in a more conversational format while still being able to score the candidate based on their responses.

As shown in Figure 8, survey participants indicated that basic skills tests are still widely used as compared to other forms of assessments. However, behavioral assessments, which have been indicated as a useful tool for assessing and predicting future bus operator success, are also now being more widely utilized by transit agencies in the application process.

In addition to these bus operator candidate assessments provided as choices in the survey and utilized by many transit agencies, the following responses were also listed by the survey-takers who selected “other.” These include:

Assessments completed in conjunction with onboarding and training,
Background and/or criminal checks,
Customer service exams,
Customized assessments created in collaboration with a vendor,
Drug test,
Interviews only,
License only,
License verification,
Medical and physical exams,
None (no selection tests are used),
Personnel training,
Resume review,
Road test,
Route reading test, and
Safety test.

Figure 8. Bus operator selection tests used by transit agencies.

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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Human Resource Reforms

As indicated in stakeholder interviews, many transit agencies’ human resources departments would benefit from reforms. Some of these reforms may be targeted at the human resources workforce itself. For example, given the high volume of applications that large transit agencies process, additional staff capacity is needed. Some stakeholder interviewees also felt that there are often stereotypes in human resources about who would be a good fit for the position. Improving staffing shortfalls may improve decision-making efficiency with respect to the hiring process.

As shared in focus group discussions, some transit agencies lack collaboration between internal departments, and these transit agencies may benefit from developing and utilizing a variety of partnerships in the bus operator hiring process. According to focus group participants and stakeholder interviews, unions can assist in the hiring process with the helpful outcome of fewer but more qualified candidates, thus reducing the volume of applicants human resources need to screen. However, unions tend to be minimally involved in hiring and onboarding processes. As noted in the GCRTA case study, the ATU Local 268 is involved in orientation, but only minimally. They speak to new hires briefly about their role, but there is a sense that new bus operators do not fully understand how the union operates based on their exposure to information during orientation.

Human resources departments may have an opportunity to speed up the time that it takes for bus operators to begin the job after receiving an offer. One interviewee indicated that many hires do not show up for the first day of employment because of the lag between hiring and the first day that training is offered. Speeding up the process for training before bus operators can be on the road by offering more regular new employee training sessions may improve some recruitment efforts.

Onboarding Does Not Adequately Prepare New Employees for Their First Assignments

Onboarding is the action or process of moving a prospective bus operator from applicant to new hire trainee. While some may consider onboarding a part of training, onboarding is part of the hiring process where new hires learn about their role and function within their department and how it relates to the larger organization.

Some initial findings in the research indicate transit agencies face challenges in onboarding and adequately preparing new bus operators for a potential range of first assignments. According to one stakeholder interviewee, onboarding is lacking in some transit agencies. In addition, it was mentioned that bus operators are not prepared for some assignments and consequently leave the job shortly after being hired. Pre-apprenticeship, a program designed to prepare participants for entry into an apprenticeship, was suggested as a way to help in the onboarding process.

5.2 Forward-Thinking Approaches

The following approaches were identified in the research and stood out as valuable ideas that transit agencies can consider with respect to addressing bus operator hiring issues:

Conduct Pre-hire Assessments and Additional Screening of Applicants

GCRTA uses a customized pre-hire assessment test for bus operator candidates. They work with a testing vendor that developed an employability assessment validated specifically for

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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GCRTA. The vendor provides an off-the-shelf test, but GCRTA felt it could develop a more comprehensive understanding of whether potential bus operators would be a good fit in the transit agency. Thus, together with this vendor, the transit agency determined success factors for good bus operators and created a test that allowed the transit agency to determine the specific points at which potential trainees do not make it further through the hiring process (e.g., criminal history background check, customer service skills). The use of this assessment tool in the hiring process is included in the transit agency’s annual operational budget.

At NJ Transit, an online information session is conducted with the applicant prior to a formal interview. The information session is an hour in length and provides applicants with a realistic description of the job and the responsibilities that it comes with as well as the type of schedule that they can expect when first employed to provide the potential employee with a chance to make an informed decision before moving forward through the hiring process.

Provide Technology Support for Applicants

For some transit agencies, a challenge that the information session and the longer interview time attempt to address is a frequent lack of follow-through from applicants in filling out online forms and submitting them electronically. This difficulty may be due to an applicant’s lack of access to technology or the skills required. At NJ Transit, clear explanations have made a difference. A new union recruitment effort may also help because it involves distributing flyers that will have a phone number that applicants are directed to call if they have any questions.

Use Behavior-Based Protocols to Screen and Interview Applicants

The Southeastern Pennsylvania Transportation Authority (SEPTA) uses a behavioral assessment tool to screen applicants for bus operator positions, which are highly public facing. The transit agency indicates that this practice has improved customer service ratings.¹²⁶ The Metropolitan Atlanta Rapid Transit Authority (MARTA) uses an electronic staffing system as a recruitment tool that permits human resources staff and recruiters to connect with applicants and match candidates with positions.¹²⁷

Interview approaches that assess a candidate’s past behaviors as opposed to requiring them to think through hypothetical situations may better predict future behaviors. Pittsburgh Regional Transit requires interviewers to undergo competency-based interviewer training in which questions are designed based on analysis of specific jobs. Interviewees must give real-life examples of past behaviors that demonstrate their ability to meet the qualifications and skills of the job for which they are interviewing.¹²⁸

Design Candidate Interviews to Improve Retention of New Hires

Transit agencies are using interviews as a time for job candidates and the transit agency to learn about one another for employment decisions and improved bus operator retention.

After an interview at RCPT, and in situations where both parties are interested in moving forward, the bus operator applicant is paired with one of RCPT’s bus operators for an hour of ride-along experience to get a better feel for the position.

At VTA where the length of the hiring process has been a deterrent for applicants and some attrition occurs when applicants become aware of all of the requirements, a new program to engage with applicants at the very beginning of the process has been started. Bus operators meet with new applicants to walk them through the hiring process and help them complete all

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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the requirements. This interaction gives applicants a chance to ask any questions they might have and helps to create realistic expectations of the job. Bus operators can supply answers from personal experience about what the job is like that human resources staff would not be able to answer. A performance test is used as part of the hiring process to view candidates in the work environment ensuring they can follow instructions and physically navigate through the interior of a bus.

Ensure Realistic Job Expectations—PSTA

According to Pinellas Suncoast Transit Authority (PSTA) approximately 20 percent of candidates were dropping out of training due to a variety of reasons that included attendance, family reasons, difficulty with the CDL portion of training, and a realization that the job was not for them.

PSTA interviews include a standard panel of questions relating to customer service abilities, safe driving, and decision-making scenarios that may be encountered on the road along with providing accurate and realistic job details including potential challenges such as schedules, strict attendance policies, and road challenges.

While it is not PSTA’s intent to scare away potential candidates, it wants to provide a “realistic picture” of what the job entails so potential operator candidates have an opportunity to make an informed decision while minimizing PSTA’s training costs. Job benefits including compensation details, health insurance, and retirement options along with the caring culture offered at PSTA are also explained during the interview for the interviewee’s comprehensive consideration.

Offer CDL Permit Study Sessions

Metro Transit in Minneapolis–Saint Paul noticed that many applicants were failing a screening test, even with the help of an online application assistance program, because they had difficulty answering questions about skills like map reading, customer service, and driving.¹²⁹ In response, the transit agency created a series of commercial drivers’ permit study sessions at community centers throughout the Twin Cities. The series offers in-person instruction free of charge for individuals who have applied to be a bus operator and are planning to take or re-take the mandatory pre-employment test.

Shorten the Application Process and Make It More Flexible

Metro Transit in Minneapolis–Saint Paul hosts single-day hiring events twice a month. The transit agency feels that the reduction of time in the hiring process can be appealing to potential candidates.

To meet candidates where they are and to broaden the opportunities for interviews, NJ Transit stated in the focus group discussions that they make the process easier for individuals going through the hiring process by offering flexible scheduling, conducting phone and online interviews, and using voice mail to help add a human touch while also keeping communication channels open and to avoid the risk of emails being missed by potential future employees.

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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Selection Process Improvements—DART

In response to the labor market challenges, high attrition, and an increase in hiring need, Dallas Area Rapid Transit (DART) reviewed both its existing recruitment and selection processes for needed improvements. Its previous selection process was long with many required approvals. Background checks took a relatively long time, as did onboarding and initial training. During the first few attempts to recruit in 2021, DART lost two thirds of new hires by the start of training. DART concluded they needed to find a way to complete their application and selection process in half the time. To accomplish this, they worked with their medical compliance department and background check vendor, re-analyzed their process for redundant efforts and ultimately cut the hiring time in half. One DART employee interviewed believes these improvements in the application and selection process may have been one of their most successful accomplishments because of COVID-19 challenges.

Adjust Bus Operator Qualifications and Respective Training to Broaden the Applicant Pool

The requirement of a CDL can be a hindrance to some prospective operators who do not possess the certification. Transit agencies are finding they can greatly increase their applicant pool by providing CDL training. PSTA is an example of a transit agency that has increased its applicant pool by hiring individuals with operator skills but who do not possess a CDL. The transit agency provides training for the required certification before the new operators enter the field.

Prevent the Loss of New Hires Waiting for Paid Training to Begin

Some transit agencies are losing newly hired bus operators while they are waiting for paid training to begin the job. To overcome this challenge, PSTA initiated an Early Start Program, which allows new hires to begin immediately in a paid position, similar to a paid internship. The program not only provides income to new bus operators, but also allows them to begin training with work tasks. New recruits in the Early Start Program become familiar with routes and learn customer service skills through ride-alongs with senior bus operators and face-to-face customer assistance with the public outreach team. This new program has dramatically decreased the number of bus operators who drop out between hiring and the start of training.

Prepare New Employees for First Assignments

Mentor programs that offer new employees a human contact who is experienced and can help them work through the initial difficulties of a new assignment can be very beneficial in the onboarding process since they help prepare new employees for their first assignments. As featured in the 2021 APTA Transit Workforce Readiness Guide and as part of their onboarding efforts, Sound Transit assigns new employees a “peer buddy” who regularly meets with them throughout their first 6 months as a bus operator. In addition, new hires are gathered to meet every 6 months to engage in networking, attend interagency speaker events, and collaborate and share their experiences with other bus operators.¹³⁰

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Suggested Citation:"Chapter 5 - Bus Operator Hiring Processes." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.

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