Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach (2013) / Chapter Skim
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Building a Susta Workforce in th Transportation In A Systems App Introductio An Overview of th Guidebook Modu inable e Public dustry -- roach n.
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I-1 The purpose of TCRP Project F-16A was to integrate and build on the best available public transportation and peer-industry workforce research. Specifically, the goal of this project was to offer a compelling analysis of effective tools for public transportation leaders to use to implement state-of-the-art workforce practices that produce better business results while also supporting more effective, integrated organizations that are rewarding places to work.
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I-2 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach safely deliver high-quality service. Nor can it afford to promote leaders who lack the vision and determination to create lasting change.
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An overview of the Guidebook Modules I-3 The status quo is plainly unacceptable, as is the current public transportation industry approach to solving these workforce challenges. To effectively design a more successful path moving forward, public transportation industry leaders must first agree on the desired outcome.
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I-4 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach Putting oneself in the position of a top-performing public transportation employee makes it easy to see why a multipronged approach to workforce development is desirable. Even in a competitive labor market, top-performing employees typically have a large number of employment choices, and in return for their strong performance, they will most certainly expect an employer to support their skill development and provide opportunities for career growth.
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An overview of the Guidebook Modules I-5 Exhibit I-2 illustrates how these four workforce processes are interrelated. Recruitment and retention are the foundational elements, or building blocks, of workforce development.
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I-6 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach I.1.3 How Can Public Transportation Achieve the Vision of a Sustainable Workforce? Recognizing the importance of the four major workforce processes and their interrelationships is a critical first step on the path to building a sustainable workforce in public transportation.
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An overview of the Guidebook Modules I-7 I.2.1 Module 1 in Practice Mock scenario: A large multimodal transit system located in the Northeast has been experiencing difficulty in recruiting and retaining individuals with the technical skills necessary to support its transit rail operation. The transit system is having particular challenges with identifying and attracting qualified candidates for rail maintenance positions.
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I-8 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach I.2.3 How to Use Module 1 The first module presents strategies that can be used to update or create programs in any public transportation organization to help recruit, retain, and develop employees. This module should be used as a guide to determine the types of programs that could be implemented within an organization and can be especially beneficial as a first step in creating and implementing workforce development programs.
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An overview of the Guidebook Modules I-9 Module 2 contains metric scorecards for the four organizational processes that provide public transportation organizations a consistent and quantifiable approach to evaluate the impact of current and potential workforce strategies in order to make informed decisions regarding which of their existing workforce practices are worth keeping and which new strate gies are likely to have the greatest return on investment. By comparing workforce strategies using a consistent set of metrics and anchors, public transportation leaders and human resource managers can simplify difficult decisions and articulate the costs and benefits of each approach to senior leadership.
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I-10 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach workforce practices. Based on these materials, management made slight adjustments to the anchors of the training metric scorecard and used it to measure two important metrics: posttraining knowledge and skill testing, and post-training performance of drivers.
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An overview of the Guidebook Modules I-11 Module 2 includes the following information: 1. For each metric: what the metric is, why it is important, and how to use it.
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I-12 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach I.4 Module 3: Improve Image Management to Become an Employer of Choice The effect the public transportation industry's image has on the success of efforts to build a sustainable public transportation workforce cannot be overstated. Positive and negative perceptions of public transportation organizations have been forged over decades by customers, media coverage of the industry, and statements by politicians and others about the effectiveness and efficiency of public transportation.
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An Overview of the Guidebook Modules I-13 I.4.2 Module 3 Highlights • Perceptions of transit jobs are discussed, including the lack of awareness regarding non-customer interfacing positions (p.
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I-14 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach shifting demands for transit services and the need for a highly skilled public transportation workforce to support these demands. As the public transportation industry and its workforce evolve, each transit organization will have to work to stay ahead of the curve.
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An overview of the Guidebook Modules I-15 could be implemented by one's organization. By sharing best ideas across public transportation organizations and adapting the most desirable ideas of other industries, the industry can enable its workforce to achieve the cost-effectiveness and safe delivery of quality services that are integral to the transit mission.
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I-16 Building a Sustainable Workforce in the Public transportation Industry -- A Systems Approach I.5.2 Module 4 Highlights • The module provides questions to consider before deciding whether to embark on a benchmarking study (p.
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An Overview of the Guidebook Modules I-17 I.7 Route Map of Modules Although each module can be used independently, to achieve the best results, the modules should be used in concert with one another. The content across the four modules is highly interrelated in that the metrics and benchmarking provide progressively more detailed evaluation of strategies, and image management supports all workforce development initiatives.
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Community impact of transit, p. 3-8 Recruiting youth and social networking, p.
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