Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach (2013) / Chapter Skim
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Building a Susta Workforce in the Transportation In A Systems App inable Public dustry -- roach Module 3. Improve Image Management to Become an Employer of Choice
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3-1 Module 3 Contents Module 3: Improve Image Management to Become an Employer of Choice Content of the Sections 3.1 Defining Image Management for Public Transportation 3-2 3.1.1 Image Management Challenges Facing Public Transportation 3-4 3.1.2 Opportunities to Leverage Public Transportation 3-7 Image Management 3.2 Image Management Strategies 3-11 3.2.1 Sample Transit Case Studies 3-18 3.3 Measuring Performance of Image Management Practices 3-21 3.3.1 Additional Interview Participant Detail 3-22 The image of public transportation -- at the industry and individual organization levels -- has a significant impact on all facets of workforce development; thus, it should be a critical area of focus. This module defines the concept of image management for public transportation organizations within the context of building a sustainable workforce.
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3-2 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach image in general. To guide agencies through this process of image management, this module presents detailed information related to: • Defining image management for public transportation, • Image management challenges facing public transportation, • Opportunities to leverage public transportation image management, • Image management strategies, and • Measuring performance of image management strategies.
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Module 3: Improve Image Management to Become an employer of Choice 3-3 In the text that follows, specific challenges, opportunities, and strategies related to image management and the various elements of successful transit and other industry campaigns are presented. The findings presented here derive from prior best practice research as well as interviews conducted specifically for this study with public transportation industry managers, experts, and other stakeholders (e.g., professional associations, chambers of commerce)
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3-4 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach 3.1.1 Image Management Challenges Facing Public Transportation There are pressing image challenges facing the public transportation industry. These challenges make it difficult for workforce initiatives to be fully successful.
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Module 3: Improve Image Management to Become an employer of Choice 3-5 jobs are often thought to be jobs that involve getting dirty and have low wages with little chance for advancement (Cronin et al., 2011)
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3-6 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach making these occupations difficult for some (e.g., single parents)
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Module 3: Improve Image Management to Become an employer of Choice 3-7 Changes in external factors. The labor market will fluctuate considerably over time (Watson Wyatt Worldwide and Focus Group Corporation, 2004)
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3-8 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach more likely to describe the industry in a positive manner when talking to friends, family members, or even lawmakers that make decisions affecting transit. Emphasize quality of life through community impact.
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Module 3: Improve Image Management to Become an employer of Choice 3-9 While transit is undoubtedly a green industry, employees, riders, and applicants may not always make the connection between transit and making a green decision. This restricts the industry's attractiveness to new hires that seek employment in a job that can have a positive impact on the environment.
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3-10 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Promote understanding of transit to improve perceptions. The majority of the public is aware that public transportation gives people an additional choice when making travel plans (Wirthlin Worldwide, 2000)
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Module 3: Improve Image Management to Become an employer of Choice 3-11 Moreover, employees at all levels can be an organization's best recruiters, but if they are frustrated by the divisiveness of the workplace environment, they are less likely to project a positive image to others who may be considering employment in the industry. Although participants could not point to any specific organization that was completely successful in this regard, most were confident that significant opportunities exist to improve the workplace dynamic and promote an environment where people are excited to come to work each day.
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3-12 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach community members) play in shaping attitudes about companies has increased dramatically (e.g., Twitter's trending topics)
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Module 3: Improve Image Management to Become an employer of Choice 3-13 both a money saver and time saver. Likewise, as residents in a given community gain a better understanding of public transportation benefits, taking the bus or subway can be considered the responsible thing to do.
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3-14 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach positive attributes can be reinforced, and, ideally, the negative comments can be considered and addressed moving forward. Image Management Strategy 2: Collect market data and match results with details regarding the benefits of your agency's workplace and service offerings to develop an image management campaign that is specifically targeted to your community.
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Module 3: Improve Image Management to Become an employer of Choice 3-15 candidates for transit because veterans are likely comfortable working in a structured environment, have strong technical skills, may not mind long hours or late shifts, and are typically responsible and well trained. Consequently, transit systems should strive to partner with organizations that support the transition of veterans to obtain employment in the civilian sector.
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3-16 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Many public transportation organizations have had success integrating their campaigns at the national and local level. For example, in early October 2012, APTA announced the winners of their annual AdWheel Awards at the APTA Annual Meeting in Seattle, Washington.
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Module 3: Improve Image Management to Become an employer of Choice 3-17 Focus on logo, tag line, and color scheme. When attempting to reinforce an image, it is important to consider whether the organization's logo, tag line, and color scheme consistently reflect the agency's message across different marketing efforts.
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3-18 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach since agency vehicles provide a means to advertise throughout an organization's service area. Salem-Keizer Transit's Earth Day Bus Campaign received overwhelmingly positive support from the local community and won awards in APTA's 2012 AdWheel competition.
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Module 3: Improve Image Management to Become an employer of Choice 3-19 meet service demands and carry out its mission could be compromised. A decision was made to promote the environmental benefits of transit services to realize the goals of building community stakeholder support for the agency and making transit employment more attractive to recent college graduates committed to environmental improvement.
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3-20 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach growth. An outreach program was developed that included scheduling face-to-face meetings, placing telephone calls, sending e-mails, making presentations, and distributing materials on transit's present and future community development role.
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Module 3: Improve Image Management to Become an employer of Choice 3-21 3.3 Measuring Performance of Image Management Practices TCRP Report 103 recommends using an employer-of-choice scorecard to measure the effectiveness of a communications program, both internally and externally (Watson Wyatt Worldwide and Focus Group Corporation, 2004)
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3-22 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach the global metrics that were described in Module 2 of this guidebook. The image-management– specific metrics are: 1.
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Module 3: Improve Image Management to Become an employer of Choice 3-23 Table 3-2. Full details regarding image management interview participants.
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3-24 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Name Title Organization Organization Type Highlights Connie Garber Transportation director YCCAC Transit agency: bus and van • Has served as director for over 30 years and overseen expansion of the program to provide transportation to more individuals • Responsible for all budgeting, contract negotiation, and coordination with metropolitan planning organizations (MPOs) within YCCAC • Received the 2011 Community Transportation Director of the Year award from CTAA • Indicated that communication with the general public about the transit organization's accomplishments has been an effective strategy in dispelling misconceptions about the industry • Suggested that partnerships with other agencies help to spread positive information about the public transportation industry Jill Hough Director SURTC Academic institute • Has more than 20 years of transportation research experience • Director of SURTC, which focuses on research, education, and training for the public transportation industry • Has served as the chair or on multiple committees, advisory boards, and working groups related to transportation • Noted that the lack of visibility of the public transportation industry is a challenge in recruiting and hiring employees • Suggested that internships and mentoring programs can help increase the visibility and positive image of the public transportation industry Lenna Kottke, Mary Cobb, Tanya Fontenot, and Jim Trayhan Executive director; director of communications; HR manager; recruiter Via Transit agency: bus and van Lenna Kottke • Led a transit system to experience enormous growth by securing funds and implementing new business models • Advocate for accessible, affordable community transportation at the regional, state, and federal levels • Recommended that vehicles and work spaces be attractive because this will help to dispel some negative perceptions of the public transportation industry • Noted that having a culture of serving the community has helped make the organization attractive to potential employees Ashley McNamara and Christine Rhoads Corporate marketing manager; recruiting manager First Transit Contractor for transit systems Ashley McNamara • Responsible for all aspects of marketing, including branding, events, flyers, and presentations • Assists transit systems across the country with implementing marketing plans and initiatives, including assistance with branding Christine Rhoads • Leads recruitment for all management job openings in the field • Drives new and innovative recruiting methodologies • Noted that a recruitment challenge for transit is a lack of young people desiring to come into the industry and the difficulty of finding the right candidate pool • Suggested that educating the community and getting information about the transit organization in front of a wider audience are effective strategies to help improve transit's image Joe Niegoski Director, educational programs APTA Professional association • Has been with APTA for over 10 years, with a great deal of emphasis on workforce development • Launched APTA's mid-level manager program • Working closely with committee members to help produce products, programs, resources, YouTube videos, and so forth to attract the new generation of employees • Suggested that to improve image, public transportation organizations should use local organizations to promote positive aspects of transit, such as environmental advances and green practices that have been implemented • Focused on building relationships between labor and management and with other transit or local organizations to increase attractiveness of jobs within the industry Table 3-2.
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Name Title Organization Organization Type Highlights Jeffrey Rosenberg Legislative counsel ATU Public and private labor unions • Represents the ATU on federal legislation issues and lobbies on a federal level to support transit- and union-friendly candidates • Works to ensure that transit workers' voices are heard and are at the forefront when legislation is being developed • Holds a JD degree and has served as the government relations specialist for APTA • Suggested that investing in workforce development and training for employees would help to make public transportation a more attractive career choice • Noted that a national campaign promoting positive aspects of transit, such as its greenness, would help alleviate image problems that are experienced by the industry Ben Ross Vice president Action Committee for Transit Transit advocacy group in Washington, D.C., area • Advocates for better transportation for Montgomery County, MD • Author of a book and many articles about transportation, urban sprawl, and environmental issues • Indicated that an image problem for the public transportation industry is the perception of higher pay in other industries • Suggested that promoting transit in neighborhoods assists in creating a positive image Beverly Scott General manager/chief executive officer Spoke when employed by MARTA, currently employed by MBTA Transit agency: bus and rail • Has been in the transportation industry for more than 30 years and held leadership positions with large and notable transit organizations • Has received many awards for her outstanding leadership and service to the field of transportation, including awards from the U.S. DOT and APTA • Holds a doctorate degree in political science with a specialization in public administration • Suggested that the image of transit operators could be improved by showing the importance of the job these individuals do, along with the emphasis that transit places on safety and customer service • Noted that image problems in public transportation organizations often come from a lack of knowledge about the benefits of transit Brian Turner Executive director TLC Nonprofit transportation research organization • Has been the executive director with TLC for 12 years • Works to build labor–management partnerships in the transportation industry and conducts research on the subject of labor–management relations • Noted that a challenge in recruiting for transit positions is the perception that the workforce is not empowered and all decisions come from the top of the organization • Suggested that recognizing employee contributions may help to improve the reputation of the industry and make transit a more desirable place to work Joel Volinski Director National Center for Transit Research Academic institute • Served as transit director of a mid-sized transit system • Past president of the Florida Public Transportation Association, as well as local chapters of APA and ASPA • Creator of award-winning transit marketing and communications programs • Indicated that emphasizing the opportunity to work with new and evolving technology will help to attract younger employees to the industry • Noted that communicating with transit employees and letting them know that they are valued, especially when this communication comes from higher levels in the organization, can be a strategy to help retain employees Dave Williams Vice president of transportation Atlanta Chamber of Commerce Chamber of commerce • Responsible for facilitating the development and implementation of the metro Atlanta chamber's transportation agenda • Current primary focus is working with regional leaders to help pass the regional transportation referendum • Suggested that social media could be used to help build brand awareness for public transportation organizations • Recommended that transit systems could partner with local attractions and community venues, such as sports teams or zoos, to promote a positive image of transit within the community Table 3-2.
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