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From page 130...
... Building a Susta Workforce in the Transportation In A Systems App inable Public dustry -- roach Module 4. Engage in Continuous Improvement via Benchmarking
From page 131...
... 4-1 Module 4 Contents Module 4: Engage in Continuous Improvement via Benchmarking 4.1 The Benchmarking Process 4-4 4.2 Phase 1: Planning 4-5 4.2.1 Identify Unit of Analysis for Benchmarking Study 4-6 4.2.2 Identify Comparative Organizations 4-9 4.2.3 Select Performance Measures 4-11 4.2.4 Identify Data Collection Methods 4-12 4.2.5 Overall Benchmarking Planning Phase 4-12 4.3 Phase 2: Analysis 4-14 4.3.1 Collect Data Internally and Externally 4-15 4.3.2 Measure and Compare Current Performance Gap 4-16 4.3.3 Identify Effective Practices to Close the Gap 4-17 4.3.4 Overall Benchmarking Analysis Phase 4-20 4.4 Phase 3: Integration 4-20 4.4.1 Communicate Benchmarking Findings to Gain Acceptance 4-20 4.4.2 Develop an Action Plan 4-22 4.4.3 Overall Benchmarking Integration Phase 4-23 4.5 Phase 4: Action 4-23 4.5.1 Implement Specific Actions and Monitor Progress 4-23 4.5.2 Overall Benchmarking Action Phase 4-24 4.6 Phase 5: Maturity 4-25 4.6.1 Close Performance Gap 4-25 4.6.2 Integrate Practices Fully into Processes 4-26 4.6.3 Overall Benchmarking Maturity Phase 4-27 4.7 Combined Process Map 4-27 4.8 Additional Tools to Aid in Benchmarking 4-27 4.8.1 Phase 1 (Planning) Tools 4-27 4.8.2 Phase 2 (Analysis)
From page 132...
... 4-2 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach This module presents information on a systematic process -- benchmarking -- for public transportation organizations to use to gather examples of effective workforce development practices used by similar organizations. This process of data gathering may also be used to compare workforce development practices across the public transportation industry and with non-peer industries.
From page 133...
... Module 4: engage in Continuous Improvement via Benchmarking 4-3 implementing a program, things are rarely the same as when the decision was originally made to implement the program. Additionally, the environment that surrounds public transportation (e.g., service delivery needs, the labor market, technological advances)
From page 134...
... 4-4 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach used to help decide if a benchmarking study should be conducted. These questions are presented in Exhibit 4-2.
From page 135...
... Module 4: Engage in Continuous Improvement via Benchmarking 4-5 be successful, the organization is advised to view each of these phases as critical to completing a benchmarking study. These specific phases and the 12 adapted steps that make up the phases are described in more detail in the following sections.
From page 136...
... 4-6 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach • Select performance measures, and • Identify data collection methods. Each step is discussed in the following sections.
From page 137...
... Module 4: engage in Continuous Improvement via Benchmarking 4-7 Exhibit 4-5 illustrates the relationship between practices, processes, enablers, and outcomes. To understand the systematic steps involved in a process, a transit benchmarking sponsor should plan to conduct process mapping.
From page 138...
... 4-8 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach It is important that the data collector conducting the benchmarking study be intimately familiar with the practices, processes, outcomes, and related enablers within his or her own transit organization to guide the type of data collected and help define the questions that need to be asked of the benchmarking partner to determine how the processes might be transferable to the sponsor transit organization. Prioritize outcomes.
From page 139...
... Module 4: engage in Continuous Improvement via Benchmarking 4-9 To summarize, following are steps to identify the unit of analysis of a benchmarking study. These steps are presented in sequential order and can be followed to efficiently determine the focus of a benchmarking study.
From page 140...
... 4-10 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach as valuable and to experience a benefit of participation, such as learning about other industry practices. In fact, as an incentive to participation, after study completion it is recommended that a sponsor transit organization share some of the valuable data gathered by offering preliminary reports or informational sessions to benchmarking partners.
From page 141...
... Module 4: engage in Continuous Improvement via Benchmarking 4-11 Sample case study – selecting a benchmarking partner. A mid-sized urban transit bus system in the Midwest that provides internally delivered fixed-route and ADA paratransit services has been experiencing difficulties recruiting mechanics over the past 2 years.
From page 142...
... 4-12 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach The recruitment scorecard provides anchors to evaluate organizational processes on this time to fill an open position metric. The scorecard also provides the format used to report the metric.
From page 143...
... Module 4: engage in Continuous Improvement via Benchmarking 4-13 METHODS Existing Data Review Survey Interview Focus Group Site Visit Definition Analysis and interpretation of information that exists in-house or in public domain Questions sent to partner organization (multiple choice, open-ended, forced choice, scaled) A one-on-one meeting with a partner conducted either face-to-face or via telephone Multiple participants with similar profiles (job titles, rank)
From page 144...
... 4-14 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach 4.3 Phase 2: Analysis The analysis phase includes initiating data collection and assessing findings. To adequately analyze how practices and processes from partner organizations may be used to enhance a sponsor transit organization's processes and practices, it is essential to not only collect data from the benchmarking partner organization, but also from within the sponsor transit agency itself to know what processes and enablers currently exist.
From page 145...
... Module 4: engage in Continuous Improvement via Benchmarking 4-15 4.3.1 Collect Data Internally and Externally As previously mentioned, it is important that the data collector of the benchmarking study first be well educated on the needs, practices, processes, metrics, and enablers used within the sponsor transit organization to provide context to the study and be aware of the level of receptivity the organization may have to certain new processes and practices. Unless the data collector is a hired contractor, it is likely the data collector is employed by the sponsor transit organization, with which he or she should be familiar.
From page 146...
... 4-16 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Furthermore, prior to sharing any data, clearances for confidential information should be obtained from the partner organization. If there is any question regarding the appropriateness of data or release of information, this should be discussed with legal counsel at the partner organization and the sponsor organization to ensure that the sponsor organization does not violate any ethics codes or confidentiality requirements.
From page 147...
... Module 4: engage in Continuous Improvement via Benchmarking 4-17 dedicated to the employment and development of staff, while the sponsor transit organization does not, and establishing a human resource department is not feasible given resource constraints and other enablers, it may be necessary to spend funds to train a few staff members on the critical components of HR and realize only partial benefits of this change. More discussion on types of enablers is provided in the section on planning, and Exhibit 4-5 provides an illustration of how enablers relate to practices and processes.
From page 148...
... 4-18 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach The effectiveness of a specific practice may depend on numerous other related organizational attributes and enablers. As such, it is advisable to avoid generalizing that a specific practice is best in all contexts.
From page 149...
... Module 4: engage in Continuous Improvement via Benchmarking 4-19 practices will be received internally, the adaptations and resources required to adopt new practices, anticipated changes in market demands, and emerging external workforce factors (e.g., the number of students entering certain fields of study)
From page 150...
... 4-20 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach job offer acceptances. This projection is due to the anticipated effects of a recruitment program the partner will launch in the winter and spring to actively recruit for summer help by targeting bus drivers in local school districts, thus targeting job candidates for whom job fit would be high.
From page 151...
... Module 4: engage in Continuous Improvement via Benchmarking 4-21 specific knowledge of how the changes should be implemented, and are given a voice in the process. Thus, acceptance of change must be embraced throughout the public transportation organization, from frontline employees up through senior management.
From page 152...
... 4-22 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach to improve areas where there is a negative gap between the sponsor organization and the benchmarking partner. This approach also shows transit employees that their positive performance is appreciated, thus encouraging a strong sense of ownership in the process of reducing neutral or negative gaps.
From page 153...
... Module 4: Engage in Continuous Improvement via Benchmarking 4-23 • The level of improved operations supervisor performance that the retraining effort is expected to generate and how that improved performance can be measured. • The assignment of responsibility to oversee the implementation of the new supervisory training program and the level of coordination that will be required between training staff and operations management to carry out the training program.
From page 154...
... 4-24 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Another key element of this phase is the frequent measurement of performance and change in outcomes to ensure that the practices are being implemented true to what was intended. To help track implementation, the sponsor transit organization should maintain a continuous reporting system and share the implementation progress throughout the organization.
From page 155...
... Module 4: Engage in Continuous Improvement via Benchmarking 4-25 4.6 Phase 5: Maturity This phase in the benchmarking process refers to the point at which benchmarking becomes institutionalized within the sponsor transit organization and is viewed as a critical component to the transit management process. Exhibit 4-18 provides an overview of the important questions to be answered during this phase.
From page 156...
... 4-26 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach sponsor transit agency begins receiving requests to participate in benchmarking studies or is recognized with transit industry awards. The sponsor transit organization can communicate its success by creating a system for sharing the knowledge gained with others in the transit industry.
From page 157...
... Module 4: engage in Continuous Improvement via Benchmarking 4-27 4.6.3 Overall Benchmarking Maturity Phase The process map in Exhibit 4-19 illustrates the basic steps during the maturity phase of benchmarking. 4.7 Combined Process Map The five benchmarking phases described in this module combine to form one comprehensive approach to benchmarking.
From page 158...
... Start Process Develop Process Map for process to be benchmarked Identify leading noncompetitors with similar processes Decide on type of partner Identify industry leaders in process to be benchmarked Competitive/Industry Functional/Generic Phase 1: Planning Brainstorm areas to be benchmarked Identify unit of analysis for benchmarking study Phase 2: Analysis Contact desired partners to request participation Are key outcomes covered? Request partner KPIs, metrics, and measures for relevant processes Develop or select additional metrics A A Yes No Develop data collection protocols B B Determine best remaining potential partners Are more partners needed?
From page 159...
... Phase 3: Integration Phase 4: Action Develop communication plan Communicate benchmarking findings and encourage acceptance Establish functional goals Develop action plan Implement specific actions in plan Monitor progress Recalibrate benchmarks Measures still relevant? No D Phase 5: Maturity Close performance gap Practices fully integrated into process End Process Yes D C Figure 4-1.
From page 160...
... 4-30 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Potential Partner Industry Similarity Transit Mode Similarity Size/Scale Similarity Exhibits Process to Benchmark Industry Leader in Process Achieves Target Outcomes Willingness to Participate Example: Partner 1 High High Medium Yes Yes Yes Medium Exhibit 4-20. Benchmarking Partner Selection Tool.
From page 161...
... Module 4: engage in Continuous Improvement via Benchmarking 4-31 To use this tool, transit organizations should first identify the type of organizational process for which a benchmarking study will be conducted, such as for recruitment of applicants. Once the type of organizational process is known, an appropriate metric or metrics can be identified and selected from this tool.
From page 162...
... 4-32 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach 4.8.3 Phase 3 (Integration) Tools One tool provided here to help with the integration phase is an example communication plan.
From page 163...
... Timeline Purpose Medium/ Media Target Audience Communication Source Content Status Update First week of December 2013 Inform leadership of upcoming changes; establish credibility and top leadership support for changes; obtain buyin prior to initiation of a program Written memo sent via interoffice mail Middle leadership down to supervisors HR drafts, executive director/CEO sends Details about needed changes in personnel hiring practices, including rationale for changes and opportunity for leaders to voice concerns Correspondence drafted by HR; waiting for exec. director approval MidDecember 2013 Notify employees of need for changes; gain buy-in by informing prior to initiation of new program E-mail memo All employees HR drafts, executive/CEO signs and sends in collaboration with middle leaders and supervisors Introduction to changes in personnel hiring practices identifying the pros and potential growing pains (and pains will be addressed)
From page 164...
... 4-34 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Section 1 Overview of Strategic Workforce Initiative or Action Plan Highlights (key points) of action plan Rationale for new practice Section 2 Target Audience(s)
From page 165...
... Steps to Implement 1. Assemble Committee.
From page 166...
... 4-36 Building a Sustainable Workforce in the Public Transportation Industry -- A Systems Approach Introduction [Explain the purpose for conducting the focus group. Discuss the value of employee input on new programs.
From page 167...
... Module 4: engage in Continuous Improvement via Benchmarking 4-37 Another means of assessing maturity is by closely evaluating the risks or consequences of implementation. Exhibit 4-30 provides an example of a checklist that can be used to determine how well the implementation has been executed and its effects.

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