Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach (2013) / Chapter Skim
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B-1 This appendix presents a synopsis of each module in the guidebook. Each synopsis presents abbreviated approaches for smaller transit agencies or transit agencies with limited time and resources to assist them in implementing the guidance contained in Module 1 through Module 4.
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B-2 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach Strategy 3: Implement Employee Referral Programs • If feasible, establish a small budget that will subsidize a bonus for employees that refer individuals to apply for jobs at your transit agency. • Develop the rules for providing bonuses, and explain these rules to all incumbent employees and new hires.
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Appendix B: Synopses of Modules B-3 Strategy 8: Use Social Networking • Identify appropriate social networking sites (e.g., Facebook) to advertise the transit agency and job openings.
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B-4 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach Strategy 3: Implement Employee Mentoring Program • Identify management, supervisory, dispatch, and mechanic positions within your transit agency that lend themselves to a mentoring program. • Identify and recruit transit managers and supervisors that are high performers and have strong interpersonal skills to serve as mentors.
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Appendix B: Synopses of Modules B-5 Strategy 8: Promote Current Employees • Determine the knowledge, skills, and abilities required for each job in your agency. • Create an internal training and development program that allows current employees to develop the necessary knowledge, skills, and abilities required for promotion.
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B-6 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach Strategy 4: Address Training Needs in Conjunction with Performance Appraisals • Implement a performance appraisal process for all jobs on at least an annual basis. For transit drivers, this process should include observing behind-the-wheel performance.
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Appendix B: Synopses of Modules B-7 Strategy 10: Ensure That the Transfer of Training Occurs • Based on a training needs assessment for each job and the training curriculum that supports each job, develop a process to verify the success of training in terms of enhanced employee knowledge, skills, and abilities. • When possible, use a pre-training test instrument to measure employee knowledge, skills, and abilities prior to training.
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B-8 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach • Create a management development strategy for all management and supervisory positions. Aggressively pursue opportunities to encourage managers and supervisors to attend training offerings that become available consistent with the development plan.
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Appendix B: Synopses of Modules B-9 Strategy 6: Use Cross-Training or Shadowing • Meet with your senior management team to determine the frontline, supervisory, or junior management positions that might be appropriate for cross-training or shadowing. • Establish parameters for cross-training or shadowing that include length, work schedule, and jobs that will be involved in this effort.
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B-10 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach Strategy 10: Develop a Knowledge Management System • Develop a methodology to capture, organize, and house data essential to transit mission achievement and individual job performance. These data might include such information as administrative, operational, and maintenance reports; operational and maintenance performance data; policies and procedures; strategic goals and objectives; problemsolving approaches and techniques; and informal strategies to facilitate individual job or overall mission achievement.
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Appendix B: Synopses of Modules B-11 4. Total all of the numeric ratings you give on the scorecard to reach an overall score for success for that practice.
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B-12 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach 6. Based on information collected in Step 2, compare the performance ratings of employees during and at the end of their first year of employment with the performance ratings of experienced employees in the same job.
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Appendix B: Synopses of Modules B-13 12. Total the scorecard numbers determined through the previous steps to decide if existing practices for recruiting a given job meet your agency's standards for success.
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B-14 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach other demographic groups or to organization-wide employee voluntary turnover rates. • Abbreviated process – Metric 3 – Diversity turnover: Review personnel records to determine the percentage of minority employees in protected classes that leave the organization within their first year of employment.
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Appendix B: Synopses of Modules B-15 10. Use the Retention Practices Scorecard to rate the existing retention metrics for your agency based on the information captured in Steps 3 through 8.
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B-16 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach of observing the employee's performance, reviewing the productivity of the employee post-training, interviewing the direct supervisors of employees, and directly interviewing employees. Ideally, employee performance would be evaluated immediately after training and then 3 months, 6 months, and 1 year after training so that the long-term impact of the training program could be measured.
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Appendix B: Synopses of Modules B-17 the materials were developed and last revised or updated. Based on this review, make a cumulative judgment about the average age of the training materials.
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B-18 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach 4. Based on data from Step 2, in particular transit operations and maintenance on-time performance information, determine the timeliness of scheduled frontline employee activities.
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Appendix B: Synopses of Modules B-19 that have been reviewed and updated within the last 5 years. Additionally, meet with at least one incumbent within each job to determine whether the existing position description is currently relevant and defines major tasks.
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B-20 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach Important note: If you are only evaluating one practice and not comparing it to another practice, you may not need to complete the global metrics rating scales. If you do not complete the global metrics rating scales, you will only evaluate and score the practice-specific metrics on the upper half of each scorecard using the following total metrics scores to determine the likelihood of success going forward: Success very unlikely: 0–125.
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Appendix B: Synopses of Modules B-21 D Approaches to emphasize products and services and link service offerings with the needs of the local community.
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B-22 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach • If a formal survey is not feasible, conduct one-on-one confidential interviews with a representative cross-section of incumbents in a given job or group of jobs to learn whether they believe their jobs have a positive impact on individual and community quality of life. • Based on the formal or informal survey/interview process, determine the share of employees that feel their jobs have a positive impact on individual and community quality of life versus those that do not feel their jobs have a positive impact.
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Appendix B: Synopses of Modules B-23 Directions for Scoring Global Metrics for Image Management Practices Global metrics may also be used to compare image management practices. Metric 6 – Stakeholder buy-in • Identify appropriate stakeholders (either individuals or groups)
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B-24 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach • What are you going to benchmark? − Based on your initial informal evaluation of strengths and weaknesses of your agency's existing human resource management practices, decide where you want to focus your benchmark activities: ▪ Recruitment.
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Appendix B: Synopses of Modules B-25 − Possible methods for collecting data from partner agencies include: ▪ A survey questionnaire for the partner agency(s) to complete and return.
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B-26 Building a Sustainable Workforce in the public Transportation industry -- A Systems Approach − Gather feedback from employees, up, down, and across the organization on their reaction to the human resource management changes and modify those changes as appropriate based on that feedback. • How will the new or updated practices be implemented in your transit agency?
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Appendix B: Synopses of Modules B-27 appropriate with your state department of transportation and through your state transit association. This will allow your agency to enhance its reputation and leadership position while encouraging your employees to become more engaged in your agency.
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Abbreviations and acronyms used without definitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005)
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