Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Other (please specify) : 4% Which of the following training and development opportunities does your organization offer to bus operators?
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invests over 8 percent of payroll in training the workforce for its very safe and reliable transit system.147 Spending financial resources on training can also be a retention strategy, as employees who have been trained on skills may be more likely to remain with an organization.148 If employees do not stay with the transit agency because they are not trained effectively, this also creates an additional financial strain because now the transit agency must train new employees. Most bus operators are hired with little or no bus operating experience and thus will most likely require more training than those with experience and/or CDL certification.149 The need for additional training will require a larger training budget, which may have implications for transit agency comprehensive budget planning and considerations.
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Notable among these are an "enhanced knowledge transfer through on-the-job learning from an experienced mentor, combined with education courses to support work-based learning"; a "safer workplace"; and "enhanced employee retention: 94 percent of apprentices that complete an apprenticeship are still employed 6 months later."158 One of the benefits of a formalized mentor program is that it addresses the common issue of new bus operators getting inadequate or incorrect information and assistance in dealing with on-the-job challenges. In the absence of being paired with a trusted mentor, new bus operators may reach out to a bus operator who may not be the most qualified and/or experienced for mentorship purposes.
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Formal implementation of career ladder programs offering growth and development for bus operators is uneven across transit agencies. When asked if they believe their transit agency offers career ladder programs to provide bus operators with the ability to move up within an organization, 43 percent of respondents stated "no." Successful career ladder programs aim to retain institutional knowledge and foster an employeecentric culture by providing career advancement opportunities for frontline workers.
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After the initial class room training, new bus operators at FMCTA are paired with a senior operator who provides informal on-the-job training. Senior bus and paratransit operators are selected to provide on-the-job training based on how responsible the transit agency feels they are and how quali fied they are.
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In addition to serving as a convening body, CTW documents best practices in workforce development and provides online training resources.164 Create Formalized Mentorship Programs Because of the many benefits resulting from mentorship of bus operators, many transit agencies have chosen to create formal mentorship programs for bus operators, whether as part of a registered apprenticeship, as a transit agency-led initiative, or as a program managed largely by the union. GCRTA funds a mentorship program that is led by the union.
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Apprenticeship programs can provide many benefits, some of which were recorded and measured by VTA at the start of their program. For example, there were fewer road calls per operator among the bus operators enrolled in the apprenticeship program.
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, working environment, and restroom access are the most cited concerns for operator health and working environment. 7.1 Themes Operator Health and Wellness Bus operators face several mental and physical health concerns related to the job.
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Many also implemented activi ties for smoking or tobacco product cessation and stress management. Less common content areas were safety, medical self-care and medication management, and responsible alcohol use.175 Although the transit agencies surveyed in the 2014 research were hesitant to point to measur able outcomes in the health and well-being of bus operators as a direct result of the health and wellness programs, these programs often influence transit agency safety policies.
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