Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Pages 70-82
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From page 70... ...
Public acknowledgment creates a supportive workplace culture and highlights desirable behavior, creating a concrete goal for bus operators to work toward.227 According to the industry survey, 38 percent of the survey respondents reported that they believed their transit agency had a program for acknowledging career or safety milestones. Respondents to the industry survey who said they represented a labor union were particularly negative in their assessment of programs that transit agencies use to boost employee morale.
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Mentors also receive a certain status and level of recognition as trusted members of the workforce.229 Furthermore, mentors can be better prepared for promotional opportunities. Despite the widespread benefits of mentorship programs to transit agencies, new bus operators, and experienced bus operators, only 6 percent of respondents reported that their transit agency had mentorship programs in place, as shown in Figure 15.
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The event features a driving skills competition where bus operators can compete against peers to win awards and monetary prizes.230 Some transit agencies have bus operators participate in industry-wide events like trainings and conferences. The Eno Center for Transportation's Multi Agency Exchange program is one example of a best practice sharing program in which frontline workers can participate to learn from peer transit agencies.231 Court Advocate -- NJ Transit NJ Transit's safety committee recognized the problem that if a bus operator is assaulted and the perpetrator is arrested and taken to court, the operator is alone during the proceedings.
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They also have organized a number of fundraisers for bus operators and family members of drivers facing serious health issues. The relationship between the union local and management contributes to the atmosphere and culture at a transit agency.
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Monitor Reasons for Retention Issues GCRTA has implemented a regular focus group of managers from each department to discuss the reasons given by bus operators for leaving the transit agency. One of the issues uncovered by the focus group was that bus operator scheduling was a major cause of turnover.
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After some trial and error with different lengths of classes, PSTA settled on a 10-week training that, coupled with a welcoming culture and the earlier mentioned mentoring program, proved to be the length and combination of training that led to well-prepared new bus operators and much-improved retention rates. 8.3 Resources • Aspen Institute.
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Throughout the research, the team focused on underlying issues that are systemic and persistent but also drew out challenges produced primarily by COVID-19. 9.1 Research Conducted and Key Findings Through literature review and key stakeholder interviews, multiple factors that affect the transit bus operator workforce were identified and analyzed, including pervasive technological advances; changes in transit ridership and service models; the overall economy and labor market; and demographic changes and health and safety risks that bus operators face, especially during the pandemic.
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Recruitment Themes • There have been changes in recruitment strategies over time because of new technologies. • Transit agencies are choosing strategically between hiring part-time versus full-time bus operators.
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• Many transit agencies' human resources departments would benefit from reforms. • Transit agencies face challenges in onboarding and adequately preparing new bus operators for a potential range of first assignments.
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• Transit agencies can increase training capacity by utilizing experienced bus operators as on-the-job training providers. (See examples from the FMCTA, NJ Transit, and RCPT case studies.)
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Health, Safety, and Working Conditions Themes • Many of the transit agencies included as case studies in this guidebook indicated that they have health and wellness programs. • Bus operator assaults and crashes are some of the biggest safety concerns in the work environ ment for bus operators.
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• Opportunities for career advancement within the transit agency can positively contribute to retention. Forward-Thinking Approaches • Industry events and competitions can encourage and motivate bus operators.
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The following key strategies arise across these seven areas that support effective bus operator workforce management: • Identification and application of COVID's impacts on the workforce in the development of formulas and models to determine staffing needs; • Removal of barriers and provision of supportive services for diverse populations consider ation and occupation entrance; • Implementation of strategically designed compensation, benefits, and incentive programs to attract, reward, motivate, and retain bus operators; • Effective use of technologies to assist with recruitment, selection, and training; • Streamlined human resource processes for hiring and onboarding with union involvement; • Labor–management partnerships for joint safety, health, and training programs to improve working conditions, elevate skills, and increase retention; • Development of mentoring, apprenticeship, and career ladder programs to provide opportu nities for career advancement to both entry-level and veteran bus operators; and • Innovative approaches to increase flexibility in the work such as changes to scheduling and wage progression. 9.2 Challenges Stakeholders and research have long pointed to several factors that contribute to transit's widespread challenges related to worker recruitment and retention.237 Chief among those factors are job requirements and compensation.
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