Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Chapter 9 - Overcoming Challenges
Chapter 9 - Overcoming Challenges
Pages 76-83
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From page 76... ...
From the survey data and additional follow-up with key informants, researchers identified seven transit agencies for in-depth case studies that involved interviews and additional data collection. This resulting report is a synthesis of a wide array of practices, novel approaches, and effec tive programs in the management of the bus operator workforce including workforce assessment and planning; recruitment; compensation; selection and onboarding; training and mentoring; health, safety, and working conditions; and retention and motivation.
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From page 77... ...
• Transit agencies are exploring pre-employment outreach and educational opportunities. • Transit agency resources are increasing budgets for marketing vacant positions.
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From page 78... ...
(See examples from AC Transit and Metro Transit in Section 3.2, and the case studies for NJ Transit and VTA.) Compensation Themes • There are recruitment and retention implications for bus operator wages.
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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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• Because many bus operator assaults stem from the bus operator's role in enforcing fare poli cies or the transit agency requirement to state the fare, some transit agencies are updating and amending policies that indirectly encourage conflict. (See examples from King County Metro and SMTA in Section 7.2.)
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From page 81... ...
(See example from the PSTA case study.) Figures 17 and 18 summarize the themes and forward-looking approaches for the seven key areas identified by the researchers to represent all elements of transit bus operator workforce management, from recruitment to motivation and retention.
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From page 82... ...
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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From page 83... ...
The prolonged bus operator shortage has been magnified by the COVID-19 pandemic. Since the beginning of 2020, COVID-related factors have resulted in even more dire bus operator shortages and service cuts, a trend that has occurred in transit systems nationwide.238 In 2022, APTA reported that more than 9 out of 10 public transit agencies stated that they are having difficulty hiring new employees, with bus operations positions being the most difficult to fill.239 In addition, nearly 3 out of 4 transit agencies said that they have either had to cut service or delay service increases because of worker shortage issues.
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