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1 SUMMARY Practical Resources for Recruiting Minorities for Chief Executive Ofﬁcers at Public Transportation Agencies The 2000 U.S. Census revealed that minorities occupied only 20% of the leadership roles in the top 20 public transit agencies in the nation. The low incidence of minority leaders is not restricted to these prominent agencies. In fact, this percentage actually decreased as the pool of agencies increased beyond the top 20. TCRP Project F-15 was initiated to provide executive recruiters and governing boards of directors with a practical guide for recruiting, selecting, developing, and retaining minority chief executive ofﬁcers (CEOs) at public transit agencies. Unique methods for executive talent acquisition and strategic human resource management are needed because public transit agencies ﬁnd identifying a qualiﬁed pool for CEO positions difﬁcult. Chapter 2 of this research report discusses the main ﬁndings of relevant literature and incorporates the knowledge of previous diversity recruitment techniques and experiences that are of signiﬁcant importance to the project’s objectives. Chapter 3, “Resources for Recruiting Minority CEOs at Public Transit Agencies,” dis- cusses the growing relevance of diversity in the workplace, as well as the recruitment of, and statistics concerning, minority executives. This chapter provides insight into social and de- mographic trends in transportation and the strategic impact of diversity models on organi- zations. Chapter 3 is designed primarily to address the needs of executive recruiters and gov- erning boards of directors who express difﬁculty in ﬁnding qualiﬁed minorities for CEO positions for U.S. transit agencies. Transit providers of all sizes will ﬁnd suggestions in this “resources” chapter helpful and are welcome to modify recommendations to meet their needs. Chapter 3 is organized into three major sections: • Diversity CEO Recruitment Models, • Executive Selection Processes, and • Retention. Each section provides practical recommendations that can be applied in public transit and private sector industries. Effective implementation of the practices assumes speciﬁc knowl- edge, skills, and abilities in human resources management and will require adjustment to unique organizational circumstances. There are 11 appendices. Appendix A contains an executive leadership selection process. Appendices B and C outline a competency model worksheet for the position and organiza- tion. Appendix D is a sample library of competencies. Appendix E presents the different types of stafﬁng assessments used in the selection process. Appendix F provides an informational outline and process protocol for competency-focused structured interviews. Appendices G, H, and I are guidelines and tools to support successful interviewing. Appendix J outlines the process for succession management within organizations and Appendix K provides a success proﬁle template.