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41 Table 3-12. Success with efforts to improve recruitment. % Tried with Have Tried with Good Used with Used with Used with Some or % Tried % That Success Success Success s Success Succes Good Some Good Little Used Not Recruitment Efforts Signing bonuses for recruits 42 7 14 1 34% 68% 5% Referral bonus paid to other 26 19 15 4 59% 50% 11% employees Paid training 2 8 31 22 97% 87% 36% Targeted advertising 17 13 30 4 73% 72% 9% Advertising in non-traditional 23 16 21 4 64% 61% 10% ways Use of job fairs 24 27 11 2 63% 33% 5% Increased hourly wages 24 8 21 10 62% 79% 26% Improved fringe benefits offered 31 13 15 3 50% 58% 10% Extended shifts to increase total 42 7 11 3 33% 67% 14% take home pay Provide performance/ 21 13 22 7 67% 69% 17% recognition awards/payments Increased career advancement 30 16 13 3 52% 50% 9% opportunities GPS or other technologies to 29 13 16 5 54% 62% 15% assist with the job Provide uniforms 6 23 22 12 90% 60% 21% of effort. Table 3-12 shows this tabulation. The last three cess" with signing bonuses for recruits (68%), targeted adver- columns of Table 3-12 also indicate the percent of all respon- tising (72%), extending shifts to increase total take home dents that indicated they had tried each type of recruitment pay (67%), and performance recognition awards/payments effort, the percent of those who had tried each effort that (69%). Half or more of respondents reported some level of reported some or good success, and the percent of those who success with each of the other efforts--with the exception of indicated trying each effort who reported good success. job fairs, which were reported to be used with "some or good As shown in Table 3-12, 97% of all respondents have used success" by only 33% of those who had tried this approach paid training as a way to improve recruitment and 90% pro- to recruitment. vide uniforms. Seventy-three percent (73%) reported the use of targeted advertising, and 67% provide performance/ Factors That Impact Vehicle recognition awards/payments. More than half of all respon- Operator Retention dents also reported using the other listed efforts--with the exception of signing bonuses for recruits (used by only 34% Survey respondents were also given a list of possible fac- of respondents) and extended shifts to increase take home tors that impact ADA paratransit operator retention. They pay (used by 33%). were asked to indicate if, in their experience, the factors had Of those who reported having tried each effort, the great- "No Impact", "Little Impact," "Some Impact," "Moderate est success was reported with paid training (36% good suc- Impact," or "Significant Impact" on retention. Figure 3-11 cess and 87% some or good success). Relative success was shows the ratings given to each factor. The figure was cre- also reported with increasing wages (26% had good success ated by translating all "No Impact" responses to a "1" rat- and 79% reported some or good success). Providing uni- ing, "Little Impact" responses to a "2," and so on up to "Sig- forms was also reported to be helpful (21% had good suc- nificant Impact" being a "5." Responses were then averaged cess and 60% reported some or good success). Less than separately for all public agency respondents and all private 18% of those who tried each reported "good success" with contractors. other efforts. However, some level of success was reported As shown in Figure 3-11, public agencies that operated for several other efforts. Over two-thirds of respondents ADA paratransit services in-house indicated that dissatisfac- who had tried other efforts reported "some or good suc- tion with the work shifts assigned was the biggest issue with