Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems (2010) / Chapter Skim
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Appendix B - Checklist for Transit Manager Recruitment, Training and Retention Excellence
Appendix B - Checklist for Transit Manager Recruitment, Training and Retention Excellence
Pages 131-141
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2. If it is determined that the transit system desires to recruit candidates with no transit experience but with strong leadership skills, consider utilizing generic job search, job aggregator and social networking websites to advertise managerial vacancies.
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2. Initiate diverse recruiting in order to fill managerial vacancies using both traditional and nontraditional recruitment techniques.
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1. Identify individuals, either internal transit staff or key external stakeholders, to assist in interviewing managerial candidates.
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1. Review job descriptions that apply to managerial vacancies to ensure they are upto-date and accurately reflect major job task requirements and successful job behaviors.
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2. Based on available time, money, and resources, consider sending transit managers to attend CTAA or APTA training workshops and certification programs.
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1. Conduct a management/supervisory training needs analysis that includes an organizational analysis of overall training needs, a task analysis identifying skills, knowledge and abilities needed to perform specific tasks, and a personal analysis that involves determining individual employee training requirements.
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3. Provide ongoing professional development opportunities that facilitate personal and organizational management success.
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2. Align succession planning strategies with organizational goals and develop the skills of upwardly mobile candidates to enhance transit system goal achievement.
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3. Implement, as is possible, flexible scheduling, which may include flex time, variable day schedules, variable week schedules, and/or compressed work schedules.
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4. Use realistic job previews to provide applicants with an accurate description of the positive and negative aspects of the job.
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3. Recognize employee participation involvement in organizational decision making activities through a formal acknowledgment process.
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