Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems (2010) / Chapter Skim
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From page 93... ...
APPLY Succession Planning (identify high potentials for key management and leadership roles) UNDERSTAND Internal Analysis Characterize need to preserve institutional and mission-critical knowledge Characterize and assess core competencies Estimate impact of staff changes Project future mission-critical requirements Evaluate organization's structure Respond to workforce challenges through: Determining impact of workforce changes/ new functional requirements Identifying best practices in addressing imminent workforce issues across transit systems and other industries Evaluating implementation feasibility of potential responses Effectively/ efficiently meeting system mission requirements Responding to public demands for performance Issues Facing Transit Evaluate and Select Appropriate Response (Consider: Analyses, Resources, Need for Contractors, Policy Constraints)
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94 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems Note: KSAO means knowledge, skill, ability, and other characteristics. Figure 2.
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Supporting Figures 95 The following lists of generic and transit specific skills are presented to highlight the areas that a transit agency should focus on when considering the long-term training and development of its managerial and supervisory staff. Generic Skills Required Leadership and Team Building Skills Human Resource Management Skills Coaching, Counseling, and Discipline Skills Financial and Grants Management Skills Marketing and Public/Media Relations Skills Employee/Labor Relations Skills Computer and IT Skills Communication and Presentation Skills Board and Political Relations Skills Customer Service Skills Time and Stress Management Skills Transit Specific Skills Required Transit Operations Management Skills Equipment and Maintenance Management Skills Transit Planning and Service Design Skills Scheduling and Dispatching Skills Safety, Security, and Emergency Management Skills Transit Regulatory Compliance Skills Transit Policy Development Skills Passenger Assistance Skills Defensive Driving Skills Crisis Management Skills Figure 3.
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96 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems The following lists of safety- and security-related training topics have been identified for potential inclusion in a transit agency's comprehensive training plan and curriculum for managers and supervisors. Most of these skills are directly related to managerial and supervisory development.
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From page 97... ...
Supporting Figures 97 CP R/ fi rs t a id an d t ri ag e Ra di o p ro to co ls Fa re po lic y Fa ti gue manageme nt Operating po lic ie s a nd pr o ced ur es Cu stomer Se rv ic e P o lic y Operations emer ge nc y r esp ons e p ro to co ls Re qui re d ope ra ti ons do cu me nt a tio n MECH AN IC Defensiv e d ri vi ng H azar d ous c ond iti ons Vehicl e f ir es In ci dent mana gement El ect ri ca l/e l ect ro ni c t ro ub le s hoo tin g a nd re pa ir Brak e s ys te m t ro ubl esho o tin g a nd re pa ir HVAC tro ubl eshoo tin g a nd re pa ir Diesel e ngi ne tro ubl esh oo tin g a nd re pa ir Gasolin e e ngi ne tr ou bl esho o tin g a nd re pa ir St eer in g s uspens io n s ys te m t ro ub le sh oo tin g a nd re pa ir Tr ansmi ssion an d d ri ve tr ai n t ro ubl es ho o tin g a nd re pa ir Wh eel chai r lif t m ai nt enance tro ubl esho o tin g a nd re pa ir Pr even tiv e m ai nt enan ce in spectio n Vehicl e f ue lin g Vehicl e c lean in g Bi o- h azar d r espo ns e Vehicl e p ai n tin g a nd d eca lin g Vehicl e p ar ts storag e a nd pr ot ocol H azar d ous ma te ri al storag e a nd emer ge nc y r es ponse Ma in te nanc e s ho p s af et y Res pondi ng to suspicious or da nger ous ite ms Ma in te nance po lic ie s a nd pr o ced ur es Ma in te nanc e e merg en cy re s pons e p ro to co ls Re qui re d m ai nt en an ce do cume nt a tio n DI SP AT CH ER / S CH EDUL ER Dispatchin g s k ills Sc hedu lin g s k ills Fa ti gue manageme nt A cci dent ha nd lin g Vehicl e f ir es Vehicl e e v acu a tio n Bi o- h azar d r espo ns e Vehicl e d ef ec t i den tifi ca tio n Operations emer ge nc y r esp ons e p ro to co ls Ra di o c o mmuni ca tio n Co nf li ct re solutio n A ggr e ssive or da nge ro us passe ng er s Res pondi ng to suspicious or da nger ous ite ms Res pondi ng to suspicious or da nger ous pe op le Hostag e s itu a ti ons In ci dent mana gement NI MS (Na ti ona l I nc id en t M anagemen t S ys te m) Em er genc y c o mmun ity ev acua tio n p ro ced ur es Conducting drills, simulations, and exercises Operating po lic ie s a nd pr o ced ur es Cu stomer service po lic y Re qui re d ope ra tio ns doc umen ta tio n
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OP ER AT IONS AND MA IN TE NANC E M ANAGE R / SU PE RV IS OR /F OR EMAN Fe de ra l a nd stat e r e gul at or y r e qui re me nt s Operations , m ai nt enan ce , d is pa tc hi ng/ sc he du lin g s k ills Tr ansi t l eader ship St ra te gi c p la nni ng Sa fe ty an d s ecu rity pl an de ve l opm en t Sa fe ty an d s ecu rity comm itt ees Sa fe ty an d s ecu rity in servic e d es ig n Sa fe ty an d s ecu rity da ta acqui sitio n a nd anal ys is Co mmuni ca tio n a nd de le ga tio n Co achi ng, co un seling, an d d is ci p lin e Em pl oyee pe rfo rm an ce ev al ua tio n Operations/mainten an ce ma na geme nt an d p la nn in g s k ills Operations/mainten an ce pe rfo rm ance me asur es Vehicl e p ro cu re me nt A cci den t/in ci dent ha nd lin g A cci den t/in ci dent i nves tig a tio n Vehicl e f ir es Vehicl e e v acu a tio n Co nf li ct re solutio n Dangero us passe ng er s Hostag e s itu a ti ons Operations an d m ai nt en an ce emer ge nc y r esp ons e p ro to co ls Vehicl e p ar ts storag e a nd pr ot ocol H azar d ous ma te ri al storag e a nd emer ge nc y r es ponse Ma in te nanc e s ho p s af et y Bi o- h azar d r espo ns e Operating/maintena nce po lic ie s a nd pr oce dur es Cu stomer Se rv ic e P o lic y In ci dent mana gement NI MS Em er genc y c o mmun ity ev acua tio n p ro ced ur es Conducting drills, simulations, and exercises Drug an d a lc o hol re ason ab le suspicio n Fa ti gue manageme nt La bor an d e mp lo ye e r el a ti ons Tr ansi t B oa rd re la ti ons Bu ild in g r el a ti onshi ps with emer genc y m anag emen t a nd firs t r esponde rs Re qui re d ope ra tio ns /m ai nt en an ce do cume nt a tio n ADM IN IS TR AT IV E M ANAG ERS AND ST AF F Fe de ra l a nd stat e r e gul at or y r e qui re me nt s Tr ansi t l eader ship St ra te gi c p la nni ng Sa fe ty an d s ecur ity pl an de ve l opm en t Criti cal a sse t a na ly si s Th re at and vul ne ra b ility anal ys is Sa fe ty an d s ecu rity da ta acqui sitio n a nd anal ys is Vehicl e p ro cu re me nt Co mmuni ca tio n a nd de le ga tio n Risk /h azar d m an ag emen t Em er genc y c o mmun ity ev acua tio n p ro ced ur es Conducting drills, simulations, and exercises Sa fe ty an d s ecu rity comm itt ees Re cr u itm en t, selection, an d h irin g Em pl oyee medi cal eval ua ti ons Co achi ng, co un seling, an d d is ci p lin e Em pl oyee pe rfo rm an ce ev al ua tio n Huma n r esour ce mana gement Drug an d a lc o hol pr og ra m m an ag em en t 98 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems
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From page 99... ...
Supporting Figures 99 F ac ility ma in te nanc e OS HA an d f ac ility safety in spections Vehicl e s ecu rity t echnol og y F ac ility and bus stop s ecu rity Co m put er /I T s k ills an d s ecu rity Co nt ra ct or mana ge ment an d m on ito ri ng La bor an d e mp lo ye e r el a ti ons Tr ansi t B oa rd re la ti ons Bu ild in g r el a ti onshi ps with emer genc y m anag emen t a nd firs t r esponde rs Re co rd ke ep in g a nd doc umen ta tio n TRAI NE R Operations , m ai nt enan ce , d is pa tc h/ sche du lin g s k ills Operations/mainten an ce po lic ie s a nd pr oc ed ur es Cu stomer service po lic y Tr ai ni ng pl an deve lo pmen t Le sso n p la n d ev el opm en t Tr ai ni ng docum en ta tio n Tr ai ni ng pl at fo rm de liv er y s k ills Us e o f r ol e p la y, case studies, and group discussion A udi o v is ua l a nd tr ai ni ng ai ds One-on- on e a nd OJ T ( on -t he -j ob tr ai ni ng) skills Co achi ng, counseling, and discipline skills Em er genc y c o mmun ity ev acua tio n p ro ced ur es Conducting drills, simulations, and exercises AL L P ER S ONNE L Mi ssion, vi sion, an d v al ue s Pe rs onnel po lic ie s a nd pr o cedur es Se xua l h ar a ssmen t Drug an d a lc o hol awar enes s Americans with Disabilities Act (ADA)
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a=87&z=5. 100 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems Figure 5.
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Responsibility Rating _________________ Performs responsibilities as specified in the job description. Has a sense of urgency, meets commitments.
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Details/Examples_____________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 102 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems
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Supporting Figures 103 7. Customer Service Rating _________________ Maintains courtesy and diplomacy with customers and contacts.
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Supports Authority mission. Details/Examples_____________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 104 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems
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_______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ III. Overall Rating: For each "E" - 2 points For each "M" - 1 point For each "B" - 0 points Total points _____________ Divide Total Points by 15 = _____________ If answer is a fraction, for fraction of greater than .85, round up to next whole number For fraction of .85 or less, round down to next whole number Overall Rating of 2 = Exceeds Performance Requirements Overall Rating of 1 = Meets Performance Requirements Overall Rating of 0 = Below Performance Requirements Overall Rating: _______________ IV.
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From page 106... ...
106 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems Recruitment and Retention Categories Recruitment Categories: Increasing number of applicants to transportation industry Screening applicants to select the most qualified individuals Re-branding the organization/industry to improve public image and attract skilled employees Retention Categories: Reducing voluntary turnover by improving employee recognition, improving organizational policies Reducing involuntary turnover by being future-oriented during recruitment, and restructuring performance appraisals and organizational policies that contribute to future layoffs Job classification and design to create valid job descriptions and designs Restructuring benefits & compensation practices and agency policies Work-life balance to create a flexible and positive work environment Training and Development Categories Training Categories: Developing internal staff skills through targeted technical training programs and mentoring programs Leadership development through training and management skill development Development Categories: Promoting existing staff to emphasize career development paths Succession planning to identify and prepare qualified employees Developing knowledge management systems to capture critical institutional data Improving culture/climate to increase communication and commitment, and improve operations Figure 7. Additional Effective Practices from Transportation and Other Sections (from ICF International's data files)
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was named the National Construction Career Days Center by the FHWA (National Construction Career Days Center, n.d.)
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concluded that, consistent with Gannon's findings, the use of referrals and direct applicants were linked to lower voluntary turnover, but that these turnover effects tended to be small. Fernandez, Castilla, and Moore (2000)
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, many agencies make use of local community colleges or trade schools that offer this type of education (KFH Group, Inc., 2008)
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(Weatherby Gilliland 2001)
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. For initial screening decisions among mid and higher-level positions, HR managers reported using manual screening of applicants' materials, telephone screening and face-to-face screening interviews whereas for lower-level positions, HR managers primarily use traditional manual screening and face-to-face interviews (TCRP RRD 88 2008)
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WTS grants four scholarships every year to assist young women who aspire to professional careers in transportation. Use A Comprehensive Marketing Campaign PRIDE Awards Program The American Road & Transportation Builders Association-Transportation Development Foundation (ARTBA-TDF)
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Recognize High Performers In The Organization Employee Recognition Strategies Many transit agencies use programs that recognize and reward employees for longevity either in the form of wage scales, bonuses, or priority in selecting work or vacation schedules, choosing assignments, and choosing days off (KFH Group, Inc.
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Employee Recognition Programs RTD implemented a program that demonstrates RTD's appreciation for employee involvement in community, organizational, and personal development activities. By integrating community involvement, employee wellness, and employee recognition activities into a program titled Champions of Transit, RTD communicates its commitment to being a positive force in the community and to employee health, wellbeing, and development.
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(6) Recognition Events and Celebrations: Employee recognition is often implemented through grand events and celebrations.
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They have been incorporated into all human resources functions and tools including: position descriptions, performance communications, career planning, succession planning, recruitment, and selection. The seven competencies include: Leadership Learning and strategic systems thinking Quality management Organizational knowledge People management Technical knowledge Individ ual characteristics Provide Meaningful Performance Feedback Frequency of Performance Feedback The employee review process should take place at least once per year, and the direct supervisor of each employee should conduct the reviews (KFH Group, Inc.
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. Manager development success factors should be developed and reinforced through performance appraisals from mid-level to senior managers in order to effectively differentiate among employees on performance, establish the required professional development training, and ensure seamless promotions (Moffat et al.
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Job descriptions should be kept up to date by conducting a periodic job analysis of each job or job type (Cook and Lawrie 2004)
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Compensation Surveys The Santa Clara Valley Transportation Authority (VTA) conducts compensation surveys internally.
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Three weeks vacation during the first year Free recreation every where, including video games, foosball, volleyball and pool tables Valet parking for employees Onsite car wash and detailing Maternity and parental leave (plus new moms and dads are able to expense up to $500 for take - out meals during the first four wee ks that they are home with their new baby) Employee referral bonus program Near site child care center Back - up child care Free shuttle service to several San Francisco and East and South Bay locations Fuel efficiency vehicle incentive program ($5,000 assistance if you buy a hybrid)
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One worker might provide the customer service and the other undertake the administration. Two employees perform completely different tasks but generally work in the same vicinity.
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. Research suggests that the most frequent professional development activities for paratransit managers include training programs related to the development of interpersonal communication skills, presentation skills, team building, and supervisory/management and/or leadership skills (Special Report 275 2003)
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Training Partnership with Community College At the San Francisco Municipal Railway (Muni) , career development and learning center activities for managers, in addition to the development and implementation of the new mission, vision, and values statement, receive intense attention (Special Report 275 2003)
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. The Santa Clara Valley Transportation Authority (VTA)
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From page 125... ...
differentiates between transactional and transformational leaders. Transactional leaders exert influence by setting goals, clarifying desired outcomes, providing feedback, and exchanging rewards for accomplishments (Dvir et al.
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This resulted in a new career ladder for transportation technicians that consists of transportation technician, senior transportation technician, and principal transportation technician (Weatherby Gilliland 2001)
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develops staff from within the organization. For example, a bus operator who is ready to move into supervision must participate in an internal 6-week training course -- the Route Supervisor Program -- before assuming the new responsibilities (TCRP RRD 88 2008)
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. Create A Competency-Based Succession Plan Succession Planning Tied to Behavioral Competencies Research suggests that succession planning efforts should also include the dissemination of specific behavioral competencies required for top positions so potential applicants can hone skills (Greer and Virick 2008)
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. Communities of Practice Strategy in Knowledge Management Communities of practice (Cohen and Prusak 2001; Wenger 1999)
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may take precedence over individual factors (e.g., turnover intentions, career goals, organizational commitment, and job satisfaction) in turnover decisions.
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