CHAPTER 3

Bus Operator Recruitment

The transit industry competes with private transportation providers and other industries for qualified candidates. To attract employees, particularly younger generations that may build a career pipeline within transit and specifically bus operations, transit agencies are adapting many of their previous recruitment methods and seeking new ways to market opportunities. Early outreach through educational and training opportunities is an effective means for recruiting candidates, but recruitment strategies have also evolved to incorporate new technologies.

Potential candidates may not consider bus operator jobs in the first place if they have negative perceptions of transit, or if they feel that the job is in some way not a good fit. Prospective applicants may also be discouraged from applying by federal drug testing requirements. CDL applicants must pass a drug test, including testing for marijuana, even in states where recreational use is legal. A Report from TransitCenter recommends revising the drug test, which currently indicates marijuana use 3 to 67 days prior to testing, to an oral test that would indicate drug use in the past 24 hours.⁶⁸

Demand-responsive transit operators, and specifically paratransit operators, may be particularly challenging to recruit, in part, due to lower wages and benefits compared to fixed-route operators.⁶⁹

Moreover, considering the workforce challenges presented by the COVID-19 pandemic, transit agencies, like so many other employers, are experimenting with new methods for attracting candidates. Ultimately, by investing in advertising and promotion of job opportunities before there are workforce shortages and improving the transit agency’s image in the community, transit agencies can become employers of choice and alleviate some of the challenges associated with attracting qualified candidates to open positions.

3.1 Themes

Changes in Recruitment Strategies Over Time

In the industry survey, respondents were asked how difficult, on a scale of 1 to 10 (with 10 being the most difficult), it has been to fill full-time and part-time bus operator positions in recent years. On average, respondents rated the difficulty at 6.83 for full-time positions and 6.42 for part-time positions.

The last major study that specifically evaluated the bus operator workforce was conducted in 2000, and indicated that among 29 transit agency respondents, the most commonly used recruitment strategies included newspaper advertising and walk-ins (used by 97 and 93 percent of respondents, respectively).⁷⁰ In a 2008 study specific to rural and small urban areas, on-vehicle ads were listed as a common method of advertising open positions.⁷¹

In this study’s industry survey of 348 transit agency representatives, the research team asked respondents to select all the recruitment strategies that their transit agencies use to attract bus operators. According to the results, the recruitment strategies understood to be used by the transit agencies of at least 50 percent of respondents were internet ads and social media (81 percent), employee referrals (62 percent), on-vehicle ads such as bus wraps, ads in buses and railcars (56 percent), and job fairs (50 percent). The results of this assessment are depicted in Table 4.

The research team also asked industry survey respondents which recruitment strategies they considered to be some of the most effective. The only strategy that was identified by more than half of the respondents was employee referrals (56 percent), though nearly half of the respondents (48 percent) indicated that internet ads and social media were considered some of the most effective for recruitment at their transit agencies. Results are depicted in Table 5.

Rural areas, in particular, rely on community organizations and civic groups to attract potential bus operator candidates. As these civic groups decrease in prevalence, these sources of recruitment dry up. For example, one stakeholder interviewee familiar with rural transit operations indicated that fraternal societies in which veterans have traditionally participated are less common today, so transit agencies that have historically relied on those groups as sources must find other candidate pools.

Internet-based recruitment strategies for bus operators have filled the gaps left by declines in the use of print media to recruit candidates. Social media is a common way to advertise positions, and some interviewees expressed that social media is especially helpful for recruiting younger candidates. However, while some interviewees indicated that pre-employment internet tools, like advertisements and position applications, are a benefit, others expressed that these tools may make it harder to recruit candidates who do not have steady access to computers or the internet.

While much has changed in bus operator recruitment, many traditional tools are still used effectively. Some focus group and survey participants indicated that signage and advertisements in visible locations, like billboards, are effective. Others pointed to demonstrated success with radio and TV ads.

Table 4. Transit agency bus operator recruitment strategies (N 5 348).

Source: TCRP F-28 Industry Survey, Summer 2021.

Table 5. Effectiveness of bus operator recruitment strategies.

Source: TCRP F-28 Industry Survey, Summer 2021.

One stakeholder interviewee suggested that there may be opportunities to recruit bus drivers of school buses who only have part-time employment but are looking for full-time employment. However, there is also a dire school bus driver shortage in the United States. In a 2021 survey, half of the respondents said their school bus driver shortage was either “severe” or “desperate,” and nearly 80 percent of respondents indicated that the shortage is getting worse.⁷²

Several participants throughout all phases of this research reported the successful use of recruitment strategies that involve leveraging the existing employee base. For example, some transit agencies use referral programs that involve existing employees who know and understand the job best in the recruitment of potential highly qualified employees. Other examples of this strategy include having bus operators on-site at job fairs or featuring bus operators in videos displayed on the transit agency’s website.

Choosing to Hire Part-Time versus Full-Time Bus Operators

Transit agencies differ in the extent to which they employ part-time bus operators. For those who decide to only employ full-time bus operators, the benefits may be attracting candidates that are more loyal to the job. The discontinuation of hiring part-time bus operators at Tucson’s Sun Tran greatly increased the quality of applicants and aided in system safety improvement through a decrease in overtime and incidents caused by operator fatigue.⁷³

On the other hand, many transit agencies have successfully used part-time bus operators. This employment status may appeal to populations who are unable or do not desire to work full-time. As part of a plan to increase the number of bus operator applicants, the Annapolis DOT eliminated the policy of disqualifying retirees from employment. That transit agency now encourages retirees to apply for part-time positions. This policy has inadvertently allowed existing part-time bus operators to move to full-time status while being replaced by fully trained and certified bus operators.⁷⁴

Pre-employment Outreach and Educational Opportunities

Focus group participants, stakeholder interviewees, and survey respondents indicated that targeted educational outreach and apprenticeships can serve as effective recruitment tools for bus operators. Community college and vocational school partnerships have a long history of serving as an early point in the transit bus operator workforce pipeline. Similar to educational opportunities, pre-employment apprenticeships can create career pathways for young people or those looking to switch careers.⁷⁵ Examples of these opportunities include specific transportation-themed educational institutions like the Transportation School for high school students in Los Angeles County, and internship programs for high school and college students like those provided by DART and Introducing Youth to American Infrastructure (iyai+).⁷⁶

However, as indicated by one stakeholder interviewee, some transit agencies who used to partner with educational institutions no longer do, though some are interested in pursuing such partnerships again as a way to market the career ladder opportunities in transit. Another stated that as part of their outreach to students, promoting job and union benefits is important. The interviewee indicated that many young people do not know or understand the pension and job benefits offered through transit bus operator employment. However, while there may be a lack of awareness, research has indicated that the take-up rate (the percentage of workers who participate in plans to which they have access) for defined benefit plans is 62 percent among Millennials, compared to 79 percent and 83 percent among Generation X and Baby Boomers, respectively.⁷⁷ In all, transit agencies may be best served by creating general awareness through educational institution-led opportunities and presenting the benefits of being a transit bus operator in order to recruit young candidates.

One stakeholder interviewee indicated that a national approach and push for including transportation career pathways in career education would be helpful in youth outreach and career education. In a 2019 report on transit workforce development, the Government Accountability Office recommended that the FTA work with stakeholders to develop a transit workforce strategy and develop performance goals and measures for the transit agency’s workforce efforts.⁷⁸

Dedicating Resources to Marketing for Vacant Positions

Interviewees listed several obstacles associated with a lack of awareness or understanding of the job that undermines the transit agencies’ efforts to recruit bus operators. One interviewee pointed to a general stigma against the position. Past research indicates that negative public perceptions of transit in some communities can prevent some potential job candidates from pursuing bus operator positions in the first place.⁷⁹ While the job can be appealing to those who enjoy working independently, the isolated nature can be challenging for those who prefer to work closely with others.⁸⁰ Transit managers have indicated the following concerns about job difficulty among potential job applicants:⁸¹

• The need to maneuver large buses or provide physical assistance to paratransit customers,
• Fear of potential driver assault from passengers based on local news stories,
• Long shifts with few restroom breaks, and
• Undesirable shifts due to seniority-based scheduling.

The inability to attract candidates may be rooted in poor perceptions of transit agencies by the broader communities they serve. The lack of connections between the transit agency and the community may make it hard to recruit. As one interviewee stated, “how do you recruit people (for employment in transit) who feel their needs are not being met (by the transit agency)?” This statement reflects a broader concern that transit agencies may not be viewed as an important facet of the larger communities they serve. A transit agency’s ties with the community can be

viewed as a strategy for recruitment. In urban areas, drivers have fewer ties with the community and the transit agency. Rural bus drivers, in contrast, often have closer ties to the community and the riders they serve, seeing themselves as a key part of the community. One interviewee suggested that transit agencies should highlight in their job listings how their services play an important role in the community.

Beyond perceptions, potential bus operator job seekers may not have access to complete information about what the job entails. For example, one stakeholder interviewee expressed that many people do not know that the job is relatively well paid. Focus group participants discussed how advertising for bus operator positions should highlight the positive aspects of the job. For example, they described recruitment initiatives in which employees who have moved up through the organization are featured in advertisements and recruitment materials.

Competition with Other Industries

Better work schedules and wages offered by other employers affect the ability of a transit agency to recruit transit bus operators. According to one stakeholder interviewee, it is easier to hire for transit jobs when unemployment is high. When the economy is good, transit competes with local construction projects for employees.

Focus group participants indicated that transit bus operators are often required to work holidays and weekends for many years early in their tenure. Many new hires or prospective candidates find this unattractive and instead seek employment in industries that can offer opportunities for holiday time off. Other industries requiring a CDL, such as trucking, may offer more flexible work schedules for drivers than the transit industry when it comes to holidays and weekends. According to participants in the focus group, this can also lead to a phenomenon where drivers train to obtain their CDL certification through a transit agency but leave after some time for other employment opportunities.

COVID-19 Effects on Recruitment

Focus group participants indicated that the COVID-19 pandemic has made most, if not all, recruitment challenges even more acute. Competition from other employers and an increase in retirements were listed by research participants and corroborated in media accounts at other properties across the country.⁸²

However, while the negative aspects of the pandemic weighed heavily on recruitment efforts, several beneficial recruitment strategies did arise because of the pandemic, according to focus group participants. For example, open houses conducted online because of the pandemic became a tool that transit agencies benefited from, and some participants indicated that online open houses may last beyond the pandemic. Still, while Internet-based efforts can help to expand the pool of candidates, transit agencies should pursue these options in addition to other forms of recruitment to ensure that those who may not have reliable access to computers are also included in recruitment efforts.

Union Involvement in Recruitment

There are some examples of unions, such as the Amalgamated Transit Union (ATU), leading pre-employment training opportunities.

• ATU Local 265, which represents VTA, provides help to potential candidates so that they can pass the test to obtain their CDL.

• ATU Local 192 in Oakland, California, has offered a pre-employment bootcamp for which the target audience was individuals with minor issues on their criminal record. The union partnered with a local non-profit to introduce young people to transit jobs.
• ATU Local 1005 in Minneapolis–Saint Paul, Minnesota, offers a pre-employment job readiness course. Individuals who successfully complete the program are offered a guaranteed opportunity to interview for bus operator positions.
• In 2022, the NJ ATU State Council started to work with NJ Transit to initiate a new recruitment effort in which union officers go out into communities and hand out flyers with information about employment opportunities at the transit agency.
• In a partnership between ATU Local 265 and VTA, mentors participate in recruitment efforts in ways suggested by management. Several mentors involved in this operator apprenticeship program have been featured in advertisements.

However, one stakeholder interviewee indicated that some of the things that transit agencies would like to do to recruit are prevented by the collective bargaining agreement. For example, some collective bargaining agreements do not allow transit agencies to seek outside candidates before exploring internal candidates. In addition, some collective bargaining agreements do not allow new hires to come in at anything but entry-level wages, even if they have skills from previous employment or training. (See Chapter 4 for more information on wage progressions.)

Collective bargaining agreements may mandate specific job requirements that may make it difficult for transit providers to attract new bus operators. For example, a 2002 study indicated that all bus and paratransit operators at Pierce Transit in Washington State were hired into part-time relief positions as stipulated by the collective bargaining agreement. Relief positions are often undesirable because it is difficult for operators to anticipate their work schedule in advance, and they must be available 24 hours a day, 7 days a week.⁸³ A 2000 Report indicated that for in-house paratransit operators, labor agreements may stipulate two different wage scales for fixed-route and paratransit operators, with paratransit operators earning lower wages.⁸⁴

3.2 Forward-Thinking Approaches

The following approaches were identified in the research and stood out as valuable ideas that transit agencies can consider with respect to addressing recruitment issues:

Target Recruitment Efforts at Younger Candidates

Some transit agencies, like the Unified Government of Wyandotte County in Kansas, have begun to explore recruiting at ages younger than 21, which is the age required to obtain a CDL. Since individuals under 21 cannot operate transit buses for revenue service, these individuals are instead trained on non-driving tasks prior to obtaining a CDL, or they are hired to complete tasks that do not require having a CDL.⁸⁵

VTA also began focusing on building relationships with community organizations and schools to promote transit occupations as careers. According to an official interviewed at VTA, the transit agency feels that it is important to interact with youth so that the idea of working in transit is planted early on. These strategies do not have immediate results but are expected to contribute to a sustainable pool of applicants in the future.

Provide Incentives for Employee Referrals

Recruiting new employees by using the existing employee base has long been thought to be a highly effective strategy among some transit agencies. Many also find the use of awarding financial

bonuses to existing employees who recruit new bus operators to be particularly effective.⁸⁶ DART is currently piloting an employee referral program as part of two new recruiting strategies. DART staff shared information about transit agencies who were facing similar challenges and running similar programs to gain support from DART’s Executive Board to carry out a 90-day pilot program.

Use Existing Mailing Lists

One recruitment effort that worked well for NJ Transit was directly contacting CDL holders. Because NJ Transit is a state transit agency, they were able to get addresses for all CDL holders in the state. The transit agency mailed out postcards to let CDL holders know that NJ Transit is hiring and offers a bonus to new employees who have a CDL.

Consider Offering Part-Time Opportunities and Training Drivers on Both Fixed-Route and Demand-Responsive Services

For applicants with family commitments or those that are looking for lighter schedules, part-time bus operator positions that come with benefits may incentivize applicants. In 1995, Link Transit in Wenatchee, Washington, had bus operators train for both fixed-route and paratransit services. Bus operators could choose to drive only paratransit, only fixed-route, or both services based on seniority, and all bus operators were paid on the same scale. According to the transit agency, most bus operators regularly fluctuated between paratransit and fixed-route services. The transit agency indicated that this program enabled them to keep turnover rates low and uniform between paratransit and fixed-route services.⁸⁷

Engage in Outreach to Non-English-Speaking Communities

By hiring a bilingual trainer for student bus operator training and conducting CDL training in Spanish, ATC Phoenix was able to attract and retain bus operators from their large Hispanic population.⁸⁸ To attract bilingual bus operators, DART established a relationship with the Dallas Community College System that used DART’s 7-week new bus operator training as part of their ESL program. As ESL students learn the language of transit, they were also able to learn about DART and their job opportunities.⁸⁹ Metro Transit conducts outreach to immigrant and refugee communities, which can help attract bus operator candidates who represent those communities and may be able to also help with communication barriers of non-English speaking communities.

Offer Sign-On Bonuses Strategically

Many transit agencies offer sign-on bonuses to new employees or referral bonuses to existing employees. While this most often looks like a traditional lump sum payment at the time of hiring, additional sign-on bonuses for applicants with a CDL have been offered in some instances. For example, as of fall 2021, New Jersey Transit offers hiring bonuses of up to $6,000 for CDL holders and up to $3,000 for drivers with CDL permits.⁹⁰ While this is used effectively at many transit agencies, many others do not have the financial resources to provide financial sign-on bonuses. In these cases, offering other incentives like access to additional training or a guaranteed bonus after a designated period of time may be more practical.

Recognizing the potential of competition for drivers with ridesharing companies, the contracted bus operator for Capital Metro in Austin, Texas, provides a hiring bonus for both licensed CDL holders ($3,500) and non-CDL holders ($1,500) disbursed over the course of a year. According to one transit agency representative, this is not just a strategy to invest in the transit agency but also a strategy to invest in individuals because the CDL is a lifelong license that opens other opportunities for the licensee.⁹¹

DART recently approved a bus operator sign-on bonus as a new recruiting strategy. The advertisement for the signing bonus was distributed with a $2,000 signing bonus for bus operators already possessing a CDL.

Offer Special Incentives for Applicants with a CDL

Some transit agencies that participated in focus group discussions are considering offering qualified bus operator candidates with CDLs a fast-tracked training program as well as providing the next increase in pay according to the transit agency’s wage tiers. Such a practice would help recruit qualified drivers and reduce training needs and costs.

Increase Compensation to Remain Competitive

Some transit agencies are finding that pay increases are necessary to remain competitive in a tight labor market with high inflation. For the last two contracts between the bus operator union and PSTA, an increase in pay rate has been included as part of the contract negotiations, and another increase in pay rate was added 6 months after the most recent contract negotiation with a special adjustment to address inflation. As of March 2022, PSTA bus operators were the highest paid in the state of Florida.

Although entry-level driver pay is fairly uniform in the region, including at VTA, the transit agency has changed its pay scale to be more attractive to potential bus operator applicants. Effective February 2022, the transit agency increased the starting pay to $25.76 per hour and

eliminated the trainee wage, which had been set at 55 percent of the top rate of pay ($39.54). The amount of time to reach the top rate of pay was also reduced from 4 years to 3. If merit qualifications are met, this time can be further decreased, possibly down to 2 years.

Use Technology to Attract Diverse Candidates and Provide Well-Developed Websites

Previous research indicated that one of every two job seekers said that the quality of the potential employer’s website was very important in their evaluation and decision on whether to apply. Prospective employees spent an average of 4 hours browsing websites during job searches, and two common shortcomings cited by prospective employees were difficulty in locating and limited information in the website’s employment section.⁹²

The home page of the website for Metro Transit features a link to its 1-day hiring event web page. On that page, there is clear information about how to take transit to the facility where the hiring event is held, and candidates also see that they can apply and interview for full-time positions in one visit. Clear information on wages during training and, once on the job, benefits and a hiring bonus are also listed on the web page. Finally, job candidates can watch a 5-minute video, “A Day in the Life of Metro Transit Bus Operators.”⁹³

In the last few years, RCPT has made it possible to apply for driving positions directly through its website. RCPT does its own vinyl bus wrapping which allows them to advertise bus operator positions on the buses themselves. The advertisements include a QR code that sends potential applicants to the transit agency website. The transit agency includes a QR code or its web address in all its recruiting advertising.

Have High Visibility at Public Events with Buses and Current Bus Operators On-Site

One strategy is to have a promotional bus displayed at public events with high attendance and to have current bus operators on hand as recruiters. For example, the Los Angeles County Metropolitan Transportation Authority has provided display buses and bus operators at job fairs to give potential applicants a hands-on introduction to the job.⁹⁴ Having enthusiastic existing bus operators available at job fairs to answer questions about the day-to-day details of the job can establish a human connection behind the occupation.

Remove Barriers and Leverage Partnerships to Provide Support Services as Part of Recruitment

Providing employee support services as a part of workforce recruitment and training can be an effective strategy. Addressing barriers that impact populations experiencing poverty, unemployment or under-employment (e.g., lack of housing, lack of childcare, lack of funds for work materials, need for legal assistance) can prevent those populations from seeking out employment in the first place or completing training. Transit agencies may be able to leverage partnerships with workforce development agencies, social service agencies, and community organizations. As part of the Chicago Transit Authority’s (CTA) Second Chance Project, the transit agency partnered with 14 support agencies coordinated by the Department of Family and Support Services, trained 236 participants, and placed 112 in employment, most of those with CTA.⁹⁵

GCRTA is trying to eliminate barriers that deter people from applying for bus operator positions. For example, GCRTA relaxed requirements for recruits to have a permanent CDL before they are hired and has partnered with the local Cuyahoga Community College to provide

temporary CDL training. Once hired, the transit agency trains bus operators to receive their permanent CDL. The transit agency also works with Cuyahoga County’s workforce development agency to funnel skilled craftspeople into the transit agency’s application process.

Use Common Language to Describe Positions

The terms used to advertise positions are also important. According to one stakeholder interviewee, “operator” is not understood by the general public; rather, transit agencies can use the term “driver” in recruitment materials. Likewise, the general public often doesn’t know what paratransit is, so other descriptors can be used.

Allow Supervisors to Fill In

In some cases, where there is an agreement with the union, it may be appropriate to allow supervisors to drive. The supervisor union for Santa Monica’s Big Blue Bus approached that transit agency about the possibility of allowing supervisors to fill in for shifts to obtain overtime pay. Though this is a separate union from the bus operators, this arrangement was legal within the supervisor union’s memorandum of understanding.⁹⁶

3.3 Resources

• In August 2021, the U.S. DOT’s FTA awarded a grant to the International Transportation Learning Center to create a Transit Workforce Center to help transit agencies recruit, hire, train, and retain the transit workforce. Efforts like this help transit agencies across the country develop and implement career pipelines for young people.
• APTA hosts a Career Day each year during Infrastructure Week, which is a week of nationwide events to raise awareness of infrastructure needs in the United States. The association encourages transit agencies, private businesses, and its members to host events or activities such as transit facility tours, school visits, interactive demonstrations, poster contests, or career awareness programs.⁹⁷
• The Transit Workforce Center has developed a transit frontline worker recruitment campaign toolkit available on their website: www.transitworkforcecenter.org.