A Guide to Building and Retaining Workforce Capacity for the Railroad Industry (2015) / Chapter Skim
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Pages 10-32
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10 Industry Workforce Railroad Recruitment Challenges According to the Bureau of Labor and Statistics, the railroad industry workforce is projected to grow by roughly 1% each year through 2018 (Federal Railroad Administration, 2011)
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Literature Review 11 make it more of a challenge to find qualified people to fill open technical positions. It is especially important to develop effective recruitment strategies for rural areas.
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12 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry (Everitt, 2008; Federal Railroad Administration, 2011; Kesler et al., 2011; Reinach and Viale, 2007; Vogel, 2001)
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Literature Review 13 from another study found transit organizations also recruited from the military. One organization specifically recruited veterans for managerial positions by partnering with a selection firm to select high potential candidates coming out of the military.
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14 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry image in May 2011 that was designed to emphasize the railroad industry's qualities and attract a younger demographic that might not otherwise consider a career in rail. "Based on four communications pillars -- enabler of the economy, a green solution for the environment, safe and innovative -- these themes and messages have been designed to attract a younger, environmentally conscious and technology-savvy workforce" (Railway Association of Canada, 2011–2012)
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Literature Review 15 be a successful recruitment tool by exposing new employees to different positions early on. They provide the opportunity for employees to learn where in the organization their talents are best suited rather than have them contribute to the turnover rate because they were recruited for one position that was not the right fit.
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16 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry coming up with a process for referring new employees, such as offering monetary compensation for referrals that are successful (Reinach and Viale, 2007; Cook and Lawrie, 2004)
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Literature Review 17 that potential employees are unlikely to utilize for their job search. In general, online recruitment is rapidly becoming one of the fastest-growing recruitment methods (Holm, 2012)
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18 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry trying to recruit the same people, inability to limit employees' time away from home, reducing required relocations, and improved communications with employees (Reinach and Viale, 2007)
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Literature Review 19 The bigger issue is that the challenges surrounding retention actually begin with recruitment. For long-term retention of employees, individuals who are suited for this type of work need to be adequately prescreened and selected to avoid individuals who are not suited for the industry.
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20 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry and priorities with personal areas of development and responsibility helps to develop the sense of intrinsic motivation employees need to maintain longevity within a company (Clawson and Haskins, 2011)
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Literature Review 21 subordinate is promoted into the position. This sets off a similar chain of promotions until an entry-level position is left vacant.
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22 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry ensure that money and human resources (HR) are not being wasted on creating innovative yet ineffective practices (Cronin et al., 2011)
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Literature Review 23 process on job competencies and this is particularly true for safety-critical positions (Popkin et al., 2008)
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24 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry certification programs. Furthermore, MCPCC initiated certification and accreditation programs for bus operators that will assist individuals in finding valuable and trusted programs that will enable attendees to be more attractive to agencies, and in turn, these transit agencies, and the public, will benefit from a skilled and knowledgeable workforce.
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Literature Review 25 Veolia Transport Veolia Transport is a leading transit service provider throughout the world, with a strong base in Bordeaux, France, that supplies bus and light-rail services to the area. It places a high value on both training and communication.
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26 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Improved Image of Transit Industry. Increasing the accuracy of the public image of the transit industry will ensure that younger workers see it as an innovative and ecologically sound option with a commitment to employee development.
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Literature Review 27 be vital in successfully recruiting young people as well as more experienced workers looking for a new career. Walsh acknowledges a departure from the rail industry's prior culture of workers recruiting their children to join the workforce, stating that "Young people are not inclined to follow those kinds of traditions anymore" (Railway Association of Canada, 2011–2012)
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28 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Competency Framework," which lists the abilities and behaviors one must possess to have a successful career at the agency. Second is the "Notes for Guidance for Completion of Performance and Development Plans," which includes the rationale for and guidelines to complete a personalized performance and development plan.
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Literature Review 29 Retention Efforts Veolia Environment Campus Social Observatory The Veolia campus also boasts a "Social Observatory," founded in 2001, which observes and analyzes the social, economic, and cultural needs of the company and workforce. The Social Observatory works with local research programs and universities to collect information through surveys, new programs, and conferences on relevant issues.
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30 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry their employer when they are viewed as professional. CUTA developed SmartDriver, a program aimed at increasing safety while reducing fuel consumption and emissions and increasing passenger well-being and care.
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Literature Review 31 Lessons Learned A review of existing literature on the international transit workforce yields several noteworthy results. Included in these findings are some similarities and differences in workforce challenges, in addition to lessons learned.
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32 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Through a review of the international efforts in transit workforce development, one common theme was heard repeatedly. Workforce planning and development must be an integral part of an organization's strategic and business planning processes.
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