A Guide to Building and Retaining Workforce Capacity for the Railroad Industry (2015) / Chapter Skim
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Pages 192-204
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From page 192... ...
192 C H A P T E R 7 Strategies for Business Leaders and Executives Interestingly enough, one of the most recurring how to's behind effective development and retention of railroad executives is taking a long-view approach, starting with the development of effective supervisors and managers. All interviewees observed that executive development really starts as far back as the first-time-supervisor training offered to railroaders who make the initial transition to formal leadership (Figure 47)
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From page 193... ...
Strategies for Building and Maintaining a Railroad Workforce 193 • Process approach • Projects and stretch assignments • Promote from within • Succession planning Blended Learning: Classroom + Hands-On Blended learning is a strategy that describes an approach to training that combines formal, typically instructor-led, classroom learning with experiential learning that takes place outside of the classroom where what is learned can be observed and applied. This approach recognizes the need for application and demonstration of learned concepts, skills, strategies, and processes.
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From page 194... ...
194 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Development Through Built-in Accountability and Ownership Within Role/Responsibilities This approach ties leadership development to what is expected of an individual as he or she performs his/her job day to day, which contrasts with classroom learning events. As a part of leadership development, this can be accomplished by adding responsibilities or assigning special or short-term projects for individuals to manage through others.
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From page 195... ...
Strategies for Building and Maintaining a Railroad Workforce 195 Process Approach Process approach, like continuous learning, can be seen as an organizational value in addition to a specific strategy used in leadership development. In this report, this approach offers a contrast to classroom- or event-based learning, where individuals get a finite exposure to learning materials and opportunities to demonstrate what is comprehended and understood.
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From page 196... ...
196 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry projects alongside their depth of understanding communicated during cohort discussions and demonstrated assertiveness and willingness to stick their necks out with ideas and perspectives. From these observations, the research team sees that a Class I interviewee values performancebased indicators that leadership knowledge, skills, and abilities have been learned and provides leaders-in-training with multiple opportunities to demonstrate their proficiency in order to be considered for additional opportunities for promotion.
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From page 197... ...
Strategies for Building and Maintaining a Railroad Workforce 197 The value of mentoring to Millennials was brought up during the conversation with NARS; Millennials are defined as those born after 1980 [see Pew Research Center (2010) for more information on Millennials]
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From page 198... ...
198 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Networking Networking refers to another kind of relationship-focused approach to professional development that is related to, but different from, informal mentorships. Networking is not necessarily tied to a person's workplace or organization.
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From page 199... ...
Strategies for Building and Maintaining a Railroad Workforce 199 of commodities." He pointed out that railroad professionals "can be change agents within the industry." Up-and-coming railroaders need lessons in transportation and modal choice in order to educate customers about how railway can best help meet their needs. Little's insight integrates with the previous discussion about college degrees, since MSU offers a master's degree in supply chain management that includes an elective track in railway management.
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From page 200... ...
200 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry although there are cases of the process taking 6 months. The railroads dedicate websites to job opportunities and include explanations of careers.
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From page 201... ...
Strategies for Building and Maintaining a Railroad Workforce 201 people of the career options available in the rail industry.
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From page 202... ...
202 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry yourself to someone and learn the job through them and learn it as quickly as you can." This sentiment was echoed numerous times throughout the interviews and focus groups. • State-of-the-art railroad education and training centers.
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From page 203... ...
Strategies for Building and Maintaining a Railroad Workforce 203 "buddy" system may be warranted, given suggestions from focus group discussions centered around many new hires' confusion related to processes such as bidding on jobs, collective bargaining agreements, bumping, etc. Retention Practices and Recommendations Retention Successes • Benefits, retirement plan, and pay.
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From page 204... ...
204 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry for their supervisor's job, agreeing that they would face a pay cut by going from an agreement position, where overtime is possible, to a salaried job. As a result, current promotion processes may impede the railroad's ability to hire managers with experience.
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