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From page 89... ... 89 C H A P T E R 4 This chapter focuses on the research team's efforts to develop competency models for key railroad industry employee groups. Competency models will allow the industry to benchmark existing knowledge, skills, and attitudinal attributes for industry employee groups and to forecast the long-term workforce capacity needs as a function of anticipated changes to the industry that may affect these employees. Read the entire page →
From page 90... ... 90 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry 3. Structured interviews with key stakeholders. Read the entire page →
From page 91... ... Workforce Competency Models 91 receiving of information and messages -- speaking, listening, reading, and writing -- as well as abilities that in classical times traveled under the banner of "rhetoric": to express ideas, create understanding, influence people's thoughts and actions, persuade people, build relationships, and reach diverse audiences. For Graff, proficiency in what he calls "translations" is a key to leadership success. Read the entire page →
From page 92... ... 92 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry And for Remington, a leader's skill in "communications" connects directly to her/his ability to form strong relationships. Communication and relationships. Read the entire page →
From page 93... ... Workforce Competency Models 93 Adopting a popular image to describe a certain form of leadership, Bennett compares himself to the coach of a football team. I'm more a coach than a general. Read the entire page →
From page 94... ... 94 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Not only was valuing diversity a significant and substantial theme in the participants' reflections on executive leadership, but it was also noted as a multi-faceted, multi-dimensional value -- and practice -- for railroad executives. To prevent "insight monopolies," leaders want viewpoints shared across levels within an organization: Too many companies have a hard time transmitting valuable information and viewpoints from top to bottom of their organizations -- and from bottom to top. Read the entire page →
From page 95... ... Workforce Competency Models 95 Graff elaborates with insight into how skillful analysis helps executives keep their heads above water. Read the entire page →
From page 96... ... 96 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Graff explains how he seeks to develop his own expertise at the same time he relies on the knowledge of his team. The ability to develop expertise. Read the entire page →
From page 97... ... Workforce Competency Models 97 Shared Decision Making This theme already appeared as a part of the discussion on diversity. Shared decision making earned status as an executive leadership competency in its own right due to the frequency with which the interviewees discussed it as a democratizing organizational strategy. Read the entire page →
From page 98... ... 98 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry [My organization] was the first and is the only short-line railroad with a formal employee stock owner ship program. Read the entire page →
From page 99... ... Workforce Competency Models 99 as an annoyance rather than a good corporate citizen and community asset, and we can easily become overly absorbed in our own affairs. (Bennett) Read the entire page →
From page 100... ... 100 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Graff, for example, noticed how a shift in the scope of one's organization's finances makes possible not only enhanced financial aptitude but also a more finely attuned relationship with customers. If a person goes from a company that deals in billions of dollars to one that deals with millions, you become much better at managing money. Read the entire page →
From page 101... ... Workforce Competency Models 101 Peterson offers a similar observation, pointing to the qualities of executive leadership that he believes will attract and retain railroad talent. Note that every item he lists is a competency highlighted in this report. Read the entire page →
From page 102... ... 102 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Anticipating What the Next Generation of Railroaders Will Need to Know. Here is what the participants saw as they looked into their crystal balls to predict the needs of future generations of employees in the rail industry. Read the entire page →
From page 103... ... Workforce Competency Models 103 dealing with advanced technologies and research at [my new organization] -- it was like drinking from a fire hose. Read the entire page →
From page 104... ... 104 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Executive Competency Operations Manager Competency System Engineer Competency Communication Operations Communications & signal operations Yard & terminal operations Asset management Commitment to safety Business acumen & customer awareness Project management Personal effectiveness Utilization of information management tools & support systems General Emphasized in: Safety Project management Personal effectiveness Integrity Emphasized in all, with additional stress on working to consistent, reliable standards and regulatory compliance All Emphasized in: Personal effectiveness Commitment to standards Utilization of engineering tools & support systems Mentoring Received and Delivered Yard & terminal operations Diversity Communications & signal operations Business acumen & customer awareness Personal effectiveness Commitment to standards Communication & rail signal Project management Personal effectiveness "TLK" Thinking Learning Knowledge Emphasized in all General Emphasized in: Track & infrastructure Communication & rail signal Bridges & structures Commitment to safety Project management Personal effectiveness Utilization of engineering tools & support systems Shared Decision Making All Emphasized in: Business acumen & customer awareness Personal effectiveness All Emphasized in: Personal effectiveness Utilization of engineering tools & support systems Performance Operations Communications & signal operations Yard & terminal operations Traffic planning & logistics Business acumen & customer awareness Personal effectiveness Emphasized in all Political Awareness Business acumen & customer awareness Personal effectiveness Project management Personal effectiveness Table 10. Competency overlap between executives, operations managers, and system engineers. Read the entire page →
From page 105... ... Workforce Competency Models 105 Executive Competency Operations Manager Competency System Engineer Competency Financial Discipline Operations Communications & signal operations Yard & terminal operations Asset management Business acumen & customer awareness Project management Personal effectiveness Understanding and Advocating for the New Railroader Personal effectiveness Personal effectiveness Technologies Operations Communications & signal operations Yard & terminal operations Business acumen & customer awareness Utilization of information management tools & support systems General Track & infrastructure Communication & rail signal Bridges & structures Project management Utilization of engineering tools & support systems Table 10. (Continued) Read the entire page →
From page 106... ... 106 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Persons in this role generally "rise through the ranks" and most have a mix of OTJ training and formal training through an employer or trade school. Depending on the organization, operations managers may assume various roles and responsibilities, ranging from dispatch and rail yard management to construction project management and maintenance. Read the entire page →
From page 107... ... Workforce Competency Models 107 • Commitment to safety • Business acumen and customer awareness • Project management • Personal effectiveness • Commitment to standards • Utilization of information management tools and support systems Competency: Domain Knowledge -- Operations This competency describes the knowledge, skills, and mindset demonstrated by competent operations practitioners. The attributes define a level of advanced understanding and application of technical and business principles, rules, regulations, and technologies relevant to the rail industry. Read the entire page →
From page 108... ... 108 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Effectively applies technical and business knowledge to solve a range of problems. • Keeps informed about technical, structural, and business changes in the rail industry. Read the entire page →
From page 109... ... Workforce Competency Models 109 • Develops detailed technical descriptions for signal and communications system requirements. • Integrates positive train control systems into existing signaling and communications infrastructure. Read the entire page →
From page 110... ... 110 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Competency: Asset Management This competency describes knowledge and skill attributes demonstrated by competent practitioners in the area of asset management. The attributes define a level of advanced understanding of efficient and sustainable asset management concepts and practices employed to optimize the delivery and performance of physical assets. Read the entire page →
From page 111... ... Workforce Competency Models 111 • Computer networks and interface systems. • Data analysis and visualization. Read the entire page →
From page 112... ... 112 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Passenger rail processes, procedures, and pricing. • Continuous improvement principles and methods. Read the entire page →
From page 113... ... Workforce Competency Models 113 Confirming Behaviors • Creates a culture of safety. – Uncompromisingly expects safety at all levels of the organization. Read the entire page →
From page 114... ... 114 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Contemporary concepts and practices of supervision and management. • Impact of functional unit financial performance on achievement of enterprise goals and objectives. Read the entire page →
From page 115... ... Workforce Competency Models 115 • Analyzes and manages information. – Analyzes and reports technical and financial performance. Read the entire page →
From page 116... ... 116 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Planning integration. – Works across all areas and understands the big picture. Read the entire page →
From page 117... ... Workforce Competency Models 117 – Conveys concepts and information at appropriate levels of complexity to assure that recipients understand the message. – Communicates risks up the chain of command in a timely and effective manner. Read the entire page →
From page 118... ... 118 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry – Emergency Response Guidebook (ERG 2012) Read the entire page →
From page 119... ... Workforce Competency Models 119 • Structure, functionality, and applicability of technical communications systems and structures. • Impact of cost and service delivery trade-off. Read the entire page →
From page 120... ... 120 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry and responsibilities, ranging from design and construction to operations and maintenance. Engineers may be generalists or specialize in one of the many disciplines within the industry. Read the entire page →
From page 121... ... Workforce Competency Models 121 Competency: Domain Knowledge -- Engineering This competency describes knowledge, skill, and attitudinal attributes demonstrated by competent practitioners in engineering and technology. The attributes define a level of advanced understanding and application of scientific principles, engineering constructs, and technologies relevant to the rail industry. Read the entire page →
From page 122... ... 122 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Selects and applies appropriate problem-solving and risk management methods and techniques to the solution of engineering problems. • Prepares, reads, and interprets engineering drawings, models, and diagrams. Read the entire page →
From page 123... ... Workforce Competency Models 123 • Evaluates design of complex rail systems and assesses compliance with standards of practice, user needs, and relevant constraints. • Evaluates and coordinates design efforts between rail/track engineering and that of bridges and structures as well as terminals and rail yard engineering. Read the entire page →
From page 124... ... 124 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Personal and professional accountability. • Personal and professional ethics. Read the entire page →
From page 125... ... Workforce Competency Models 125 • Rail simulation software. • Inspection testing and maintenance operations for signaling systems. Read the entire page →
From page 126... ... 126 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Attribute -- Apply (Skill) • FRA bridge standards and regulations in the design of bridges and structures. Read the entire page →
From page 127... ... Workforce Competency Models 127 – Asset management. – Information management. Read the entire page →
From page 128... ... 128 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Risk management. • Design for safety. Read the entire page →
From page 129... ... Workforce Competency Models 129 Competency: Project Management This competency describes knowledge and skill attributes demonstrated by competent practitioners in the area of project management. The attributes represent an advanced understanding and application of generally accepted project management methods and processes. Read the entire page →
From page 130... ... 130 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Actively solves problems. – Identifies problems and practical solutions. Read the entire page →
From page 131... ... Workforce Competency Models 131 – Approaches challenging tasks with a "can-do" attitude. – Is open to new and different ways of doing things. Read the entire page →
From page 132... ... 132 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry – Critically evaluates all information presented in projects, and develops relationships on a system level. • Commits to professional development. Read the entire page →
From page 133... ... Workforce Competency Models 133 Competency: Utilization of Engineering Tools and Support Systems This competency describes knowledge and skill attributes demonstrated by competent practitioners in the area of engaging organizational tools, resource people, and support systems. The attributes represent an understanding and application design software and modeling tools that are common to the engineering practice in the rail industry. Read the entire page →
From page 134... ... 134 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry The model includes competencies for the following six groups of crafts that are commonly employed across organizations in the rail industry: • Train and engine personnel • Dispatchers • Signal personnel • Communications personnel • Mechanical personnel • MOW workers and machinery operators Target Subject Audience The target audience for these models includes human resource hiring managers in the rail industry as well as educational and training curriculum designers and policymakers. Passenger and freight rail companies, manufacturers, construction companies, or other rail industry employers may employ these craftworkers. Read the entire page →
From page 135... ... Workforce Competency Models 135 • Domain knowledge -- communications personnel • Domain knowledge -- mechanical personnel – Boilermakers – Carmen – Electricians – Mechanics – Pipefitters – Shop laborers • Domain knowledge -- MOW workers and machinery operators – Foremen – Large-machine operators – Small-machine operators – Track inspectors – Trackmen/laborers – Welders • Commitment to safety • Personal effectiveness • Commitment to standards For each domain competency, job functions, knowledge, skills, and mindset that define the competency are presented; after which a section on confirming behaviors relevant to all craftworkers follows. Competency: Domain Knowledge -- Train and Engine Personnel This competency describes knowledge and skill attributes demonstrated by competent train and engine personnel. Read the entire page →
From page 136... ... 136 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Relevant written documents, e.g., track warrants, track bulletins, rule book, timetable. • Overall operation and structure of a freight or passenger locomotive. Read the entire page →
From page 137... ... Workforce Competency Models 137 • Relationship between train's consist and train handling. • The dangers inherent in railroad operations. Read the entire page →
From page 138... ... 138 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Attribute -- Apply (Skill) • Takes control of remote control zone in yard. Read the entire page →
From page 139... ... Workforce Competency Models 139 • Appropriate radio and telephone communications protocols. • Recordkeeping and reporting requirements, including appropriate computer skills. Read the entire page →
From page 140... ... 140 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Operation of computer systems used in communication and signal systems on railcars and along rail lines. • Proper function of communication lines, wires, and cables; radio, fiber optic, microwave, and data transmission equipment and circuitry; as well as testing equipment. Read the entire page →
From page 141... ... Workforce Competency Models 141 Job Functions. The electrician or communication maintainer has three primary functions: 1. Read the entire page →
From page 142... ... 142 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Open to alternative solutions. • Personal and professional accountability. Read the entire page →
From page 143... ... Workforce Competency Models 143 • Operates material-handling equipment such as chain hoists and overhead hoists. • Operates electric and gas welding equipment. Read the entire page →
From page 144... ... 144 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Inspects and salvages parts from dismantled and/or scrapped cars. • Inspects and applies end-of-train device and performs airbrake tests. Read the entire page →
From page 145... ... Workforce Competency Models 145 • Rebuilds power assemblies. • Interprets blueprints, drawings, and technical documentation to troubleshoot, rebuild, and repair locomotive electrical systems. Read the entire page →
From page 146... ... 146 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Blueprints, drawings, and technical documentation to troubleshoot, rebuild, and repair locomotives. • Railroad computer programs used to track and document locomotive repairs, maintenance, and history. Read the entire page →
From page 147... ... Workforce Competency Models 147 • Blueprints, drawings, and technical documentation to troubleshoot, rebuild, and repair locomotives and components. Attribute -- Apply (Skill) Read the entire page →
From page 148... ... 148 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Completes routine reports and makes entries into log and inventory records. • Cleans empty cars. Read the entire page →
From page 149... ... Workforce Competency Models 149 and drainage, maintenance of continuous welded rail (CWR) ; joint bar defects, missing bolts, missing/ineffective anchors, etc. Read the entire page →
From page 150... ... 150 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Procedures for responding to an unplanned or emergency event. • FRA track safety standards, roadway worker protection standards, roadway maintenance machine standards, and applicable OSHA standards such as Respiratory Protection (1910.134) Read the entire page →
From page 151... ... Workforce Competency Models 151 Attribute -- Understand (Knowledge) • Full operational knowledge of federal track safety standards, track structure, and terminology. Read the entire page →
From page 152... ... 152 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry • Railroad's operating and safety rules, including roadway worker protection. • The dangers inherent in track work, the use of welding equipment, and the application of the appropriate safety rules and OSHA standards related to welding and welding safety. Read the entire page →
From page 153... ... Workforce Competency Models 153 Effective Oral Communication • Adapts communication style to a situation in order to meet goals, reach consensus/understanding, or create buy-in. • Requires direct interaction with all involved parties, including listening to the needs and concerns of others. Read the entire page →
From page 154... ... 154 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Confirming Behaviors • Creates a culture of safety. – Uncompromisingly expects safety. Read the entire page →
From page 155... ... Workforce Competency Models 155 Attribute -- Value (Mindset) • Safety. Read the entire page →
From page 156... ... 156 A Guide to Building and Retaining Workforce Capacity for the Railroad Industry Attribute -- Value (Mindset) • Maintenance of high technical standards. Read the entire page →

From page 89...

... 89 C H A P T E R 4 This chapter focuses on the research team's efforts to develop competency models for key railroad industry employee groups. Competency models will allow the industry to benchmark existing knowledge, skills, and attitudinal attributes for industry employee groups and to forecast the long-term workforce capacity needs as a function of anticipated changes to the industry that may affect these employees.