Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Chapter 6 - Bus Operator Training
Chapter 6 - Bus Operator Training
Pages 48-56
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From page 48... ...
This section will describe the ways by which transit agencies address the challenges associated with training to keep pace with the evolving mobility and workplace trends. 6.1 Themes Types of Training Available to Bus Operators Hard skill development helps transit agencies maintain competitiveness by ensuring that bus operators are proficient in evolving technologies and core job responsibilities.
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From page 49... ...
Once they realize it is more than just driving, they tend to seek other employment."142 The same trend was raised by several stakeholder interviewees in this research. Classroom training for paratransit operators and fixed-route operators may cover topics like company policies, ADA requirements, vehicle and equipment orientation, customer service training, defensive driving, map reading, drug and alcohol program training, sexual harassment training, schedule and paperwork orientation, first aid, and CPR, and ideally, tests are administered after each training module.143 In focus group discussions for previous research, bus operators have indicated that more training is often needed for map reading, schedule reading, and understanding the features of advanced technologies like mobile computer systems.144 Basic training in digital skills may also be needed for bus operators to effectively interact with the transit agency.
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From page 50... ...
Figure 9. Bus operator training and development opportunities offered by transit agencies.
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From page 51... ...
invests over 8 percent of payroll in training the workforce for its very safe and reliable transit system.147 Spending financial resources on training can also be a retention strategy, as employees who have been trained on skills may be more likely to remain with an organization.148 If employees do not stay with the transit agency because they are not trained effectively, this also creates an additional financial strain because now the transit agency must train new employees. Most bus operators are hired with little or no bus operating experience and thus will most likely require more training than those with experience and/or CDL certification.149 The need for additional training will require a larger training budget, which may have implications for transit agency comprehensive budget planning and considerations.
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From page 52... ...
Exposing applicants to a real-life job setting may help them gain a better sense of the job respon sibilities before deciding to continue to pursue the job. One study indicated that this approach may reduce drop-out rates later in the training process.155 Small and rural transit agencies with smaller staff sizes may benefit from cross-agency mentorship programs, where leaders at one organization are paired with new employees at another organization.156 Increasingly, transit agencies are formalizing mentorship programs by folding them into reg istered apprenticeship programs.
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From page 53... ...
Formal implementation of career ladder programs offering growth and development for bus operators is uneven across transit agencies. When asked if they believe their transit agency offers career ladder programs to provide bus operators with the ability to move up within an organization, 43 percent of respondents stated "no." Successful career ladder programs aim to retain institutional knowledge and foster an employeecentric culture by providing career advancement opportunities for frontline workers.
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From page 54... ...
Transit agencies can help overcome this challenge by leveraging e-learning and providing real-time training while bus operators are on the job.163 In this research, stakeholder interviewees indicated that there is sometimes a misconception among leadership at both large and small transit agencies that time out of the seat -- even for training -- is a waste of the transit agency's budget. Yet, several stake holder interviewees also underlined the strong correlation between good, ongoing training and increased operator retention.
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From page 55... ...
In addition to serving as a convening body, CTW documents best practices in workforce development and provides online training resources.164 Create Formalized Mentorship Programs Because of the many benefits resulting from mentorship of bus operators, many transit agencies have chosen to create formal mentorship programs for bus operators, whether as part of a registered apprenticeship, as a transit agency-led initiative, or as a program managed largely by the union. GCRTA funds a mentorship program that is led by the union.
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From page 56... ...
Apprenticeship programs can provide many benefits, some of which were recorded and measured by VTA at the start of their program. For example, there were fewer road calls per operator among the bus operators enrolled in the apprenticeship program.
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