Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Chapter 8 - Bus Operator Retention and Motivation
Chapter 8 - Bus Operator Retention and Motivation
Pages 68-75
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From page 68... ...
Transit agencies will have to aim to attract newer, younger bus operators and find ways to manage and transfer the skills and knowl edge of the outgoing workforce.217 Turnover is particularly concentrated within the paratransit operator workforce. TCRP Report 142 found an average annual turnover rate of 30 percent among privately contracted operators, while the FTA has documented annual turnover rates as high as 80 percent for para transit operations.218 On average, it costs employers $4,129 to fill an open position across all occupations in the economy.219 This cost does not include training, which for bus operators lasts 32 days on average.220 Retaining employees is thus a cost-saving measure for transit agencies.
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From page 69... ...
This can help to reduce emotional exhaustion while also encouraging bus operators to contribute to the transit agency and continue to work at the transit agency.224 Rewards programs can increase employee retention by providing an achievable goal to work toward and also by creating an environment in which employee behaviors are celebrated. Within the public transit industry, many transit agencies have implemented employee reward systems that incentivize good performance.
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From page 70... ...
Transit agencies may choose to publicly recog nize bus operators in a variety of ways, including safe driving records and miles driven.226 These programs can increase bus operator job satisfaction and therefore reduce turnover because it demonstrates the bus operator's importance to the transit agency. According to the National Rural Transit Assistance Program, the key to these programs is publicly awarding bus opera tors.
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From page 71... ...
Forty-two percent of the industry survey respondents agreed or strongly agreed with the statement that the current bus operator compensation packages at their transit agency negatively affect bus operator retention. Additionally, 20 percent of those surveyed said that their transit agency never conducts wage comparisons with similar and major employers or industries in the geographic area.
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From page 72... ...
The event features a driving skills competition where bus operators can compete against peers to win awards and monetary prizes.230 Some transit agencies have bus operators participate in industry-wide events like trainings and conferences. The Eno Center for Transportation's Multi Agency Exchange program is one example of a best practice sharing program in which frontline workers can participate to learn from peer transit agencies.231 Court Advocate -- NJ Transit NJ Transit's safety committee recognized the problem that if a bus operator is assaulted and the perpetrator is arrested and taken to court, the operator is alone during the proceedings.
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From page 73... ...
They also have organized a number of fundraisers for bus operators and family members of drivers facing serious health issues. The relationship between the union local and management contributes to the atmosphere and culture at a transit agency.
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From page 74... ...
Monitor Reasons for Retention Issues GCRTA has implemented a regular focus group of managers from each department to discuss the reasons given by bus operators for leaving the transit agency. One of the issues uncovered by the focus group was that bus operator scheduling was a major cause of turnover.
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From page 75... ...
After some trial and error with different lengths of classes, PSTA settled on a 10-week training that, coupled with a welcoming culture and the earlier mentioned mentoring program, proved to be the length and combination of training that led to well-prepared new bus operators and much-improved retention rates. 8.3 Resources • Aspen Institute.
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