Recruiting and Building a Sustainable Driver Workforce

1. Recruiting and Building a Sustainable Driver Workforce Caryn Souza, Human Resource Director Email: souza@ctaa.org Phone: 202.294.6527

2. Recruitment Challenges • Pay scale/starting salary • Finding CDL Drivers • Sourcing Driver candidates • Part Time Drivers want full-time hours • Poor benefits • Delay in the hiring process

3. What are the Workforce Issues for our industry? • Expanded agency missions require new skills • Programs are expanding coinciding with level or decreasing staffing • Senior agency staff are retiring in record numbers • Highly competitive job market with growing disparity between pay scales in the public versus private sectors • Workforce training investment is insufficient versus the private sector. • Agencies whose human resource function is solely to “fill positions” can not achieve strategic goals connected to the overall mission strategic plan

4. Mission Statement Communicating the Mission Statement • Specific goals for the organization with a clear concise statement • Successful transit leaders identify and implement principles and values that work best for their organization. • Tie all activities to the mission statement. From interviews and new hire orientation to recognition and performance reviews to counseling and the discipline process.

5. Mission Statement Examples • ABC Transit shall provide for a variety of transportation needs in a cost-effective and efficient manner for all the residents of our community. We are committed to providing safe, reliable, courteous, accessible, and user-friendly services to our customers. • XYZ Transit Authority strengthens and connects communities enabling individuals to pursue a fuller life with greater ease and convenience by leading through partnering, planning, and wise investment of physical, economic, and human resources.

6. Organization’s Values • Take personal responsibility to be well rested and free of the influence of drugs or alcohol or any substances that affect behavior or job performance. • To put safety ahead of schedule. Follow all safety rules, pay serious attention to defensive driving and not engage in high risk activities. • As a professional, to learn ways to improve our performance on the job. To learn through on-going re-education and training. To take the performance review process seriously. • To take the performance review process seriously.

7. Organization’s Values • Respect that the tools of our trade are purchased by our community through tax dollars and so I will diligently care for the equipment and be caring of our work environment. • To understand that our organization is made up of a very diverse workforce and therefore, we will respect the rights of individuals to be different from us. Rules will be applied fairly while honoring individuals special needs. Confidentiality of personal or sensitive information will be diligently protected.

8. Organization’s Values • We acknowledge that customers are our business. That each person who contacts us or uses the service is the every essence of why our organization is necessary. We understand that our mission is to provide safe, on-time service which people can depend on. We will treat our customers with dignity regardless of their age, gender race, religious beliefs, disabilities, economic or social status. We acknowledge that while the customer may not always be right, they always deserve dignity and respect.

9. Organization’s Values • We acknowledge that we are professionals who will look and act as professionals. This will start with personal responsibility to care for our hygiene, be neat in our appearance and in clean and appropriate clothing or uniforms. We will be positive with the public when speaking about our organization. We will embrace the organization’s values and apply them to co-workers and customers. • These value performance codes will apply to all employees, both labor and management.

10. Applying Values to Work • Values define what is expected from all employees (labor and management) and how they are to perform and behave at work. • Core beliefs and principles that guide your organization. • Values are those central qualities that enable the organization to realize its vision and its mission.

11. Performance Code • Report to work on time and fit for duty • Practice safety in all work activities • Demonstrate high levels of skill in your jobs • Respect the property of the company and co-workers • Treat co-workers with dignity and respect • Treat customers with dignity and respect • Present a positive image of the company when performing job duties

12. Attracting and Selecting the Right Employees • Identify the traits and behaviors of a successful candidate • Create a job description that will help the candidates understand the competencies and skills required to accomplish essential skills and tasks • Create a realistic job preview

13. Finding, Hiring, and Keeping the Right People is Critical for any Organization Driver: • Attitude • Compassionate, patient • Positive attitude • Dependable, helpful • Problem solver • Flexible Mission: • Skills: • Pleasant under pressure • Able to handle escalating tension • Speaks well/ Listens • Multi-tasks/Organization • Punctual, On Time

14. Why You Still Haven’t Filled the Position • Looking for skills in short supply • Requiring education that isn’t provided locally • Long application process • Not providing livable wage or desirable benefits • Not updating the application process to technology • Not branding your service/job opportunity • Not mentioning if relocation is provided

15. Characteristics of ADA Paratransit Drivers • Responsible • Safe • Customer service attitude • Resourceful • Shows empathy • Communicates well • Reliable • Flexible • Cooperative

16. Developing and Retaining a Driver Workforce • Committing resources for employee development • Establishing reward and recognition programs • Individual Career Development Plans • Budget and provide training and development courses- 30% of your budget to train every employee which equates to 40 hours per employee • Effective and timely appraisals • Mission centric in all aspects of retention

17. Recruitment Methods • Newspaper, church bulletins and journal ads • Social media outreach • School employment services • Employee referrals and reward program • State employment agencies • Current customers • Bus ads (inside/outside vehicle)

18. Recruitment Methods • Job Fairs (internal, external) • Military Retirees • Agency website and Social Media Platforms • Create a realistic job preview with authenticity • Churches • Retirees • Chamber of Commerce • Word of Mouth • On-line job applications

19. Innovative Recruitment Tools • Host Career Days for Students • Contact High School/College Administrator • Presentation at school • Brief handout mission, job openings • Provide transit vehicle for tour

20. Innovative Recruitment Tools Develop Student Curriculum or Training Programs • 1. Identify local community colleges and technical schools that could be potential partners • 2. Contact these educational institutions about the possibility of a working partnership • 3. Provide lesson plans and materials for their curricula to better prepare students for possible transit operations and maintenance employment.

21. Innovative Recruitment Tools • Implement Employee Referral Program • If possible, develop a small budget to reward and recognize the employee who made the referral • The referral bonus is based on the referred employee successfully passing the probation period

22. Innovative Recruitment Tools • Incorporate Realistic Job Previews 1.Work with supervisors and frontline employees to define the specific tasks, the positive and negative job aspects within your transit agency. 2. Based on this input, create brief, written descriptions of the aspects of each job to supply to all candidates that are interviewed. 3. For driver applicants, include a ride on a transit bus in revenue service as a part of the recruitment and selection process.

23. Effective Recruiting Approaches • Targeted advertising – put the face of a smiling driver in the ads • Use of weekly community newspapers • Marketing to targeted demographics –ie., military, retirees, first responders, health care workers • Internal and External Job Fairs • Online screening techniques- keywords systems, personality assessments

24. Effective Recruiting Approaches • Current satisfied employees • Sign-on and Anniversary Bonuses • Employee Referral Programs • Company websites • Technical, community colleges and universities • Advertising inside and outside vehicles • E-recruiting

25. Successful Driver Recruitment Methods • Scheduling flexibility and diligence of office staff to efficiently schedule the trip requests • Software support • Comprehensive orientation • Ensuring maintenance of reputation • The personal sell

26. Recruitment and Social Media • 85% of job seekers rely on career sites* • Indeed- 72.25% • LinkedIn – 10.41% • CareerBuilder – 5.63% • Facebook and Twitter- 5.07% • Craigslist – 2.7% • Monster – 2.2% * Source: Silkroad

27. Employees Hired • Indeed – 62.5% • Career Builder- 10.85% • Linked-In- 8.17% • Facebook and Twitter- 6.83% • Craigslist- 4.44% • Monster- 2.22% • Combination of Other Social Media – 5.8%

28. How Transit Drivers Look for Employment • Job search is increasingly mobile, especially in the transit industry • Data shows that drivers use mobile apps and if they can’t complete the job application in 10 minutes, they aren’t coming back to your application* • 57% if transportation job seekers are looking for jobs on their mobile device * Source: Indeed.com

29. Branding Your Transit Agency • Aspirational • Creating a Vision • Brief • Representative input from throughout the organization • Used in social media and website advertising/promotions

30. Social Media: Transit Agency Branding • First impression – short employment application • Mobile App Ready • Branding Your Company and Advertising- Make Your Transit System stand out For example: Transit Agency Brands: • Proudly Serving the Public by Moving People Forward • We provide mobility for all…. for life

31. Social Media Best Practices • Master the science and art of job content • Don’t let a bad application process filter out the best candidates • Get in front of the right people with your Brand Tag Line • Use data to optimize your application and interview process

32. Realistic Job Preview • Feature one of your ADA/Volunteer/Fixed Route Drivers • No more than 2 minutes • Script and Video • Post on website • Link to social media • Demand Response: SRC Paratransit • Fixed Route: MTA Maryland

33. Social Media Paratransit Ad • Write a great job description that draws talent and will come up at the top in a search: From Ride Connection in Portland Oregon: ”The driver is the heart and soul of the transportation program. The service provided by the driver helps older adults and people with disabilities live independent, quality lives by providing them access to necessary community services. The driver provides transportation services using agency vehicles. The driver reports to, assists and works cooperatively with the Transportation Coordinator in providing safe and efficient transportation to customers without other alternatives.

34. Optimizing Your Job Description • Open with a strong, attention-grabbing summary • Instead of… Performs team leader duties to assist in monitoring and coordinating daily field operations, including the operation of specially equipped minibuses and vans to provide transportation services for transportation disadvantaged and special customers. Try… We are looking for safe, friendly drivers to help passengers move around throughout our community using public transportation. Come join us! We are all about our employees and passengers and proudly connect passengers to a better quality of life.

35. Job Descriptions • Define the Job • Determine the attitude required • Define the results expected • Qualify the skills • Tie into the mission of your organization

36. What Transit Managers Think Drivers Value • Competitive Benefits • Safety • Respect for employees • Performance Recognition • Competitive pay • Work Environment • Equity and Fairness

37. What Drivers Value • Type of work • Respectful Treatment • Ability of top management • Coaching, counseling and feedback from supervisor • Opportunity to learn new skills • Training • Recognition for a job well done • Pay

38. Interview Discussion • Mission and Driver/Volunteer importance to achieve the mission • Attitude required • Realistic driver scenario questions • Duties • Expectations of candidate • How team supports and interacts together • Benefits/Salary

39. Interviewing Stylesof Interviews • Verifying • Probing • Structured • Situational • Behavioral • Skills Assessment and Testing

40. Telephone Interview • The telephone interview purpose • Meet the minimum requirements of the job • Willing to work where and when we want them • Willing to work for our wage • Have a cultural fit

41. Selection GuidelinesHiring Decisions • Review notes, goals and objectives • Review applicants reaction to key questions (sticky notes on application) • Review why candidate left previous employer? • Reference checks • Assess applicants potential -attitude, teamwork, mission • Applicable DOT/FTA • Pre-employment requirements

42. Selection • It’s still a numbers game • Professionals/Salaried Phone interview- 10 interviews to 1 hired 2nd in-person interview- 3 interviews to 1 hired • Driver/Hourly 4-5 interviews to 1 hired

43. Recruitment Best Practices • Define the characteristics required to succeed as a driver, than make sure it’s noted in the job description and advertising • Careful pre-screening of job applications • Realistic job previews both • Written and in the video • Livable wage to attract applicants and keep employees

44. Recruitment Best Practices • Onboarding program to provide structure and support to new drivers • Referral program and/or signing bonus to assist with recruitment • To meet the challenges of ADA service, greater dispatch, supervisor and management team support

45. Recruitment Summary • Mission-centric internal and external customer • Provide realistic job preview use social media, web • Develop/feature employee referral program • Use social networking platforms • Structure interview protocols, situational/realistic • Host job fair tailored to the position hours • Review/update onboarding process, as needed • Identify/include attitude in advertising and job description