WMATA Recruitment and Hiring Plan · – Implemented the Technical Skills Program (TSP) (HRMS coordinate with local technical schools) – Negotiated a scarce skill provision with

opensdoors

Washington Metropolitan Area Transit Authority

WMATA Recruitmentand Hiring Plan

Presented to:Administration Committee

October 6, 2005

9/29/2005 2opensdoors


9/29/20052

Purpose

To inform the Board of a Recruitment andHiring Plan to address the high number ofvacancies and to recommend a revision toPerformance Policies & Procedures Manual(PPPM) 4.1, Employment Categories.



9/29/20053

Background

• WMATA currently has an Authority-wide 7.0%vacancy rate. Within Operations, the vacancy rateis currently 5.0%.

• A high vacancy rate impacts the Authority in variousways:– Overtime cost– Customer service– Work place stress– Employee morale

.



9/29/20054

Challenges to Filling Vacancies• Scarcity of specialized skills in the local market

(Washington not industrialized market), especially in thejobs below:– Bus Mechanics/Rail Mechanics– Elevator/Escalator Technicians– Plumbers, Electricians, HVAC

• Requirements for certifications/licenses• New hires are required to work the less desirable weekend

and night shifts• Difficulty in attracting professionally licensed candidates

– Engineers– Architects



9/29/20055

Challenges to Filling Vacancies

• Minimum age of 21 required for Commercial Driver’sLicense (CDL) in order to cross jurisdictional lines(DOT/FTA requirement)

• Work force is changing. Today’s applicants are lessattracted to regimented working conditions

• Management and professional employee turnover isfueled by the advent of Defined Contribution Plans, asopposed to Defined Benefit Plans.



9/29/20056

Challenges to Filling Vacancies• In addition to skill gaps and labor shortages, we find a

number of applicants cannot pass either the drug/alcoholtests, physicals or background checks

• We also find it difficult to recruit salaried employees forwhat we believe is related to:– High cost of living in local area– Lack of interest in the transit industry– Negative press coverage– Several years of low salary percentage increases (5.5% over 3

years compared to the local jurisdictions of 11.1%, and theFederal Government, which is 17.9%)

– Salary ranges have not been adjusted in three years



9/29/20057

Efforts to Fill Vacancies• The Authority has implemented various methods to fill key

vacancies:– Post vacancies online at military and professional

association websites– Use executive search firms where appropriate– Conduct open houses at Bus Yards– Advertise within the bus and rail system to solicit mechanics– Implemented the Technical Skills Program (TSP)

(HRMS coordinate with local technical schools)– Negotiated a scarce skill provision with the Union in order to

compete for elevator/escalator technicians



9/29/20058

Efforts to Fill Vacancies

• Extended advertising sources and geographical outreachto include print and electronic media (i.e., Detroit, MI;Virginia Beach, VA; Norfolk, VA; Wilmington, DE;Chicago, IL; Boston, MA and Jacksonville,FL)

• Increased participation in various job fairs/open houseswithin and outside the DC metropolitan area



9/29/20059

Efforts to Fill Vacancies

Collective Bargaining Initiatives• Negotiating with Union to focus on customer service,

attendance and disciplinary record as criteria for advancement• Negotiating with Union over lock-in periods once seniority is

exercised to address migration of employees between bus andrail

• Negotiating with Union to address safety issues relating toindividual overtime work

• Discussing with Union the updating of key job descriptions tostrengthen required skill sets



9/29/200510

Recruitment Best Practices• In addition to what WMATA is currently doing, industry research

organizations, i.e., Corporate Leadership Council (CLC); Societyfor Human Resource Management (SHRM); and WorkforceManagement (WFM), recommend the use of employee referralprograms and signing bonuses as recruitment tools

• The above organizations also recommend partnering withcolleges and universities, engineering and technical schools

• The American Association of Retired People (AARP)recommends using strategies that retain older workers andrecommends considering re-hiring retirees thus eliminating thelearning curve and retaining institutional knowledge



9/29/200511

Recruitment Best Practices

• Use of Recruitment Research Services– Supplements traditional recruitment methods (i.e.,

newspapers and Internet)

– Focuses on the passive candidate market

– Establishes direct contact with people in positionsthat they have been asked to target



9/29/200512

Benchmarks – Other Transits• Nine (9) other major transits confirmed that they are

experiencing similar hiring challenges. Variousstrategies are being implemented with different degreesof success, e.g.,– Provide buses to technical/mechanical schools so their

students learn how to make repairs on buses– Assist with the development of curriculums at vocational

schools– Defray costs of CDL learner permits through grant

funding– Utilize employee referral programs



9/29/200513

Benchmarks – Local Jurisdictions

• In addition to what WMATA is currently doing,local jurisdictions have:– Utilized continuous open recruitment

– Modified salary ranges

– Instituted employee referral programs



9/29/200514

Recruitment & Hiring Plan Elements• Expand the employment partnerships both within and

outside the local market• Expand the number of jobs fairs and employment

workshops to better educate interested persons aboutcareer opportunities at WMATA

• Realign the recruitment staff in HR’s Employment ServicesBranch to the four (4) major divisions within WMATA

• Partner with the Washington Consortium of Colleges andUniversities to establish a college intern program forengineers



9/29/200515

Recruitment & Hiring Plan Elements• Establish an employee referral program* for key positions in an effort

to encourage WMATA employees to refer qualified candidates

• Establish a signing bonus program* for key critical positions to inducequalified applicants to accept positions with WMATA

• Incorporate salary range adjustments as part of the annual budgetreview process for each fiscal year

• Initiate recruitment efforts to re-hire WMATA retirees in vacantpositions

• Plan elements subject to collective bargaining will be added afternegotiations are completed

• *Will be funded out of recruitment and advertising budget



9/29/200516

Recommended Board Action

Request the Administration Committeerecommend approval to the Board:– Revise Personnel Policy and Procedure (PPPM 4.1,

Employment Categories) regarding the ability torehire WMATA retirees. Amendment of the WMATARetirement Plan to clarify that the retirees receive noadditional credit in that plan when they are hired inpositions covered by other pension plans.

Documents

WMATA Recruitment and Hiring Plan · – Implemented the Technical Skills Program (TSP) (HRMS coordinate with local technical schools) – Negotiated a scarce skill provision with