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Behind The Wheel
The Guide is an ideal resource for managers and recruiters and focuses on the critical areas necessary for hiring the right people. Behind The Wheel gives you the information you must have to take a long-term perspective on your organization to anticipate and respond to emerging industry, customer and competitive forces. It is unique in that it links recruitment best practices directly to the National Occupational Standards. The Guide provides detail on:
The Guide is available in soft cover and on a CD-ROM, in French and English. Also available is a three-day training program for human resources professionals. Order your copy online
Benefits of StandardsIndustry ProfessionalsStandards can guide your career and development, provide motivation to learn new skills, contribute to personal achievement and enhance public and professional image. Employers and OwnersStandards will help improve your bottom line by providing guidance for recruitment, training and development of staff, identifying key tasks and roles, ensuring that employee skills are effectively utilized, helping to create a competent, flexible and motivated workforce and helping to promote the industry as a viable career choice. CommunityStandards provide nationally recognized industry-driven benchmarks of best performance and provide the means for making better use of national resources. EducatorsStandards provide the basis for curriculum and training development and identify areas where expertise is required. How are Standards Developed?Standards are developed and validated by people with extensive knowledge and experience in bus operations. Subject matter experts are recruited from across Canada in all sectors of our industry. These experts participate in a formal job analysis process. Following several days of data gathering, a draft standard is produced. The standard is then sent to a larger group of subject matter experts and other stakeholders for validation. Available StandardsProfessional Bus OperatorBus Operators represent 68% of our industry's workforce. Every day, thousands of professional Bus Operators are responsible for the safe transport of millions of Canadians. In order to successfully deliver this service, a Bus Operator needs to be knowledgeable about driver-related mechanical systems, scheduling, safe driving practices and road regulations, interpersonal skills, special needs passengers, and, in the case of Tour Bus Operators, sightseeing information. Truck and Transport MechanicMechanics and maintenance staff represent 7% of our industry's workforce. They inspect, troubleshoot, repair, replace and maintain operating systems and components. By providing their specialized knowledge and skills our industry is proud to offer safe, secure and reliable transportation to millions of Canadians daily. For your copy of the National Occupational Standards for Professional Bus Operator, simply Click Here and fill out the order form. The truck and transport mechanic is part of the Red Seal occupation group and requests for these publications should be forwarded to: Interprovincial Partnership and Occupational Information Division, Human Resources Partnerships, Human Resources Development Canada, Place du Portage, Phase IV, 5th Floor, Hull, Quebec K1A 0J9
Through a workshop, participants will learn to communicate sensitively and knowledgably with passengers who require special assistance. Successful participants will be able to provide appropriate physical help, with understanding, respect, and support for the passenger’s dignity. The workshop enables participants to work confidently with a broad spectrum of disabilities including mobility, vision, hearing, learning, developmental, psychiatric and epileptic seizures.
Succession planning is an ongoing process of systematically identifying, assessing and developing staff to ensure that necessary positions are properly and adequately filled, as they become open. Succession planning is no easy task. It involves mapping out the future; assessing the direction the organization is moving; and determining what knowledge, skills and abilities staff will need to meet the needs of the organization. And it must be done in a manner that removes the possibility of selection bias. There are a number of models in use, the following is one example.
Study FindingsWe conducted a labour study early in 2003, a component of which was to identify the utilization of succession planning and mentoring programs within the transportation industry. A national representative sample was studied. We noted only Twelve (12%) of the respondents currently use a succession-planning program. Fifteen per cent (15%) of the organizations that currently lack a succession planning program are considering implementing a program in the next 2 years which is a positive indicator. The organizations that have a succession planning program have standards related to:
This unit group includes bus drivers from the sectors of Urban transit, Intercity, Tour and charter, School bus, streetcar operators and subway train operators. It also includes paratransport or Accessible service drivers.
The text reading tasks of bus drivers, subway and streetcar operators range from Levels 1 to 3. Typical text reading tasks include reading comments on inspection reports and entries in vehicle maintenance logs. More complex reading tasks include reading training manuals and defensive driving manuals and reading transit policies and procedures. They may also read legislation such as the Highway Traffic Act. B. Use of DocumentsBus drivers, subway and streetcar operators read a number of documents with limited text such as street signs, traffic signals, bus passes and luggage tags. They use transit maps frequently to learn new routes. They complete a number of forms such as driver time sheets, log books and fare reports. Complexity ratings are at Levels 1 and 2. C. WritingWriting tasks are typically brief. They include writing explanations of vehicle defects on Vehicle Defect forms and writing shift summary reports. The most complex writing is completing accident or vandalism reports. These must be accurate and precise because they may be used in Court. D. NumeracyMoney math and scheduling, budgeting and accounting math are commonly used by bus drivers, subway and streetcar operators. For instance, they collect fares, calculate group fares and may prepare day’s end reports accounting for money received. They also use numerical estimation - e.g., estimating how long it will take to travel a certain distance based on multiple factors such as speed, the number of stops, weather and road conditions. The most frequent mathematical foundations used are whole numbers (adding and multiplying), fractions and decimals. They may perform currency conversions. E. Oral CommunicationOral communication is a core essential skill for bus drivers, subway and streetcar operators. At the most frequent and simple level, they greet passengers and respond to their questions. At a higher level of complexity they communicate with other drivers, dispatchers or radio control to discuss traffic and road conditions and to co-ordinate schedules if required. Their most complex oral communication involves human relations, such as negotiating or otherwise resolving conflicts with passengers. Complexity ratings range from Levels 1 to 3. F. Thinking Skills1. Problem Solving The majority of problems encountered by bus drivers, subway and streetcar operators operators deal with people, mechanical malfunctions and weather. Problems vary according to the specialty of the driver. For instance, sightseeing tour guides may have to adjust schedules because of the late return of some passengers, while school bus drivers may have to comfort and assist young children who are unsure where they live. Dealing with construction, heavy traffic and inclement weather requires the development of specific problem solving and coping strategies. Problem solving occurs at Levels 1 to 3, with many problems being at Level 3. 2. Decision Making Bus drivers, subway and streetcar operators constant decisions when driving, such as when to proceed through an intersection and when to pass in traffic. These decisions are critical to the safety of passengers and other vehicles sharing the road. Many decisions involve judgment, such as whether to accept or deny passengers who are late in renewing passes. The decisions that they make and the way they communicate those decisions have an impact on the public’s image of the transit company. Many of their decisions, such as making adjustments to routes in response to construction, have an impact on efficiency. Decision making occurs at Levels 1 to 3. 3. Job Task Planning and Organizing The job task planning of bus drivers, subway and streetcar operators is generally short range. Even though routes may be the same over a period of time, each day is different with new challenges. Planning is more intensive at the beginning of a new route schedule when drivers must familiarize themselves with the routes and with adjoining roads that could be used in an emergency. Disruptions caused by traffic and weather may be frequent and may call for reprioritizing the schedule. For instance, sightseeing tour bus drivers may have to cut time from scheduled stops. Drivers organize their tasks to save time, such as pre-punching transfers. Job task planning and organizing takes place at Complexity Level 2. 4. Significant Use of Memory Bus drivers, subway and streetcar operators use both short and long term memory. For instance, they remember request stops for a short period of time, such as minutes or hours, and remember routes and timings over a longer period of time, such as days, months or years. They also memorize codes such as door codes for entry to the transit garage. 5. Finding Information Bus drivers, subway and streetcar operators and other transit operators find information through established sources or sources that can be readily identified. For instance, they talk to other transit employees for information on routes or use city maps and route schedules. They refer to operators’ manuals to gain information on the operation of buses and equipment. G. Working with OthersBus drivers, subway and streetcar operators generally work alone to drive and respond to the needs of passengers. They have interaction with other transit operators such as dispatchers, radio control and relief drivers. They may need to co-ordinate their schedules with others when sudden changes to routes are being made. H. Computer UseBus drivers, subway and streetcar operators may use a range of computerized equipment, such as computerized fare boxes and automated vehicle locators (AVL). They may also receive e-mail messages at the garage or transit office. I. Continuous LearningBus drivers, subway and streetcar operators participate in training when new bus models are introduced and attend regular refreshers. They take a variety of safety related courses such as Transporting Dangerous Goods (TDG), Workplace Hazardous Materials Information System (WHMIS) and First Aid. Other ways they learn include reading newsletters and attending specialty courses relating to subjects such as supervisory skills or stress management. J. Future Trends Affecting Essential SkillsFurther computerization of fare boxes and location systems will call for a greater knowledge of computers. More effective communication may be required to deal with a diverse population of passengers, many of whom do not speak the official languages or who have special needs.
This fuel efficiency driver-training program is promoted and developed by the bus industry and National Resources Canada (NRCAN). It is designed to help fleet managers improve fleet performance and reduce operating costs through increased energy efficiency. Participating fleets receive information on energy management in spec’ing, maintenance, driving practices and the latest new technologies designed to keep fleets competitive.
Recognizing human resources as the key to achieving desired end results.
Moving millions of passengers daily, the heart of our business is the ability of our people to provide safe, secure, and on-time transportation. But, there is often a gap between having this knowledge and integrating it into business strategies and activities. The best business plans understand the “heart” of an organization, and promote activities and expend resources to keep it “beating”. A well focused, integrated, and consistently implemented Human Resources plan is in fact, your best business plan. Let’s look at a few of the key elements of a typical bus industry business plan: Financial Results, Marketing and Equipment. Financial Results are achieved through ridership, which depends on the timely, efficient delivery of service. When we promote or market our business, we typically focus on the provision of safe, cost-efficient, timely, and in some situations, environmentally sound transportation. Again, all provided through the efforts of mechanics, bus operators and other employees. Finally, the rolling stock and other equipment necessary to deliver the same safe, on-time service is, of course, maintained, inspected and run by people. By focusing energy, time and effort into better hiring, training and development, any company regardless of the environment, market sector, or geographic area can significantly impact the delivery of service, which will positively impact business. In order to create the type of environment that will support such a venture, you will need an integrated Human Resources plan which addresses: Planning, Recruitment, Orientation, Training and Development, Continuous Learning, Recognition, Compensation and Work relationships.
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A Guide to best practices for the planning, recruitment and orientation of Bus Operators 
National Occupational Standards were developed by industry professionals and first distributed in June 2000. These Standards describe the knowledge, skills, abilities and attitudes necessary for competent performance in a specific occupation. Occupational Standards can be used for a variety of purposes. They may form the basis for training, curriculum development and accreditation of training programs, recruitment, performance improvement, career development and 
This is a unique educational/attitudinal development program which is designed specifically to positively impact such areas as passenger satisfaction, company rider-ship, regulatory compliance, operating results, service competence and company image.
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