HR Onboard
Attracting and Retaining
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Workforce Planning
Human dynamics will sustain the economic viability of the motor carrier passenger industry. While consumer patterns change, technology develops and financial resources fluctuate, it is the human factor driving the success of the business, from creativity, to service delivery, to brand representation.
Knowing how many new employees and when they will be required to fill existing and/or new positions is essential. The following business planning elements have a profound impact on the planning and recruitment process:
External Demographics/Economics
An understanding of what is going on in the market is crucial to being successful in recruiting and eventually hiring the kind of employee who will meet the objective of having a competent, customer-focused, committed and satisfied view. All sources, traditional and new, must be investigated for effective planning.
Internal Demographics
Specific information needs to be collected on driver turnover, promotions, transfers and attrition, as each represents the permanent reduction in the workforce and, therefore, a staffing requirement. Additionally, statistics should be gathered on vacation entitlements, absenteeism, lost-time injuries and disability claims as each of these impacts on the need for personnel.
Government Policy and Legislation
As a regulated sector, the motor carrier passenger industry has to be aware of and sensitive to changes in government policy and legislation. These changes are not limited to policy and legislation governing operation requirements. Human resource and human rights legislation related to employment equity, employment standards, occupational health and safety can, as well, impact on the development of a staffing plan.
Collective Agreements
Where there is a collective agreement between the company and the employees' bargaining agent there will be provisions in that agreement that will impact on the way a staffing plan is developed. Clauses on vacation scheduling, allowed sick leave, mandatory training, use of part-time and/or contingent workers, to name a few, will all influence the development of the workforce plan. As well, if the agreement is up for renewal during the plan period then consideration has to be given to what changes there might be in a new agreement that could affect the plan. Finally, collective agreements are not always negotiated without disruption in the form of work-to-rule or slowdowns. These possibilities have to be considered in developing the plan.