CHAPTER 8
Recruit and Retain Workforce to Operate and Maintain ZEVs

The addition of ZEVs to transit fleets is occurring in the context of an operating environment characterized by demographic challenges, including the impending retirement of a large portion of the workforce in the public transportation industry.

Demographic Challenges

Age

The median age of workers in the transportation and warehousing industry is 43.1, which is slightly higher than the national median of 42.1 for all industries (workers 16+).⁷² The median age for bus and urban transit workers is 50.2.⁷³ Looking instead at occupations, the situation is more complicated:

• Bus and truck mechanics and diesel engine specialists. The median age for bus and truck mechanics and diesel engine specialists is 39.6, which is below the overall median of 42.1. In fact, a higher percent of workers in that occupation are under 25 years old than are workers in overall U.S. occupations (15% versus 13%).⁷⁴
• Bus drivers, transit and intercity. In contrast, transit and intercity bus drivers have a higher median age (53), and 44% are above the age of 55 (versus 23% of workers 16+ in all occupations and 17% of bus and truck mechanics and diesel engine specialists).⁷⁵

Although the national statistics for bus and truck mechanics show a significant proportion of younger workers, evidence suggests that public transportation agencies struggle to recruit and retain younger workers in maintenance roles.⁷⁶ In a 2022 survey, 96% of transit agencies reported experiencing a workforce shortage, and 84% of these said the shortage affects their ability to provide service.⁷⁷

Income and Education

Automotive service workers have several characteristics that make them particularly vulnerable to replacement, most of which will apply to the transit vehicle maintenance workforce as well:

The need to hire to fill positions vacated by workers retiring and to hire workers with digital and electronics skills to service ZEVs creates a challenge and an opportunity for transit agencies

to recruit a younger and more diverse workforce. But research indicates mixed results.⁷⁹ The Makers Index, a survey commissioned by the toolmaker Stanley Black and Decker, found that high school students underestimate both the earnings potential and the opportunity for working with “cutting-edge technology” afforded by careers in the trades.⁸⁰ Interviews and discussions with leaders from industry and educational institutions led by New America indicated that employers have concerns about the preparation and skills of young people who have completed career and technical education programs at high schools and community colleges.⁸¹

Recruiting and retaining workers with requisite skills is essential for developing a workforce to operate and maintain ZEVs. As shown in Figures 15 and 16, although some industry survey respondents reported that they recruited workers with existing skills, the most common method transit agencies reported using to ensure they have ZEV-skilled staff involved training existing staff.

Thirteen percent of transit agency plans discuss broader workforce development and retention efforts. Seven percent of transit agencies partner with educational institutions to support workforce initiatives, and 8% offer structured training programs that can support career progression. A few plans mention recruitment efforts, and some mention general employee retention strategies such as competitive pay, access to training, and positive working conditions.

While transit agencies lack adequate numbers of ZEV-trained staff, the industry survey results do not indicate that most transit agencies are having difficulty keeping those they have. Although 52% of survey respondents did not know how retention of technicians with ZEV skills compared to retention of technicians with diesel-system skills, 44% reported that they are retained at equal rates. One respondent stated that diesel system–skilled staff are retained at a much higher rate than ZEV-skilled staff.

N = 28. Source: TCRP Project J-11/Task 46 industry survey, summer 2024.

Long Description.

The horizontal axis represents percent ranging from 0 to 90 percent in increments of 10 percent. The data shows: Training existing staff on ZE skills provided by OEMs, 79 percent; Training existing staff on ZE skills using internally developed training, 71 percent; Train the trainer programs, 57 percent; Recruited workers with existing skills, 50 percent; Apprenticeship programs, 25 percent; Partnerships with technical colleges or community colleges, 21 percent; Recruited from other industries; in other words, heavy duty truck, school bus, electricians, etcetera, 21 percent; and other please specify, 4 percent.

N = 34. Source: TCRP Project J-11/Task 46 industry survey, summer 2024.

Long Description.

The horizontal axis represents percent ranging from 0 to 90 percent in increments of 10 percent. The data shows: Training existing staff on ZE skills provided by OEMs, 82 percent; Training existing staff on ZE skills using internally, 68 percent; Recruited workers with existing skills, 47 percent; Train the trainer programs, 44 percent; Apprenticeship programs, 38 percent; Recruited from other industries; in other words, heavy duty truck, 35 percent; and Partnerships with technical colleges or community colleges, 29 percent.

The industry survey indicates that transit agencies are having success retaining ZEV-trained operators and technicians because of programs and initiatives that include having dedicated training staff (67% for operators and 61% for technicians) and positive working conditions, including benefits (87% for operators and 78% for technicians). For retention of ZEV-qualified technicians, 56% responded that career ladder/career progression programs have helped for retention of operators, and 33% responded that worker engagement in decision-making and planning has helped retention. See Figures 17 and 18.

N = 15. Source: TCRP Project J-11/Task 46 industry survey, summer 2024.

Long Description.

The horizontal axis represents percent ranging from 0 to 100 percent in increments of 10 percent. The data shows: Positive working conditions (including benefits), 87 percent; Dedicated training staff, 67 percent; Career ladder or career progression, 33 percent; Educational incentives, 13 percent; Worker engagement in decision making and transition planning, 13 percent; Higher pay for ZE skilled staff, 7 percent; Incentive programs for ZE operators (for example gift cards for driving efficiency), 7 percent; and Other please specify, 7 percent.

N = 18. Source: TCRP Project J-11/Task 46 industry survey, summer 2024.

Long Description.

The horizontal axis represents percent ranging from 0 to 90 percent in increments of 10 percent. The data shows: Positive working conditions (including benefits), 78 percent; Dedicated training staff, 61 percent; Career ladder or career progression, 56 percent; Worker engagement in decision making and transition planning, 33 percent; higher pay for ZE skilled staff, 17 percent; Educational incentives, 6 percent; and Other, please specify, 6 percent.

Approaches and Resources

Comprehensive Training Programs and Apprenticeships

An increasing number of transit agencies are looking to apprenticeship and mentorship programs to improve worker recruitment and retention. For these reasons, the TWC has promoted registered apprenticeship programs in the industry and has tracked a marked increase in the number of transit agencies with programs.⁸² Data from transit agencies show improvements in retention and reductions in absenteeism after the implementation of these programs.⁸³ Low retention and absenteeism both represent a cost to transit agencies; improving outcomes therefore becomes a way to combat the industry-wide issue of workforce shortages.⁸⁴

King County Metro has found it difficult to hire and retain qualified mechanics and other tradespeople. An apprenticeship program allows the agency to hire individuals with little to no prior experience. While not ZEV-exclusive, the maintenance apprenticeship program incorporates ZEV skills and supports apprentices through the process of learning new and more difficult concepts. If apprentices meet nearly all requirements in testing but have deficiencies in one or two areas, they can go through a trial period during which they can build skills. During the program, apprentices improve skills in technical subjects, communications, conflict management, and leadership through formal training and practical hands-on experience. On-the-job training is based on an outline of key work processes and is tracked and overseen by labor–management committees. King County Metroʼs apprenticeship program is registered with the state of Washington, and apprentices receive a state-recognized credential, college credit, and a journey-level job at the agency upon successful completion.

Although the benefits of apprenticeship and mentorship programs are many, these programs require a significant effort and can be resource-intensive to sustain. While many transit agencies have apprenticeship programs in place, including King County Metro, as described previously and in that agencyʼs case profile, and IndyGo, as described in that agencyʼs case study, this strategy was uncommon among industry survey respondents. Among the other transit agencies that were

selected for a case study or profile, Delaware Transportation Corporation, CTDOT/CT Transit, and MTA in Flint, Michigan, reported that they are working toward establishing an apprenticeship or mentorship program. Through a cooperative agreement with FTA, TWC provides free-of-charge technical assistance to transit agencies seeking to develop apprenticeship programs for operators and technicians and highlights funding opportunities available to offset costs.⁸⁵

Whether training programs are approved as Department of Labor–sanctioned registered apprenticeship programs or not, it has proven to be a good retention strategy for transit agencies to provide comprehensive training that allows technicians to progress to the level of skill required for ZEV maintenance. Representatives from SARTA indicated in interviews that once technicians progress to the ZEV level, they tend to be highly committed to the work and less likely to leave. The agency has had 100% retention of individuals in that category so far.

Higher Wages for ZEV Technicians

Although paying higher wages for ZEV technicians is a relatively uncommon practice among industry survey respondents, it can be an effective recruitment and retention strategy. The IndyGo maintenance department team stated that, because it had difficulty finding technicians already trained to work on ZEVs, it opted to train staff, focusing more on retention than recruitment. To that end, its high-voltage technician classification has a wage that is $6 higher than the second-highest-paid technician classification.

Safety Training and Standard Operating Procedures

IndyGo staff reported that safety training and well-defined standard operating procedures have helped overcome hesitation from technicians toward working on ZEVs. The union has also made efforts to ensure that its members feel confident about their safety, have received proper training, and have access to all necessary PPE. When union leadership has expressed concerns about matters related to safety, management has been responsive and has incorporated additional safety measures and training.

Community College Relationships

Community colleges often look for relationships with employers to help students find employment, and they may have arrangements with agencies where students can move directly into careers in public transit on completion of a program. At CTDOT/CT Transit, strong relationships with community colleges have been helpful in building a pipeline to transit maintenance occupations from local collegesʼ automotive programs.