Union Involvement in Hiring Processes

Union Involvement in Hiring Processes

While hiring new transit operators is typically the purview of the transit agency or contractor responsible for operations, in some cases frontline labor unions have a role in the recruitment, hiring, and training process. Partnering with frontline labor can be a particularly effective strategy for expanding the pool of eligible candidates through pre-employment training. This brief includes strategies for union involvement in hiring initiatives and features two mini case studies.  

Union Local Involvement in Hiring

Based on TWC’s research, the primary way that transit union locals have gotten involved in hiring processes is through supporting pre-employment skill development for potential hires. Some individuals in the communities transit serves may have the potential to succeed as transit operators but lack required credentials or skills or need additional support with managing job application processes. Union locals and transit agencies can partner to create initiatives that prepare candidates to succeed. Union locals can also run programs in-house using their own education and training funds. The mini case studies below document two models: 

These initiatives are premised on labor and management working as partners in the recruitment and hiring process. Similarly to partnering with community groups, higher education entities, or public institutions, partnering with union locals can increase outreach into the community. Effective practices and strategies to consider include: 

• Developing formal roles for union local members in the hiring and training initiative. For example, frontline workers can serve as mentors and/or instructors in pre-apprenticeship and Registered Apprenticeship programs. 
• Using internal and external data sources to identify bottlenecks in the hiring process and barriers to entry for community members. In both mini case studies below, candidates have successfully advanced into full-time roles who would not otherwise have been eligible. 
• Identifying additional funding streams to support joint or union-led initiatives. Union locals may have education and training funds; it can also be possible to apply for grants offered by public entities or philanthropic groups or to partner with community-based or educational institutions that have their own financial resources. 

Mini Case Study: Golden Gate Transit and ATU Local 1575 – Preparing Jobseekers through Pre-Apprenticeship

As previously documented in a February 2024 TWC case study, the Workforce Investment Network (WIN) Partnership, a joint initiative of Golden Gate Transit and Amalgamated Transit Union (ATU) Local 1575 in Marin County, California, sponsors several labor-management initiatives including transit coach operator registered apprenticeship, mentorship, and pre-apprenticeship. All new hires complete the apprenticeship program, during which ATU Local 1575 members serve as mentors to the new hires.  

After analyzing data on job applications, Golden Gate management determined that many candidates from the agency’s service area struggled to complete applications or did not meet minimum job requirements but could potentially be successful as bus operators with additional support. A pre-apprenticeship program was created to meet this need. Pre-apprentices complete online classroom instruction at Santa Rosa Junior College over a 12-week term; coursework focuses on developing relevant skills and preparing for job interviews and testing. Pre-apprentices complete three shadow days, which are planned and run by mentors from ATU Local 1575. Participants are introduced to the transit industry and exposed to what it means to be in a union, all while benefitting from mentors’ support and guidance.  

Mini Case Study: Local 689 – Giving Back to the Community through CDL and GED Classes

ATU Local 689, headquartered in Maryland, is the primary union for frontline workers at the Washington Metropolitan Area Transit Authority (WMATA) and several other D.C.-area transit agencies. About two years ago, a Local 689 union official approached the local president about the idea of starting an in-house training initiative to serve community members with limited job opportunities. The program has since grown significantly, with Commercial Learner’s Permit (CLP) test preparation classes running weekly on Monday, Tuesday, and Wednesday evenings. Nearly 800 individuals have successfully obtained their Commercial Learner’s Permit through the program and are now employed and represented by Local 689. More than 40 participants have also completed General Equivalency Diplomas (GEDs) with support from Local 689.

The program directly supports hiring processes at local agencies by creating a new recruitment pipeline. Agency representatives have visited the class and made offers on the spot. The program also helps participants register for testing with the DMV, purchase professional attire to wear to interviews, and access a low-cost DOT-compliant medical testing option.  

Participants each take the time they need to complete the program; training content cycles through the sections of the exam, so regardless of when people start training they can complete a full review and then repeat sections if needed. Some participants have taken more than one try to pass the exam or get specific endorsements, but generally with additional coaching and support they have been successful.  

The program offers Local 689 an opportunity to emphasize the value of being part of a union to participants before they become Local 689 members. The program’s manager hopes to expand the model to other locations and is looking forward to receiving a donated bus in the near future that will enable Local 689 to help participants prepare for the road test as well.  

Contributing author: Doug Nevins