By Julie Sneider, Senior Associate Editor
Work-life balance, career growth potential, on-the-job training and embracing a diverse culture. Those are among the most cited ways the rail industry can help recruit and retain the next generation of railroaders, according to the 25 young professionals who make up the 2023 class of Rising Stars.
Progressive Railroading recently asked this year’s honorees to offer their perspectives on the state of the rail industry. Last week, RailPrime published their responses to the question: What is the rail industry’s greatest challenge?
This week, we’re publishing their ideas as to how the industry can improve on the recruitment and retention fronts. Among their top recommendations for rail recruiters and employers: Find ways to accommodate job seekers' interests in achieving work-life balance.
Also top of mind: Railroads must do more to promote themselves as innovative and tech-savvy companies that offer rewarding careers.
Following are more of the Rising Stars’ responses, some of which have been edited for length.
RailPrime: How can the rail industry best recruit and retain the next generation of railroaders?
Lauren Berry, director of TRANSFLO marketing and strategy, CSX
“The most important thing we can do as an industry is to find ways to stay relevant and increase awareness of the diverse types of opportunities available at the railroad through marketing and recruiting efforts.”
Kriss Beudjekian, senior manager of network operations, CN
“The industry is continuously evolving year by year through technological advancements or other means of innovation. Some approaches to recruit, retain and foster a motivated generation of railroaders include ensuring the industry promotes its diverse range of career opportunities and raises awareness of its stance as the backbone of the economy and the fabric of our communities.
“Collectively, the industry needs to continue to engage with educational institutions by attending community events and career fairs, showcasing the various roles in operations, transportation, maintenance, information and technology, and other corporate business areas. The railroads need to demonstrate the potential for interested talent to grow long-term careers within the industry.”
Jason Boche, senior director of corporate development and strategy, Union Pacific Railroad
“First and foremost, we need to ensure the industry is an inclusive environment where all employees can bring their full selves to work each day. Second, the industry needs to be responsive to changing preferences that place greater value on flexibility, predictable schedules and work-life balance.
“Third, we need to make sure employees feel valued and understand the critical role our work plays in the North American supply chain. None of these are short-term, quick fixes, so it’s critical we consistently ‘walk-the-talk' in each of these areas.”
Adam Brock, superintendent of mechanical, The Belt Railway Co. of Chicago
“Understand what drives people to give 110%. Money is important, but the important things money can’t always buy.”
Sabri Cakdi, senior director of product development, Holland LP
“Work-life balance, support for social causes and transparent work culture may be as important as the new generation's attractive retirement and compensation package. Human resources departments must carefully analyze exit interviews and alternative industry offerings.”
Alex Clark, director of human resources, Loram Maintenance of Way Inc.
“Rethink the value proposition and rebrand the “What’s in it for me?” to candidates. Railroad companies need to understand the interests of the next generation and appreciate that the traditional approaches to the employee experience and total rewards model are not universally appealing.”
Ismael Cuevas, manager of government affairs–state and local legislative relations, Amtrak
“As a person who used to work at a high school, has been elected to a local school board and continues to be invited to speak to students, I believe we need to begin in our country’s school systems. We need to improve the working conditions of everyday people who work in the shops and on the routes of our nation’s railroads to make it an attractive career for the current generation of young people.”
Cassie Dull, chief commercial officer, Gulf & Atlantic Railways
“We need to invest more in training for new employees from outside the industry. I'm specifically talking about non-operations roles. When non-railroad candidates are hired, they're typically given just a month — or less — of training before going into their jobs full-time. This is a very niche industry, so you can't expect someone to pick it up and start rolling — it's too complicated and nuanced. It can take a few years to learn enough to feel like you're making a contribution, which is what makes most people happy with their jobs and gets them to stay. Companies are in a huge rush to fill seats and don't invest enough time in the beginning to set up new employees for success later on.”
Desirae Faber, senior engineering manager, Modern Railway Systems
“When I first started attending recruiting events, we'd talk about looking for the ‘footballers’ who grew up on a farm because they'd know how to be a good team member and work hard. Maybe the logic isn't flawed, but it is extremely limited. A diverse work force brings diverse ideas and can lead to better growth than merely trying to recruit the same kind of person. In order to recruit and retain the next generation of railroaders, we need to work to make our workplaces safe for different types of people to work together.”
Sean Fahey, deputy director of operations, planning and analysis, MTA Metro-North Railroad
“The next generation puts a higher value on work-life balance. During the pandemic, we saw a similar trend with the rest of the workforce. Our industry historically has addressed lower staffing levels by leveraging overtime. As priorities shift, extensive overtime becomes less appealing. To meet this change, we need to increase efficiency and staffing levels.”
Keith Fitzhugh, vice president operations, south region, R.J. Corman Railroad Group
“• Make the railroad industry look appealing and attractive by having competitive wages and salaries, but complement that with quality-of-life scheduling;
• Social media outreach with ads and commercials;
• If the next generation employee is trying to understand their career path, reflect and display what a natural progression looks like if you start in a specific role;
• Don’t allow them to feel like a number but as an asset to the company; and
• Provide a mentor.”
Ryan Hill, chief engineer of design and construction, Conrail
“The railroads need to emphasize the rewarding career the industry can provide. I have enjoyed the ability to take on more responsibility and the accomplishments that have come from hard work. There will always be a place on the railroad for people who want to work hard and provide a good living for their families.”
Cami Hoffman, advanced analytics manager, TTX Co.
“Continue to embrace technology and innovation. By showcasing how technology is transforming the rail industry and creating exciting career opportunities, I believe the rail industry can effectively recruit and retain the next generation of railroaders and ensure a talented and motivated workforce for years to come.”
Catherine Kersting, operations manager, New York New Jersey Rail LLC
“I see this as a great problem in all sections of industry post-COVID. The rail industry needs to recruit with greater bandwidth and perhaps even pool their resources. [Create] special programs to grab the attention of high school students, [as well as] enhance opportunities for U.S. military veterans to segue from service to railroad.”
Max Lafferty, vice president of rail testing, Herzog Services Inc.
“We need to continue to find the best ways at hiring for behavioral skills and training for job skills. Technical skills will get your foot in the door, but behavioral skills are what turn the subject matter expert into a life-long learner with the ability to adapt to unpredictable events.
“The challenge we have is: What tools and opportunities are we providing our next generation of railroaders to have the right mindset and skill set? After a few years in, we lose key members of our team because of a bad experience or two with a supervisor or realizing the strategic alignment of the organization is off based on actions and decisions made. We should be asking ourselves; Did we promote, practice or permit something that was not aligned with our beliefs and behaviors? There are no bad teams, only bad leaders.”
Matthew Long, assistant superintendent operations, Canadian Pacific Kansas City
“The rail industry has changed my life and has given me an opportunity to lead people. I have met lifelong friends and mentors and I am fortunate to have found myself in a career that pours into me as much as I pour into it. Sharing stories and experiences as well as knowledge from our diverse backgrounds will allow individuals to learn and grow within. We should continue to recruit and share the cross-functional opportunities that are available, as [railroading] truly is a rewarding industry.”
Geetika Mahajan, senior manager of customer product and strategy, CN
“To effectively attract and retain the next generation of railroaders, the rail industry should focus on two key strategies. First, it should showcase its advancements in adopting digital technologies such as automation, data analytics and IoT. This will appeal to the tech-savvy individuals who are seeking innovative and cutting-edge industries to work in.
“Second, emphasizing the rail industry's vital role in the global economy, sustainability and global connectivity will help attract individuals who are passionate about making a meaningful impact on the world.”
Michael McConagle, vice president of government affairs and operations, NRC and REMSA
“The rail industry could do a better job of explaining to the next generation, either via social media or some other avenue, exactly what the industry does and just how important it is to the economy, whether you’re looking at GDP or other economic indicators. Railroad jobs all across the United States provide good compensation, valuable training and the opportunity to be a pivotal part of the economic vitality of the U.S. domestically and worldwide.”
Emma Moser, director of safety and reporting, Genesee & Wyoming Railroad Services Inc.
“We need to continue to leverage technology to bridge the gap between the next generation and the industry. The generation entering the workforce now has different expectations from their employer regarding communication, technology and work-life balance. The railroad has always been the backbone of America, and while there are countless benefits to a long railroad career, most new employees don’t expect to retire from their first job.
“We can use technology to simplify and streamline our processes to reduce the learning curve, enhance internal and external communication and embrace these changes to continue to make us safer and more efficient. Who wouldn’t want to be a part of that?”
Dustin Ralls, manager of product development, Canadian Pacific Kansas City
“Most likely, a mix of online advertising through websites like Indeed, Glassdoor and LinkedIn, as well as visiting colleges, high schools and local career fairs. Advertising highly competitive salaries and benefits certainly catches the eyes of potential job seekers. From a retention perspective, I think continuing to provide a competitive salary is important, especially given current inflation trends. I also believe providing the potential for career growth tends to keep individuals more interested in the long run.”
Manuel Salazar, chief mechanical officer-East/South, CN
“The world is changing, we must adjust as an industry. We see some of this with remote work if the position allows. Most positions in this industry do not, but we have potential alternatives with work schedules, time off, etc. Work-life balance has become more important to the next generation.
“Along with this is talent development. Ensuring we prioritize developing talent at all levels in the organization [is important]. We will be better at retaining talent in this industry when our talent feels they are truly valued as human beings and not merely as an asset, demonstrating to them that we genuinely care about their development.”
Tim Thompson Jr., principal engineer, Union Pacific Railroad
“By prioritizing diversity and inclusion and employee development. Future railroaders are more likely to be attracted to organizations that prioritize diversity, equity and inclusion. We can build a welcoming and inclusive culture that values and supports workers from all backgrounds.
“Providing opportunities for employees to learn and develop new skills is critical for retention. Offering training programs, mentoring and leadership development can help employees to grow and advance their careers within the rail industry.”
Ryan Vickers, controller, global aftermarket, Progress Rail
“Many early-career job seekers tend to view the rail industry as borderline archaic while they seek out careers with what are perceived to be higher-technology companies. Publicizing the innovation advancements occurring in the rail industry — from energy management software utilizing machine learning to one day perhaps automatic train operation — will show job seekers that the rail industry is evolving and utilizing technology much more than they think.”
Antoinette Walker, principal program and training coordinator, Port Authority Trans-Hudson Corp.
“By being open to the new and innovative ideas they have to offer. There has to be a good balance of tradition and advancement. It is important for the next generation to learn history and railroad fundamentals, but also have the support and resources to make the industry more innovative, efficient and technologically advanced, while also improving the customer experience. Increased education, connectivity, technology and collaboration also would help seed and maintain the interest of the next generation.”
Jennifer White, president, Aberdeen Carolina & Western Railway
“As an industry we must realize that the industry is not how it was 30 years ago. With the next generation of railroaders, we [should] try to emphasize all the new technology that has evolved in our industry and the opportunities it brings; realize that work-life balance priorities have shifted; keep a strong company culture; and continuously understand the next generation and what drives them."
