Business and Human Resources Management
Developments and trends
Facing the demands of sustainable mobility and corporate social responsibility, the challenge of public transport companies is to provide high-quality integrated services to citizens, while balancing and conciliating environmental, social and economic aspects.
This implies a fundamental overhaul of the mission of public transport companies, who have to move from a production activity to a service industry, and a change of the corporate culture. In this context the key of management is to define and implement a corporate strategy that responds to the needs of the customers, improves efficiency including financial efficiency at a moment where the financing of the activity may present some difficulties, conciliating the interests of employees, stakeholders, shareholders and partners.
The mission of the staff and in particular the mission of those who are in contact with customers must be adapted. The objective is to turn public transport companies into a customer oriented organisation and an attractive employer, to strengthen the image of the sector and to reinforce staff motivation and loyalty. This implies to make staff sensitive to the evolution of the environment, to training, and to encourage employees to play their role in the service relationship.
See the UITP Commission on Business and Human Resources Management
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Latest publication :
Observatory of employment in public transport, Report 1, April 2011 |
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UITP COMMISSION ON BUSINESS AND HUMAN RESOURCES MANAGEMENT
Missions and issues List of members Working groups Information for members
Introduction
The Commission on Business and Human Resources Management has been created end 2009 and is the result of the merger of the Commission on Human Resources and the Commission on Corporate Management.
The current Chairwoman is Sylviane Delmas, RATP, Paris, France
CONTACT: Cécile Sadoux
Missions and issues
Mission
The aim of the Commission is to create a platform for exchange, discussions and benchmarking, to move reflection forward, to suggest recommendations and to present good practices aimed at developing efficient management, corporate social involvement, customer orientation and excellence in human resources management.
Issues
Strategic business policy and management methods:
- Strategic planning
- Integrated management methods (i.e. risk management and internal control)
- Project management
- Change management
- Management by values
Customer oriented services:
- Definition of the quality level of the provision of services and of the service relation between staff and customers according to the customers expectations and partnership with the authorities
- Continuous improvement of services and processes with management by quality (measurement and benchmarking, and standardisation)
- Diversification of services portfolio according to segmentation
Organisation:
- Structure and allocation of responsibilities and competences
- Relevance and follow-up of sub-contracting
- Role and mission of the quality and marketing team
Innovative human resources practices to attract talented people, motivate and develop staff loyalty:
- Management by objectives with clear setting of targets for the staff (internal global communication) and relation and communication between managers and operational staff
- Introduction of a customer-oriented behaviour among the staff and support to encourage the personnel with appropriate tools: trainings, reporting, incentives, etc
- Analysis of technical aspects of stress among drivers and other employees in contact with passengers including professional illnesses, staff aggressions and absenteeism
- Generating pride in the jobs, recognising good performance and developing a sense of belonging as success factor of motivation and engagement
- Improvement of the image of public transport as an employer and reinforcement of the value of the jobs in the sector
List of members
See the list of members
Working groups
- Observatory of Employment
The UITP strategy sets the ambition of doubling the public transport market share worldwide by 2025.
In most developed countries, the public transport sector will be, if not yet, affected like other sectors by the brutal and rapid ageing of the population coupled with the decrease of fecundity and the acute need of qualified workforce.
The scope of UITP is international. Up till now, the public transport sector does not have accurate figures on the numbers of persons working in public transport or measures of the progress in the sector.
The objectives is to develop a tool, demonstrate that public transport empowers economy, is an important source of sustainable, green, local job and to enable comparison with other economic sectors.
The observatory will produce facts and figures that will be compared and the results will be presented every two years during UITP World Congress.
The first results will be presented at the 59th World Congress and Exhibition in Dubai in 2011.
The figures will be shared with international organisations (ILO, OECD…) that will have the possibility to include those developments in their work.
Supply industry asked to be included in the project and in the figures.
- HR, the company’s greatest assets! Innovative policies and practices
- Regulatory framework and contractual provisions – Market competition - impact of new regulation PSR
Information for members
The Terms of Reference of UITP Divisions and Commissions are only available to UITP members. Please enter your login and password here and click on the section ‘Working bodies’ in the menu.
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