Best Practices: How to Better Support Frontline Transit Workers, Prioritize their Mental Health and Build for a Better Future

Across the country, transit agencies are struggling to retain and support the very people who keep our systems running: frontline transit workers. Operators, station personnel, mechanics, technicians and other operations staff show up every day—rain, sleet, snow or heat. But in the wake of the COVID-19 pandemic, amid a wave of retirements and the introduction of new vehicle technology, many are reaching a breaking point. New hires and senior employees alike report feeling overwhelmed by staff shortages, demanding schedules and a lack of support from management. Transit agencies need to rethink their strategies, programs and policies to better support their frontline workers’ mental and physical health. 

The key to understanding how to better support frontline transit workers is to recognize and respond to the causes of attrition. Recent research from the American Public Transportation Association found that 96 percent of transit agencies reported a workforce shortage, 84 percent of which said the shortage affects their ability to provide service. The root causes of this attrition are clear: inflexible and demanding work schedules, feelings of isolation and loneliness in the field and a lack of tools, training and support to do the job safely. The good news is that agencies have powerful tools at their disposal to reverse these trends and build a healthier, happier and more resilient workforce.  

Adjust benefits and policies to provide more support for frontline workers  

The first step is to evaluate your agency’s existing policies and programs to identify where you can be more supportive of frontline workers. This might include: 

• Evaluating and improving offerings under your agency’s employee assistance program. 
• Identifying new programs and benefits like financial or family counseling services or implementing wellness programs. 
• Enforcing existing policies like passenger codes of conduct.  
• Revisiting schedules and work rules to be more flexible and fairer for new employees.  
• Implementing supportive programs and benefits for parents and caregivers.  

TriMet in Portland, Ore., for example, learned that nursing operators were struggling to meet pumping schedules and were leaving the workforce as a result. To avoid the high cost and time associated with hiring and training replacements, TriMet refurbished a van into a mobile lactation room. The van met nursing operators in the field and provided a safe and private space for them to pump. Since lactation tends to only last a few months, the program is a small cost compared to the value of retaining experienced staff. 

Provide support in the field and after incidents 

A survey targeting frontline transit workers found that 69 percent of frontline workers were either verbally or physically threatened or had witnessed someone else being verbally or physically threatened. Likewise, frontline workers are at risk of being involved in crashes, which could be particularly traumatizing if it results in serious injury or death. Field support is especially important in these incidents, and specialized teams that can respond during such incidents are extremely helpful for both incident management, but also to support the workers involved.  

Post-incident support is just as important. Agencies should ensure that affected employees have the time and resources they need to recover before returning to duty. This includes peer-led recovery programs, time off and mental health services. When employees see that others have successfully returned to work after traumatic events, they’re more likely to feel confident in their own recovery. 

Rebuild trust through collaboration  

Trust between management, unions and employees is the most critical component of a successful culture of safety and wellness. Frontline workers often feel isolated in their jobs. They are in the field and primarily performing their duties alone. Following the pandemic, many frontline workers felt even more disconnected from leadership as they were exposed to COVID, and their managers were safely working from home. There is work to be done to rebuild trust. As you consider changes to programs, policies and benefits, invite frontline workers to have a seat at the table. Collaboration upfront can help build buy-in from unions and workers to implement change. Make sure to keep the goal in sight: improving working conditions for frontline employees.  

Be an advocate for mental health and act proactively  

As a leader, you have the power to break down the stigma surrounding mental health. The Occupational Safety and Health Administration has developed a helpful checklist for managers seeking to build more supportive environments. Remember that a culture of safety—emotional and physical—starts at the top and permeates through every level of the organization. From CEOs down to the bus operator and station staff, everyone has a role to play in safety.  

Invest in people to build a stronger future 

Frontline workers need more than thanks. Supporting mental health, providing more incident support and creating policies that prioritize employees are essential steps to building a culture of safety. A healthier workforce today means safer, more reliable transit tomorrow.