Rail Management – Rail Labor: Difference between revisions
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< | <h1>Rail Management - Rail Labor IntelliConference</h1> | ||
Railroads and rail unions are filled with people dedicated to safety and organizational success. Their relations are often fraught with misunderstandings and missed opportunities. Creating a collaborative and trusting environment will leverage the strengths and contributions of all railroaders and is essential for the industry to grow and prosper. | |||
</ | <span style = color:#e0873d;><h3>Core Question:</h3></span> | ||
What aspects of the relationship between rail management and rail labor can be improved to boost productivity, safety, quality of working life, and service? | |||
<span style = color:#477F97;><big><u><i><b>Round One</b></i></u></br><b>Current Conditions</b></big></span> | |||
# What communication approaches to employees are counter-productive? | |||
# What working conditions for rail staff lead to diminished operating safety? | |||
# What management approaches to staff performance need improvement? | |||
# What working conditions for entry-level to mid-level management staff should be changed to improve the quality of professional and personal life? | |||
# What relations between the different rail labor unions can be improved for everyone’s benefit? | |||
<b> | <span style = color:#477F97;><big><u><i><b>Round Two</b></i></u></br><b>Charting a New Future</b></big></span> | ||
# What innovations in organizational communication and collaboration would advance better relations and productivity between management and staff? | |||
# What innovations in communication between rail management and rail labor leaders can be instituted to improve collaboration? | |||
# How can furloughing of employees through business cycles be minimized or eliminated while protecting financial performance? | |||
# What improvements in management training should be made to better prepare staff for respectful relations with employees? | |||
# What improvements in staff training should be made to prepare workers better to succeed in railroading? | |||
# What experiences would enable labor leaders to better understand working conditions of their rank-and-file members? | |||
# How can technology and automation be advanced in a way that includes consideration of employee work quality-of-life, performance, and security? | |||
# What operational changes could improve the working quality of life for train labor? | |||
# What accommodations can be made by rail labor to support rail industry growth, while gaining overall jobs, compensation, quality of life, and job security, especially in the fiercely competitive short-haul market? | |||
# What union work rules should be reconceived to improve overall rail operations and productivity, without sacrificing safety, quality of life, compensation, or jobs? | |||
# What improvements can be made in how rail staff performance is measured and acknowledged? | |||
# How should company success and compensation be linked and shared among labor, management, and shareholders to fairly recognize and incentivize contribution? | |||
What innovations in organizational communication and collaboration would advance better relations and productivity between management and staff? | |||
What innovations in communication between rail management and rail labor leaders can be instituted to improve collaboration? | |||
How can furloughing of employees through business cycles be minimized or eliminated while protecting financial performance? | |||
What improvements in management training should be made to better prepare staff for respectful relations with employees? | |||
What improvements in staff training should be made to prepare workers better to succeed in railroading? | |||
What experiences would enable labor leaders to better understand working conditions of their rank-and-file members? | |||
How can technology and automation be advanced in a way that includes consideration of employee work quality-of-life, performance, and security? | |||
What operational changes could improve the working quality of life for train labor? | |||
What accommodations can be made by rail labor to support rail industry growth, while gaining overall jobs, compensation, quality of life, and job security, especially in the fiercely competitive short-haul market? | |||
What union work rules should be reconceived to improve overall rail operations and productivity, without sacrificing safety, quality of life, compensation, or jobs? | |||
What improvements can be made in how rail staff performance is measured and acknowledged? | |||
How should company success and compensation be linked and shared among labor, management, and shareholders to fairly recognize and incentivize contribution? | |||
Latest revision as of 15:51, 13 September 2024
Rail Management - Rail Labor IntelliConference
Railroads and rail unions are filled with people dedicated to safety and organizational success. Their relations are often fraught with misunderstandings and missed opportunities. Creating a collaborative and trusting environment will leverage the strengths and contributions of all railroaders and is essential for the industry to grow and prosper.
Core Question:
What aspects of the relationship between rail management and rail labor can be improved to boost productivity, safety, quality of working life, and service?
Round One
Current Conditions
- What communication approaches to employees are counter-productive?
- What working conditions for rail staff lead to diminished operating safety?
- What management approaches to staff performance need improvement?
- What working conditions for entry-level to mid-level management staff should be changed to improve the quality of professional and personal life?
- What relations between the different rail labor unions can be improved for everyone’s benefit?
Round Two
Charting a New Future
- What innovations in organizational communication and collaboration would advance better relations and productivity between management and staff?
- What innovations in communication between rail management and rail labor leaders can be instituted to improve collaboration?
- How can furloughing of employees through business cycles be minimized or eliminated while protecting financial performance?
- What improvements in management training should be made to better prepare staff for respectful relations with employees?
- What improvements in staff training should be made to prepare workers better to succeed in railroading?
- What experiences would enable labor leaders to better understand working conditions of their rank-and-file members?
- How can technology and automation be advanced in a way that includes consideration of employee work quality-of-life, performance, and security?
- What operational changes could improve the working quality of life for train labor?
- What accommodations can be made by rail labor to support rail industry growth, while gaining overall jobs, compensation, quality of life, and job security, especially in the fiercely competitive short-haul market?
- What union work rules should be reconceived to improve overall rail operations and productivity, without sacrificing safety, quality of life, compensation, or jobs?
- What improvements can be made in how rail staff performance is measured and acknowledged?
- How should company success and compensation be linked and shared among labor, management, and shareholders to fairly recognize and incentivize contribution?
