CHARLESTON, W.Va. — It is currently not uncommon for small businesses to be short of workers to cover basic functions. This is true in the tourist rail industry, which was drastically affected by the pandemic, where some railroads are struggling to fill jobs as their season approaches.
According to the U.S. Travel Association, leisure and hospitality jobs still account for more than one-third of all jobs lost and not yet recovered. The sector’s unemployment rate is above 6%, considerably higher than the nation’s 3.9%. The rise in jobs for travel season will improve employment in the months ahead, but tourist railroads need a career-oriented workforce, as well as more workers.
Roger Fuehring, president of the Railroad Passenger Car Alliance, says the industry is dealing with a change in workforce behavior.
“We need to create buzz and interest as we compete with the shiny objects of this generation,” Fuehring says, noting the appeal of the internet, technology, and remote jobs to the workforce’s youngest members.
“We have a lot more challenges with our industry being more hands-on, with several needs that require physical and sometimes, dirty work. Opportunities within this industry are endless if someone wants to put in the hard work and learn. In some cases, a lost trade could be saved.”
Tim Andrews, president of the Tennessee Valley Railroad Museum, says the Chattanooga railroad has been fortunate to maintain most of its workforce, with the exception of welders and fabricators, a competitive craft in high demand in other industries.
“A bigger issue is wage inflation rates, particularly in those with skills in welding and other ‘craft’ positions,” Andrews says. “The rapidly rising cost of health insurance is also worrisome, with at least some of that increase being fueled by coronavirus hospitalizations.”
Ray Kammer Jr., president of both the Cincinnati Railway Company and the Lebanon Mason Monroe Railroad, sees workforce challenges as a generational shift: “It seems that most younger, part-time seasonal staff have no desire to stay at one job for any length of time.”
Roy Wullich, an accountant and director of the Railroad Passenger Car Alliance, says finding volunteers is challenging even without economic issues.
“Many groups have always been bare bones,” he says, relying heavily on volunteer-based or minimum-wage based workers.
“[Tourist railroads] will now need to step up and possibly raise ticket prices to support higher wages needed to attract the employees they need — both on a hospitality side as well as mechanical shop forces and staff. Along with this, the public, in many cases, sets a higher expectation than in the past.”
“There is no ‘one size fits all’ to getting and retaining good employees,” Andrews says. “Competitive wages and benefits and a sense that work is driving ongoing improvements to the organization all help to keep employees interested and motivated,” he says, noting that non-profit groups may have an inherent advantage because of its mission values.
When asked what can be done to influence behavior and attempt to attract a new generation of preservationists, Fuehring’s advice is clear: “Live and work with enthusiasm for our craft. We have an amazing story that can be lived out in ways that only children dream about. We get to live it every day. Sell the dream. We need inspiration before the perspiration will follow.”
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