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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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    <item>
      <title>Workforce Development in Digital Transportation and Infrastructure Technologies for State DOTs</title>
      <link>https://trid.trb.org/View/2712186</link>
      <description><![CDATA[State departments of transportation (DOTs) are undergoing rapid transformation as digital technologies—such as data analytics, sensor networks, connected and automated systems, artificial intelligence, and digital asset management—become integral to transportation systems. While these tools are reshaping how agencies plan, design, and operate infrastructure, they require new technical and interdisciplinary skill sets beyond traditional engineering roles.

Many state DOTs face challenges in keeping pace due to workforce constraints, including skill gaps, an aging workforce, and difficulties recruiting and retaining talent with digital expertise. Legacy workforce structures and limited training capacity further hinder agencies’ ability to adapt, creating a gap between technological advancement and workforce capability.  

The objective of this research is to develop a framework and practical tools to help state DOTs plan, implement, and sustain workforce development strategies aligned with digital transformation. The research will assess workforce capacity and skill gaps and develop guidance to support recruitment, reskilling, retention, and long-term workforce readiness.]]></description>
      <pubDate>Tue, 09 Jun 2026 16:10:37 GMT</pubDate>
      <guid>https://trid.trb.org/View/2712186</guid>
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    <item>
      <title>Investigating the Influence of Alternative Survey Participant Recruitment Strategies on Measurement and Inference of Mobility Patterns</title>
      <link>https://trid.trb.org/View/2683206</link>
      <description><![CDATA[There are growing concerns about the representativeness of survey data in an era of rapidly emerging and evolving technology, low response rates, and increasingly diverse and heterogeneous populations. Because of the complexities and costs associated with conducting surveys using traditional mail and phone methods, researchers and practitioners are adopting new methods to sample respondents. This paper aims to provide a comprehensive assessment of the representativeness of the samples obtained from three survey sampling strategies utilized in the nationwide COVID Future Panel Survey: convenience sampling, email sampling, and online panel sampling. The three subsamples were statistically different from each other for all socio-economic and demographic variables except race, ethnicity, household size, and gender. However, these differences were ameliorated with the application of weights and the three subsamples converged to census distributions on many variables except educational attainment. Weighting was also able to reduce the differences between the subsamples for a variety of mobility variables except transit use frequency. Modeling the influence of survey sample recruitment strategy on measures of mobility shows that it is significant even after controlling for socio-economic and demographic variables in the model specification. It is likely that the survey sample recruitment strategy variable is accounting for unobserved traits such as attitudes and lifestyle preferences. It is, therefore, recommended to include attitudinal and lifestyle preference questions in transportation surveys so that these traits can be explicitly included in travel model specifications to enhance explanatory power and reduce bias.]]></description>
      <pubDate>Tue, 19 May 2026 15:12:30 GMT</pubDate>
      <guid>https://trid.trb.org/View/2683206</guid>
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    <item>
      <title>Preparing the Transportation Workforce for Emerging Technologies: A Guide</title>
      <link>https://trid.trb.org/View/2701279</link>
      <description><![CDATA[This report presents strategies with tailored resources to support efforts by transportation agencies to recruit, develop, and retain staff capable of deploying new transportation technologies. The guide was developed on the basis of an extensive review of industry workforce needs and challenges found in the literature, in stakeholder engagement, and practitioner workshops. This guide will be valuable to transportation agency staff and leadership seeking to build internal capacity to adopt and leverage the benefits of emerging transportation technologies.]]></description>
      <pubDate>Sat, 16 May 2026 12:15:37 GMT</pubDate>
      <guid>https://trid.trb.org/View/2701279</guid>
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    <item>
      <title>Preparing the Transportation Workforce for Emerging Technologies: Developing a Guide</title>
      <link>https://trid.trb.org/View/2701280</link>
      <description><![CDATA[In response to transformations in technology, the transportation workforce is rapidly evolving to continue to maintain and operate transportation infrastructure. The purpose of NCHRP 20-102(20) is to develop a comprehensive, practical guide for transportation agency recruitment, hiring, development, and retention of a workforce proficient in planning, designing, operating, and maintaining the next generation of transportation systems. Findings and insights gathered from the literature review and stakeholder outreach (i.e., surveys, interviews, and webinar polling) informed the content and organization of the guide, published as NCHRP Research Report 1174: Preparing the Transportation Workforce for Emerging Technologies: A Guide. The guide is structured around three themes: institutional agility, staffing adaptability, and workforce pipeline. Each of these chapters provides short-term and long-term strategies for workforce development with varying levels of implementation effort. This Conduct of Research Report for NCHRP 20-102(20) consolidates the findings of all research performed on the project.]]></description>
      <pubDate>Sat, 16 May 2026 12:15:36 GMT</pubDate>
      <guid>https://trid.trb.org/View/2701280</guid>
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    <item>
      <title>How to Deal with the Worker Shortage and Evolving Skill Requirements of the Public Transport Sector: Public Transport and Shared Mobility EGUM Subgroup Topic 4B</title>
      <link>https://trid.trb.org/View/2688634</link>
      <description><![CDATA[Public transport is facing an unprecedented crisis of labour and skills shortage. The pressing challenges of the evolution of the labour market need to be addressed. Ageing workforces, competition from other industries, the COVID-19 pandemic, and the perception of low wages and benefits are all contributing to the shortage. This shortage is leading to greater pressure and stress on the current workforce creating a vicious cycle leading to more retirements and the challenge of retention. The recommendations of this report highlight that motivated, well-trained and rewarded staff represent essential elements for the delivery of a high-quality public transport service able to attract and retain users as well as make it accessible for all. Sections include: Overview of the worker shortage and evolving skill requirements in the EU; Recommendations for addressing the worker shortage: training, improving working conditions, and diversifying the workforce; and Recommendations for addressing evolving skill requirements: upskilling and reskilling workers to meet the EU's goals for transport inclusiveness and accessibility. The appendix includes case studies.]]></description>
      <pubDate>Mon, 27 Apr 2026 14:55:48 GMT</pubDate>
      <guid>https://trid.trb.org/View/2688634</guid>
    </item>
    <item>
      <title>Young People and Transport Jobs: Making Transport Careers More Attractive: Brussels, 15 October 2025: Conference Report</title>
      <link>https://trid.trb.org/View/2657019</link>
      <description><![CDATA[On 15 October 2025, the European Commission’s Directorate-General for Mobility and Transport (DG MOVE) hosted the conference ‘Young people and transport jobs: making transport careers more attractive’ in Brussels. The event brought together 67 young people and 16 sector representatives from all modes of transport to explore career prospects and expectations for working in the sector, as well as successful practices to attract, support, and retain young talent in the evolving transport sector. Through plenary and interactive sessions covering six transport modes/areas – road, urban public transport, rail, maritime/ports, inland waterways, and air – participants identified challenges related to working in the transport sector. They also shared good practices from the industry and discussed potential new solutions. Examples included partnering with educational and vocational institutions to innovate in training pathways, improving social and traditional media outreach, and promoting safety, security and working conditions. Participants agreed that the goal was to raise public awareness of the sector’s crucial role for society and its evolving, future-ready nature. The conference concluded with a dialogue between young people and DG MOVE, exploring ideas on how to make transport careers more attractive and inclusive for young people.]]></description>
      <pubDate>Wed, 15 Apr 2026 11:32:01 GMT</pubDate>
      <guid>https://trid.trb.org/View/2657019</guid>
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    <item>
      <title>Mixed Methods Case Study of Bus Operator Work Preferences at the Chicago Transit Authority</title>
      <link>https://trid.trb.org/View/2684225</link>
      <description><![CDATA[Transit agencies in the U.S. have faced significant challenges in recruiting and retaining bus operators, both before and after the COVID-19 pandemic. Bus driving often involves working long hours and performing physically demanding tasks involved with operating a large commercial vehicle, while constantly interacting with the public. The physically and mentally demanding nature of the job, coupled with increased personal safety concerns, further exacerbates retention issues. Additionally, a restrictive working environment and a lack of scheduling flexibility, coupled with competitive opportunities in ride-hailing and delivery services, contribute to high turnover rates. Existing research has not sufficiently addressed the role of work scheduling in affecting bus operators’ quality of life and retention rates. In this study, we conducted focus group studies with 213 Chicago Transit Authority bus drivers and analyzed their stated preferences about work schedule characteristics, combining this analysis with revealed preference data on duty selection to gain comprehensive insights into shift desirability. Overall, drivers’ top priorities include getting enough pay hours, reducing the incidence of split shifts, having sufficient recovery time built into the schedule, avoiding relief points outside of garages, and getting weekends off. Relief points, often called reliefs, are the points where operators start or end their shifts. These findings are translated into a series of scheduling recommendations to improve bus operators’ quality of life. Specifically, the recommendations focus on increasing the use of 4-day work weeks and rostering to allow for greater consistency, more days off, and longer duties for operators.]]></description>
      <pubDate>Thu, 26 Mar 2026 13:38:05 GMT</pubDate>
      <guid>https://trid.trb.org/View/2684225</guid>
    </item>
    <item>
      <title>Recruiting Minnesota's Next Generation of Public Works Engineers</title>
      <link>https://trid.trb.org/View/2676874</link>
      <description><![CDATA[Local transportation agencies in Minnesota continue to face the challenge of hiring and retaining workers. Over the past two decades, the Minnesota Local Road Research Board (LRRB) has funded projects and developed a series of resources that promote the different types of career opportunities local agencies offer. These past efforts have been focused on entry-level engineers and technicians. Most recently, the LRRB audience voiced a priority to find candidates to fill rural county engineer positions. A career path to become a public works engineer may not be known to civil engineering students; thus, contributing to the shortage. Additionally, the county engineer position requires being registered as a Professional Engineer (PE). In Minnesota this requires four years of work experience and passing an exam.]]></description>
      <pubDate>Fri, 13 Mar 2026 08:45:50 GMT</pubDate>
      <guid>https://trid.trb.org/View/2676874</guid>
    </item>
    <item>
      <title>Investing in Engineering Talent</title>
      <link>https://trid.trb.org/View/2673047</link>
      <description><![CDATA[This research effort accomplished the objectives of this study by conducting a review of the  transportation and engineering workforce literature, survey analysis of hiring, retention, and attitudinal data (for both current employees and graduating college seniors), evaluation of knowledge management, and transfer of knowledge practices. Based on an analysis of the recruitment and talent management practices and approaches to the transfer of institutional knowledge at the Wisconsin Department of Transportation (WisDOT), vulnerabilities have been identified, and recommendations proposed for creating effective workforce management and transfer and retention of knowledge strategies. Using survey results, focus groups, and analysis of industry best practices, recommendations have been developed to support informed decision-making to create (i) a strategic talent management strategy that addresses WisDOT’s current workforce attraction and retention challenges and positions them as an attractive employer of choice for a multigenerational engineering and technically skilled workforce, and (ii) a sustainable plan for an effective transfer of specialized institutional knowledge for engineering and technical positions related to bridge improvement and maintenance programs.]]></description>
      <pubDate>Tue, 03 Mar 2026 17:12:21 GMT</pubDate>
      <guid>https://trid.trb.org/View/2673047</guid>
    </item>
    <item>
      <title>Survey: Causes of Transit Operator Shortages</title>
      <link>https://trid.trb.org/View/2668490</link>
      <description><![CDATA[Transit agencies across the State of California struggle with the recruitment and retention of a sufficient transit operator workforce. This shortage is intensified by current and anticipated retirements among the transit operator workforce, as well as state laws and policy initiatives that require a well-trained and compliant transit operator workforce. The shortage has made it difficult for agencies to implement improvements in the quality and frequency of service, and in some cases has even led to the impromptu cancellation of existing service. The shortage of transit operators is most severe for bus transit operations and affects agencies in rural and urban areas across California. Researchers composed a literature review, distributed a survey, and conducted a focus group to understand the workforce and socioeconomic issues driving the shortage.]]></description>
      <pubDate>Mon, 23 Feb 2026 11:19:43 GMT</pubDate>
      <guid>https://trid.trb.org/View/2668490</guid>
    </item>
    <item>
      <title>Total Rewards for Airport Sponsor Employees</title>
      <link>https://trid.trb.org/View/2672717</link>
      <description><![CDATA[This report presents the state of practice regarding airport total rewards programs that help recruit and retain individuals who are essential to keeping an airport running, with a focus on frontline and supervisory staff. This synthesis includes information on challenges and opportunities that airports have found when developing or revising total rewards, and information on ways airports recruit and retain frontline and supervisory employees using total rewards. Total rewards include health benefits, well-being programs, learning and development, and recognition programs, as well as compensation. Under ACRP Project 11-03/Topic S06-09, “Total Rewards for Airport Sponsor Employees,” Embry-Riddle Aeronautical University was asked to synthesize information to describe total rewards that airport sponsors use to attract and retain frontline and supervisory employees. Information used in this study was obtained through a literature review, a survey of airports, and interviews to develop case examples. Chapter 4 provides six case examples that highlight total rewards programs from airports with different governance structures, including airports governed by a port authority, airport authority, city, and county.]]></description>
      <pubDate>Sun, 22 Feb 2026 14:57:19 GMT</pubDate>
      <guid>https://trid.trb.org/View/2672717</guid>
    </item>
    <item>
      <title>Air Traffic Control Workforce: FAA Should Establish Goals and Better Assess Its Hiring Processes</title>
      <link>https://trid.trb.org/View/2642324</link>
      <description><![CDATA[The Federal Aviation Administration (FAA), within the Department of Transportation, manages over 80,000 flights daily. FAA air traffic controllers perform this essential job that requires highly specialized skills and training. Over the last 10 years, FAA has faced staffing shortages at critical facilities. The Government Accountability Office (GAO) was asked to review FAA’s processes for hiring air traffic controllers. This report (1) describes the size and composition of the air traffic control workforce and changes since fiscal year 2015; (2) describes the processes FAA uses to recruit, hire, and train new controllers; (3) examines the steps FAA has taken to address challenges associated with recruiting, hiring, and training controllers; and (4) evaluates how FAA has assessed its efforts to hire air traffic controllers. To address these objectives, GAO used FAA data to develop a dataset covering individuals from application through certification and used the data to analyze attrition in the controller hiring process. GAO also reviewed FAA documentation; visited the FAA training academy in Oklahoma City and air traffic control facilities near Chicago; Seattle; and Washington, D.C.; interviewed FAA officials and aviation industry stakeholders; and compared FAA’s efforts to assess its hiring processes with leading practices for evidence-based decision-making. GAO is making three recommendations, including that FAA (1) establish and document measurable goals for its processes to recruit, hire, and train controllers; and (2) analyze the information it collects to inform decisions about improving those processes. FAA agreed with the recommendations.]]></description>
      <pubDate>Mon, 22 Dec 2025 09:52:49 GMT</pubDate>
      <guid>https://trid.trb.org/View/2642324</guid>
    </item>
    <item>
      <title>Broadening Workforce Participation in Transportation: Challenges and Strategies</title>
      <link>https://trid.trb.org/View/2627320</link>
      <description><![CDATA[This Broadening workforce participation in the transportation industry is incredibly challenging. State of practice research highlights the reasons why this lack of participation in the workforce occurs. Fortunately, there are also identified strategies for alleviating the workforce challenges. This report highlights measures that transportation organizations can take to combat some of the workforce challenges they are facing. When organizations are willing to have candid conversations and invest in meaningful policies, this can accelerate a shift in the trust and culture within an industry, making that industry more attractive to the talent pool that exists. Beyond the extensive literature review, this report describes the findings from an industry survey. The survey was distributed for a three-month data collection period, which concluded in July 2024, resulting in 996 usable survey responses. Additionally, the research team interviewed 15 transportation professionals in 2024 to gain deeper insights into the challenges and solutions to the workforce participation in the transportation industry.]]></description>
      <pubDate>Thu, 11 Dec 2025 09:44:50 GMT</pubDate>
      <guid>https://trid.trb.org/View/2627320</guid>
    </item>
    <item>
      <title>Predictive Validity of Psychometric Assessments in Ab initio Pilot Selection: A Case Study</title>
      <link>https://trid.trb.org/View/2572867</link>
      <description><![CDATA[The aim of this study was to examine the predictive validity of the Mollymawk psychometrics test battery used in the selection process for ab initio pilot candidates in an airline. A total of 123 candidates participated in this study. As the criteria for training success, two parameters were used: average ATPL scores and additional required effort by the airline during training for line operation. While ATPL scores correlated with results in Mathematics and Science the amount of additionally required training events correlated with the majority of test parameters from Spatial Orientation and Working Memory. Time Sharing test results correlated with both criteria. The overall results confirmed that utilizing the psychometric assessment in ab initio pilot selection contributed to flight training success.]]></description>
      <pubDate>Mon, 08 Dec 2025 15:19:03 GMT</pubDate>
      <guid>https://trid.trb.org/View/2572867</guid>
    </item>
    <item>
      <title>Simulator-based, Machine Learning-modelled, Psychophysiological Measurement-augmented, Pilot Screening in the Republic of Singapore Air Force</title>
      <link>https://trid.trb.org/View/2572722</link>
      <description><![CDATA[The project uses a simulator-based screening approach aimed at screening for pilot potential in the Republic of Singapore Air Force (RSAF). Against the backdrop of a shrinking talent pool and lean resources, the simulator-based pilot screening (SBPS) aims to leverage simulators, data science and other emerging technology to enhance effectiveness and optimize efficiency for pilot screening in the RSAF. SBPS uses simulator-based screeners to assess candidates over ten days, through four standardized simulated training/mission sorties. Primary assessments include standardized task performance and behavior-based observations by RSAF Qualified Flying Instructors (QFIs) and Aviation Psychologists (AvPsychs), as well as objective mission and task performance parameters measured by the simulator. Psychophysiological measures (PPMs), eye trackers, electroencephalograms (EEG), electrocardiograms (ECG), video-based emotion coding, as well as simulator data were explored as means to augment task and behavior-based assessments.]]></description>
      <pubDate>Mon, 08 Dec 2025 15:19:03 GMT</pubDate>
      <guid>https://trid.trb.org/View/2572722</guid>
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