I ask this question in all seriousness. If we acknowledge that layoffs are just part of our norm now, how do we heal and move forward? I am certainly not minimizing what everyone has felt and has been through the last few years. While we cannot change decisions above us, I believe that each of us has a voice to be the change. Again, I’d like to hear what others think?
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It seems they know how to run a railroad. It’s running.
To see Lance and Jim get walked off of the property in the same manner that others were walked off. That would be memorable day.
Weed, h–kers and all the whiskey a heritage fleet car can hold. Oh yeah a steak to fill my belly when I need nourishment.
Well for starters, you can fire Lance Fritz and Jim Vena. Hell, let's bring them up on charges for ethics violations. Oh f— it, let's do that with the entire executive team. I say that with all seriousness. That's just for starters. If that ever happened, then I'd suggest electing someone to the CEO spot who has at least 20 yrs experience on the ground. Then I would see if they have the common knowledge of each department and how it runs. I would also recommend they exercise common sense. That's one that I haven't really seen out of any manager. They can't be a paper pusher either. They have to have working hands that have the texture of 60 grit sandpaper on a good day. I would also like to see them get out of their office and join their employees in their work every chance they have. So here's my answer to your question. If they can do at least one of those things, then I'd be not only feel good about working there but I'd actually brag about the company like I used to do.
Get rid of all the doofuses at top and run a railroad not a shareholder ATM !!!
I quit.
Some people have been working there long enough that they have too much invested in Railroad Retirement and are now kind of stuck.
I know people with up to ten years time who are quitting.
All of their actions are showing us that they have no value for us as workers.
If you want to find a way to be okay with being mistreated, it’s your prerogative.
I quit.
OP: Short of a complete restructuring of the senior leadership, significant pay increases for all positions, and a full-on modernization of the UP culture (which is still basically 19th century), there is almost nothing that you can do to make people "happier" to work there.
More money can allow someone to tolerate the hemorrhoids, but, be realistic when trying to teach/force craftsmen to fax/email/etc., example: can I badmouth you for not knowing how to set injector/cam timing/etc.? I really think you would struggle with it.......just sayin.
No one will ever feel good about working at a job that you have no sense of stability. This was and is the reason many decided to come to work for the railroad. Yes I know any job can be unstable, but some are more so than others. This may surprise people,but even the most dedicated employee has a life outside the company. Parents get older , spouses and children have medical issues and other life events.Then you add on top of that you have no ideal whether your going to have a job and health insurance from one day to the next.I am actually surprised that there hasn’t been more accidents than there has with such a chaotic atmosphere many are working under. Then again time will show whether this plays out or not! Union Pacific is still fairly early in the PSR scheme,so we shall see how it all ends! JMO
The original post is probably a joke, but just in case it isn't, here are a few suggestions, which apply mostly to field managers:
1) Set days off (when you're not subject to being called in), set work hours, and designated days when you are on call. The single biggest problem at UP is the complete lack of any tangible work/life balance.
2) Make the pay commensurate with the time spent on the job and the level of responsibility. A manager making $100k/year is actually getting about $11/hour when the 24/7/365 schedule (including holidays) is factored in. Since there's virtually no down-time, UP can (and should) pony up a little more for compensation.
3) Do something (anything) about the outdated and archaic technologies that the railroad is using, and develop a workforce that can use new/current technologies. I managed people with over twenty years of service who couldn't attach a file to an email. Really.