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www.MassTransitmag.com/12316525
N 2015, THE NEWLY APPOINTED
president of the Chicago Transit Authority,
Dorval R. Carter Jr., assembled
his management staff to introduce himself
and present his vision for the organization.
Th at vision included three key
initiatives: a heightened emphasis on
safety, improved customer service and
enhancing workforce development.
As the director of training and professional
development, I found his focus
inspiring and I was enthused that the new
president not only understood the value
of workforce development, but also saw
it as key to our company’s success.
At CTA, we take pride in being a
legacy transit system with a wealth of
institutional knowledge and internal
talent. Moving 1.6 million customers
throughout Chicago and 35 surrounding
suburbs every weekday is no easy task,
and it wouldn’t happen without a knowledgeable,
skilled, professional workforce.
Although CTA has always provided
its employees with professional development
opportunities, President Carter’s
renewed focus on this critical element has
transformed the organization’s training
culture. As an extension of his vision,
CTA launched a learner engagement
initiative, where, each month, employees
are informed about a variety of learning
opportunities available to them.
In the past few years, CTA has focused
on off ering a variety of professional
learning opportunities. Th ese include
monthly professional development workshops
focused on relevant topics that foster
skill enhancement and off er practical
tools for development.
Also new to CTA is the President’s
Offi ce Rotational Program, which off ers
high-performing employees an opportunity
to work as a member of the president’s
team for six months, gaining exposure to
the organization’s executive leadership
team while working to advance key organizational
initiatives. We’ve also begun
Transit Talks, a platform created for
transit professionals to share knowledge,
network and explore topics impacting
the transit industry, and we are holding
professional development events focused
92 | Mass Transit | MassTransitmag.com | SEPTEMBER/OCTOBER 2017
on topics important to employees, such
as resume writing, professional branding
and access to professional organizations
that can increase employees’ resources in
the transit industry.
CTA is committed to providing targeted
programs that build internal talent and
address future succession planning needs.
CTA now partners with a local university
to off er a 10-month Leadership Development
Program for entry-level managers
who desire to advance their careers.
CTA has collaborated with 13 transportation
properties in the northeastern
U.S. and Canada to facilitate the
Leadership Exchange and Development
(LEAD) program which off ers a strategic,
cross-agency learning and leadership
development experience preparing senior
managers for future opportunities as the
next generation of executive leaders.
Other external learning opportunities
include participation in the American
Public Transportation Association’s
Emerging Leaders and leadership programs,
local leadership development initiatives,
participation in industry conferences,
and individualized courses based
on employees’ professional goals.
Th e CTA is committed to encouraging
and equipping employees to advance
their professional learning, as well as to
challenge them to share their institutional
knowledge through demonstrated
contributions to the organization and the
transit industry.
I
Chicago, Ill.
Geisha Ester
Director of
Training and
Professional
Development
Chicago Transit
Authority
A renewed focus
on professional
development has
transformed the
organization.