ising employees to stay? And what are the best ways to make certain that future leaders are ready to take on larger roles? “Building and retaining talent is one of the most
P
important responsibilities we have as transportation leaders,” said Bernando Brown, director of student transportation for DeKalb County School District in Stone Mountain, Georgia. “We spend a lot of time talking about recruitment, especially when it comes to school bus drivers and technicians, but recruitment is only the beginning.”
The school transportation industry is unique in that it
doesn’t often draw talent from other industries, making new talent especially valuable, said Igor Petrovic, director of transportation and fleet services for Adams 12 Five Star Schools in Thornton, Colorado. “Because the industry often promotes from within, it’s
important to recognize new staff members as potential future leaders and provide opportunities for their profes- sional growth from the beginning,” he added. He noted that programs designed to encourage em-
ployee involvement, mentorship, training and exposure to different areas of the organization can greatly benefit new talent. “These opportunities allow employees to gain practical
experience, develop new skills and better understand potential career paths within the industry,” he added.
Rewarding Workplace Maintaining a rewarding work environment at Cobb
County School District in Marietta, Georgia is seen as es- sential to building and retaining talent, said Mike Quick, the district’s senior executive director of transportation. His team hires approximately 20 drivers each month for a training program. Typically about 15 graduate and begin driving a school bus. “That ongoing effort helps us maintain staffing levels
throughout the school year,” he said. “Retaining expe- rienced drivers improves route consistency and helps control the costs associated with recruiting and training new employees.” Meanwhile, the benefits offered by Oregon’s Beaverton School District, including attractive health care, retire- ment plans and work schedules, play a major role in attracting and retaining talent. “Nineteen years ago, these benefits and the overall
quality of life in Beaverton were key reasons I chose to leave a higher-paying, private-sector position,” said Joel
34 School Transportation News • NOVEMBER 2026
eople come and people go. That’s routine in every workplace, the transportation industry included. But how can school districts and transportation companies get the most prom-
Feldhan, the district’s director of transportation. “Those same factors continue to help us retain high-performing staff and attract new members to our team.” Petrovic in Colorado affirmed the obvious key role of
pay and benefits in recruiting new staff, particularly as school systems compete with other industries for skilled drivers and mechanics “Many competing employers can offer higher wages,
sign-on bonuses, flexible schedules, or other benefits, such as avoiding split shifts,” he observed. “These factors can make it challenging to attract qualified candidates into the school transportation industry.” At the same time, compensation goes beyond the
basics of competing with other employers, said Dawnett Wright, director of transportation at Peninsula School District in Gig Harbor, Washington and NAPT’s Region 5 director. “People want to feel valued, and compensation should
reflect both the dedication required and the importance of the role,” she shared. “Drivers are responsible for safely transporting students every day while managing traffic, weather, schedules, student needs, communication with families and schools, and the many unexpected situa- tions that arise during a route. They hold an enormous responsibility, and their pay and benefits should recog- nize that.” When it comes to retaining staff, Wright said pay is not
the only or even always the primary reason people leave the profession. “Drivers need to feel supported,” she argued. “In my
experience, one of the most significant factors contrib- uting to the ongoing driver shortage is the dramatic increase in negative and challenging student behavior on school buses, combined with what can feel like a lack of consistent support from parents, schools and district leadership.” Quick noted that his district is fortunate to offer good
hourly pay and benefits to drivers, who also find that the daily schedule and annual work calendar can support a healthy work-life balance. “For employees with school-aged children, having a
work calendar that aligns with the school calendar is especially valuable,” he said. “Together, compensation, benefits and scheduling help make school transportation an appealing long-term career.” Petrovic takes a similar view. “Once employees join the district, pay and benefits are
only one part of the retention equation,” he said. “Long- term retention is also strongly influenced by workplace culture, opportunities for advancement, recognition, professional development, and an employee’s overall experience within the organization.”
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