Employer support significantly increases employee adoption of alternative transportation commute options. While employers recognize their employees’ personal frustrations with traffic congestion, e.g., long commutes and stress, many do not recognize how traffic congestion affects their businesses. Consequently, few employers offer any type of assistance, other than free parking, to help their employees with their work commute.
Almost half of these executives (49%) believe these issues affect their employees. Source: “Telework!Va Employer Study,” 2004.
In Richmond, only 36% of the business executives interviewed for the “Telework!Va Employer Study” (2004) believed traffic congestion impacted their employee productivity. Similarly in Norfolk, downtown employers recognized problems of bridge and tunnel traffic congestion during peak travel times and downtown back-ups during inclement weather. But, many said that traffic congestion does not currently pose a serious problem for their business.
Some employers, in contrast, recognize the impact of traffic congestion on their business. Employee tardiness, employee retention and recruitment, productivity, low employee morale, delivery of goods/services, employee stress and customer accessibility are all negative impacts of traffic congestion and issues of concern to some employers.
For some employers, helping employees find ways to make their commute to work easier is simply not a priority. The 2004 “Telework!Va Employer Study” conducted among Richmond and Hampton Roads business executives suggests that the vast majority (86% in Richmond and 81% in Hampton Roads) have never had any type of formal assistance programs to help their employees with their work commute.
Other employers recognize the impact on their businesses and/or feel an obligation in regard to the quality of life experienced by their employees. Approximately 10-15% of the companies surveyed in Richmond and Hampton Roads have put in place programs that support, at least minimally, their employees with their work commute. These programs include flextime and a compressed work week, telework, transit subsidies, ride matching, preferential parking, vanpools, and so forth. Flextime and telecommuting programs appear to be the most popular.
Once the decision has been made to approach a company, TDM marketers often start by networking – perhaps with a CEO breakfast.
After initial networking meetings, they follow-up with direct mail pieces, phone calls and face-to-face meetings.
They often conduct in-depth company research to develop the right programs and approach for the prospective company.
TDM marketers try to offer a company a range of programs and initiatives so prospective companies can “select” what is right for their employees and their company.
The formal sales process ends when a company launches a TDM product or TDM portfolio of services. At this time, however, the second stage of what can become a long-term relationship starts. In this stage, TDM marketers provide ongoing support and consultation for the company as requested.
1994: “Employer-Based Transportation Programs – Focus Groups with
1998: “Chincoteague Visitor Transportation Needs Assessment Study”
1998: “Oyster Point Transportation Needs Assessment Study”
2000: “Virginia Beach Oceanfront Transportation Needs Assessment Study”
2000: “Lynnhaven / Oceana Transportation Needs Assessment Study”
2001: “Naval Station Norfolk Transportation Needs Assessment Study”
2001: “Oakland Industrial Park Transportation Needs Assessment Study”
2001: “Hampton Coliseum Central Transportation Needs Assessment Study”
2001: “Downtown Norfolk Transportation Needs Assessment Study”
2001: “Norfolk Commerce Park Transportation Needs Assessment Study”
2002: “Greenbrier Transportation Needs Assessment Study”
2003: “Northern Virginia HOV Study”
2004: “Telework!Va Employer Study”