The Devil Is In The Inconsistencies.
CHICAGO–It’s distressing when a problem is identified and an appropriate solution is apparent but, for one reason or another, the solution never gets implemented … so the problem doesn’t go away.
If you travel on Amtrak enough, after a while and little by little you become aware of a problem: inconsistent service by the on board crews.
It’s hard to say this is a problem because most of of service you get is acceptable … good enough. There’s nothing really wrong and therefore raising the issue seems like nitpicking.
Take sleeping car attendants, for example. I would assume they are all trained the same way. They all learn the prescribed regimen: how the equipment operates, how to make up the berths and handle emergencies — all their duties and responsibilities. But, little by little, with thirty or forty long-distance trips under their belts, they quite naturally start doing little things their way.
For example, there’s the orientation for passengers–what the buttons and knobs in the sleeping car accommodations are for, where the lavatories and shower are located, and something about the dining car routine. Some car attendants do it face-to-face, one room at a time; others do it over the P.A. system, once for everyone. Some just poke their head into your room and say, “Let me know if you have any questions.”
Some car attendants tell you to leave your curtain open in the morning when you go to breakfast so they’ll know to make up your bed while you’re out of the room. Others will wait until you tell them that you’re ready to have the bed put up.
Some–the really good ones–will tell you that they’re traveling in roomette #1 in case you need something during the night. Others don’t.
Some come around as you’re approaching your destination and ask if you need help with your luggage. Others do not.
Attitudes vary (probably a better word is demeanor). Some are genuinely friendly and out-going; others are more business-like, even reserved.
The fact is, it’s rare to find a car attendant who does a really poor job or has a bad attitude. But all that said, I find myself noticing the inconsistencies more and more. Allow for individual personalities, by all means, but shouldn’t the actual tasks be carried out pretty much the same way by everyone?
This, of course, all goes back to the fact that because of cost-cutting, there is no one person who is formally in charge of the on-board crew. Each individual employee is essentially left to do his own thing. With the good crews, peer pressure is what maintains the basic standards. But it’s not the best way to run a railroad.
You have identified an issue there is no easy answer to apply. Given how most airlines identify a Purser as being in charge of the flight; even how VIA Rail employs a Service Manager on “The Canadian,” it would be logical to construe what Amtrak needs is to bring back the Train Chief.
However, after my “many” decades riding the rails, I am not totally convinced that the Chief is the answer. As often as I have traveled aboard VIA (since its inception), I cannot recount one bad experience re attitude and service in First Class. As with their UK cousins, Canada treats First Class passengers appropriately-in diner, club, parlor, and sleeper. Regrettably, Amtrak throws off a different perspective. As I am of the belief that HR should serve in an initial role to only screen and validate employee applicants, the operating department management should actually make the hiring decision after their intensive interviewing. In the interview and throughout training/orientation, it should be incumbent upon management to pick-up on any nuances that indicate potential attitude issues–anger/indifference towards the concept of First Class; slovenliness with the realization of no or little tips to be received; the lack of initiative to go the extra step, etc. Unfortunately, Amtrak’s experience with Train Chiefs was just as inconsistent, as some just thought of their job as roosting in their compartment; others challenged the Conductor over who had authority for the train.
Lacking this recommended verifiable approach to screening, extensive training, and hands-on orientation, the result is the significant inconsistencies experienced aboard the trains. The preeminent philosophy must be for all levels of management, whether in operations or not, to get out in the field and ride the trains; make their presence known. In that manner, they cannot help but to notice that no two diners operate with the same SOP-how orders are taken, meals appearance and how served, refreshing beverages, or even inquiring if a spirit is desired. As well, in the sleepers, does the attendant make the extra effort to offer to get ice and drinks from the cafe (i.e., Club Car); identify best time for showering, etc?
Without a doubt, there are superb crews out there, especially as the diner Steward picks their crews-at least out of Seattle. Frankly, the best crew base I have experienced is Seattle, which explains why the “Empire Builder” is such a terrific train. As one crew member told me, the “Builder” has just the right momentum for good trip.