RTC - Rail Traffic Controller (Train Dispatcher) CPKC Employee Review

3.0
4 Oct 2023
Recommend
CEO approval
Business outlook

Pros

Benefits, Pay, Intellectually stimulating, the job is rewarding for people who enjoy being challenged, employee share plan, your fellow RTC team are an incredible group that look out for each other, values of safety, current training instructor is a phenomenal human with relevant experience who goes the extra mile for students success, lean on your team and fellow employees, utilize the people within your network as they are your greatest tool for success.

Cons

short changing shifts 8 hours on 8 off, back for another 8 can be a challenging adjustment, home and work life balance is not really available until you have worked for 5-15 years at entry level the job is essentially your life until you have significant seniority, the training is not for the faint of heart if you do not have thick skin and can not accept very bold criticism do not apply. The environment can be difficult depending on your assigned territory, personally I was blessed with wonderful directors, leaders, and fellow RTC's however its a well known fact that this is not always the case, do not cut corners, seek clarification, do not ever guess or make assumptions and put safety first and preventing delays as a very close second priority and you should be ok.

Explore other reviews about CPKC

5.0
20 Dec 2025
Recommend
CEO approval
Business outlook

Pros

Great pay, and benefits, good environment,

Cons

First 3-5 years stressful until you get familiar and understand how railroads work.

1
2.0
29 May 2026
Recommend
CEO approval
Business outlook

Pros

Lots of opportunities to provide value

Cons

Poor leadership at the C-level. CIO has no control over the direction of the IT landscape beyond what is dictated to her by the CEO and other business owners. The IT environment is almost solely controlled by the demands of the business at the cost of being able to manage and adapt to needs. 20 years behind the market in the adoption of cloud technology. Existing cloud strategy was built by engineers pressed into the role of architects and learning as they progressed along. No automation or DevOps presence whatsoever outside what the platform teams use to simplify their own workloads. Remote work is considered a 4-letter word and is extremely frowned upon as anything other than an as-needed and pre-approved option. Business Continuity and Disaster Recovery are still done using backups and shadow copies of key infrastructure, and those key systems are decided upon at the time the tests are planned instead of testing the company's infrastructure in its entirety. Data centers are geographically separated, but are significantly disparate in what is physically hosted and accessible. Recognition and rewards are overtly encouraged, but are covertly handed out based on the level of visibility and impact to the business and stakeholders. Senior leadership constantly touts open-door policy and approachability, but give off vibes and impressions opposite of the overt policy. The company puts on a show of being diverse and inclusive. Case in point, the hiring of a female CIO. The problem is that working within an 'old boys network' leadership, it doesn't matter how inclusive and diverse the company appears because those elements are never given the opportunity to show their value.

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