Workforce/Succession Planning GDOT’s Innovative and Collaborative Approach

1. Workforce/Succession PlanningGDOT’s Innovative and Collaborative Approach Brian Robinson, Deputy HR Director

2. Georgia Department of Transportation Mission • Deliver a transportation system focused on innovation, safety, sustainability and mobility Strategic Goals • Recruit, train and retain a quality workforce • Invest in safety for Georgians and GDOT employees • Efficiently take care of what we have • Deliver all projects on time and on budget • Invest to improve reliability, congestion, and connectivity

3. Office of Human Resources Recruit, Train and Retain – A Focus on Our Workforce • Our employees are our greatest asset • The Office of Human Resources is committed to fostering a culture of innovation and collaboration throughout the entire employment life-cycle

4. Connecting the UNDERSTANDING HOW YOUR CONTRIBUTIONS TO HR IMPACT THE DEPARTMENT’S SUCCESS

5. National Workforce Trends • Increase in number of employees eligible for retirement • Employees entering workforce today are interested in multiple “careers” throughout their work life • Decrease in average tenure on job • Rapid changes in work due to increase in new technologies • Increase in competition for qualified employees

6. Impact to GDOT? • In order to be competitive in today’s market place, GDOT must be strategic in how we: • Recruit and attract new employees • Train and develop our existing staff • To be successful in current role • To be prepared for future positions • Retain our existing workforce • Requires targeted workforce planning and development • Data driven focus

7. Workforce Planning and Development • GDOT involved in extensive workforce planning efforts since 2013 • Identify the number of employees required to meet strategic objectives and re-evaluate business operations in order to deliver a significantly larger program with a reduced level of employees • Align organizational structure with strategic goals • Perform gap analysis and develop workforce plans for each office/district • Identify operational efficiencies

8. Strategic Workforce Data Analysis • Data analysis provides opportunities for HR to collaborate with GDOT management on strategic workforce planning decisions • Forecast retirements and analyze positions with weak “bench strength” • Engage in knowledge management activities • Coordinate a variety of succession planning efforts • Develop specialized recruitment plans

9. HR’s Innovative and Collaborative Approach to Data Analysis • Partnered with GA Tech in the development of a workforce planning and data tool to leverage and analyze employee data • Retirement Projections • Knowledge Loss Risk Assessments • Network Analyses • Succession Planning

10. Screenshot of Mapping Feature Engineers with PE License

11. Screenshot of Network Analysis Module

12. Screenshot of Cross Training Module

13. Turnover Data Analysis • Turnover in 2 major program areas • Field maintenance staff – high turnover early in career • Civil engineers – early to mid-level employees • Impact of Turnover • Loss of institutional knowledge • Impact to operations • Impact to future applicant pools

14. Innovative Succession Planning and Knowledge Transfer Strategies • Field Maintenance Staff • Bootcamp for new employees • CDL incentive program • Civil Engineer Staff • Road Design’s RAPID Program • PEDP • Supervisor/Management Staff • Management Development Program • District Leadership Programs • Succession Planning Program • Mentoring/Networking • GDOTConnect • Informal mentoring / job shadowing • Traffic Operations • Innovative projects/ software development • AUDI • In-House Academies • Foreman • Area Manager • Project Engineer

15. GDOT’s Succession Planning Program • Program Goal: • The creation of a qualified candidate pool for leadership positions, prepared to lead Georgia DOT effectively in accomplishing our mission • Program Overview: • Support from Executive Management • Steering committee of senior leaders • 18-Month Program – Cohort Model • Built around GDOT Leadership Competencies • Professional Assessment Tools (360*, etc) • Individualized Development Plans • Mentor/Mentee Relationship • Capstone Project

16. “Typical” Development Path Field Maintenance • New Employee Orientation • Maintenance Skills Development Program (MSDP) • Bootcamp • Multiple levels – required to progress through • equipment operation series • Focus on employee safety, training and professional development • CDL Program • Foreman’s Academy

17. “Typical” Development Path Civil Engineer • New Employee Orientation • Professional Engineer Development Program • RAPID Program / Area Manager Academy • GDOTConnect / District Leadership Program • Management Development Program • Succession Planning Program • AASHTO Management/Leadership Programs • NTMC • NTLI • Advanced NTLI

18. Continuous Improvement Paying it Forward • Many of the innovative ideas for employee development and succession planning efforts have come from individuals who have taken part of various programs in the past • Likewise, many of our mentors are employees who have benefited from having a mentor when they were coming up through the ranks and wanted a chance to pass on their knowledge to newer employees

19. Summary Workforce Initiatives • HR is a strategic partner in GDOT’s comprehensive, data driven approach to addressing workforce and succession planning challenges through innovation and collaboration • These initiatives take the entire GDOT team, from executive management, to our district engineers, office heads, supervisors, employees and interns – all bringing innovative solutions to the table to make GDOT better and to enhance the GDOT Experience.