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The Changing DOT Workforce: Challenges and Solutions

The Changing DOT Workforce: Challenges and Solutions. Tom Warne Tom Warne and Associates. When we change the way we look at things, the things we look at change-. Infosys TCS WiPro HCL Comnet Patni. Influences Leading to Change. The changing mission of state DOTs

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The Changing DOT Workforce: Challenges and Solutions

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  1. The Changing DOT Workforce: Challenges and Solutions Tom Warne Tom Warne and Associates

  2. When we change the way we look at things, the things we look at change- • Infosys • TCS • WiPro • HCL • Comnet • Patni

  3. Influences Leading to Change • The changing mission of state DOTs • National demographic trends • National and international business practices • National and state transportation policies

  4. Changing Mission of State DOTs • Less focused on heavy construction • More focused on system operations • More engaged in interrelationships with local and regional governments • Demand for capital projects • More money/less money • In many ways, more political

  5. National Demographic Trends • Aging workforce • Baby boomers retiring • Two income families • Generational differences in the workforce • Immigration • Multi-cultural issues

  6. National and InternationalBusiness Practices • Customer service expectations • ISO 9000/quality syndrome • Outsourcing • Off-shoring • Just in time (JIT) business practices

  7. National and StateTransportation Policies • Highway Trust Fund status • State trends in transportation finance • Congestion • Energy policies • Safety • Emergence of Public-Private-Partnerships

  8. Yesterday’s workforce won’t meet the challenges facing the21st Century state DOT

  9. Emerging Workforce Challenges • Younger, less experienced workforce • Younger leadership-less time to prepare • Different skill sets required • Fewer employees • More paraprofessionals

  10. Workforce Solutions • Recruiting and Retention • Need to Develop Agency Leaders • Leverage the Strengths of the New Workforce • Workforce Development Strategies

  11. Recruiting and Retention

  12. Effective Recruiting • Emphasis on benefits (health, vacation, retirement, etc.) • Stability of employment • Training programs • Compensation issues reflecting demographics of new employees

  13. Retention begins on campus

  14. Effective Retention • Current and future salary opportunities • Current and future promotional opportunities • What wasn’t effective… • Flexible work hours • Educational benefits • Recognition programs

  15. Opportunities • Reputation • Culture

  16. When they come back… • Benefits (health, vacation, retirement, etc.) • Stability of employment

  17. “Ignore your soldiers and they’ll go away.” US Army Recruiting Campaign

  18. “Ignore your employees and they’ll go away.”

  19. Challenging Assignments

  20. What state DOT’s can’t control- • Salaries or pay increases • Major changes to benefits packages • Major changes to state personnel rules • Private sector enticements • Societal trends and demographics

  21. What DOT’s can control- • Identification of exemplary employees • Employee development strategies • Job assignments • Education regarding benefits • Succession management programs/efforts • Personal attention by people who genuinely care • “Ignore your employees and they’ll go away”

  22. Recruiting and Retention Conclusions • This is hard. Really, really hard. • No single pipeline brings all individuals to a state DOT for employment • No single strategy addresses recruiting or retention challenges • States are different and programs must be tailored accordingly • You can make a difference

  23. Need to Develop Agency Leaders

  24. Succession Management is Critical • High levels of retirements of key leaders and experienced state DOT employees • Succession of less experienced individuals into key leadership positions

  25. Succession Management

  26. Assessment of StateSuccession Programs • Formal and informal exist • Program leadership varies • Turnover of state CEO’s is an issue • State personnel rules and regulations sometimes impair programs • Funding availability

  27. Private Sector Succession • Generally led or heavily influenced by the CEO • Deliberate in their plans, actions and performance evaluations • Offer diverse exposures for participants (HR, marketing, research, accounting, etc.)

  28. Leverage the Strengths of the New Workforce

  29. They’re Different and That’s Okay!

  30. Stability Balance Culture Values

  31. Strengths of the New Workforce • Motivated • Financial understanding • Technology savvy • Ambitious • Impatient • Aren’t constrained by past history

  32. Workforce Development Strategies

  33. Workforce Development Trends • State DOTs are dealing with three limited resources: • Time • Financial capital • Human capital • Train technicians and recognize them as paraprofessionals • Program/project management as a core skill

  34. Workforce Development Trends • Migration of skills from complimentary to core • Training management • Traditional training delivery must give way to more effective approaches • Partnerships with other organizations and institutions • Making the case for training

  35. The Changing DOT Workforce: Challenges and Solutions Tom Warne Tom Warne and Associates

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