International Association of Transportation Regulators

1. International Association of Transportation Regulators Developing and Sustaining a Professional Regulator’s Workforce Susan Jones Ottawa, Ontario

2. Research Sources: Canadian Study • Information taken from presentations done by: • Dara Barry: Regional Municipality of Durham, Ontario • Dr. Linda Duxbury, Professor, Sprott School of Business, Carleton University Ottawa

3. Issues for Sustainability • Training • Limited Budget • Training begins on the job as opposed to before the job • Retention • High turnover of officers • City of Ottawa has lost over 60% of its officers to police in past five years

4. Issues For Sustainability • Succession planning • 25% retiring within 5 years • 40% retiring within 10 • Recruitment • Baby Boomers are retiring over next 20 years • Next generations are not large enough to replace existing exiting workforce

5. Issues For Sustainability • Work Overload • Downsizing and Restructuring has eliminated people but not the work • Technology has made it possible to work at any time and any place • Technology has raised expectations that we can respond quickly and do more

6. Recruitment and Retention: What You Need To Know • We are entering a seller’s market • Tightest labour market since the 50’s • Pool to recruit knowledgeable and skilled workers is shrinking

7. Recruitment and Retention: What You Need To Know • Birth Rates Are Declining • Population is Aging • Employees are retiring at a younger age • People are staying in school longer

8. Recruitment and Retention: What You Need To Know • Canada’s Labour Force • Last 25 years- 225,000 a year • This decade- 123,000 a year • 2010- 42,000 per year • 2016- 0 per year • For every two people retiring over the next ten years, there will be less than one to take their place. • Statistics are similar in USA

9. Characteristics of the New Workforce • 4 generations are in the workplace at the same time now (1st time ever!) • The Traditionalists/“Veterans” • 1900/22 to 1945-7 • The Baby Boomers • 1946-7 to 1961-4 • Generation X • 1962-5 to 1980 • Generation Y/Millennials • 1981 to 1999/2000 • Less than ½ the size of the Boomer generation

10. Link Between Generational Identities & Workplace Behaviour • Generational identities translate into distinct workplace behaviours as they relate to: • Relationship with authority • Relationship with the organization • Relationship with colleagues • Work styles • Management styles • Learning styles

11. The Traditionalists (now 60+) • What do they value? • Loyalty • Nostalgic, Patriotic, Dependable, Follow the Rules • Hard Work and Self Sacrifice – Long Term Commitment • Persistent • Build for a better future • Save for a rainy day • Waste not, Want not • Put aside individual needs/wants for common goals • Authority, Institutions • Respect for authority and hierarchy • Top Down, Linear approach • Wisdom and experience over technical knowledge • Black and white world view

12. The Baby Boomers (now 43 to 60) • What do they value? • Optimistic • Self-fulfillment (ME Generation) • Importance of title/status symbols • Competitiveness and self-worth • Entitlement • Loyal to the team although can have silo mentality • Workaholics/Achievement oriented • Add value by going that extra mile • Demanding of respect and sacrifice from subordinates • Non-conformist – experimental • Protest status quo, challenge the rules • Objective sense of right and wrong, fair and unfair

13. Generation X (now 27 to 45) • What do they value? • Skeptical • Lack of trust in “institutions” • Dedicated to goal achievement • Want to be recognized • Exceed expectations • Desire for job security, remaining marketable • Sacrifice personal life for advancement and/or interesting work • To a point • Independent and Resourceful • Flexible, Adaptive to change • inventors, entrepreneurs • Non-traditional but work within the system • Loyal to the manager (WIIFM); unimpressed by authority • Accept diversity

14. Generation Y (now 8 to 26) • What do they value? • Realistic and Pragmatic • Optimistic and Skeptical • Confident, Empowered • Collaborative, Network • Diverse, Equitable, Globally Connected • Variety and challenge seeking, adaptive to change • Entrepreneurial • Continuous development of skills, new technology • Create the rules • Unwillingness to commit • Distrust of hierarchy and authority, “StreetSmart” • May be seen as disloyal • Work-life balance • Fun and communal workplace

15. Why Do They Call It Generation Y?

16. Managing the Diverse Generations • Traditionalists • Use them as mentors, coaches, trainers • Recognize: • their reward and recognition comes from the satisfaction of a job well done • “no news is good news” is their preferred form of feedback • they feel that changing jobs carries a stigma • Help them get ready for retirement • Phased retirement, value their contributions, help them shift the balance • If there is high turnover in this group, who tend to be the most loyal, there may be real problems

17. Managing the Diverse Generations • Boomers • Help them to understand the value of their work, lend an ear, listen to them, give them projects that allow them to showcase their skills and knowledge • Recognize: • their reward and recognition comes from money, title and the “corner office” • that feedback once a year – with lots of supporting documents is enough • they feel that changing jobs puts you behind in career • Help them balance work and home life • Look at chances for development, advancement and mentoring of high profile boomers

18. Managing the Diverse Generations • Gen X • Invest in them, give them career development, resume builders • Recognize: • their reward and recognition comes from freedom and security • that they want immediate feedback – now! • they feel that changing jobs is necessary – it happens • Give them balance now! Have policies and practices that focus on lifestyle • Communicate to these employees

19. Managing the Diverse Generations • Gen Y • Recognize: • idea of boomerang employee • their reward and recognition comes from work that has meaning for them • Work isn’t everything; it is just one of the activities they spend their time on • they want immediate feedback – yesterday! • And they’ll give the manager feedback • they need flexibility to balance their activities • they feel that changing jobs is routine – it is what I expect to do – many times • Allow them to multi-task, multi-skill • Look at the work – is it stimulating? is there a chance to learn? is it collaborative?

20. Key Critical Success Factors in a Seller’s Market For Labour • Recruitment • Retention • Succession Planning • Work-Life Balance • Career Development • Reward and Recognition

21. What will be the key critical success factors in a seller’s market for Municipal Law Enforcement?

22. Recruitment • Proactively approach education institutions to develop programs that will develop/attract interested candidates. • Proactively pursue professional associations to raise municipal law enforcement profile and help recruit qualified staff. • Establish co-op programs

23. Retention • Establish a deployment model that allows for change/advancement • Ottawa has 4 levels of enforcement • Parking Control (Entry Level) • If going to Police, or elsewhere typically occurs in the first 5 years • Parking and Animals (Suburbs) • Licensing/General Enforcement (noise,smoking,taxis) • Property Standards & Zoning

24. Succession Planning • Identify upcoming talented employees • Allow for job shadowing/secondments

25. Work-Life Balance • Management has to allow it. • Management has to demonstrate it.

26. Career Development • Budgets should be enhanced to promote it. • Encourage Networking • Send staff to conferences and training • Promote professional organizations: E.g IATR • Professional Organizations have to play a key role.

27. Reward and Recognition • Studies will show that employees are not taking jobs for the $ • Need to formally and informally promote recognition • Reward for success

28. Thank You