May 17, 2011 Brian Cronin, Ph.D. Lance Anderson, Ph.D.

1. NCHRP REPORT 685Implementing Strategies to Attract and Retain a Capable Transportation WorkforceReview of Final Guidebook May 17, 2011 Brian Cronin, Ph.D. Lance Anderson, Ph.D.

2. Roadmap • Introduction • Overview of Method • Overview of Guidebook Materials • Questions

3. Final Report Full Text • The full text of the final report has been published and is now available online • Cronin, B., Anderson, L., Heinen, B., Blair Cronin, C., Fien-Helfman, D., & Venner, M. (2011). NCHRP Report 685:Strategies to Attract and Retain a Capable Transportation Workforce. Washington D.C.: Transportation Research Board. • Available at : http://www.trb.org/Main/Blurbs/Strategies_to_Attract_and_Retain_a_Capable_Transpo_164747.aspx

4. Transportation Workforce Pipeline

5. Overview of Method

6. Summary of Method

7. Overview of Method • Task 1: Conduct Literature Review • Identified relevant information from published and unpublished research, technical reports, conference presentations, and case studies • Identified proven solutions used to recruit and retain capable transportation workers • Task 2: Conduct Benchmarking Study • Identified best practices in workforce recruitment and retention techniques • Examined previous benchmarking studies and conducted focus groups with professionals who make HR decisions

8. Overview of Method • Task 3: Conduct Case Study Analysis • Identified and completed an in-depth examination of 25 innovative workforce practices that are valuable examples of recruitment and retention • Task 4: Prepare A Draft Outline of Proposed Guide • Designed a user-friendly framework for the workforce recruitment and retention guidebook • Task 5: Prepare Interim Report • Submitted an interim report that provided information on methodology, results of the first four tasks, framework for the final report, and a draft chapter of the guidebook

9. Overview of Method • Task 6: Fully Develop Guide of Effective Workforce Strategies • Created a guidebook that provides effective strategies for building a capable transportation workforce • Provided a CD with supplementary material, including the full text of case studies included in the guidebook • Task 7: Submit Final Report • Submitted final guidebook including the study methodology as well as all research conducted and suggestions for strategies to attract and retain capable employees • Task 8: Present Key Findings and Recommendations • This presentation will present the key findings from the guidebook

10. Overview of Guidebook for Implementing Strategies to Attract and Retain a Capable Transportation Workforce

11. Chapter 3: Developing Future Applicant SkillsOverview Concept: • Innovative Transportation organizations are developing career interests among high school and college students. • Definition: • Involves identifying avenues for developing the skill sets of youth during the K-12 years as well as at the undergraduate level. Prepares students for future employment in transportation jobs.

12. Chapter 3: Developing Future Applicant SkillsKey Points • Industry Strategies • Conduct internship/fellowship programs • Partner with schools for youth development • Develop student curriculum and educational academies • Adopt scholarship programs • Workforce Practice – Minnesota DOT • Seeds Student Worker Program • Connects students with on-the-job learning opportunities • Workforce Challenges • Lack of skilled applicants • Failure to invest in talent pipeline • Workforce Practice – Oregon DOT • College Internship Program • Provides hands-on experience with real-world projects and creates a relationship between potential employee and the organization

13. Chapter 4: Increasing Number of ApplicantsOverview Concept • Partnering with under-graduate institutions and minority organizations to increase number of applicants, specifically those applicants who are young and from non-traditional labor pools. • Definition: • Goal is to increase awareness of and attract more job-seekers to the transportation industry. As a result, these practices help to establish a solid applicant pool of potential employees for available transportation jobs.

14. Chapter 4: Increasing Number of Applicants Key Points • Industry Strategies • Expand the recruiting horizon • Host career days • Implement employee referral programs • Tailor advertising efforts • Consider non-traditional hires • Advertise in foreign languages • Partner with source organizations to increase numbers • Integrate with source organizations • Harness technology • Utilize social networking • Workforce Challenges • Geographic challenges • National disasters creating competitive labor market • Lack of diversity • Aggressive Recruiting • Difficulty finding applicants with in-demand skills

15. Chapter 4: Increasing Number of ApplicantsKey Points (cont.) • Workforce Practice – Minnesota DOT • Community Advisors on Recruitment and Retention Solutions (CARRS) • Partnerships are formed with minority organizations, which helps the agency recruit and maintain a diverse employee base • Workforce Practice – Kentucky Transportation Cabinet • Civil Engineering Scholarship Program • Scholarships given to college students in exchange for a full year of employment for each year of scholarship money received

16. Chapter 5: Screening ApplicantsOverview Concept: • Revising recruitment practices and policies to make them more of a collaborative effort between hiring managers and recruiting teams, while also validating entry requirements and tests. • Definition: • Involves identifying avenues for enhancing the process of screening applicants from entry-level staff to senior leaders. The goal of these efforts is to help organizations accurately and efficiently screen and select the individuals who are most qualified for job opening.

17. Chapter 5: Screening Applicants Key Points • Industry Strategies • Preparing hiring managers to screen • Use multiple interviewers • Integrate HR in the hiring process • Screen for eligibility • Screen for competency • Screen for “fit” • Workforce Challenges • Lack of recruiting process • Bureaucratic hiring policies • Effect of economic downturn • Workforce Practice – Pennsylvania DOT • Civil Engineer Training Program • 12-month job rotational program that introduces trainees to civil engineering; increases retention and organizational performance

18. Chapter 6: Promoting Existing StaffOverview Concept • Benefit of promoting internal staff is two-fold: 1.) it saves recruitment and training dollars; and 2.) it contributes to retention of staff by helping them to see opportunities for advancement and their value to the organization. • Definition: • Involves identifying high-performing employees who are likely to succeed at the next level within the organization. The goal of these efforts is to help organizations effectively, efficiently close workforce gaps.

19. Chapter 6: Promoting Existing StaffKey Points • Industry Strategies • Recruit existing employees • Develop employees and maintain career paths • Create a job rotational program • Develop a staffing plan • Workforce Challenges • Misperceptions of advancement potential • Lack of organizational commitment • Workforce Practice – North Carolina DOT • Supervisor Academy • Training program for supervisors about fundamentals and techniques for supervising others

20. Chapter 7: Branding the Organization/IndustryOverview Concept: • Improving agency and/or industry image as well as awareness of the diverse jobs available at DOTs through more accessible media and re-branding of transportation jobs. • Definition: • Involves positively marketing the organization and industry in an effort to communicate the benefits of a career. As a result, these practices help to establish a larger and more diverse applicant pool.

21. Chapter 7: Branding the Organization/IndustryKey Points • Industry Strategies • Advertise the strengths of the organization • Get involved in the community and advertise it • Use real employees in advertisements • Make the jobs appealing • Improve image as “diversity friendly” • Use a comprehensive marketing campaign • Capitalize on social networking technology • Communicate a message and target an audience • Workforce Challenges • Employee age, generational gap • Misperceptions of the job • Misperceptions of the gender/cultural barriers

22. Chapter 7: Branding the Organization/IndustryKey Points (cont.) • Workforce Practice – Washington State DOT • Branding through Social Media • Social media tools (e.g., YouTube, Facebook, Google Groups, etc.) are used to present employees and their roles; helps to build trust and educate the public • Workforce Practice – Iowa State University • Institute for Transportation (InTrans) Go! Magazine • Magazine informs teens about the transportation industry and possible career paths and is printed in both English and Spanish

23. Chapter 8: Reducing Voluntary TurnoverOverview Concept • Many transportation agencies are realizing that reducing voluntary turnover is a cost-effective approach to retaining a strong workforce, particularly in challenging economic times. • Definition: • Involves efforts to monitor and increase employee job satisfaction as well as organizational commitment.

24. Chapter 8: Reducing Voluntary TurnoverKey Points • Industry Strategies • Removing obstacles to employee growth • Rewarding citizenship behavior • Keeping former employees close • Rewarding employees • Taking care of employees • Focusing on retention early and learning from mistakes • Workforce Practice – Missouri DOT • Employee Solutions at Work (SAW) • Collects and distributes best practices • Workforce Challenges • Short-term turnover • Differences in job expectations • Better location • Deficiency in top management support • Workforce Practice – Regional Transportation District (RTD) • Champions of Transit Program • Integrates community involvement and employee wellness and recognition

25. Chapter 9: Anticipating and Managing Performance Issues - Overview Concept: • Anticipating and managing performance issues help organizations reduce unwanted reassignments, poor performance and involuntary turnover. • Definition: • Involves avoiding adverse decisions (e.g., reassignments, layoffs, terminations), which could have been prevented with the proper forethought; and 2) better differentiate between good and bad performers during selection/promotion process. • .

26. Chapter 9: Anticipating and Managing Performance Issues - Key Points • Workforce Challenges • Poor employee performance • Insufficient leader support • Workforce Practice – MN DOT • Individuals Competencies for All Mn/DOT Positions • Describes performance standards and helps employees understand desired behaviors • Industry Strategies • Providing meaningful performance feedback • Evaluating organization and job fit in the recruitment process • Implementing workforce planning and hire the best people • Utilizing Realistic Job Previews (RJPs) • Mentoring and coaching employees • Workforce Practice – Virginia DOT • Downsizing Substitution Program • Allows retirement-eligible employees to serve as substitutes for layoff employees

27. Chapter 10: Developing Internal Staff SkillsOverview Concept: • Providing opportunities for employee development demonstrates that the organization cares for the welfare of employees, which helps foster employee commitment. • Definition: • Involves identify training and development content and methods to help address skill gaps in the workforce. As a result, these practices help to foster employee commitment, reduce turnover, and establish a better qualified workforce.

28. Chapter 10: Developing Internal Staff SkillsKey Points • Industry Strategies • Using job rotation • Offering off-site and higher education training opportunities • Offering certification type programs • Tailoring training opportunities to build competency • Using technology to support training • Workforce Practice – North Carolina DOT • Transportation Supervisor Conference • Provides technical training on various work practices • Workforce Challenges • Speed of technology • Changes in policy and technology • The cost of training • Difficulty providing sufficient quality training • Failure to apply training • Failure to update training

29. Chapter 11: Improving Climate/CultureOverview Concept: • Building a strong, supportive culture and climate can help to increase communication, commitment, and effectiveness in operations. • Definition: • Involves building an environment where employees feel their values are aligned with those of the organization. The goal of these efforts is to increase an employee’s desire to remain committed to the organization.

30. Chapter 11: Improving Climate/CultureKey Points • Industry Strategies • Improving the work environment • Engaging the community • Surveying and interviewing • Engaging the employees • Workforce Practice – South Carolina DOT • Rehabilitation Program • Includes making structural improvements to buildings; decreased turnover and safety violations and increased employee morale • Workforce Challenges • Applicant trust after layoffs • Public sector challenges • Retaining a diverse workforce • Workforce Practice – City of Annapolis DOT • Inter-Office Committee (IOC) • Fosters inclusive decision-making among employees allowing them to take ownership of problem solving

31. Chapter 12: Leadership DevelopmentOverview Concept: • Innovative Transportation organizations have begun to provide managers with not only technical training, but leadership training regarding how to motivate, evaluate and provide recognition to employees. • Definition: • Involves sound training and management skill development. Also, should consider the unique needs of female and minority staff to help remove obstacles to their development as leaders. These practices help organizations to better develop leaders throughout the agency.

32. Chapter 12: Leadership DevelopmentKey Points • Industry Strategies • Providing leadership training • Implementing leadership development to support specific demographic groups • Emphasizing follower development in leader training • Mentoring and coaching leaders • Workforce Practice – Santa Clara Valley Transportation Authority • Joint Workforce Investment (JWI) program • Combination of programs resulted in increased skill and commitment • Workforce Challenges • Interviewing skills • Difficulty choosing leaders • Lack of training for leaders/ supervisors • Workforce Practice – Maryland State Highway Administration • Advanced Leadership Program • Ensures that employees are identified and prepared as leaders before leadership positions are vacated

33. Chapter 13: Job Classification and DesignOverview Concept: • Job Classification and Design allows organizations to better manage jobs to maximize the recruitment and retention of employees. • Definition: • Involves designing jobs to possess the appropriate scope of tasks and skills required allows for employees to stay interested and challenged without being consistently overburdened.

34. Chapter 13: Job Classification and DesignKey Points • Industry Strategies • Creating dual career tracks for managers and technical experts • Emphasizing job enrichment • Creating advancement within positions • Workforce Practice – Pennsylvania DOT • Position Analysis Workbooks • Provides proper training and career direction to employees and helps improve organizational efficiency and effectiveness • Workforce Challenges • Aversion to manual outdoor labor • Lack of flexibility and autonomy • Lack of learning opportunities • Workforce Practice – Minnesota DOT • Transportation Specialist Series • Focus on workforce planning and professional development to target current and future skill needs

35. Chapter 14: Succession Planning Overview Concept: • Sound succession plans help to ensure stability and organizational success. Process can range from simple career paths to a formal selection process where candidate pools are groomed for certain positions. • Definition: • Involves identifying and preparing high potential employees through mentoring, training, and job rotation opportunities to replace staff, upon exiting the agency, in key management positions.

36. Chapter 14: Succession Planning Key Points • Industry Strategies • Implementing a succession planning program • Establishing diversity goals • Workforce Practice – Pennsylvania DOT • Succession Planning for At-Risk Positions • Focuses on “at risk” positions, critical organizational positions that may soon become vacant due to impending retirements, promotions, or transfers; identifies candidates to be mentored or enter job training • Workforce Challenges • Lack of workforce planning • Lack of career path/succession planning • Workforce Practice – Minnesota DOT • Succession Planning for Supervisors and Leaders • Executive-level process designed to develop and/or externally recruit employees to support targeted leadership positions

37. Chapter 15: Developing Knowledge and Management Systems - Overview Concept: • Cutting-edge transportation organizations are developing strategies to address the need for capturing institutional knowledge. • Definition: • Involves practices that help organizations better manage the sharing and documentation of institutional and job knowledge within transportation organizations.

38. Chapter 15: Developing Knowledge and Management Systems - Key Points • Industry Strategies • Creating people-focused knowledge management systems • Implementing communities of practice • Workforce Challenges • Lack of knowledge transfer • Fleeting institutional knowledge • Workforce Practice – Virginia DOT • Knowledge Management Program • Helps manage the sharing and documentation of institutional and job knowledge and prevents the loss of key data as individuals leave the agency

39. Chapter 16: Restructuring Benefits & CompensationOverview Concept: • The restructuring of benefits and compensation systems enables agencies to remain competitive with other organizations’ recruitment & retention practices. • Definition: • Involves adopting benefits programs that address the needs of employees. Often these benefits are more cost efficient than salary increases. As a result, these practices help agencies to better recruit and retain employees.

40. Chapter 16: Restructuring Benefits & CompensationKey Points • Industry Strategies • Researching competitive compensation • Supplementing with alternative benefits packages • Workforce Practice – North Carolina DOT • Competency-Based Pay Program • Competency blocks were developed based on the initial skill block system in order to be used across state jobs; currently competency blocks are only used for personal career development • Workforce Challenges • Anti-public sector sentiment • High expectations of an employer • Aggressive wage competition • Better compensation and responsibility • Workforce Practice – Santa Clara Valley Transportation Authority • Medical Opt-Out Program • Employees are not required to pay for health care if they are covered by another plan

41. Chapter 17: Work-Life BalanceOverview Concept: • Successful work-life balance helps employees effectively focus on their work since they are not distracted by competing demands. • Definition: • Involves consideration of creative job arrangements and policies that support employee desires to maintain a healthy work-life balance. The goal of these efforts is to help make organizations more attractive to candidates and encourage retention.

42. Chapter 17: Work-Life BalanceKey Points • Industry Strategies • Improving existing work schedule • Allowing flexible schedules and days off • Establishing a breadth of policies to support different employee needs • Allowing telework for high performers • Workforce Challenges • Different career decision making • Competing on benefits • Impact of children • Workforce Practice – Federal Highway Administration (FHWA) • Alternative Duty Location • Employees operate out of offices in locations that have a low cost of living while working with teams and supervisors in other locations; resulted in a deeper candidate pool

43. Questions?

44. Contact Information • For more information, please contact: Dr. Brian Cronin Senior Manager ICF International (512) 388-3389 BCronin@icfi.com Dr. Lance Anderson Vice President ICF International (703) 934-3000 Landerson@icfi.com