Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners (2021) / Chapter Skim
Currently Skimming:
Pages 89-118
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 89... ...
C-1 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Michael Meyer, WSP USA, Inc., Atlanta, GA Jagannath Mallela, WSP USA, Inc., Washington, DC Adiele Nwankwo, Cincar Consulting Group, Atlanta, GA Nicole Bennett, Cincar Consulting Group, Raleigh, NC Linda Washington, The Washington Consulting Team, Alexandria, VA Steve Lockwood, Steve Lockwood, LLC, Essex, MD A P P E N D I X C Quick Reference Guide
|
From page 90... ...
C-2 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Table of Contents C-4 Introduction C-4 Definitions C-5 Developing Talent Profiles and Job Descriptions C-6 Step 1: Identify External and Internal Forces C-6 Step 2: Select Position(s) Type C-10 Step 3: Select Planning Context C-11 Step 4: Identify Key Knowledge Areas C-11 Step 5: Identify Key Skills C-11 Step 6: Identify Key Abilities C-13 Step 7: Create Job Description C-14 Example of a Talent Profile and Related Job Description C-15 Use of the Tool for Recruitment, Professional Development, and Retention C-20 Assessing Institutional Factors in Developing and Administering a Talent Management Process
|
From page 91... ...
Quick Reference Guide C-3 The Quick Reference Guide (QRG) to the Talent Profile Tool is designed to be a stand-alone guide to address your agency's talent management process and for using the Tools that were developed for this research.
|
From page 92... ...
C-4 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Introduction This Quick Reference Guide (QRG) provides transportation officials with a step-by-step process for assessing current planning staff capabilities and for identifying strategies to enhance these capabilities.
|
From page 93... ...
Quick Reference Guide C-5 Recruitment: Strategies to attract new employees to the agency, usually consisting of messaging, marketing, and reaching out to prospective candidates. Retention: Strategies aimed at motivating staff to remain in the agency.
|
From page 94... ...
C-6 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Step 1: Identify External and Internal Forces A dropdown menu is provided that presents possible external and internal forces that could influence the desired types of KSAs for the planning unit. These forces were identified from the data collection tasks as part of this research.
|
From page 95... ...
Quick Reference Guide C-7 External Forces for Change (generally societal) If you are concerned with this force for change…..
|
From page 96... ...
C-8 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Then consider the following: Knowledge Areas If you are concerned with this force for change….. Then consider the following: Knowledge Areas Skills Abilities Emphasis on environmental quality Environmental impacts Equity Impacts and consequences of transportation projects and programs Planning data inputs Policy/program practices Related regulations and legislation Sustainability Collaboration with other agency staff Collaboration with external groups Data collection Data analysis Data visualization & presentation Meeting facilitation NEPA analysis and documentation Performance metrics Public engagement Review of policies, plans, and regulations Use of models Analytical and creative thinking Representing agency at meetings Strategic thinking Working independently/taking initiative Emphasis on public health and contributing factors Community development/planning/social networks Environmental impacts Equity Impacts and consequences of transportation projects and programs Land-use/economic development Modal operational and infrastructure characteristics Planning data inputs Policy/program practices Socioeconomic trends and behavioral relationships Sustainability Collaboration with other agency staff Collaboration with external groups Cultural competency Data collection Data analysis Data visualization & presentation Environmental justice analysis Meeting facilitation Performance metrics Public engagement Review of policies, plans, and regulations Understanding customer needs/desires Analytical and creative thinking Attend meetings in off-work hours Representing agency at meetings Strategic thinking Working independently/taking initiative Technological advancement Modal operational and infrastructure characteristics Travel behavior Automated/connected vehicle technologies Collaboration with other agency staff Collaboration with external partners and groups Synthesis of information sources Effectively interacting with agency and other professional leaders/managers Multitasking Representing agency at meetings Strategic thinking Internal Forces for Change (generally affecting internal staffing and other resources)
|
From page 97... ...
Quick Reference Guide C-9 If you are concerned with this force for change….. Then consider the following: Knowledge Areas Skills Abilities Internal (to the Agency)
|
From page 98... ...
C-10 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Performance-oriented planning and program management Community development/planning/ social networks Economics Environmental impacts Equity Governmental structure for transportation decision-making Modal operational and infrastructure characteristics Planning data inputs Sustainability Collaboration with agency staff Cultural competency Data collection Data analysis Data visualization & presentation Performance metrics Project management Review of policies, plans, & regulations Understanding customer needs/ desires Analytical & creative thinking Commitment to learning Multitasking Representing agency at meetings Strategic thinking Working within teams Working independently/taking initiative Policy emphasis on integrated mobility, e.g., MaaS and Complete Streets Alternative modes and multimodal plan development Equity Governmental structure for transportation decision-making Marketing Modal operational and infrastructure characteristics Technology Travel behavior Collaboration with external partners and groups Cultural competency Meeting facilitation Negotiation Problem-solving Public engagement Understanding customer needs/desires Analytical & creative thinking Attend meetings in off-hours Commitment to learning Multitasking Representing agency at meetings Strategic thinking Working within teams Working independently/taking initiative If you are concerned with this force for change….. Then consider the following: Knowledge Areas Skills Abilities Internal (to the Agency)
|
From page 99... ...
Quick Reference Guide C-11 "state agency," or likewise an MPO would select "MPO." Note that an agency could incorporate its own name for the planning context. For example, one could add "xxxx Department of Transportation" in the "Other" option.
|
From page 100... ...
C-12 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Basic Knowledge Targeted Planning Knowledge Targeted Planning Application Knowledge Executive • Principles of planning, plan development, and other typical products • Alternative modes and multimodal plan development • Community development/planning/social networks • Cultural awareness • Finance/funding • Governmental structure for transportation decision-making • Land-use/economic development • Socioeconomic trends and behavioral relationships • Travel behavior • Other • Other • Other • Other • Other • Economics • Environmental impacts • Equity • Impacts and consequences of transportation projects and programs • Marketing • Modal operational and infrastructure characteristics • Sustainability • Other • Other • Other • Other • Other • Automated/connected vehicle technologies • Data collection/analysis technologies • GIS • Policy/program practices • Planning data inputs • Project development process • Project programming • Related regulations and legislation • Safety • Social determinants of health • Other • Other • Other • Other • Other • Legislation • Policymaking • Decision-making • Risk management • Budgeting • Personnel management • Strategic visioning • Governmental relations • Other • Other • Other • Other • Other Table C-2. Candidate knowledge areas.
|
From page 101... ...
Quick Reference Guide C-13 • Analytical & creative thinking • Willingness to attend meetings in off-work hours • Commitment to learning • Effectively interacting with agency and other professional leaders/managers • Effectively interacting with elected officials • Listening • Other • Other • Other • Other • Other • Motivating staff • Multitasking • Participating in staff hiring • Preparing and monitoring agency unit budgets • Public speaking and presentations • Punctual and timely in response • Representing agency at meetings • Satisfying agency and Human Resources reporting requirements • Other • Other • Other • Other • Other • Strategic thinking • Working within team/collaboration • Working independently/taking initiative • Other • Other • Other • Other • Other Administrative/Project Development Targeted Planning Application Interpersonal Skills Table C-4. Candidate abilities areas.
|
From page 102... ...
C-14 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Example of a Talent Profile and Related Job Description As an example, assume a planning manager is developing a General Planner talent profile for an entry-level position. She selected the following options in the Tool: Position: General Planner Context: State agency Knowledge areas rated ‘3' or ‘2': Required Knowledge (rated 3)
|
From page 103... ...
Quick Reference Guide C-15 Position Type: General Planner Planning Context: State Agency Required Knowledge • Modal operational and infrastructure characteristics • Principles of planning, plan development, and other typical products • Alternative modes and multimodal plan development • Impacts and consequences of transportation projects and programs • Data collection/analysis techniques • Planning data inputs Desired Knowledge • Socioeconomic trends and behavioral relationships • Travel behavior • Equity • Sustainability • Geographic information systems (GIS) • Project development process Required Skills • Collaboration with other agency staff • Cultural competency • Preparation of reports, memoranda, and presentations • Data collection • Data analysis • Data visualization • Synthesis of information sources • Public engagement Desired Skills • Performance metrics • Review of policies, plans, and regulations • Understanding customer needs/desires Desired Abilities • Effectively interacting with agency and other professional leaders/managers • Public speaking and presentations • Multitasking Required Abilities • Analytical & creative thinking • Commitment to learning • Listening • Punctual and timely in response • Working within team/collaboration • Working independently/taking initiative Abilities Skills Knowledge Talent Profile: Start Over Create Job Description Print Figure C-2.
|
From page 104... ...
C-16 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Position Type: General Planner Planning Context: State Agency Professional Certification: None Experience: < 5 years Required Knowledge • Modal operational and infrastructure characteristics • Principles of planning, plan development, and other typical products • Alternative modes and multimodal plan development • Impacts and consequences of transportation projects and programs • Data collection/analysis techniques • Planning data inputs Desired Knowledge • Socioeconomic trends and behavioral relationships • Travel behavior • Equity • Sustainability • Geographic information systems (GIS) • Project development process Required Skills • Collaboration with other agency staff • Cultural competency • Preparation of reports, memoranda, and presentations • Data collection • Data analysis • Data visualization • Synthesis of information sources • Public engagement Desired Skills • Performance metrics • Review of policies, plans, and regulations • Understanding customer needs/desires Desired Abilities • Effectively interacting with agency and other professional leaders/managers • Public speaking and presentations • Multitasking Required Abilities • Analytical & creative thinking • Commitment to learning • Listening • Punctual and timely in response • Working within team/collaboration • Working independently/taking initiative Abilities Skills Knowledge Job Posting: Start Over Print Figure C-3.
|
From page 105... ...
Quick Reference Guide C-17 filled out the KSAs that she felt were necessary in order for the planning unit to be effective given policy and planning concerns. The planning staff in the unit filled out talent profiles indicating which KSAs best described their capabilities.
|
From page 106... ...
Figure C-4. Comparison of planning unit knowledge areas and those of current staff.
|
From page 107... ...
Figure C-5. Assessment of Individual Position KSAs.
|
From page 108... ...
C-20 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners 75 percent match with the desired knowledge areas as the minimum threshold for candidate consideration. Note that entry-level planners are not likely to have highly developed skills or abilities that are desired for this position, so the initial assessment might focus just on knowledge areas.
|
From page 109... ...
Quick Reference Guide C-21 For those areas identified as being important, examine possible strategies from Table C-6. Figure C-7.
|
From page 110... ...
C-22 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Phase Factors Check if Important Ta le nt M an ag em en t S tr at eg y Does your agency have culturally diverse leadership? If not, does it have a measurable plan for achieving this?
|
From page 111... ...
Quick Reference Guide C-23 Ta le nt M an ag em en t S tr at eg y Provide leadership training and professional development opportunities for all employees but with diversity a major consideration Consider emerging issues (perhaps as defined in the tool) as guide to identifying desired KSAs Seek multidisciplinary capabilities (reducing staffing needs)
|
From page 112... ...
C-24 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Develop opportunities for flexible and continual relationships with employee "source" organizations • Establish internships and offer potential career track • Utilize temporary hires • Build on relationships with staff from supporting university research entities Improve and make relevant/attractive conditions of employment • Recognize priorities/values of staff including millennials/Gen Z • Improve home-work life balance • Expand opportunities to working from home, virtual comms • Increase working hours flexibility • Provide latest technology for remote working Identify benefits package tailored to recruits • Provide support for student loan payoffs, maternity/paternity leave Medical insurance • Provide tuition reimbursement • Financial support for professional development and credentials Improve attractiveness of career opportunities to diverse candidates • Insure diversity in recruitment staff and interview panel Develop effective and recruit-friendly onboarding • Organize introduction to agency, unit, and programs • Incorporate DEI training into initial professional exposure Pr of es si on al D ev el op m en t Provide relevant training • Provide guidance to knowledge area-specific external sources and granting of time and funds to support • Utilize cross-training to improve professional competency and staffing flexibility • Support external training • Establish mentoring program with peer agencies Support professional development • Support external professional participation/interaction (committees, associations) • Provide financial support for professional association membership • Provide time-off for academic advancement Provide expanded career tracks • Orient training explicitly or improve planners' opportunities to rise in the agency to non-planning positions – such as rotation to other units • Remove credential constraints in career tracks (vertical and diagonal)
|
From page 113... ...
Quick Reference Guide C-25 Phase Factors Check if Important Ta le nt M an ag em en t S tr at eg y Does your agency have culturally diverse leadership? If not, does it have a measurable plan for achieving this?
|
From page 114... ...
C-26 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners PHASE PROCESS ACTIONS Strategies to Consider Ta le nt M an ag em en t S tr at eg y Identify emerging knowledge area needs • Consider emerging issues (perhaps as defined in the Tool) as guide to identifying desired KSAs Recognize staff limitations in determining staff expertise • Seek multidisciplinary capabilities (reducing staffing needs)
|
From page 115... ...
Quick Reference Guide C-27 PHASE PROCESS ACTIONS Strategies to Consider Pr of es si on al D ev el op m en t Provide expanded career tracks • Orient training explicitly or improve planners' opportunities to rise in the agency to non-planning positions, such as rotation to other units • Remove credential constraints in career tracks (vertical and diagonal) • Conduct explicit succession planning (considering civil service constraints)
|
From page 117... ...
Abbreviations and acronyms used without definitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FAST Fixing America's Surface Transportation Act (2015) FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration GHSA Governors Highway Safety Association HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012)
|
From page 118... ...
Transportation Research Board 500 Fifth Street, NW Washington, DC 20001 ADDRESS SERVICE REQUESTED ISBN 978-0-309-09413-9 9 7 8 0 3 0 9 0 9 4 1 3 9 9 0 0 0 0
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.