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From page 175... ... 175 As the transportation industry continues to evolve, DOTs need to prepare for the future and respond to ongoing challenges. Many DOTs are nding their design, construction, and maintenance sta lack the skills and knowledge that will be crucial for successfully addressing current and future needs. Read the entire page →
From page 176... ... 176 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Action Plans for Training and Developing Employees Although the action plans in this chapter focus on training and developing employees, many of these action plans may also be benecial for attracting and retaining employees. Detailed descriptions of each strategy, including implementation steps, relevant examples, resource requirements, and metrics to measure the success of each strategy, are included within each action plan. Read the entire page →
From page 177... ... Developing a Talented Workforce: Training Employees 177 Action Plan Overview Partner with Mobility Service Providers to Increase Coordination DOTs can host informal presentations (e.g., brown bag sessions) and discussions with mobility service companies to foster shared understanding and cooperation between transportation stakeholders. Read the entire page →
From page 178... ... 178 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Strategy Overview DOTs can partner with local institutions (e.g., nonprofits) to form communities of practice (CoPs) Read the entire page →
From page 179... ... Developing a Talented Workforce: Training Employees 179 advancements, ways to integrate technology, adopt new technological tools, and improve community integration. Brown Bag Sessions: Brown bag sessions are informal training and learning sessions offered by an organization for their staff and invited attendees. Read the entire page →
From page 180... ... 180 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance DOTs can initiate relationships by reaching out to potential institutions or communities of interest, establishing initial introductory meetings, and using the meeting to determine whether the institution or community of interest and DOT can form a mutually beneficial relationship. If so, the DOT and institution can establish plans for collaboration and begin the partnership. Read the entire page →
From page 181... ... Developing a Talented Workforce: Training Employees 181 Im pl em en ta tio n St ep s 1. Establish the goals of the CoP. Read the entire page →
From page 182... ... 182 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Key Success Factors Potential Obstacles and Considerations • To maintain employee and partner buy-in, enthusiasm, and commitment, activities should occur on a semi-regular basis (e.g., monthly) Read the entire page →
From page 183... ... Developing a Talented Workforce: Training Employees 183 Metrics to Measure Return on Investment or Strategy Effectiveness 1. Number of high-quality participating communities and institutions in the CoP – The more communities and institutions DOTs can reach and partner with, the broader their outreach will be and the greater likelihood new ideas and perspectives will emerge during discussions. Read the entire page →
From page 184... ... 184 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Worksheet to Develop Goals and Intentions for a Community of Practice This tool provides a series of questions DOTs and partnering institutions can complete before forming a community of practice (CoP) Read the entire page →
From page 185... ... Developing a Talented Workforce: Training Employees 185 What should be the focus of our CoP? Examples include: Exploring technology in the transportation industry. Read the entire page →
From page 186... ... 186 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance How will we determine if our CoP is succeeding? Examples can include: Counting the number of active participants in the CoP to evaluate how many staff we are reaching. Read the entire page →
From page 187... ... Developing a Talented Workforce: Training Employees 187 Strategy Overview Developing robust training programs will help ensure employees, including new hires, are equipped to handle the changing landscape of the transportation industry. DOTs should identify the skill and knowledge gaps among their employees and design training programs to specifically bridge these gaps. Read the entire page →
From page 188... ... 188 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance consider the number and complexity of topics they need to cover, whether they have the needed personnel to teach the topics or if they should hire external trainers, and the time and resources needed to implement the training program. To develop an effective training program, DOTs should be prepared to spend a significant amount of time planning and preparing for such a program. Read the entire page →
From page 189... ... Developing a Talented Workforce: Training Employees 189 Im pl em en ta tio n St ep s 1. Identify a gap in the skills or knowledge of DOT employees (e.g., employees struggle to design multi-modal infrastructure, employees are uncomfortable using new technologies to perform job duties) Read the entire page →
From page 190... ... 190 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Key Success Factors Potential Obstacles and Considerations • To encourage trainee engagement, be sure to select topics that represent gaps ' asize these gaps. • The benefits of a robust training system must b buy-in. Read the entire page →
From page 191... ... Developing a Talented Workforce: Training Employees 191 Metrics to Measure Return on Investment or Strategy Effectiveness 1. Changes in trainees' behaviors – One of the main goals when implementing training is to change trainees' behaviors. Read the entire page →
From page 192... ... 192 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Skill Gap Analysis Toolkit Purpose and Overview A skill gap analysis is a way to compare the current state of the workforce to the desired future state in terms of the skills required for successful job performance. Performing a skill gap analysis allows DOTs to identify gaps that need to be addressed to help ensure they are prepared to meet future needs. Read the entire page →
From page 193... ... Developing a Talented Workforce: Training Employees 193 This tool demonstrates one way to ascertain current proficiency ratings on various competencies for each occupational group being studied (e.g., engineering, maintenance) Read the entire page →
From page 194... ... 194 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Competency and Definition Proficiency Level (select one) Read the entire page →
From page 195... ... Developing a Talented Workforce: Training Employees 195 Tool: Example Survey Items to Measure Perceptions of Training This tool can be used to assess employees' perceptions of training they have completed. Participants' responses should be evaluated and used to make improvements to future iterations of training. Read the entire page →
From page 196... ... 196 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance The format of the training was effective for the type of content covered. The training offered a sufficient level of interactivity. Read the entire page →
From page 197... ... Developing a Talented Workforce: Training Employees 197 Strategy Overview As workforce skill needs shift due to evolving industry demands, DOTs need to assess needs, develop targeted strategies to upskill the workforce for new roles and requirements, and implement those strategies to close skill gaps. Specifically, areas where staff development is needed include (a) Read the entire page →
From page 198... ... 198 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance McKinsey Global Institute estimated that roughly 14% of the global workforce may need to switch occupational categories as a result of technological advancement.87 The topic of reskilling has come even more to the forefront as a critical issue with the impact of COVID-19 because of shifts in the way work is performed and an increasing reliance on technology. As defined by the Office of Personnel Management, reskilling is training individuals who have shown they have the aptitude to learn in a completely new occupation, while upskilling is training individuals in the same occupation but in a new way (e.g., training employees how to operate new technology to better perform their jobs) Read the entire page →
From page 199... ... Developing a Talented Workforce: Training Employees 199 Applicability in Design, Construction, and Maintenance Design Design employees may need upskilling to stay current with the latest technology resources. For example, to help adopt new technologies to perform their job duties, engineers may benefit from upskill training on 3D printing or environmental sensor stations. Read the entire page →
From page 200... ... 200 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Im pl em en ta tio n St ep s 3. Assess readiness and proactively work to address any potential barriers. Read the entire page →
From page 201... ... Developing a Talented Workforce: Training Employees 201 Additional Resources The following resources provide additional information that may be useful when considering this strategy: • U.S. Office of Personnel Management (OPM) Read the entire page →
From page 202... ... 202 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Reskilling/Upskilling Action Plan Template Reskilling/ Upskilling Initiative Initiative Title. Driver(s) Read the entire page →
From page 203... ... Developing a Talented Workforce: Training Employees 203 Strategy Overview DOTs can host informal presentations (e.g., brown bag sessions) and discussions with mobility service companies to foster shared understanding and cooperation between transportation stakeholders. Read the entire page →
From page 204... ... 204 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance implications of multi-modal transportation systems on highway design, construction, and maintenance. These presentations should help DOTs and mobility service providers establish productive partnerships in which information and data are shared freely, ultimately resulting in mutually beneficial relationships. Read the entire page →
From page 205... ... Developing a Talented Workforce: Training Employees 205 Applicability in Design, Construction, and Maintenance Design Engineers and designers recognize the rise of multi-modal transportation and the effect this trend is having on how roads are designed and redesigned. Designers should also recognize the value of incorporating transportation data from outside sources into their decision-making process. Read the entire page →
From page 206... ... 206 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Im pl em en ta tio n St ep s 6. Coordinate logistics with the mobility service providers and the DOT. Read the entire page →
From page 207... ... Developing a Talented Workforce: Training Employees 207 Additional Resources The following resources provide additional information that may be useful when considering this strategy: • Bureau of Transportation Statistics. Read the entire page →
From page 208... ... 208 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Brown Bag Session Talking Points Overview When preparing to give a brown bag presentation to a mobility service provider (e.g., rideshare or bike sharing company) , it is important to take time to think through what your DOT would like to communicate in the presentation. Read the entire page →
From page 209... ... Developing a Talented Workforce: Training Employees 209 Consider the point of view of your constituency, the public. How does the public stand to benefit from a more collaborative relationship between the DOT and the mobility service providers? Read the entire page →
From page 210... ... 210 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Strategy Overview To encourage the adoption of new technologies and the development of skills needed to understand and use new technologies, DOTs can implement internal knowledge-sharing forums. These forums will help DOTs bridge skill and knowledge gaps among design, construction, and maintenance workers. Read the entire page →
From page 211... ... Developing a Talented Workforce: Training Employees 211 implement and needs to teach employees how to use it. Knowledge forums can be presented in person or virtually, with the latter option allowing speakers and DOT employees across the country to participate. Read the entire page →
From page 212... ... 212 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Applicability in Design, Construction, and Maintenance Design Engineers may benefit from the creation of internal knowledge-sharing forums as these opportunities allow employees to learn from industry experts on various relevant topics that they may not have much experience with (e.g., designing within evolving permitting requirements for multi-modal infrastructure) Read the entire page →
From page 213... ... Developing a Talented Workforce: Training Employees 213 Im pl em en ta tio n St ep s 4. Set a schedule for the forums well in advance and identify and reach out to personnel who can serve as speakers and others who should serve as participants. Read the entire page →
From page 214... ... 214 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Additional Resources The following resources provide additional information that may be useful when considering this strategy: • Burk, M Read the entire page →
From page 215... ... Developing a Talented Workforce: Training Employees 215 implemented within the DOT. As new technologies are presented and employees are taught how to use them during the forums, the rate of implementation should increase. Read the entire page →
From page 216... ... 216 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Example Survey Items to Assess Employees' Engagement and Perceptions of the Knowledge-Sharing Forms This tool provides example items that may be included in surveys to assess employees' (i.e., managers' and nonmanagers') desire for learning about various topic areas and their satisfaction with the format of knowledge-sharing forums. Read the entire page →
From page 217... ... Developing a Talented Workforce: Training Employees 217 Pre-Forum Example Survey Items Please list and describe one to three topic areas that you would like to see discussed in a knowledge-sharing forum. For example, you may list specific technologies that you would like to learn how to use to perform your job more effectively or efficiently. Read the entire page →
From page 218... ... 218 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Participation in or attendance at these forums should be required for employees in your occupational group. The speaker and/or leader of the forum was well-informed and able to present information clearly. Read the entire page →
From page 219... ... Developing a Talented Workforce: Training Employees 219 Tool: Knowledge-Sharing Forum Development Checklist This tool is designed to help DOT managers complete the steps involved in developing an internal knowledge-sharing forum for their organization. The steps can be used for the development of any type of knowledge-sharing forum, including CoPs, L&Ls, speaker series, super user office hours, and project wrap-ups. Read the entire page →
From page 220... ... 220 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 10. Read the entire page →
From page 221... ... Developing a Talented Workforce: Training Employees 221 Strategy Overview Action learning projects bring individuals together from diverse functions in the organization into teams to address a broad organizational issue or challenge. Successful action learning projects not only solve complex organizational challenges but develop employees and leaders by enhancing their problem-solving abilities, communication skills, and knowledge of other departmental functions. Read the entire page →
From page 222... ... 222 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance interdisciplinary initiatives often lend themselves to the creation of cross-functional action learning opportunities. While these workstreams may only be focused on a piece of the larger project, having employees from different areas work together is not only developmental for the employees but can also lead to higher team performance. Read the entire page →
From page 223... ... Developing a Talented Workforce: Training Employees 223 Strategy in Practice General Electric (GE) has a history of leveraging action learning teams to solve problems.90 At GE, action learning teams are characterized by a clear goal and/or problem statement, strong commitment and support from leadership, opportunities to develop and implement a solution, and clear boundaries regarding what can and cannot change as a result. Read the entire page →
From page 224... ... 224 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Im pl em en ta tio n St ep s 1. Identify a current or impending organizational challenge facing the DOT that could be addressed through an action learning project. Read the entire page →
From page 225... ... Developing a Talented Workforce: Training Employees 225 Im pl em en ta tio n St ep s 5. Provide an appropriate time frame for the action learning team to meet (e.g., twice a month for 6 months or another appropriate time frame to address the challenge) Read the entire page →
From page 226... ... 226 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Needed Support or Resources Tools and systems to effectively support collaboration across functional areas. Orientation materials to share about action learning projects, their goals, and the process for the action learning teams within the state DOT. Read the entire page →
From page 227... ... Developing a Talented Workforce: Training Employees 227 Metrics to Measure Return on Investment or Strategy Effectiveness 1. Action learning team participation rates, overall and by functional area – To be beneficial to the organization, it is important that employees from different functional areas or departments participate. Read the entire page →
From page 228... ... 228 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Overview of Action Learning Projects What Is an Action Learning Project? Action learning projects bring individuals together from diverse functions in the organization into teams to address a broad organizational issue or challenge. Read the entire page →
From page 229... ... Developing a Talented Workforce: Training Employees 229 Strategy Overview Creating an information repository on resiliency planning to share across disciplines will allow DOTs access to pertinent information in a centralized place, making the process for related decision-making easier. This will also increase collaboration between disciplines and personnel on important topics like environmental challenges and resiliency planning. Read the entire page →
From page 230... ... 230 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance information for internal use as well as to connect with other organizations to share information externally, as necessary. A repository can act as a tool to store information such as policies, procedures, and guidelines on important topics that are affecting DOTs today, such as resiliency planning and environmental challenges. Read the entire page →
From page 231... ... Developing a Talented Workforce: Training Employees 231 critical knowledge. Forming these partnerships with multiple DOTs establishes shared resources, reduces costs, and generates a more robust understanding of the challenges DOTs must navigate for the present and future. Read the entire page →
From page 232... ... 232 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Implementation Plan and Guidance Target Audience Implementation Lead(s) Read the entire page →
From page 233... ... Developing a Talented Workforce: Training Employees 233 Key Success Factors Potential Obstacles and Considerations • Buy-in from DOT leadership and other public transportation organizations is needed to begin the formal collection of information to store in the repository. • Agreement is needed between all stakeholders on the types of information that can be publicly shared between DOTs on the information repository for repository consistency. Read the entire page →
From page 234... ... 234 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Metrics to Measure Return on Investment or Strategy Effectiveness 1. Amount of use by DOTs – The frequency with which DOTs and partnering organizations access and utilize the information repository is a useful measure of its effectiveness. Read the entire page →
From page 235... ... Developing a Talented Workforce: Training Employees 235 Tool: Example Post-Repository Survey Items on Use and Effectiveness of an Information Repository As DOTs implement repositories to gather information on pressing issues they face, such as resiliency planning and environmental impacts, a post-repository survey is needed to measure its usefulness and effectiveness for users. Example survey items provided here may be used after the information repository has been implemented to understand users' perceptions of the repository as well as gain insights on possible areas of improvement. Read the entire page →
From page 236... ... 236 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 2. Is there anything you would like to change about the information repository in terms of usability? Read the entire page →
From page 237... ... Developing a Talented Workforce: Training Employees 237 Strategy Overview DOTs are struggling to recruit and retain junior- and mid-level staff, resulting in talent gaps and leaders who are unprepared for the inevitable changes in the transportation industry. One way to tackle these challenges is to identify high-potential employees and provide them with leadership development opportunities. Read the entire page →
From page 238... ... 238 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance What characterizes an employee as high potential depends on the organization, job, and future workforce needs. In identifying which employees have high potential, DOTs should consider employees' innate traits such as adaptability, learning agility, work ethic, and interest in advancement and development. Read the entire page →
From page 239... ... Developing a Talented Workforce: Training Employees 239 Job Rotations: Have high-potential employees rotate through temporarily assigned jobs so they gain a better perspective of the different responsibilities of the organization and learn more job-specific skills. Brown Bag Presentations: Encourage high-potential employees to give brown bag presentations about areas of expertise. Read the entire page →
From page 240... ... 240 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Maintenance Identifying high-potential employees working in maintenance and providing them with job rotations will expand these employees' horizons by giving them a broader perspective of what DOTs do. This could help improve collaboration between staff working in design, construction, and maintenance and give these staff an appreciation for the work they do in maintenance. Read the entire page →
From page 241... ... Developing a Talented Workforce: Training Employees 241 Key Success Factors Potential Obstacles and Considerations • Leadership development opportunities should be provided to employees who will benefit from them the most. Otherwise, time and other resources may be wasted. Read the entire page →
From page 242... ... 242 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Metrics to Measure Return on Investment or Strategy Effectiveness 1. Satisfaction and use of developmental opportunities – After a program is in place, DOTs should evaluate high-potential employees' satisfaction and use of the provided developmental opportunities. Read the entire page →
From page 243... ... Developing a Talented Workforce: Training Employees 243 Tool: Overview of Leadership Developmental Opportunities This tool provides an overview of the various developmental opportunities DOTs can provide to their high-potential employees. For each developmental opportunity, this toolkit lists the conditions under which they would be most appropriate, what benefits they would provide to high-potential employees, and the disadvantages of each. Read the entire page →
From page 244... ... 244 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance This opportunity may be appropriate when... • The organization has a knowledge gap between senior-level employees and high-potential employees, • Senior-level and high-potential employees are motivated to invest in a mentoring relationship, and • The organization supports employees taking the time to participate in a mentoring relationship. Read the entire page →
From page 245... ... Developing a Talented Workforce: Training Employees 245 T h is opportunity may b e appropriate w h en. Read the entire page →
From page 246... ... Tool: Matrix for Identifying High-Potential Employees This tool provides a matrix that can be used to evaluate whether employees should or should not be classified as having high potential. The matrix serves as a starting point, and indicators in the top row are intended to be modified based on the indicators and evaluation criteria your organization wants to use to identify high-potential employees. Read the entire page →
From page 247... ... Developing a Talented Workforce: Training Employees 247 Strategy Overview A reciprocal mentoring program encourages the transfer of institutional and historical knowledge between junior- and senior- level DOT employees and aids in the development of positive interpersonal relationships between the two groups. Developing these programs should also help DOTs adopt new technologies and design multi- modal transportation. Read the entire page →
From page 248... ... 248 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance provides employees at different levels of tenure opportunities to work together. Indeed, implementing a reciprocal mentoring program will encourage collaborative learning within DOTs and help foster healthy working relationships between employees with varying levels of tenure.101 These changes should result in both a greater adoption of new technologies within DOTs and a greater level of institutional and technical knowledge transfer. Read the entire page →
From page 249... ... Developing a Talented Workforce: Training Employees 249 Implementation Plan and Guidance Target Audience Implementation Lead(s) High-performing senior- and junior-level employees. Read the entire page →
From page 250... ... 250 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Key Success Factors Potential Obstacles and Considerations • Pair employees based on their skill sets and skill gaps to ensure that each employee has something to gain from the relationship. • Mentor/mentee relationships are usually most successful when the pairing lasts approximately 6 months, but DOTs should determine the length of the pairing based on employees' needs. Read the entire page →
From page 251... ... Developing a Talented Workforce: Training Employees 251 Tools to Establish a Reciprocal Mentoring Program to Encourage Internal Knowledge Transfer Mentoring Program Toolkit – Provides several resources that DOT managers may use to help implement a reciprocal mentoring program within their organization. Mentoring Program Matching Form – Provides information for creating reciprocal mentoring pairs such that each participant may be able to help bridge their ' Metrics to Measure Return on Investment or Strategy Effectiveness 1. Read the entire page →
From page 252... ... 252 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 5. Knowledge of multi-modal transportation – Because a reciprocal mentoring program may be used to increase junior-level employees' knowledge of and confidence with multimodal transportation, it may be useful to assess these employees' comfort level with and knowledge of multi-modal design throughout the mentoring partnership. Read the entire page →
From page 253... ... Developing a Talented Workforce: Training Employees 253 Tool: Mentoring Program Toolkit This tool provides multiple resources that DOT managers may use to help implement a reciprocal mentoring program within their organization. More specifically, this toolkit includes (a) Read the entire page →
From page 254... ... 254 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Who will be eligible to participate in the program? Will participation in the program be mandatory or voluntary? Read the entire page →
From page 255... ... Developing a Talented Workforce: Training Employees 255 After the criteria on which DOT leaders choose to match employees are selected, a mentorship matching form should be created with these criteria in mind. See the next tool, "Mentorship Matching Form," to help with this. Read the entire page →
From page 256... ... 256 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Mentoring Program Agreement Senior-Level Partner: ___________________ Title: ___________________ Junior-Level Partner: ___________________ Title: ___________________ Length of Partnership: ___________________ Start Date of Partnership: _________________ End Date of Partnership: __________________ How often will meetings occur (e.g., weekly, monthly) Read the entire page →
From page 257... ... Developing a Talented Workforce: Training Employees 257 Mentoring Activities Examples This section provides a list of interactive activities that employees in the reciprocal mentoring program may use. Managers may offer this list of activities to employees to encourage the development of interactive and developmental relationships between partners in each pairing. Read the entire page →
From page 258... ... 258 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Evaluating a Reciprocal Mentoring Program This section of the toolkit includes information about program evaluation and example questions to include in the evaluation. It is recommended that DOT managers continually evaluate their reciprocal mentoring programs to ensure that (a) Read the entire page →
From page 259... ... Developing a Talented Workforce: Training Employees 259 Where did you meet with your partner (e.g., in a meeting room, Skype) Read the entire page →
From page 260... ... 260 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Tool: Mentorship Program Matching Form Purpose and Overview This tool provides information for creating reciprocal mentoring pairs such that each participant may be able to help bridge their partner's skill gaps. More specifically, this tool offers an example mentorship application and tips for using it to match employees based on their self reported strengths and weaknesses. Read the entire page →
From page 261... ... Developing a Talented Workforce: Training Employees 261 good match for somebody who reports a desire to develop time management skills and confidence in communication. Pairing people whose skill sets complement each other (i.e., one person's strength is another person's weakness) Read the entire page →
From page 262... ... 262 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Once every two weeks Once a month Less often than once a month I anticipate communicating [select all that apply] : In person Over the phone Via email On a video conferencing platform (e.g., Zoom, Skype, FaceTime) Read the entire page →
From page 263... ... Developing a Talented Workforce: Training Employees 263 Open-Ended Questions Instructions: The remaining questions are open-ended and optional. Please ensure your responses (3-4 sentences or bullets) Read the entire page →

From page 175...

... 175 As the transportation industry continues to evolve, DOTs need to prepare for the future and respond to ongoing challenges. Many DOTs are nding their design, construction, and maintenance sta lack the skills and knowledge that will be crucial for successfully addressing current and future needs.