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From page 272... ... 272 Putting Strategies into Action Once state DOT needs have been identied and strategies to address those needs are selected, eort must be dedicated to bringing the strategies to life and ensuring that they are eectively implemented. is chapter provides a review of incorporating the strategies described in this Guide into DOT workforce development activities, with a focus on change management and sustaining the new strategies that are implemented. Read the entire page →
From page 273... ... Putting Strategies into Action 273 The Change Management Framework Determine the Need for Change Before any change can begin, DOTs need to rst determine why the change should occur. Pinpointing what needs to change and the goals of the change will ensure the right strategies are selected. Read the entire page →
From page 274... ... 274 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Assess Workforce Policies to Ensure Support for Diversity and Inclusion ● ● ● Create and/or Revise Job Descriptions to Accurately Market Jobs ● ● Sustaining a Strong Workforce: Retaining Employees Develop Performance Management Strategies with Industry Partners to Communicate Expectations ● Construct Effective Teams to Maximize Staff Productivity ● ● Enable Employees to Share Ideas to Foster Workplace Innovation ● ● ● ● Integrate Critical Skills into Career Paths to Demonstrate Career Advancement Opportunities ● ● ● Establish Standard Operating Procedures for Data Management to Ensure Efficient and Secure Access ● ● Create Flexible Work Arrangements to Accommodate Employee Needs ● ● Implement Diversity and Inclusion Training to Ensure a Healthy Work Environment ● Developing a Talented Workforce: Training Employees Create Communities of Practice with Local Institutions to Encourage Knowledge Sharing ● ● Develop Robust Training Programs to Bridge Workforce Skill Gaps ● ● ● Upskill Existing Employees to Prepare Them for New Roles ● ● ● ● Action Plans Industry Challenges A do pt io n of ne w te ch no lo gi es Ec on om ic ch al le ng es R is e of m ul tim od al tr an sp or ta tio n R es ili en cy p la nn in g B lu eco lla rs tig m a Sl ow h iri ng pr ac tic es Po pu la rit y an d ex pe ct at io n of fle xi bl e w or kp la ce po lic ie s D iff ic ul ty re cr ui tin g an d re ta in in g m id le ve l o r y ou ng s ta ff St ea dy d ow ns iz in g of D O T st af f G en er at io na l di ffe re nc es Building a Qualified Workforce: Attracting Employees Partner with Educational Institutions to Market Jobs ● ● ● ● ● Develop a Brand to Attract New Applicants ● ● ● Use a Focused Social Media Presence to Engage Applicants ● ● ● ● Adopt Equitable Recruitment Practices to Hire Underrepresented Individuals ● ● ● Partner with Mobility Service Providers to Increase Coordination ● ● Exhibit 6-2. Matrix of industry challenges and related action plans. Read the entire page →
From page 275... ... Putting Strategies into Action 275 Action Plans Industry Challenges A do pt io n of ne w te ch no lo gi es Ec on om ic ch al le ng es R is e of m ul tim od al tr an sp or ta tio n R es ili en cy p la nn in g B lu eco lla rs tig m a Sl ow h iri ng pr ac tic es Po pu la rit y an d ex pe ct at io n of fle xi bl e w or kp la ce po lic ie s D iff ic ul ty re cr ui tin g an d re ta in in g m id le ve l o r y ou ng s ta ff St ea dy d ow ns iz in g of D O T st af f G en er at io na l di ffe re nc es Implement Internal KnowledgeSharing Forums to Improve Knowledge Transfer ● ● ● Conduct Cross-Functional Action Learning Projects to Facilitate Internal Collaboration ● ● ● Create an Information Repository to Foster Resiliency Planning Communication Across DOTs ● ● Provide Leadership Development Opportunities to Build a Leader Pipeline ● ● Establish a Reciprocal Mentoring Program to Encourage Internal Knowledge Transfer ● ● ● Exhibit 6-2. (Continued) Read the entire page →
From page 276... ... 276 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Make a Case for Change Once the need for change has been identied and strategies to address these needs have been selected, steps should be taken to engage key stakeholders to ensure they will adopt this change. It is important to have early conversations with organizational leadership and sta aected by the change. Read the entire page →
From page 277... ... Putting Strategies into Action 277 Creating a plan for workforce change can help DOTs identify and lessen potential barriers to strategy implementation (e.g., lack of leader support, lack of resources) and conserve their resources. Read the entire page →
From page 278... ... 278 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Conclusion In closing, the action plans within this Guide provide strategies to help DOTs attract, retain, and develop their design, construction, and maintenance sta. Using these action plans along with eective change management techniques will help DOTs successfully implement strategies and better position their 2030 workforce. Read the entire page →
From page 279... ... Abbreviations and acronyms used without denitions 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) Read the entire page →

From page 272...

... 272 Putting Strategies into Action Once state DOT needs have been identied and strategies to address those needs are selected, eort must be dedicated to bringing the strategies to life and ensuring that they are eectively implemented. is chapter provides a review of incorporating the strategies described in this Guide into DOT workforce development activities, with a focus on change management and sustaining the new strategies that are implemented.

Read the entire page →

From page 273...

... Putting Strategies into Action 273 The Change Management Framework Determine the Need for Change Before any change can begin, DOTs need to rst determine why the change should occur. Pinpointing what needs to change and the goals of the change will ensure the right strategies are selected.

Read the entire page →

From page 274...

... 274 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Assess Workforce Policies to Ensure Support for Diversity and Inclusion ● ● ● Create and/or Revise Job Descriptions to Accurately Market Jobs ● ● Sustaining a Strong Workforce: Retaining Employees Develop Performance Management Strategies with Industry Partners to Communicate Expectations ● Construct Effective Teams to Maximize Staff Productivity ● ● Enable Employees to Share Ideas to Foster Workplace Innovation ● ● ● ● Integrate Critical Skills into Career Paths to Demonstrate Career Advancement Opportunities ● ● ● Establish Standard Operating Procedures for Data Management to Ensure Efficient and Secure Access ● ● Create Flexible Work Arrangements to Accommodate Employee Needs ● ● Implement Diversity and Inclusion Training to Ensure a Healthy Work Environment ● Developing a Talented Workforce: Training Employees Create Communities of Practice with Local Institutions to Encourage Knowledge Sharing ● ● Develop Robust Training Programs to Bridge Workforce Skill Gaps ● ● ● Upskill Existing Employees to Prepare Them for New Roles ● ● ● ● Action Plans Industry Challenges A do pt io n of ne w te ch no lo gi es Ec on om ic ch al le ng es R is e of m ul tim od al tr an sp or ta tio n R es ili en cy p la nn in g B lu eco lla rs tig m a Sl ow h iri ng pr ac tic es Po pu la rit y an d ex pe ct at io n of fle xi bl e w or kp la ce po lic ie s D iff ic ul ty re cr ui tin g an d re ta in in g m id le ve l o r y ou ng s ta ff St ea dy d ow ns iz in g of D O T st af f G en er at io na l di ffe re nc es Building a Qualified Workforce: Attracting Employees Partner with Educational Institutions to Market Jobs ● ● ● ● ● Develop a Brand to Attract New Applicants ● ● ● Use a Focused Social Media Presence to Engage Applicants ● ● ● ● Adopt Equitable Recruitment Practices to Hire Underrepresented Individuals ● ● ● Partner with Mobility Service Providers to Increase Coordination ● ● Exhibit 6-2. Matrix of industry challenges and related action plans.

Read the entire page →

From page 275...

... Putting Strategies into Action 275 Action Plans Industry Challenges A do pt io n of ne w te ch no lo gi es Ec on om ic ch al le ng es R is e of m ul tim od al tr an sp or ta tio n R es ili en cy p la nn in g B lu eco lla rs tig m a Sl ow h iri ng pr ac tic es Po pu la rit y an d ex pe ct at io n of fle xi bl e w or kp la ce po lic ie s D iff ic ul ty re cr ui tin g an d re ta in in g m id le ve l o r y ou ng s ta ff St ea dy d ow ns iz in g of D O T st af f G en er at io na l di ffe re nc es Implement Internal KnowledgeSharing Forums to Improve Knowledge Transfer ● ● ● Conduct Cross-Functional Action Learning Projects to Facilitate Internal Collaboration ● ● ● Create an Information Repository to Foster Resiliency Planning Communication Across DOTs ● ● Provide Leadership Development Opportunities to Build a Leader Pipeline ● ● Establish a Reciprocal Mentoring Program to Encourage Internal Knowledge Transfer ● ● ● Exhibit 6-2. (Continued)

Read the entire page →

From page 276...

... 276 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Make a Case for Change Once the need for change has been identied and strategies to address these needs have been selected, steps should be taken to engage key stakeholders to ensure they will adopt this change. It is important to have early conversations with organizational leadership and sta aected by the change.

Read the entire page →

From page 277...

... Putting Strategies into Action 277 Creating a plan for workforce change can help DOTs identify and lessen potential barriers to strategy implementation (e.g., lack of leader support, lack of resources) and conserve their resources.

Read the entire page →

From page 278...

... 278 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Conclusion In closing, the action plans within this Guide provide strategies to help DOTs attract, retain, and develop their design, construction, and maintenance sta. Using these action plans along with eective change management techniques will help DOTs successfully implement strategies and better position their 2030 workforce.

Read the entire page →

From page 279...

... Abbreviations and acronyms used without denitions 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)

Read the entire page →

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