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From page 1...
... 1   State departments of transportation (DOTs) play a critical role in ensuring the integrity of our nation's transportation infrastructure.
From page 2...
... 2 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Proles for DOT Priority Jobs in Design, Construction, and Maintenance To understand which jobs within design, construction, and maintenance at DOTs should be considered the highest priority for addressing current and future workforce needs, the research team surveyed DOT employees across the country, spanning various occupational groups. Survey participants were asked to rate the extent to which various job titles, obtained via the U.S.
From page 3...
... Introduction 3   2 4 % 2 8 % 52 % 64 % 9 6% Priority Job Title: Bridge & Structural Designer SO C 1 7-3 01 1 : Architectural and Civil Draf ter C urrent and F uture Job Num bers and Job Details Sk ills in G reatest Dem and (C urrent and Proj ected) Microstation CADD AutoCAD Bridge Design 3 D Modeling/Design Top 5 I n- Dem and Sk ill C lusters Sk ill cluster results are b ased on 2 5 j ob p ostings; the b ars rep resent the p ercentage of listings in w hich each sk ill cluster is f ound.
From page 4...
... 4 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 326,800 347,300 315,000 320,000 325,000 330,000 335,000 340,000 345,000 350,000 # of Employees, 2018 Projected # of Employees, 2028 6.3% Increase 27% 34% 44% 63% 92% Priority Job Title: Civil Engineer SOC 17-2051: Civil Engineers Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Civil Engineering AutoCAD Civil 3D Project Management Professional Engineer Top 5 In-Demand Skill Clusters Skill cluster results are based on 32,400 job postings; the bars represent the percentage 32,400 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 5...
... Introduction 5   326,800 347,300 315,000 320,000 325,000 330,000 335,000 340,000 345,000 350,000 # of Employees, 2018 Projected # of Employees, 2028 6.3% Increase 41% 48% 49% 62% 78% Priority Job Title: Transportation Engineer SOC 17-2051: Civil Engineers C urrent and F uture Job Num bers and Job Details Sk ills in G reatest Dem and (C urrent and Proj ected) Civil Engineering Microstation Project Management AutoCAD Budgeting Top 5 I n- Dem and Sk ill C lusters Skill cluster results are based on 7,469 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 6...
... 6 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 39,400 41,500 38,000 38,500 39,000 39,500 40,000 40,500 41,000 41,500 42,000 # of Employees, 2018 Projected # of Employees, 2028 5.3% Increase 34% 35% 37% 38% 89% Priority Job Title: Transportation Planner SOC 19-3099.01: Transportation Planners Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Transportation Planning Project Management Civil Engineering Scheduling Land Use Top 5 In-Demand Skill Clusters Skill cluster results are based on 1,817 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 7...
... Introduction 7   326,800 347,300 315,000 320,000 325,000 330,000 335,000 340,000 345,000 350,000 # of Employees, 2018 Projected # of Employees, 2028 6.3% Increase 37% 42% 49% 56% 88% Priority Job Title: Traffic Engineer SOC 17-2051: Civil Engineers Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Traffic Engineering Civil Engineering Microstation Traffic Management Professional Engineer Top 5 In-Demand Skill Clusters Skill cluster results are based on 3,432 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 8...
... 8 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 36% 51% 55% 75% 77% Priority Job Title: C onstruction M anager SOC 11-9021: Construction Managers C urrent and F uture Job Num bers and Job Details Sk ills in G reatest Dem and (C urrent and Proj ected) Project Management Construction Management Budgeting Scheduling Q uality Assurance & Control Top 5 I n- Dem and Sk ill C lusters Skill cluster results are based on 54,003 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 9...
... Introduction 9   117,300 125,000 112,000 114,000 116,000 118,000 120,000 122,000 124,000 126,000 # of Employees, 2018 Projected # of Employees, 2028 20% 22% 27% 29% 92% Priority Job Title: Transportation Construction Inspector SOC 47-4011: Construction and Building Inspectors Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Construction Inspection Bridge Construction Highway Construction Civil Engineering Materials Testing Top 5 In-Demand Skill Clusters Skill cluster results are based on 342 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 10...
... 10 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 73,800 77,400 72,000 73,000 74,000 75,000 76,000 77,000 78,000 # of Employees, 2018 Projected # of Employees, 2028 20% 22% 27% 29% 70% Priority Job Title: Transportation Technician SOC 17-3022: Civil Engineering Technologists and Technicians Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Repair Commercial Driving Backhoes Traffic Maintenance Equipment Operation Top 5 In-Demand Skill Clusters Skill cluster results are based on 1,944 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 11...
... Introduction 11   7,500 8,000 7,200 7,300 7,400 7,500 7,600 7,700 7,800 7,900 8,000 8,100 # of Employees, 2018 Projected # of Employees, 2028 6.2% Increase 27% 29% 33% 38% 38% Priority Job Title: Traffic Management Operator SOC 53-6041: Traffic Technician Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Traffic Management Surveillance Traffic Maintenance Data Entry Traffic Control Devices Top 5 In-Demand Skill Clusters Skill cluster results are based on 112 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 12...
... 12 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 33% 36% 42% 45% 71% Priority Job Title: Highway Foreman SOC 47-4051: Highway Maintenance Workers Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Repair Highway Maintenance Scheduling Highway Construction Bridge Construction Top 5 In-Demand Skill Clusters Skill cluster results are based on 256 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 13...
... Introduction 13   155,300 162,700 150,000 152,000 154,000 156,000 158,000 160,000 162,000 164,000 # of Employees, 2018 Projected # of Employees, 2028 4.8% Increase 37% 37% 41% 42% 99% Priority Job Title: H ighway M aintenance Technician SOC 47-4051: H ighway Maintenance W orkers C urrent and F uture Job Num bers and Job Details Sk ills in G reatest Dem and (C urrent and Proj ected) H ighway Maintenance Repair Debris and L itter Control Commercial Driving Power Tools Top 5 I n- Dem and Sk ill C lusters Skill cluster results are based on 405 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 14...
... 14 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance 155,300 162,700 150,000 152,000 154,000 156,000 158,000 160,000 162,000 164,000 Priority Job Title: Snowplow Operator SOC 47-4051: Highway Maintenance Workers Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Plows Snow Removal Equipment Operation Skid-Steer Loader Lawn Care Top 5 In-Demand Skill Clusters Skill cluster results are based on 26 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 15...
... Introduction 15   155,300 162,700 150,000 152,000 154,000 156,000 158,000 160,000 162,000 164,000 # of Employees, 2018 Projected # of Employees, 2028 4.8% Increase 21% 24% 28% 28% 34% Priority Job Title: Transportation Maintenance Specialist SOC 47-4051: Highway Maintenance Workers Current and Future Job Numbers and Job Details Skills in Greatest Demand (Current and Projected) Repair Performance Appraisals Performance Analysis Peoplesoft Internet Service Provider Top 5 In-Demand Skill Clusters Skill cluster results are based on 29 job postings; the bars represent the percentage of listings in which each skill cluster is found.
From page 16...
... 16 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Identied Industry Challenges Aer understanding which jobs must take priority from a workforce capacity-building standpoint, it is valuable to identify the specic challenges faced by many state DOTs in growing and sustaining the skilled employees and leaders for these critical jobs. Aer engaging state DOT leaders and stakeholders from across the country, several themes emerged as common and concerning to attracting, retaining, and developing the future transportation workforce in design, maintenance, and construction.
From page 17...
... Introduction 17   the strategies will likely help DOTs attract, retain, and develop a qualied workforce, strategies were grouped based on their main objective. e action plans included in each chapter are listed in Exhibit 1-4.
From page 18...
... 18 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Scenario Description Changing Transportation Infrastructure The rise in popularity of alternative modes of transportation may cause state DOTs to consider how roadways will be designed, built, and maintained to accommodate these new modes. With expanding mobility service options, the use of transportation infrastructure will also change.
From page 19...
... Introduction 19   Resilience Planning Within a traditional state DOT, the implementation of a new resiliency plan may begin. Within this new plan, there will be changes to the way this DOT has traditionally planned for a rising sea level, flooding, and coastal storms, to ensure that infrastructure remains safe and reliable over time.
From page 20...
... 20 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Chapter Action Plans Chapter 2: 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 • Assess Workforce Policies to Ensure Support for Diversity and Inclusion • Create and/or Revise Job Descriptions to Accurately Market Jobs Chapter 3: 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 Chapter 4: 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 • Partner with Mobility Service Providers to Increase Coordination • Implement Internal Knowledge-Sharing 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 1-4. Action plans within each chapter.
From page 21...
... Introduction 21   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 Partner with Mobility Service Providers to Increase Coordination Implement Internal Knowledge-Sharing 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 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 Diversity and Inclusion Training to Ensure a Healthy Work Environment 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 Exhibit 1-5. (Continued)
From page 22...
... 22 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Workforce 2030 Roadmap A Workforce 2030 Roadmap is also included in this Guide, e Roadmap is designed to showcase the intersections of the human capital initiatives for building a qualied design, construction, and maintenance workforce. It highlights the challenges that have been identied by transportation organizations and their recommended solutions (i.e., strategies)
From page 23...
... Introduction 23   WORKFORCE 2030 SUSTAINING A STRONG WORKFORCE: RETAINING EMPLOYEES Develop Performance Management Strategies with Industry Partners Enable Employees to Share Ideas Integrate Critical Skills into Career Paths Establish Standard Operating Procedures for Data Management Create Flexible Work Arrangements for Employees Implement Diversity and Inclusion Training DEVELOPING A TALENTED WORKFORCE: TRAINING EMPLOYEES Create Communities of Practice with Local Institutions Develop Robust Training Programs Upskill Existing Employees to Prepare for New Roles Partner with Mobility Service Providers Implement Knowledge-Sharing Forums Conduct Cross-Functional Action Learning Projects Create an Information Repository to Foster Resiliency Planning Communication Provide Leadership Development Opportunities Establish a Reciprocal Mentoring Program BUILDING A QUALIFIED WORKFORCE: ATTRACTING EMPLOYEES Partner with Educational Institutions to Market Jobs Develop Brand to Attract New Applicants Use a Focused Social Media Presence to Engage Applicants Adopt Equitable Recruitment Practices to Hire Unrepresented Individuals Assess Workforce Policies to Ensure Support for Diversity and Inclusion Create and/or Revise Job Descriptions Exhibit 1-6. Workforce 2030 Roadmap.
From page 24...
... 24 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance How to Use This Guide e purpose of this Guide is to provide tested and feasible techniques for DOT leaders and managers to better attract, retain, and develop employees working in design, construction, and maintenance occupations. e action plans listed in this Guide were developed considering the diverse nature of transportation agencies and are therefore applicable to agencies of varying sizes and locations.
From page 25...
... Introduction 25   will seamlessly overlap and complement each other to achieve multiple goals. For example, an action plan in the section about retaining employees may also be relevant for developing employees.
From page 26...
... 26 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Exhibit 1-8. (Continued)
From page 27...
... Introduction 27   Exhibit 1-8. (Continued)
From page 28...
... AMONG THE FOLLOWING THREE WORKFORCE CHALLENGES, WHICH IS CURRENTLY THE MOST PRESSING FOR YOUR DOT? ATTRACTING VIABLE TALENT Is your organization experiencing slow hiring hire new employees?
From page 29...
... Return to the top to select another workforce challenge. Create and/or Revise Job Descriptions to Accurately Market Jobs NO YES Implement Knowledge- Sharing Forums Conduct Cross-Functional Action Learning Projects Create Communities of Practice with Local Institutions Establish a Reciprocal Mentorship Program Is there a need for knowledge sharing to retain critical skills and information?

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