Building a National Network for the Transportation Workforce FHWA - - PowerPoint PPT Presentation

Building a National Network for the Transportation Workforce

FHWA supported

National Network for the Transportation Workforce

• NNTW formed to provide a more

strategic and efficient approach to transportation workforce development.

• The Centers act together to

facilitate national partnerships with key public and private

• rganizations
• Bring together the

transportation, education, labor, and workforce investment communities

• Identify and promote effective

transportation workforce activities, programs, and resources

WEST Steve Albert

Montana State University

stevea@coe.montana.edu (406) 994-6114 wrtwc.org

SOUTHWEST Tom O’Brien

California State University, Long Beach

Thomas.OBrien@csulb.edu (562) 985-2875 swtwc.org

MIDWEST Teresa M. Adams

University of Wisconsin- Madison

teresa.adams@wisc.edu (608) 263-3175 mtwc.org

SOUTHEAST Stephanie S. Ivey

The University of Memphis

ssalyers@memphis.edu (901) 678-3286 memphis.edu/setwc

NORTHEAST Glenn McRae

University of Vermont

glenn.mcrae@uvm.edu (802) 656-1317 netwc.net

NETWC

at the University of Vermont Transportation Research Center with the Center for Advanced Infrastructure & Transportation at Rutgers University

www.netwc.net Strategic Framework for Action Creating resources to keep workforce professionals and educators engaged, build partnerships, and provide a one‐stop‐ shop for links to tools, ideas, and strategies.

http://netwc.net/

Data-Based Decision Making

• Better data
• On transportation workforce priorities in

region

• On existing training & education

programs

• Better alignment
• Of education & training to skill gaps

Comprehensive Literature Review  Identify and analyze information from Federal, State, and private‐sector research, technical & conference reports and institutional documents  Assess the transportation industry in each region as well as employment trends  Results increased the team’s overall understanding of each Region’s transportation industry trends and workforce issues. Engage Transportation Workforce Stakeholders  Engage industry stakeholders throughout the regions—both public and private partners—positions within state DOLs, DOTs, universities, associations, and private employers  Input covered the broad work environment of personnel, critical job functions, anticipated workforce trends over the next 5 to 10 years, recruitment and retention challenges, workforce success strategies  Results of this subtask help define the workforce at the region‐level and provide a preliminary list of critical workforce occupations and functions to focus on. Estimating regional workforce demand for occupations  Generate and analyze historic, current, and future occupational estimates for all priority transportation

• ccupations identified (BLS)

 Results allowed for a more accurate assessment of workforce trends across disciplines

Job Needs and Priorities by Region

Three Phase Research Methodology

Characteristics of the West Region



Transportation expenditures of $19 billion/year



~355,000 workers employed in Transportation & Warehousing Occupations



Multimodal (maritime (AK, HI, WA), rail (NE), pipeline (WY, ND)



Highways dominate regional transportation expenditures (72%)



84% of regional highways are rural



36% of land mass; 6% of U.S. population



Rural and Small Urban (low population densities)



Training access challenges in rural communities



Tight Labor Markets (low unemployment rates)



Energy sector development



Tribal and federal lands

Southeas Southeast Re Region ‐ Des Description ription

• 12 states & PR
• 15% land area
• 27% US population
• 1.4 M transportation and

warehousing employees

• Key industry sectors within

states include:

• Aerospace (11)
• Automotive (8)
• Distribution and Logistics (11)
• Ship Building (5)
• 28% of all bridges in US
• 25% of structurally deficient

and 31% of functionally

• bsolete bridges in US
• More than 25% of US rail track

miles

• 11 of the top 25 water ports by

tonnage

102,330 (22.4% change) 103,600 (23.9% change) 15,060 14.1% change) 13,540 (16.8% change) 20,270 (21% change) 112,720 (22.6% change) 75,060 (16.8% change) 53,320 (14.7% change) 496,580 (19.5% change) 1,280 (11.3% change) 34,200 (15.5% change) 47,230 (33.7% change) 704,130 (20.1% change) 83,630 83,630 13,200 11,590 16,750 91,940 64,290 46,500 415,400 1,150 29,610 35,330 586,480 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 Computer and Information Systems Managers Civil Engineers Surveyors Urban and Regional Planners Surveying and Mapping Technicians Operating Engineers and Other Construction Equipment Operators Bus and Truck Mechanics and Diesel Engine Specialists Bus Drivers, Transit and Intercity Heavy and Tractor‐Trailer Drivers Traffic Technicians Transportation, Storage, and Distribution Managers Logisticians Laborers and Freight, Stock, and Material Movers, Hand

EMPLOYMENT FORECAST FOR PRIORITY OCCUPATIONS IN THE SOUTHWEST

# of Employees, 2012

Additional Workers Needed by 2022

Midwest Region

11

+82,026 +63,590 +36,510 +31,796 +15,611 +10,913 +8,770 +6,068 +5,212 +4,627 +182

Heavy & tractor-trailer drivers General laborers Storage & distribution managers Construction laborers Customs brokers Light truck or delivery drivers Software developers Civil engineers Logisticians Bus & truck mechanics Vessel operators & mates

Baccalaureate ++ Technical Education

What does the Future Hold?

Traditional

Industry forecasts based

• n past trends

Projected growth Projected retirements Existing

• ccupations

Futurecasting

Industry game changers  new

• rganizational competencies

Organizational trends/new mandates New technologies Streamlined

• rganizations

Issues Focus

Right- sized, skilled workforce

Lack of skill Lack of job applicants Poor retention New job requirements

Phase 2 Focus: Solutions



Shift from “problem/issue” focus to “possibilities” and potential solutions



Use networks to gather resources on great programs that already exist



Build action-oriented partnerships



Use networks to share, scale, replicate or leverage

STRATEGIC ACTION PLANS

National Network for the Transportation Workforce On‐line Resources

• One Stop Shop Clearinghouses
• f transportation education and

career awareness programs

• Newsfeed on upcoming regional

events, opportunities, webinars, and Center activities

• One-click sign up for e-

newsletters and other network communications

• Regional Job Needs and

Priorities Reports, Phase 1

• Coming in September: Regional

Job Needs and Priorities, Phase 2 Strategic Action Plans and Report

• TRB Education & Training

webinar series

• nntw.org

WEST Steve Albert

Montana State University

stevea@coe.montana.edu (406) 994-6114 wrtwc.org

SOUTHWEST Tom O’Brien

California State University, Long Beach

swtwc.org

MIDWEST Teresa M. Adams

University of Wisconsin- Madison

mtwc.org

SOUTHEAST Stephanie S. Ivey

The University of Memphis

memphis.edu/setwc

NORTHEAST Glenn McRae

University of Vermont

netwc.net

National Focus Areas

Rural Safety Federal Lands Mobility Livability Tribal

The Future Transportation Workforce: State DOTs

Millennials

• Why do they matter?

– Became the largest generational cohort in 2010 – Quickly becoming largest generational cohort within the workforce as Baby Boomers retire – Generational preferences & characteristics have an impact on workplace culture & practices – HR professionals need tools to deal with rapid demographic shifts in workplace

Transportation Workforce

• Workforce hiring cycles => transportation

workforce older than national average

– 53% of transportation workforce over 45 years

• ld

– 35% of transit workers over 55 years old

• Growth & separations in industry => need

for significant recruitment/hiring of new workers

Study Purpose

• Better understand the current literature on

Millennials in the workforce

• Better understand State DOT perspectives
• n hiring and retention issues

Methodology

• Literature Review

– Work Attitudes & Values – Career Mobility – Managing & Motivating Millennials – Technology

• Focus Group

– Participants: Alaska, Minnesota, Montana, Wisconsin, and Oregon state DOTs – Human Resources roles

Key Takeaways

• Work centrality
• Mobility
• Work-life fusion &

technology dependent

• Desire for mentorship,

engagement,

• pportunities for

change

• Results-focused

Focus Group

• Attraction
• Recruitment
• Retention
• Workplace Culture

Attraction

Positives

• Work/life balance
• Job security
• Professional development
• Job rotation programs
• Flexible schedules

Negatives

• Technology
• Image

Recruitment

Needs

• More robust social media

plans

• On-line presence
• Better data on how

applicants find openings Successes

• Recruitment partnerships

with colleges – disseminate info through career services systems

• Internship programs

Culture of Engagement

Good response

• Professional & leadership

development

• pportunities
• Involvement of young

staff in improving agency processes/policies

• Performance recognition
• Mentorship & feedback

Shortcomings

• In-house mentorship

capacity

• Hierarchical culture
• Sluggishness to change
• Expectations about where

and when work should be done

Findings

• Potential for collaboration on:

– Developing online and social media presence – Building in-house mentorship capacity – Improving public image of DOTs among young people – Career messaging that highlights attractive attributes – Reviewing business processes and use of technology policies in the workplace

How do we get there?

DOT Case Study

Challenges include differing expectations between current ways

• f doing business at DOTs and new

career models.

• Sluggishness of DOTs to

change

• Delays at government agencies

that frustrate enthusiastic workers

• Strong hierarchical structures
• “Pay your dues” and “at your

desk” approach to work

Workforce of Tomorrow Study Recommendations

Create a culture that values and engages people. Empower HR -- Promote innovation by supporting a “let’s try it” approach to recruiting, retaining, and rewarding employees. Reduce layers of decision making that give employees more say in setting priorities and defining direction. Use ongoing communication and feedback systems to ensure that employees are well informed about organizational priorities and issues affecting them.

Future Work

• Actionable Research
• Provide specific, evidence-based

guidelines and tools

• Practice ready
• Leveraged costs for maximum benefit

– Pooled Fund? – Multigenerational workforce

whip·per·snap·per /ˈ(h)wipәrˌsnapәr/

synonyms:

noun informal a young and inexperienced person considered to be presumptuous or overconfident. synonym: upstart

Source: Google.com

2 in 3 Millennials expect to leave by 2020

Deloitte Millennial Survey http://www2.deloitte.com/global/en/pages/about-deloitte/articles/gx- millennials-one-foot-out-the-door.html

Focus on Key Decision Points

The decision to join an organization or not to join The decision to leave an organization or to stay The decision to change an organization

Culture‐Based Framework

Expected Benefits

• Identify key career messaging and media that resonate

with potential recruits.

• Identify attractive organizational traits and opportunities

that could be better marketed/communicated

• Identify potential organizational practices that promote

better engagement of new workforce entrants

• Build the capacity of DOT leadership and staff to

effectively implement organizational changes needed to engage and retain the existing and incoming workforce

According to research conducted by the Government Business Council and Route 50

“When asked to rank organizational challenges, state and local government employees place the six management areas in the following order, from most challenging to least:

#1 Human Capital and Workforce Issues 90% OF RESPONDENTS SAY HUMAN CAPITAL & WORKFORCE ISSUES ARE A CHALLENGE FOR THEIR ORGANIZATION”

DISCUSSION BREAK

AASHTO HR Survey

Peer Exchange

52% 48%

Survey Responses Completed Incomplete

1 2 3 4 5 Alabama Alaska Arizona Arkansas Connecticut Idaho Indiana Iowa Maine Michigan Minnesota Mississippi Nevada New Jersey North Dakota Oklahoma Rhode Island Tennessee Texas Utah Virginia Washington West Virginia Wyoming

Total Responses Per State

States that Completed the Survey

• Alaska
• Arizona
• Arkansas
• Connecticut
• Indiana
• Mississippi
• Nevada
• North Dakota
• Oklahoma
• Rhode Island
• Texas
• Utah
• Virginia
• Washington
• West Virginia
• Wyoming

500 1,000 1,500 2,000 2,500 3,000 3,500 4,000

What is the total number of full‐time equivalent positions employed by your state DOT?

2000 4000 6000 8000 10000 12000 Texas Virginia Washington West Virginia

What is the total number of full‐time equivalent positions employed by your state DOT? (continued)

5 10 15 20 25 30 35

How many full‐time equivalent Human Resources positions does your DOT employ?

20 40 60 80 100 120 140 160 Texas Virginia Washington West Virginia

How many full‐time equivalent Human Resources positions does your DOT employ? (continued)

29.9 64.5 80 82.2 90.2 92 93.9 94 126.8 133.6 134.6 137.3 140.9 154.5 156.3 161.5 180 195.2 266.7

Total Employees Per HR Staff

50 100 150 200 250 300 350 400 450 500

How many hires does your HR department perform per year on average?

200 400 600 800 1000 1200 Alaska Indiana Texas Virginia Washington West Virginia

How many hires does your HR department perform per year on average? (continued)

23.1 9.8 12.2 7.6 4.4 19.2 17.0 16.7 4.4 6.1 8.0 10.0 7.8 14.7 18.0 21.0

Total Hires Per Year Per HR Staff

$566,926 $3,760 $929 $12,074

Average Breakdown of Annual Investment the DOT Spends on Recruitment

Staff Travel Marketing/Advertising Other

Other Expenses Include: Job Fairs DDI Participant Guides

States Represented: Alaska Arizona Arkansas Connecticut North Dakota Oklahoma Washington

50% 50%

Does your DOT track where applicants learned about the opening?

Yes No States Represented: Alaska Arizona Arkansas Connecticut Indiana Mississippi Nevada North Dakota Oklahoma Rhode Island Texas Utah Virginia Washington West Virginia Wyoming

44% 56%

Does your DOT track where successful hires learned about openings?

Yes No States Represented: Alaska Arizona Arkansas Connecticut Indiana Mississippi Nevada North Dakota Oklahoma Rhode Island Texas Utah Virginia Washington West Virginia Wyoming

22.9% 0.3% 4.3% 45.8% 0.5% 0.0% 12.8%

Percentage of Successful Recruits Learned About the Opening By:

Word of Mouth Social Media Job Fair On‐line Posting Job Service Newspaper, Poster or Other Print Advertising Other

States Represented: Arkansas Indiana North Dakota

53% 47%

Does your HR department have performance measures in place to evaluate the department’s operations?

Yes No States Represented: Alaska Arizona Arkansas Connecticut Indiana Iowa Mississippi Nevada New Jersey North Dakota Oklahoma Rhode Island Tennessee Texas Utah Virginia Washington West Virginia Wyoming

Performance Measures

• HR and Safety Scorecard
• Turnover/Employment Satisfaction/Time to Process
• Track Recruitments under 50 days; track whether

higher retention using Targeted Selection interviewing techniques (resulted in less turnover in MVD Customer Service reps); track voluntary regrettable attrition

• Grievance activity; transactional activity; error; audit

queries

• Employee satisfaction surveys; turnover reports;

customer satisfaction surveys

Performance Measures (continued)

• # of Days Job Posting Request under review by Hiring

Committee, # of Days from Hiring Committee Approval to Job Posting, # of Days from Job Posting to Job Offer Issuance, Terminations per month, # of Vacant Positions, Position Vacancy Rate

• Turnover, Safety, training, Some EVP measures.

Performance evaluation tracking.

• Advocate Strategic Alignment of Human Resources /

Advocate Consistent Hiring Practices / Improve Strategies for Recruitment Efforts / Enhance a Performance Management Culture / Improve and Clarify Internal Processes / Pursue Opportunities for Growth and Development

Have you observed trends on where applicants are looking for job opportunities?

• They come to our website directly ‐ job boards and aggregators seem to

be more of a start point rather than a one‐stop shop.

• Online and social media
• Most applicants are searching for job opportunities on Indeed.com
• We transitioned to an online system and have seen increased applicant

numbers; our mobile users are increasing significantly over the past 2 years.

• Use of meta search engines to locate positions, increased use of LinkedIn

as a recruiting platform

• Positions located in urban areas have larger, more qualified applicant
• pools. Experienced equipment operators, electricians, and mechanics are

extremely difficult to find and attract.

• We receive many applicants for entry‐level clerical positions, and not

enough applicants for IT positions because we don't currently pay enough.