Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 26
26 employees, and is described as follows by TxDOT's train- These constraints are ones that are consistent with the ing director: issues facing public service organizations at every level of government, made both more difficult and more possible With the new advent of public/private ventures in the state with because most organizations are finally realizing the value of the $128 billion Trans Texas Corridor project, contractors in the well-qualified employees--human capital--to the organiza- private workforce are going to be looking at the Department to set the guidelines or provide the actual training for their employ- tion's ability to meet its strategic goals and outcomes. ees in numerous areas such as materials test and acceptance, However, many of these same organizations do not yet fully inspection, DBE/HUB [Disadvantaged Business Enterprise/His- realize that for staff to have the skills and knowledge to torically Underutilized Business] Title 6 reporting, environmen- achieve the strategic goals and objectives, the institution tal issues, etc. TQD [Training, Quality, and Development] has already been requested to prepare a preliminary impact to the must be willing to make very significant training and devel- training operations and how we can accommodate increased opment investments. This may be the most important of the training needs to the private sector. costbenefit or return on investment issues facing state DOTs and most other public institutions. When comparing state DOTs' training programs to those of other public organizations at the local, state, and federal level, state DOTs tend to be greater users of partnerships of SHARING AND INTEGRATING INFORMATION all kinds. There is an extensive and complex network for relationships between state DOTs and professional organiza- Software Tools tions such as AASHTO, FHWA, and NHI, with its extensive The software tools identified by survey respondents include: funding and training course support; between and among DOT training programs and local community colleges, state · Pathlore Enterprise Learning Management System colleges and universities, and private colleges and universi- (Arizona, Maryland). ties; and between state DOT training programs and a variety · STARS Management Learning System (Arizona). of professional organizations, such as those for engineers and · Training Partner 2003, a learning management system other technical transportation professions. (Pennsylvania). · PeopleSoft 8.3 for training processes, course sessions, OPPORTUNITIES, CHALLENGES, enrollments, course completion data, individual tran- AND CONSTRAINTS scripts, etc. Automation links between the Department's Learning Content Management System for on-line courses Opportunities--A number of agencies identified the oppor- and updates to PS8.3 on Training Transcripts (Texas). tunities to begin or expand e-learning, mentoring, and · A new Learning Management System installed in 2005 coaching programs, as well as blended learning for state to enhance the management and study of employee DOT staff and expanding training offerings to meet new skills, and to what extent training meets those needs demands, offering training to both public and private (California). employees based on the "advent of public/private ventures." · On-Track, a training management system (Michigan). Two agencies identified developing a succession planning · Training Records System--A propriety training data- program. base and learning management system (Ohio). · Human Resource Information System for tracking Challenges--The themes from this question are keeping up attendance and hours of training, PeopleSoft 8.3 with technology (including transferring to a statewide learn- (Montana). ing management system) and making sound technology · ETRN is an internal mainframe tracking system used to investments, dealing with the impact and effects of large track training completion and requirements. It is ac- numbers of staff retiring, particularly when as individuals cessible to managers, supervisors, and employees retire they cannot be replaced either at all or at least on a one- (Louisiana). to-one basis. Another theme was addressing the conflicts that · Meridian Software to develop web-based training come with a multi-generational workforce and implementing (Idaho). within the DOT a statewide competency system. A third · Training laboratory with 10 desktop PCs (North theme was linking the training function more closely to the Dakota). agency or state strategic plan. · Mainframe Automated Training Management System (Washington State). Constraints--The most predominant theme was an imbalance between demands and either dollar and/or staff resources, particularly in the face of a rising demand for training prod- Other Means of Program Support ucts and services. One response cited the need to convince management that not all performance problems could be State DOTs use the full range of tools available in today's solved through training. world, including e-mail, electronic publications, electronic