Click for next page ( 34


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



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 33
33 CHAPTER FIVE CONCLUSIONS The best companies (and public organizations) know, without a aspects are in the midst of great change; from the exit of the doubt, where the real productivity comes from. It comes from "Baby Boomer" generation to the advent of technology to challenged, empowered, excited, rewarded teams of people. It comes from engaging every single mind in the organization, the examination of the proper organization structure and making everyone part of the action, and allowing everyone to proper reporting relationships. The training function, have a voice in the success of the enterprise. regardless of where it is placed in the organization, contin- Jack Welch ues to forge needed links between the larger organization's Former Chairman and CEO, General Electric strategic goals and outcomes and training products and services. The themes discussed in chapters two, three, and four suggest that training is a critical success factor for state departments An area that needs continued focus is evaluation, estab- of transportation (DOTs). Chapter two identified the trends lishing both qualitative and quantitative metrics and then transforming government--changing rules, the emphasis on linking those to the strategic goals and outcomes of the performance, the emphasis on improved service delivery, the agency. Technology is an enabling tool in this journey, but requirement for increased collaboration--and juxtaposes much remains to be done to bring the full power of automa- those with the trends affecting both the workforce and the tion to bear on transportation training programs. Many train- workplace--increased competition for a shrinking labor pool, ing functions are struggling with an increasing workload in the continued innovation driven by technology, and coping the face of stable or falling resources. Others, however, are with the rate of change that ensues. Therefore, this conclud- able to make the argument that their contributions add value ing chapter discusses the demand for a knowledgeable and contribute to the successful performance of strategic workforce and the related demands it places on training and goals and outcomes. Examining the practices of state DOTs, development organizations for a robust administrative infra- such as Arizona, Texas, and Washington State, which are structure. The infrastructure includes organization placement, successful in acquiring needed support and funding, is the competencies required for today's training professional, instructive for others who are striving to increase both sup- and the essential need for the evaluation of programs that is port and funding. then linked not only to improving program content and deliv- ery, but also defines the value added contribution that training In an age of instant communications through multiple and development provides the organization. This segment of media, training programs will need to continue to enhance chapter two would not be complete without reference to the their communications and marketing capabilities. What is impact of e-learning on training delivery. And finally, the most encouraging is that research is emerging in the private chapter includes a discussion of the critical importance of sector that shows a direct link between a well-trained and concrete ways to define the value added contribution of train- informed workforce and increased profitability. Public orga- ing and development programs to the organization's ability to nizations need to heed this experience and find ways through perform successfully. Chapter three shows both the strengths evaluation and metrics to document and express their ability and weaknesses of how state DOT's individually and collec- to make this same kind of contribution on the public side of tively respond to the imperatives identified in chapter two, the equation. including case studies and examples of successful practices within state DOTs. Chapter four highlights best practices in State DOTs have, to varying degrees, all of the infra- the public and private sector for ensuring strong and vibrant structure components needed to develop and implement suc- training and development infrastructure, focusing on training cessful, value added contributions to their organization's program planning and design, successful use of information ability to meet the identified strategic goals and outcomes. technology to manage and deliver training programs, manag- The need is to link all of the components so that there is an ing change, and the critical importance of succession planning integrated, seamless whole relating the training program programs and the development and use of metrics to define directly to the organization's ability to improve individual value added. and organizational performance. Those few DOTs that have, wholly or for the most part, achieved the strategic integration The themes also suggest that like other administrative have significantly better results than those who are still infrastructure functions, training programs in all their involved in the process.