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Using the Guidebook 15 Exhibit 2-4 (Continued) Summary of Major Recruitment and Retention Strategies and Chapter Location Recruitment Strategies by Topic Areas Retention Strategies by Topic Areas Chapter 7: Branding the Chapter 13: Job classification and design organization/industry - Creating dual career tracks for managers - Advertising the strengths of the and technical experts organization - Emphasizing job enrichment - Getting involved in the community and - Creating advancement within positions advertising it Chapter 14: Succession planning - Using real employees in advertisements - Implementing a succession planning - Making the jobs appealing program - Capitalizing on social networking - Establishing diversity goals technology Chapter 15: Developing knowledge - Improving image as "diversity friendly" management systems - Using a comprehensive marketing - Creating people-focused knowledge campaign management systems - Communicating a message and targeting - Implementing communities of practice an audience Chapter 16: Restructuring benefits and compensation - Researching competitive compensation - Supplementing with alternative benefits packages Chapter 17: Work-life balance - Improving existing work schedule - Allowing flexible schedules and days off - Establishing a breadth of policies to support different employee needs - Allowing telework for high performers 2.5 Transportation Workforce Practices The "workforce practices" presented within this guidebook are specific examples of real-world practices designed to address the workforce challenges facing transportation organizations. In each guidebook chapter, case study summaries of notable workforce practices are presented along with a listing of other example workforce practices that are being used by organizations to address the challenges discussed. The practices provided also indicate how the strategies presented in each chapter are being implemented within specific transportation agencies. An overview of the case study summaries presented across all chapters is provided in Exhibit 2-5. This exhibit organizes the case study practices under the recruitment and retention topic areas, and it indicates the chapter where more information about the particular practice can be found in the guidebook. Additionally, Exhibit 2-5 identifies the job type (i.e., administrative employees, engineers, maintenance employees, or general staff); the Return on Investment (ROI) (i.e., a short-term [0 to 3 years]; a mid-term [4-10 years]; or a long-term workforce solution [11+ years]); and the generation (i.e., younger, older, or workers of all ages) that is most relevant for each case study practice. These designations allow Human Resource (HR) professionals and hiring managers to quickly know which chapters and workforce practices are most relevant based on individual agency needs (e.g., need for a short-term solution for engineers).

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16 Strategies to Attract and Retain a Capable Transportation Workforce Exhibit 2-5 Case Study Practices Matrix Program Job Type* ROI** Generation*** RECRUITMENT Ch. 3: Developing Future Applicant Skills Oregon DOT College Internship Short- to Mid- Engineers Younger Program (CIP) term Minnesota DOT Seeds Student Engineers Short-term Younger Worker Program Ch. 4: Increasing the Number of Applicants The Kentucky Transportation Short- to Mid- Cabinet Civil Engineering Engineers Younger term Scholarship Program Minnesota DOT Community Advisors on Recruitment and All Short-term All Retention Solutions (CARRS) Ch. 5: Screening Applicants Pennsylvania DOT Civil Engineer Training (CET) Engineers Mid-term Younger Program Ch. 6: Promoting Existing Staff North Carolina DOT Supervisor All Short-term All Academy Ch. 7: Branding the Organization/ Industry Iowa State University's Institute Short- to Mid- for Transportation (InTrans) Go! All Younger term Magazine Washington State DOT Branding All Short-term Younger through Social Media RETENTION Ch. 8: Reducing Voluntary Turnover Regional Transportation District (RTD) Champions of Transit All Short-term All Program Missouri DOT Employee Solutions at Work (SAW) All Short-term All Program Ch. 9: Anticipating and Managing Performance Issues Minnesota DOT Individual Short- to Mid- Competencies for All Mn/DOT All All term Positions Virginia DOT Downsizing All Short-term All Substitution Program Ch. 10: Developing Internal Staff Skills North Carolina DOT Transportation Supervisor All Short-term All Conference (TSC)

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Using the Guidebook 17 Exhibit 2-5 (Continued) Case Study Practices Matrix Program Job Type* ROI** Generation*** Ch. 11: Improving Culture/Climate City of Annapolis DOT (ADT) All Short-term All Inter-Office Committee (IOC) South Carolina DOT Maintenance Short-term All Rehabilitation Program Ch. 12: Leadership Development Maryland SHA Advanced All Short-term All Leadership Program (ALP) Santa Clara Valley Transportation Authority (VTA) All Short-term All Joint Workforce Investment (JWI) Program Ch. 13: Job Classification and Design Minnesota DOT Transportation Maintenance Short-term All Specialist Series (TSS) Pennsylvania DOT Position Short- to Mid- All All Analysis Workbooks (PAWS) term Ch. 14: Succession Planning Minnesota DOT Succession All Long-term Older Planning Pennsylvania DOT Succession All Long-term Older Planning Ch. 15: Developing Knowledge Management Systems Virginia DOT Knowledge Mid- to Long- All All Management Program term Ch. 16: Restructuring Benefits and Compensation Santa Clara Valley Transportation Authority (VTA) All Short-term All Medical Opt-Out Program North Carolina DOT Short- to Mid- All All Competency-Based Pay Program term Ch. 17: Work-Life Balance Federal Highway Administration (FHWA) Alternative Duty Administrative Short-term All Location *Job Type refers to whether the practice is specifically designed for administrative employees, engineers, maintenance employees, or general staff. **Here Return on Investment (ROI) refers to the time period when a strategy is expected to yield benefits i.e., the short term (0 to 3 years), mid term (i.e., 4-10 years) or long term (i.e., 11+ years). Though a strategy may be designed or intended to deliver substantial benefit in the short term, and is shown as such here, many strategies have cross-cutting long-term benefits. ***Generation refers to whether the practice is specifically relevant for younger, older, or workers . of all ages