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Increasing the Number of Applicants 35 Exhibit 4-2 (Continued) Industry Strategies: Increasing the Number of Applicants Strategy Strategy Description directions which list locations where candidates can use computers and apply for jobs online. Locations such as libraries and cafes provide the general public with the necessary hardware and software to access the internet. Utilize Social Social networking is another effective way to reach passive candidates. By Networking creating accounts or starting groups on social networking websites, organizations can post job offerings, video, audio, and news, as well as answer questions and request resumes from potential applicants. Using a popular medium to present visual content about the positive aspects of an open position may provide an applicant with the information he/she needs to make an informed decision about applying. Visual content and employee testimonials may also combat any misperceptions potential applicants may have about the work in which they would be involved or the sort of people they would be working with. MySpace, Facebook, and Twitter are social networking sites that have been found to be effective by organizations. The advertisements on these sites can be directly linked to a recruiting campaign website. 4.3 Workforce Practices. Thirty-five workforce practices that were designed to "Increase the Number of Applicants" within transportation agencies were reviewed, and we identified two workforce practices that were the most notable within this context: The Kentucky Transportation Cabinet Civil Engineering Scholarship Program Minnesota DOT Community Advisors on Recruitment and Retention Solutions (CARRS). For these two practices, we conducted a case study. Summaries of the two case studies are presented below. The full case studies can be found on the TRB website at as part of Volume II: Supplemental Materials. The full case study descriptions detail each practice's background, implementation, maintenance, evaluation, and transferability.

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36 Strategies to Attract and Retain a Capable Transportation Workforce The Kentucky Transportation Cabinet Civil Engineering Scholarship Program. The Kentucky Transportation Cabinet (KYTC) has a workforce of approximately 4,370 employees. KYTC's Civil Engineering Scholarship Program was established in 1948 to address the growing need for quality civil engineers and the difficulty KYTC was having in recruiting sufficient numbers of civil engineers. Prior to the foundation of the Civil Engineering Scholarship Program, KYTC officials visited the College of Engineering at the University of Kentucky to recruit civil engineers, but had limited success. KYTC provides scholarship money and summer employment to undergraduate college students in The Kentucky Transportation Cabinet Civil exchange for full-time employment with KYTC Engineering Scholarship Program after college graduation. High school graduates Job Type: Engineers who have been awarded the scholarship are ROI: Short- to mid-term provided scholarship money each semester of college that covers tuition, and scholarship Generation: Younger recipients may work for KYTC as conditional Key Program Highlights: employees with compensation, minus benefits, o Scholarships are given to undergraduate during summers. After college graduation, college students scholarship recipients get priority over job o Scholarship recipients receive money for applicants for job placement in order to fulfill college tuition in exchange for a full KYTC's commitment. The commitment required year of employment for each year of is 1 year of full-time employment for every 1 year scholarship money received of scholarship money received. Scholarship recipients who do not complete the program or o 80 students receive scholarship money commitment (e.g., drop out of classes or take each year another job post graduation) must immediately pay back 100% of the money they have received or a large interest-rate penalty is charged. KYTC, on average, funds 15 new college freshmen each year and a few additional students in other stages of their college careers. On average, there are about 80 students total receiving scholarship money from KYTC at a given time. The scholarship program currently costs KYTC about $40,400 to fund each student through their undergraduate education and requires 2 full-time employees to run the program. Approximately 67% of all scholarship recipients stay in the program for the full length of college and commitment to the agency. The program has significantly helped KYTC to staff quality civil engineers across the state. In fact, the majority of management and engineering employees currently at KTYC have been scholarship recipients themselves.

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Increasing the Number of Applicants 37 Minnesota DOT Community Advisors on Recruitment and Retention Solutions (CARRS). The Minnesota Department of Transportation (Mn/DOT) employs 5,033 people in a variety of employment conditions (i.e., temporary, unlimited, full-time, part-time). Mn/DOT developed Minnesota Community Advisors on Recruitment and Retention Solutions (MnCARRS) to build Minnesota DOT Community Advisors on lasting relationships within the various Recruitment and Retention Solutions (CARRS) underrepresented communities that Mn/DOT serves. With only 20% female and barely 7% Job Type: All minority employees, Mn/DOT was facing ROI: Short-term challenges in recruiting and retaining a qualified Generation: All and diverse workforce. Mn/DOT was not Key Program Highlights: accomplishing its goals through solely attending job fairs and realized it needed to get more o Includes partnering with 18 local, involved in the minority communities and predominantly minority organizations engage more community members in their o Provides greater visibility of the agency recruitment processes. Thus, the desire to in minority communities establish a community partnership through the o Helps the agency recruit and maintain a implementation of MnCARRS stemmed from diverse employee base Mn/DOT's goal to intensify its diversity- focused recruiting efforts. MnCARRS represents all minority communities, including women, veterans, and people with disabilities. The partnership includes approximately 18 local, predominantly minority or women-managed organizations. Mn/DOT made an intentional effort to work with organizations and employees who had leverage and credibility in those minority communities. Members of MnCARRS from these organizations sponsor community information meetings to discuss various job openings. Job postings sent to the MnCARRS members are in turn disseminated to their individual networks of minority individuals in the community. Mn/DOT launched the MnCARRS program with a short-term, one-year objective to recruit and hire a qualified diverse group of candidates for 5060 open technician positions tasked with winter snow plowing. Currently, MnCARRS has resulted in a total of 30 minority hires in the past year. Mn/DOT conducted information sessions in the community to educate their partners about the agency and its needs and requirements. The agency also put together a PowerPoint presentation that covered state jobs and methods of interviewing and applying for state jobs. The presentation offered tutoring in math for prospective applicants. MnCARRS members have provided Mn/DOT with greater visibility in minority communities, as well as an opportunity for these populations to learn more about the agency. Several MnCARRS members are serving as community mentors for the temporary Transportation Associate (TA) candidates hired at Mn/DOT. Another MnCARRS team member is now formally assisting Mn/DOT Human Resources (HR) with integrating diversity into the competency-based interview training for Mn/DOT supervisors. Finally, MnCARRS serves as a positive voice within a larger diverse community about Mn/DOT and its efforts to diversify its workforce and partner with their communities. MnCARRS has helped alleviate several workforce issues, specifically recruiting and maintaining a diverse employee base by broadening Mn/DOT's recruiting opportunities and avenues for reaching a larger and more diverse audience. MnCARRS has helped Mn/DOT get the news out that the agency is interested in hiring minorities for jobs with current vacancies. MnCARRS also prompted Mn/DOT to review the agency's hiring process and utilize trial programs to supplement the normal qualification and interview process. Implementing MnCARRS in the agency was accomplished with minimal costs, primarily time and resources. Mn/DOT's HR staff did all the work and the partners that MnCARRS uses are volunteers.

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38 Strategies to Attract and Retain a Capable Transportation Workforce Mn/DOT maintains specific reports related to the implementation, maintenance, and success of its MnCARRS group. The agency also developed a best practices document that is being shared with Minnesota's State HR and Finance Office. This document highlights "Do's" and "Don'ts" learned from the MnCARRS community group about recruiting and retaining a diverse workforce. Other Example Practices To serve as an additional resource for agencies interested in "Increasing the Number of Applicants," we have included a list of other practices that transportation agencies have implemented for this purpose. Additional information on each of the following practices can be found in one- to two-page summaries within the supplemental materials. Arkansas EAST Initiative Partnering with Technical Schools Adopting Flexible and Appealing Hiring Presidential Management Fellows Procedures Project Reentry Aggressive Outreach Efforts Recruitment from Community Colleges for Bonuses for Recruitment and Retention Transportation and Transit Agency Caltrans Out-of-State Recruitment Teams Personnel Program Recruiting Former Military Comprehensive Recruitment Plans Recruitment of Older Workers Construction Career Days Regional Transportation District Bus Driver Creating More Flexible Job Descriptions Shortage Program Educate Minority Communities via State of California Boomerang Program Community Associations Summer Transportation Internship Program Employee Referral Program for Diverse Groups Exit Interviews and Rebound Hiring Summer Transportation Institute Job Advertisements Summer Transportation Institute for High Job Hotline and Email Address School Freshmen and Sophomores Job Search through Social Networking Sites Targeted Recruitment MentorNet Temporary Hiring Centers Missouri Information Technology Services The Welfare to Work Partnership Department Army Recruiting Portals, ", Norman Y. Mineta International Institute for iRecruiter" Surface Transportation Policy Studies Operation Second Chance The practice summaries include information, such as the lead organization, practice description, practice purpose, targeted participants, return on investment (ROI) timeline, influence of the economy, innovativeness, and resources to find out more information on the individual practices.