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Exhibit 26 (Continued) Sources Consulted in Development of Strategic Action Plans Surveys and research conducted by Professional Human Resource (HR) AASHTO, Association of Metropolitan organizations, which provide publications and Planning Organizations (AMPO), International published surveys by organizations with City/County Management Association specific expertise in recruitment, retention and (ICMA), and state leagues of municipalities. workforce development issues such as the Society for Human Resource Management NCHRP Research Results Digest 327: (SHRM), the Society for Transportation Implications of Emerging Industrial/Organizational Psychologists (SIOP), Economic Development Trends, published by the International Public Management the Transportation Research Board in August Association for Human Resources (IPMA-HR), 2008. and the John J. Heldrich Center for Workforce Development at Rutgers University. Journals devoted to applied problems in organizations, such as Personnel Psychology, Industry journals, such as Transportation and Academy of Management Journal, Public Transportation Quarterly. Personnel Management, Journal of Applied Psychology, and Journal of Organizational Behavior. 4.3 INTRODUCTION TO THE STRATEGIC ACTION PLANS As described, strategic recommendations and action plans were developed to address the SOM recruitment or attraction challenges associated with each career stage in the transportation pipeline. Separate action plans were created to ensure that the strategic guidance was focused enough to make implementation realistic and to ensure that the plans, when used together, were comprehensive enough to impact all major aspects of the SOM workforce pipeline. In this section, an overview of the general action plan categories is presented to facilitate SOM decision-maker use of the strategic guidance provided. Exhibit 27 identifies the major sections and specific categories used across all of the action plans. This exhibit also defines the type of information provided in the category. 51
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Exhibit 27 Overview of Data Fields Used in Each Strategic Action Plan Data Field Name Description Section 1 Overview of Strategic Recommendation Short descriptive label for strategic Recommendation Title recommendation. Bulleted overview of key points of interest from Recommendation Highlights full strategic action plan. Provides broad overview of proposed Description recommendation. Provides rationale for the recommendation based Rationale for Recommendation on available literature, SOM needs, and study findings. Section 2 Target Audiences Graphic depiction of the anticipated target Relevant Position occupations impacted as a result of proposed recommendation and target career stages. Indicates whether the recommendation should be Source of Initiation initiated by the individual agency or at the industry level. Indicates if the recommendation is an attraction, Primary Human Resource Focus recruitment, retention, or development effort. Describes the level at which the Implementation Level recommendation should be implemented. Provides an estimate of how long it will take to Estimated Time to Implement develop and implement the recommendation. Identifies the approximate time required for the Return on Investment practice to pay off. Section 3 Implementation Plan Identifies the key person(s) within the agency who are accountable for developing and Action Lead(s) managing the appropriate action plan, including carrying out the specific implementation steps. Identifies the key person(s) who should be Targeted Audience(s) contacted in order to implement the practice and the stakeholders with whom to coordinate. Presents the key steps that should be followed, Steps to Implement in order to successfully implement the practice. When applicable, this section provides a graphic Graphic Depiction to help the reader understand the implementation process. 52
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Exhibit 27 (Continued) Overview of Data Fields Used in Each Strategic Action Plan Data Field Name Description Section 4 Communication Plan Describes communication and outreach Communication/Outreach Strategies strategies that will help ensure successful implementation. Describes the critical steps and processes that Process for Obtaining Buy-In will assist the agency in getting senior leadership to champion the practice. Section 5 Useful Internal and External Resources Identifies the internal and external resources that will assist in implementing the practice To Implement Practice including groups or stakeholders that will need to be involved in implementation. Identifies the internal and external resources that To Sustain Practice will assist in successfully sustaining the practice. Section 6 Example(s) of Effective Programs Provides bulleted examples of effective programs that have been successfully implemented and practiced at various state Example(s) of Real-World Effective Programs DOTs or in other industries. Where possible, contact information for each of the examples is provided. Section 7 Alternative Approaches Alternative approaches that may be less optimal, Alternative Approaches yet effective solutions for organizations with limited resources to consider. Section 8 Impact Describes anticipated results of the practice with full adherence to the implementation steps. The impact information may include findings from Positive Outcomes of the Practice research studies and/or anecdotal evidence from other agencies/groups who have implemented the practice. Section 9 Cautionary Considerations Provides bulleted list of potential challenges, cons, or residual effects of the implementation Negative Outcomes of the Practice that should be considered. Each Cautionary Consideration includes ideas for how the challenge might be overcome. 53