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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.
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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.
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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.
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