The National Academies Press

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From page 6... ... Exhibit 2-1 Recruitment and Retention Topic Areas Used to Organize Guidebook Chapters Recruitment Topic Areas Retention Topic Areas Developing future applicant skills Increasing the number of applicants Screening applicants Promoting existing staff Branding the organization/industry Reducing voluntary turnover Anticipating and managing performance issues Developing internal staff skills Improving culture/climate Leadership development Job classification and design Succession planning Developing knowledge management systems Restructuring benefits and compensation Work-life balance Although each of the recruitment and retention topic areas has an important and specific focus, all categories are inter-related. Thus, an organization which struggles in one area is likely to struggle in other areas. Read the entire page →
From page 7... ... 2.2 Overview of Transportation Workforce Pipeline The transportation workforce pipeline consists of the major career stages through which an employee might progress before, during, and after their employment at a transportation agency. The graphic in Exhibit 2-2 highlights these career stages and dem onstrates that the 15 recruitment and retention categories introduced above influence the entire life cycle of the pipeline. Read the entire page →
From page 8... ... 2.3 Transportation Workforce Challenges In each chapter of the guidebook, major workforce challenges facing transportation agencies within the topic area under consideration are presented. For the purposes of this guidebook, "challenges" describe the problems and issues organizations are facing around recruitment and retention of staff. Read the entire page →
From page 9... ... Exhibit 2-3 Workforce Challenges Matrix Recruitment Topics Retention Topics Ch. Read the entire page →
From page 10... ... Exhibit 2-3 (Continued) Workforce Challenges Matrix Recruitment Topics Retention Topics Challenges Ch. Read the entire page →
From page 11... ... Difficulty Finding Applicants with InDemand Skills x x x x x x x x x x Read the entire page →
From page 12... ... Lack of Knowledge Transfer x x x x x Lack of Career Path/Succession Planning x x x x x x x x Demanding Work Environment: Retaining employees in manual, outdoor labor jobs. Short-term Turnover x x x x x x x x x x x x x x Public Sector Challenges x x x x x x x x x x x x x x Retaining a Diverse Workforce x x x x x x x x x x x x x Evolving Workforce Structures: Institutional knowledge leaving with retiring employees. Read the entire page →
From page 13... ... Better Compensation and Responsibility x x x x x x x x x Better Location x x x x x x x Leadership Issues: Supervisors do not know how to provide customized feedback. Difficulty Choosing Leaders x x x x x x x x Lack of Training for Leaders/Supervisors x x x x x x x Deficiency in Top Management Support x x x x x x x x x x Training Issues: Difficulty designing the right type and amount of training that engages, challenges and retains employees. Read the entire page →
From page 14... ... In addition, it indicates the chapter where more information about the particular strategy can be found in the guidebook. Exhibit 2-4 Summary of Major Recruitment and Retention Strategies and Chapter Location Recruitment Strategies by Topic Areas Retention Strategies by Topic Areas Chapter 3: Developing applicant skills - Developing internship or fellowship programs - Partnering with schools for youth development - Developing student curriculum and educational academies - Sponsoring scholarships Chapter 4: Increasing the number of applicants - Expanding the recruiting horizon - Hosting career days - Implementing employee referral programs - Tailoring advertising efforts - Considering non-traditional hires - Advertising in foreign languages - Partnering with source organizations to increase numbers - Integrating with source organizations - Harnessing technology - Utilizing social networking Chapter 5: Screening applicants - Preparing hiring managers to screen - Using multiple interviewers - Integrating human resources in the hiring process - Screening for eligibility - Screening for competency - Screening for "fit" Chapter 6: Promoting existing staff - Recruiting existing employees - Developing employees and maintaining employee career paths - Creating a job rotation program - Developing a staffing plan Chapter 8: Reducing voluntary turnover - Removing obstacles to employee growth - Rewarding citizenship behaviors - Keeping former employees close - Rewarding employees - Taking care of employees - Focusing on retention early and learning from mistakes Chapter 9: Anticipating and managing performance issues - Providing meaningful performance feedback - Evaluating organization and job fit in the recruitment process - Implementing workforce planning and hiring the best people - Utilizing realistic job previews (RJPs) Read the entire page →
From page 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 organization/industry - Advertising the strengths of the organization - Getting involved in the community and advertising it - Using real employees in advertisements - Making the jobs appealing - Capitalizing on social networking technology - Improving image as "diversity friendly" - Using a comprehensive marketing campaign - Communicating a message and targeting an audience Chapter 13: Job classification and design - Creating dual career tracks for managers and technical experts - Emphasizing job enrichment - Creating advancement within positions Chapter 14: Succession planning - Implementing a succession planning program - Establishing diversity goals Chapter 15: Developing knowledge management systems - Creating people-focused knowledge management systems - Implementing communities of practice 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. Read the entire page →
From page 16... ... Engineers Short- to Mid- term Younger Minnesota DOT Seeds Student Worker Program Engineers Short-term Younger Ch. 4: Increasing the Number of Applicants The Kentucky Transportation Cabinet Civil Engineering Scholarship Program Engineers Short- to Mid-term Younger Minnesota DOT Community Advisors on Recruitment and Retention Solutions (CARRS) Read the entire page →
From page 17... ... 12: Leadership Development Maryland SHA Advanced Leadership Program (ALP) All Short-term All Santa Clara Valley Transportation Authority (VTA) Read the entire page →
From page 18... ... These programs are being used by transportation agencies as well as organizations in related fields facing similar workforce challenges. The materials are designed to provide readers with detailed information related to implementing the example workforce strategies discussed within each guidebook chapter. Read the entire page →
From page 19... ... Exhibit 2-6 (Continued) Case Studies Organization Scheme Implementation Implementation Leader Achieving Organizational Buy-In Level of Buy-In Obtained Communication to Employees Training to Familiarize Employees Tools to Facilitate Delivery Time to Implement Practice Implementation Costs Documentation of Practice Implementation, Maintenance and/or Success Maintenance Length of Practice Existence Participants Target Job Type Target Audience Reaction from Employees Positive Reactions Negative Reactions Criteria Used to Evaluate Strengths and Weaknesses Evaluation Results, Reasons for Success/Failure, and Recommended Criteria Practice Results Impact on Agency Operational and Maintenance Performance Pros of Practice Cons of Practice Contextual or External Factors Impacting Success Factors Facilitating Success Factors Inhibiting Success Transferability Temporary vs. Read the entire page →
From page 20... ... Example Practice Summaries. In addition to the case studies, the supplemental materials provide one- to two-page summaries of other example practices within each recruitment and retention topic area. Read the entire page →

From page 6...

... Exhibit 2-1 Recruitment and Retention Topic Areas Used to Organize Guidebook Chapters Recruitment Topic Areas Retention Topic Areas Developing future applicant skills Increasing the number of applicants Screening applicants Promoting existing staff Branding the organization/industry Reducing voluntary turnover Anticipating and managing performance issues Developing internal staff skills Improving culture/climate Leadership development Job classification and design Succession planning Developing knowledge management systems Restructuring benefits and compensation Work-life balance Although each of the recruitment and retention topic areas has an important and specific focus, all categories are inter-related. Thus, an organization which struggles in one area is likely to struggle in other areas.