Strategies to Attract and Retain a Capable Transportation Workforce (2011) / Chapter Skim
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Pages 67-73
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From page 67... ...
Mentor and Coach Employees Workforce Practices…..…………….70 Minnesota DOT Individual Competencies for All Positions Virginia DOT Downsizing Substitution Program Definition of Anticipating and Managing Performance Issues: Involves avoiding adverse decisions (e.g., reassignments, layoffs, terminations) that could have been prevented with the proper forethought and better differentiating between good and bad performers during the selection/promotion process.
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From page 68... ...
departments across the nation, it is important that the specific needs of your agency are used to guide the development and implementation of a program in your agency. Exhibit 9-2 Industry Strategies: Anticipating and Managing Performance Issues Strategy Strategy Description Provide Meaningful Performance Feedback Administrative and developmental performance reviews are an important component of employee retention because they help the employee respond to expectations of the organization and effectively determine his/her standing in the organization in terms of performance, development, and promotion.
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From page 69... ...
Exhibit 9-2 (Continued) Industry Strategies: Anticipating and Managing Performance Issues Strategy Strategy Description Implement Workforce Planning and Hire the Best People While organizations are having senior-level leadership determine the direction of the organization and future initiatives, they are also having those leaders determine the skills that will be needed to accomplish future initiatives.
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From page 70... ...
9.3 Workforce Practices. Four workforce practices that were designed to assist in making the process of "Anticipating and Managing Performance Issues" within transportation agencies efficient and effective were reviewed, and we identified two workforce practices that were the most noteworthy within this context: Minnesota DOT Individual Competencies for All Positions Virginia DOT Downsizing Substitution Program For these two practices, we conducted a case study.
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From page 71... ...
While the competencies have helped make Mn/DOT more unified, the competencies have also made it easier for hiring managers to identify and evaluate more qualified applicants. The approach was designed to serve as a foundation for Mn/DOT's Succession Planning effort in the early 1990s.
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From page 72... ...
Retirement-eligible employees may serve as substitutes for employees whose positions were eliminated. To coordinate the substitution program, the agency developed and maintains a database where retirement-eligible employees can apply to be substitutes for junior employees who were given initial notice of layoff.
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From page 73... ...
voluntary quits. As a result, VDOT was only unable to place approximately 12 employees who sought placement and were laid off, a great morale saver.
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