Attracting, Recruiting, and Retaining Skilled Staff for Transportation System Operations and Management (2012) / Chapter Skim
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Pages 49-58
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From page 49... ...
The graphic in Exhibit 25 highlights these career stages and demonstrates that the seven target SOM occupations introduced earlier in this report are directly impacted by each stage of the pipeline. Exhibit 25 Transportation Workforce Pipeline Graphic
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Exhibit 26 Sources Consulted in Development of Strategic Action Plans ICF's FHWA Workforce Database detailing nearly 100 workforce programs including: - AASHTO's Transportation and Civil Engineering (TRAC) Program, - West Point Bridge Design Contest, - FIRST© Robotics Competition, - ACT WorkKeys® job skills system, and - Summer Transportation Institutes.
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NCHRP Research Results Digest 327: Transportation Implications of Emerging Economic Development Trends, published by the Transportation Research Board in August 2008. Journals devoted to applied problems in organizations, such as Personnel Psychology, Academy of Management Journal, Public Personnel Management, Journal of Applied Psychology, and Journal of Organizational Behavior.
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52 Exhibit 27 Overview of Data Fields Used in Each Strategic Action Plan Data Field Name Description Section 1 Overview of Strategic Recommendation Recommendation Title Short descriptive label for strategic recommendation. Recommendation Highlights Bulleted overview of key points of interest from full strategic action plan.
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Process for Obtaining Buy-In Describes the critical steps and processes that will assist the agency in getting senior leadership to champion the practice. Section 5 Useful Internal and External Resources To Implement Practice Identifies the internal and external resources that will assist in implementing the practice including groups or stakeholders that will need to be involved in implementation.
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The recommendations are designed to provide transportation agencies with strategies and resources to meet their needs for SOM staff. The recommendations will allow agencies to expand the pool of workers with SOM expertise by reaching out to students at all levels who are preparing to enter the workforce, to older workers seeking to extend their careers past traditional retirement ages, and to workers of all ages seeking to change their career paths.
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In order to expose high school students to the SOM-related fields in the transportation industry, agencies could reach out to vocational technical schools and Science, Technology, Engineering and Mathematics (STEM) schools about developing an SOM Career Day.
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Community Colleges Four-Year Colleges Graduate Schools Entry-Level Staff Mid-Career Staff Senior Leaders Retirees K-12 4. Implement Virtual Pre-Employment Realistic Job Preview.
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Community Colleges Four-Year Colleges Graduate Schools Entry-Level Staff Mid-Career Staff Senior Leaders Retirees K-12 6. Develop Employees and Maintain Employee Career Pathways.
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Em ployees with strong performance records, who demonstrate both the skills to succeed at the senior level and interest in a future leadership position, may then be matched with a senior leader who serves as a mentor. Mentoring and on-the-job training is particularly important when filling senior leadership positions because many of the incumbents have long tenures and there is a need to have them pass on the industry and agency knowledge they have accumulated over the years, before they retire.
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