| Title | Washington DOT Workforce Analysis Draft Report |
| ShortDescription | This 2006 report from the Washington State Department of Transportation’s (WSDOT) Statewide Program Management Group (SPMG) analyzes the status of the DOT’s Program Delivery workforce and outlines strategies for recruitment and retention while maintaining and enhancing core skills. This effort was undertaken against a backdrop of challenges including an impending wave of retirements, a reduction in force, increasing competition for engineering and other technical staff, and an exponential increase in workload. The analysis includes evaluation of trends in other DOTs, identification of technical core competences required for WSDOT’s success, and identification of skills important to Program Delivery that could be successfully transferred from other areas. |
| LongDescription | As part of its assessment, SPMG documented the current status of WSDOT’s Highway Construction Program Delivery process, including functions, skills, milestones, and risks related to the availability of skilled resources. The comparative study includes trends throughout the state, government, and other state DOTs as well as demographic changes across the country, an action plan and next steps for implementing the plan. Appendices include a wage comparison, summary of highway constructions jobs by class, national comparative salary chart, and a summary of jobs held by employees over 50 by job class.
The 18 strategies designed to support recruitment, retention, and use of outsourcing to sustain a high-performance Program Delivery team that are outlined in the report include creating a tool for creating and retaining knowledge by formally defining the critical experience required in the organization over the next 15 years; implementing a strategy to target the retiring pool of employees and non-civil engineering personnel for recruitment; developing the WSDOT brand so that it is more attractive to job candidates; leveraging outsourcing opportunities by integrating WSDOT into expert teams from outside the organization in a way that allows WSDOT employees to increase their knowledge base; and creating a modified retirement approach that accommodates less traditional work arrangements.
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http://www.wsdot.wa.gov/NR/rdonlyres/932BF085-4155-486E-B1F1-EFF5FAD8416E/0/WorkforceAssessment_SPMG.pdf
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