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Retooling the workforce to meet evolving business needs - Learn about peer agencies

This section addresses what can be learned about retooling the workforce to meet evolving business needs from the experiences and successful practices of peer agencies which include other state DOTs, public and private sector transportation agencies, and other public and private organizations that have successful practices of value to transportation organizations.

TitleShort Description
American Society for Training and Development (ASTD)The American Society for Training and Development is the most prominent of the professional organizations for continuous learning information. It is also a source of information about on-line or e-learning.
Analysis and Benchmarking of State DOT Human Resource Activities (in process)This benchmarking study identifies gaps and best practices of state Department of Transportation human resources (HR) activities. It includes an online survey and in depth interviews on this topic. The study also reports on states' experiences with outsourcing HR functions and the relationship of HR system functionality to meeting strategic human resources and workforce goals.
Background and History of the Capital Projects Skill Development ProgramThe California Department of Transportation (Caltrans) has begun a three-year skill development plan for its ~10,900 Capital Project employees. It used a four-phase process to develop the plan: (1) Need Identification, (2) Need Quantification, (3) Plan to Meet Needs, and (4) Implementation Plan.
Building Professional Capacity in Intelligent Transportation Systems (ITS)This report supplies documentation and analysis of training and education needs in support of Intelligent Transportation Systems (ITS) deployment. The report addresses the three critical questions of who are the essential personnel working on ITS, what do these professionals (existing and new hires) need to know, and how are the knowledge and skills best learned?
Evaluating and Measuring the Effectiveness of TrainingThis report offers basic information on evaluating training needs and results, including examples of current practice in several transportation agencies.
Human Capital Flexibilities for the 21st CenturyThe National Aeronautics and Space Administration (NASA) set out to attract, retain, and develop its employees in a number of ways. One of these methods was to acquire human capital flexibilities through the NASA Flexibility Act of 2004. Based on reports from the Columbia Accident Investigation Board, NASA also intensified its focus on leadership development. To assist with these transformation efforts focusing on career and leadership development, Congress and NASA charged the National Academy of Public Administration (NAPA) with conducting an independent review of NASA's implementation of its newly acquired human capital flexibilities. NAPA was also to assess the agency's revised leadership framework and strategy and to suggest potential flexibilities. This report is the result of NAPA's review.
Human Capital: Selected Agencies' Experiences and Lessons Learned in Designing Training and Development ProgramsThe U.S. General Accounting Office identified important lessons learned from five federal agencies' experiences in designing employee training and development programs that could be applied to other agencies facing similar challenges. The knowledge gained relates to the three areas of assessing agency skill requirements and identifying training needs, developing strategies and solutions for training needs, and determining methods for evaluating training programs.
In-Service Training Needs for State DOTsThis reports offers results of an extensive survey of Department of Transportation in-service training programs.
Iowa Cool Careers Recruitment ProgramThis resource describes the Iowa Department of Transportation's experience developing alliances with educational institutions in order to train, identify, and recruit entry level employees for technical positions.
Minnesota Department of Transportation Office of Civil RightsThe Minnesota Department of Transportation’s (MnDOT) Office of Civil Rights provides training opportunities designed to increase participation of females and minorities in the highway heavy construction trades and to increase their training to support them in moving to journey level worker status. Programs include training opportunities, mentor/protégé relationships, on-the-job training (OJT), and a National Summer Transportation Institute (NSTI) program designed to motivate secondary students toward professions in the field of transportation.
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