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Retooling the workforce to meet evolving business needs - Implement programs, policies, procedures

This section addresses strategies and tactics for implementing programs, policies and procedures related to retooling the workforce to meet evolving business needs and includes workforce analysis and planning, manual and electronic needs assessment programs, and links to the wide variety of transportation employee professional training and development programs throughout the country.

TitleShort Description
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 a Synergistic and Cohesive Management and Operating Team, Light Rail: Investment for the FutureThis report recommends a synergistic team building approach for use in Light Rail start-ups that could be applied to design-build and operations staff involved in transportation project development and operations.
Competency-Based Human Resource ManagementCompetencies are characteristics individuals have and use to achieve desired performance. This book includes competency-based approaches to recruitment and selection, training, and performance management.
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.
Lominger Architecture SuiteLominger is an international research and consulting company focusing on workforce development. The Lominger Architecture Suite uses a series of defined competencies to manage and engage the current workforce, assess the current workforce status, and plan for future workforce development and needs.
Mentoring Makeover: How the Web is Transforming MentoringWeb-based mentoring tools are enabling organizations to broaden the availability of mentoring opportunities, allowing employees to select mentors based on competencies that they wish to develop or improve, and matching them with mentors across organizations. The advantage of these systems is that it can increase mentoring opportunities, enabling employees to be mentored by colleagues who may be in different geographic locations. The software tool reduces staff responsibility in the mentor selection process because it is done electronically.
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