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Grooming the next generation of leaders - Learn about peer agencies

This section addresses what can be learned about grooming the next generation of leaders 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
Developing Transportation Agency Leaders: A Synthesis of Highway PracticeThe report focuses on leadership development approaches in state Departments of Transportation (DOTs). It reports on retirement, retention and succession planning efforts in DOTs to develop and maintain effective leaders.
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.
Montana Department of Transportation Career DevelopmentThe Montana Department of Transportation (MDT) encourages employees to identify strengths and the areas where they would like training or mentoring. Employees have the opportunity to create their own career plan and are given the training, tools, and encouragement they need to realize their goals.
State of California Information Technology Workforce Improvement ProgramA high-quality information technology (IT) program can be sustained only if it is supported and managed by a high-quality IT workforce. The state of California Information Technology Workforce Improvement Program and Initiative are working to achieve a high-quality IT workforce through efforts to improve and update the state's hiring process for IT professionals, develop its IT leaders and managers, and ensure that compensation is competitive.
Succession Planning Without TearsThis report provides succession planning examples and methods for developing internal talent for leadership roles.
Succession Planning: Building Leadership CapacityThis resource is an executive-level succession-planning program to develop and/or externally recruit employees to support targeted leadership positions across the Department of Transportation.
Succession Planning: Determining VDOT's Professional Needs for the 21st CenturyThis report focuses on the development of a succession planning program for the Virginia Department of Transportation, and the exercises undertaken to do this. The resulting recommendations are grouped under four basic objectives: (a) increase the quantity and quality of new transportation professionals, (b) improve the retention rate, (c) improve career opportunities, and (d) determine the extent of near-term employee shortages.
Workforce Development Program for SCDOTThis project involved the development of a workforce and succession management plan for the South Carolina Department of Transportation, focusing on the maintenance area of the department.
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