SHA University: A 21 st Century Workforce Development Strategy

Transcription

1 SHA University: A 21 st Century Workforce Development Strategy

2 Four Horseman Death Destruction Pestilence Famine

3 Scan Expanding agency missions require new skills Program growth coincides with decreasing staffing Senior staff retire in unprecedented numbers Difficulty recruiting and retaining professionals and technicians Training expenditures insufficient Strategic plans require repositioning of HR

4 Approach Training i must be a key priority i Surface transportation program funds should be eligible for training and development activities Focus on innovation in HR, recruitment, training, retention, succession planning Partnerships among Colleges /Universities, LTAP, training institutes HR must be a strategic function

5 Expectations Efficient stewardship of physical infrastructure Minimal construction disruption/smooth pavements Zero factor fatality tolerance Congestion/incident delay mitigation Ecological and environmental mitigation Travel security Smart growth

6 Framework Strategic Alignment Leadership and Knowledge Management Results Oriented Oi Performance Culture Talent Management Accountability OPM: Human Capital Assessment and Accountability Framework (HCAAF)

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8 7 Step Model 1. Define strategic direction 2. Scan internal/external environments 3. Model thecurrent workforce 4. Assess workforce needs and project future supply 5. Identify gap and develop strategies 6. Implement strategies t 7. Evaluate and revise, as needed Ann Cotton,, 2007, IBM Center for the Business of Government

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10 Integrated WFPD Recruiting Onboarding Performance Management Performance Appraisals Recognition Jobs and positions Retention Competency management Multi rater skills assessment Career planning Learning Management System Professional Development Plans Collaboration Return on Investment

11 Key Events 21 st Century visioning SHA Workforce Needs Assessment SHA WFPD initiative i i i SHA Four Year Business Plan FHWA TEDPP grant

12 Priorities Leadership Mandates Mission i Critical Cii Learning Organization

13 Transition Consultant & Contract Management Procurement Communications/Customer i Relations Equal Opportunity Environmental Compliance Human Resources

14 21 st Century Workforce Digital Age Literacy Inventive Thinking Intellectual Capital Interactive Communication Social, Personal Skills Quality State of the Art Results Developed by the Metiri Group in partnership with The North Central Regional Developed by the Metiri Group in partnership with The North Central Regional Educational Laboratory

15 Roles Learning Strategist Business Partner Project Manager Professional Specialist

16 Functions Career planning and talent management Coaching Delivering training Designing learning Facilitating organizational change Improving human performance Managing organizational knowledge Managing learning function Measuring and evaluating

17 SHA University

18 Components Administration Competency Mapping Assessment Development and Delivery Evaluation

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20 Administration Strategic Management Committee Membership Administrator (Chancellor) Deputy Administrators (Deans) KPA Chairpersons SMT representatives District Engineers (1 or 2 representatives) OD Manager Partners (one/two) Stakeholders TASKS Overall University policy Resource deployment Meet regularly Directs annual training and development plans, budget, policies Mandatory vs. elective courses Instructor qualifications Attendance policy Funding issues Completion requirements College Operating Committees College of Operations College of HR & Administration College of Planning & Engineering Membership College Dean Assistant Deans/School Directors School Training Committee Chairs Relationship Manager TASKS Meets regularly Develop policy recommendations for SMC Make resource recommendations to SMC Coordinate annual needs assessment process School Training Committees Membership Chairperson Stakeholders Customers Program Managers Unit Training Coordinator TASKS Identification of competencies Conducting needs assessments Preparing learning outcomes Recommend course delivery options Develop course content Recommend curriculum/certification requirements Prepare budgets Recommend instructors Evaluations

21 University Operation Annual cycle Needs identified Development strategies selected Scheduling and delivery Evaluation

22 Competencies Competency mapping Functions, activities, tasks, KSAO s, DA Technology Competency Navigator Learning Management System

23 Assessment Competency map Assessment Instruments Professional Development Planning

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26 Resources SHA University Operating committees School Training Committees Unit Training Coordinators Organizational Development Division Developmental Programs Managers Career Advising

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28 Wheel SHA Core Mandates (incl. safety) Technical lcurriculum Developmental Programs Leadership Development Professional Development

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30 Technical Maintenance Certification Program Graduate Engineer Training Program Sf Safety HOT s Certification Highway Development (mini) University Construction Expo Highway Maintenance Seminar

31 Core/Mandate SHA Core Traffic Safety flagger WZTC Environmental Compliance Materials Certification, QA/QC

32 Developmental Advanced Education Program Chief Engineers Rotation Program Engineering i Technician i Development Program Professional Engineer certification Stepping into Success (administrative)

33 Leadership Advanced Leadership Program (ALP) E Lead New Supervisors Training i Program Professional Enhancement Program

34 Methods Classroom Online Development in place Rotations OJT Mentoring shadowing

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37 Evaluation Class evaluation Post Course evaluation Program Evaluation Focus groups Employee Survey Performance Measurement ROI

38 Development & Delivery College and University partners (incl. T2) Government (Fed, State, Local) Industry and Associations Consultants In house

39 Deployment PDP Tools LMS, Student Learning Center Resources catalog, orientation, curricula guide, careerplanning guidance, workforce resource center Strategies core, development programs, e learning

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43 FY 2011 TRAINING BY CATEGORY TECH 11% DEVPROG 9% ELEARN 3% MANDATED 24% SHACORE 31% SELF 0% SAFETY 11% PD 4% OS 3% MCP 4%

44 Performance Measurement System Measures of Strategic Workforce Planning Hiring Measures EmployeeRetention Measures Training and Development Measures Managing Employee Performance Management Measures

45 Training and Development Measures Percent of Classified Employees Promoted Training Expenditures Per Employee (leadership, supervisory, technical) Percent of Employees with a current Professional Development Plan Percent of Employees who are on track with their Professional Development Plan Percent of Succession Plan Positions Fully Supported by SHA University Percent completing Core and Mandatory training

46 Results Employee Training Satisfaction Percent favorab ble received required dtraining i trained on appropriate it career development quality of training i technology and tools opportunity category

47 Lessons Learned A complete plan is not needed to begin Focused efforts are needed Implementation can occur during data collection and strategy development Consultant resources can help expedite workforce planning and implementation

48 What s Next Data Warehouse systems integration Competency Based Development E Learning & Collaborative workspace Knowledge management Human Performance Improvement