National Operations Center of Excellence. Workforce Development for the TSM&O Community: An Emerging Strategic Direction

Transcription

1 National Operations Center of Excellence Workforce Development for the TSM&O Community: An Emerging Strategic Direction 1

2 NOCoE s Inaugural Summit: TSM&O Workforce Development Genesis of the Summit Current State of the Industry Issues for the Summit to Address Summit Participants Emerging Strategic Direction Next Steps 2

3 Genesis of the Summit Workforce capabilities are recognized as an increasingly crucial component of realizing the potential of new ITS technology and TSM&O applications September 2015: NOCoE charged with focusing on TSM&O workforce development as the centerpiece of its first strategic work program and Annual summit 3

4 Current State of the Industry Three White Papers in advance of the Summit addressed the following areas: Institutional context for TSM&O in transportation agencies Professional Capacity Building Needs vs. Available Resources Recruitment, Retention and Career Development 4

5 Issues for the Summit to Address Competencies, Education and Training: 1. Pre-employment education aimed at producing TSM&O generalists 2. Pre-employment education aimed at producing key TSM&Orelated technical specialists 3. Position and qualifications specifications (KSAs) 4. Employment training programs Recruitment, Retention and Career Development: 5. Keeping pace with emerging trends in technology/skills 6. Recruitment 7. Career development 8. Retaining top performers 5

6 Summit Participants Addressing diverse interests & perspectives a key element of the Summit 4 US DOT officials 11 state DOT officials 2 local officials 6 academics 4 private sector representatives 4 non-profit association representatives 6

7 An Emerging Strategic Direction WORKFORCE COMPETENCIES, EDUCATION AND TRAINING Priority Action Item Implementation Strategies 1. Pre-employment education for TSM&O generalists and key support specialists. a. Forum of DOTs, private sector, and educators (2*) b. Add existing programs and course materials into EKTS (1*) c. Curriculum development for educational institutions & training programs (1*) 2. Position and qualifications specifications (KSAs). a. Repository of similar existing PDs/KSAs; create model position descriptions based on position/function matrix established in previous research. (2*) 3. Employment training programs. a. Review best practices for TSM&O training policies (for new hires, promotions, and transfers); create model TSM&O training programs (3*) * = Number of Actions Proposed 7

8 An Emerging Strategic Direction WORKFORCE RECRUITMENT, RETENTION & CAREER DEVELOPMENT Priority Action Item Implementation Strategies 1. Recruitment a. Document public/private entity best practices, including targeting non-ce disciplines and recruitment sources, recruitment sweeteners (e.g., signing bonuses). (2*) b. Develop a strategy to elevate TSM&O visibility as a core transportation function (2*) 2. Career development a. Document best practices in mentoring, succession planning, cross training, special assignments, and individual career planning for public/private entities. (1*) 3. Retaining top performers a. Review current practices for rewarding performance (1*) * = Number of Actions Proposed 8

9 Recommendations to the TAC and The Summit Organizing Committee recommends: Proposed strategic direction and action items be approved by TAC and presented to the Board Assembly of strategic implementation team, headed by NOCoE s Managing Director and Technical Services Manager Regularly apprise TAC of progress on implementing the Strategic Direction o o Board of the NOCoE NOCoE Board to be briefed at its August 16th meeting NOCoE partners (AASHTO, ITE, ITS America, FHWA, TRB) should be integrally involved in the execution of this initiative 9

10 Next Steps TAC met on July 29 th, gave initial approval to the Strategic Direction Board will affirm at Aug. 16 th meeting Upcoming newsletters and webinars will be used for outreach and engagement Meetings with partner and stakeholder groups to vet recommendations and roles NOCoE will continue to facilitate the conversation and serve as a focal point for WFD resources 10

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12 An Emerging Strategic Direction WORKFORCE COMPETENCIES, EDUCATION AND TRAINING Priority Action Item Implementation Strategies 1. Pre-employment education for TSM&O generalists and specialists with key support capabilities. a. Convene forum of DOTs, private sector, and educators to discuss needs/solutions (2*) b. Expand EKTS to create a repository of existing programs and course materials across all educational institution (1*) c. Develop model curricula or modules for universities, community colleges, and other training institutions (1*) 2. Position and qualifications specifications (KSAs). a. Develop a repository of existing state PDs/KSAs for similar positions/functions, and create model position descriptions (or KSAs) based on position/function matrix established in previous research. (2*) 3. Employment training programs. a. Review current best practice for organization policies, practices, and content re: TSM&O training for employees (including new hires, promotions, and transfers) and create (model) TSM&O training programs (using full range of available materials, university support, etc.) (3*) * = Number of Actions Proposed 12

13 An Emerging Strategic Direction II. TSM&O WORKFORCE RECRUITMENT, RETENTION AND CAREER DEVELOPMENT: Priority Action Item Implementation Strategies 1. Recruitment a. Document current best practice in public and private entities, including (but not limited to) targeting of non-traditional (non-ce) disciplines and recruitment sources, and the use of recruitment sweeteners (e.g., signing bonuses, flex schedules, etc.). (2*) b. Develop a strategy to elevate TSM&O visibility as a core transportation function (2*) 2. Career development a. Review and document current best practices in mentoring, succession planning, cross training, special assignments, and individual career planning for public and private entities. (1*) 3. Retaining top performers a. Review current practices for rewarding performance (e.g., spot bonuses, gift certificates, pay-for-performance, recognition) (1*) * = Number of Actions Proposed 13