ODOT RGP - Huntington · ODOT RGP Author: usace Subject: regulatory Created Date: 20091026133106Z ...
Developing a cross-trained workforce at ODOT · Developing a cross-trained workforce at ODOT...
20
Developing a cross-trained workforce at ODOT Domestic Scan 13-01 Oregon Department of Transportation March 2015
Transcript of Developing a cross-trained workforce at ODOT · Developing a cross-trained workforce at ODOT...
Developing a cross-trained workforce at ODOT
Domestic Scan 13-01 Oregon Department of Transportation
March 2015
2
Why Cross-Train?
3
4
Looking ahead:
Our “Top 10”
5
Succession Planning Research
ExecutiveSupport
PositionManagement
New Hire Program
ManagerDevelopment and Accountability
Performance Reviews
Formal Processto Identify High Potentials
Communication Plan
Performance Measures
Development Plans and Assessment Tool
Leadership Training
Implementation:Multiple Small Steps=Success
6
7
Succession Planning: Research & Development
Succession Planning
A large percentage of ODOT employees meet the criteria to retire due to age or years of service. It can be assumed that as these individuals choose to retire ODOT will lose key employees and their critical organizational knowledge. In addition, there are fewer individuals in following generations (Generation X, Y or 9/11) available for employment. The Department has identified this resource gap as a risk needing action. Research conducted by AASHTO and other groups indicate that organizations who are successful in closing this skill gap and building the future workforce employ an identified group of approximately ten similar initiatives and best practices. Research further indicates the most successful companies demonstrate effort in each of the following ten categories. Activities are underway across the Department to identify and implement actions regarding these initiatives and reduce Agency risk in this area. REFERENCE: White paper presented to Executive Team Spring 2011, AASHTO
INITIATIVE TASK / PURPOSE STEPS or potential steps Potential PERFORMANCE MEASURE ‐AND/OR Timeline TASK ‐ Comments ‐ Responsibility
1. Executive support and management buy in is critical to the success of succession planning
Under DevelopmentDemonstrate management commitment
Travis Brouwer is leading an effort to increase our ability to attract and retain the Gen X,Y and Z demographic and improve their satisfaction
Project Leader‐Joanna Robert, project expected to conclude Spring 2015
ONGOING Demonstrate management commitment CHRO provides regular progress reports to Executive Team Most recent report delivered August 2013
2. Position Management ‐ Develop shared core attributes for key positions, Develop a strong Recruitment and Interview Process
NEW CONCEPT Increase Workforce Diversity
Agency is not meeting goals? For Diversity within the workforce. In coming months HR staff will be working to meet with leadership of minority groups and develop relationships with the intent of finding new opportunities to share recruitment information in a way that will interest minority candidates.
% of minority, disabled and female employees in ODOT workforce compared to % of same in Oregon as shown in most recent census information.
Michael Cobb to introduce Jane Lee to minority group leadership to share information. Meetings will be scheduled within the next quarter (Complete)
New Concept Increase Workforce Diversity
Recent BOLI and legislative decisions are changing the traditional way that state agencies handle veteran applicants. While we are waiting for a DAS/BOLI direction on the issue, we as an agency need to prepare managers for changes in how we interview and apply veterans preference points.
Waiting for DAS ruling, reviewing Forestry video for relevance to ODOT management. Considering changes to training for managers regarding interview procedures/process.
CONCEPT Develop Core Attributes for Key Positions
Some groups across the agency are using the book Strengthsfinder 2.0written by Tom Rath for team and personal growth. The information on individual strengths is not being gathered or used intentionally at a corporate level.
Per 2010 AASHTO Report, Minnesota DOT has developed Individual competencies for all positions, August 2014‐DAS is working with ELT to determine core competencies for management. HR will be implementing SHRM competencies as a tool for HR staff development and achievement.
Unless otherwise noted, projects are concepts only and not planned activities.
Highway DivisionRegion 3Right of Way AcademyTech Center
Highway DivisionRegion 4
DMV HQCross training Workload Balancing
Central ServicesBudget Office
Central Services Human ResourcesMTP & GEP
Small Steps to Success
8
Highway Division –Leadership Academies, Road Scholars, MTP, GEP, Summer Interns, Tech Center
9
10
Leadership Academies
“This effort has yielded dividends for the agency. We need folks to challenge the traditional way of doing business. The capacity to deal with issues coming next resides in this agency.”
11
Right of Way encourages rotational opportunities.10% of their 40 employees are currently on rotation.
11
12
Why does R4 Cross train?
• Adds bench strength, 40% of employees eligible to retire in the next 5 years
• Good for employee morale and increases productivity
• Job satisfaction• Helps with succession
planning• Workforce flexibility
12
As part of the annual appraisal process each employee responds to the following questions:
13
1. What are your career interests and goals?
2. What potential positions or functions would you like to take on?
3. Are you interested in exploring rotational or developmental opportunities?
4. Would you be interested in exploring a mentoring opportunity in a particular area or with a specific manager?
5. What other feedback/ideas/needs/questions do you have on career and leadership development opportunities in Region 4?
14
Employee Matrix
FIRST LASTCURRENT POSTION SUPERVISOR
Q#1 ‐ CAREER GOALS & INTERESTS Q#2 ‐ POSITION INTERESTS Q#3 ‐ Interest in Mentoring
Q#4 ‐ OTHER FEEDBACK/IDEAS/QUESTIO
NS STATUS
Maintenance & Operations Staff
John Smith TMS 2 Tim Bednar
Better at running equipment (backhoes, trackhoes, snowblowers, graders), main goal to stay on this job until 65, continue to learn.
Rotating during Summer to help on road repair projects, operating different types of equipment. No
Would like to see training for operation of equipment.
Jane Smith TMC 2 Tim Bednar
Ultimate Goal: TMM. Environmental issues in maintenance, become knowledgeable and confident in environ related projects.
TMM, and work with the Region Environmental Coordinator (Gary Larson). Yes, Gary Larson
Importance of understanding how other folks do their jobs and why things are done the way they are, the better others can do their jobs….
Currently in mentoring role with Tim.
John SmithDistrict Manager Bob Bryant DM
Project Manager, District Manager, Assistant District Manager, Area Manager, Trans Maintenance Manager. Yes
Appreciate establishing plan...hope opportunities outside Bend, and are competitive process to eliminate favoritism.
Spent time in Acting Project Manager roles.
Jane Smith TMS 2Rolon
Williams
Have for years been interested in computers and using them in a productive way.
Striping program/data‐GIS mgt...involvement if we could do same as R5...work w/Rolon Williams. Also w/Skip Evens learning other office/PC work. Also w/Dave Foster & Mary Baron. Yes, see position interests. None.
Tim Smith TMC 1 Tim BednarLead Position, transfer to Alkali Lake TMC 1 and TMC 2 No Response None.
Randy Smith TMS 2Tim
McGinnis
Instructor for Maintenance Academy, Equipment Operator
Maintenance Academy, Fleet/Equipment Mgt. Yes, budgeting
Would like to see specialty crews come back, would like more PC training.
DMV Cross Training & Workload Balancing
15
Unit * Task Hours Needed
Total Hours Resourced
Not Avail
ACC CDU DEUCommit Hours Actual Hours Commit
Hours Actual Hours Commit Hours Actual Hours
ACC Report Processing 1020 1020Mail Clerk 24 4.15 20ALIR 180 8.25 171.75Filing 8 8
DEU Entry 61720 59.23 61660.77 81 21Envelopes 654 69.19 587.31 50 9.43
DIU Driver Make Ready 2592 2592 52 16FRS Review 66 66 32
DRU Minors 2944 77.76 2870.24 132 43.32 4 4Majors 562 24.77 537.23 79 23.04Certs 1313.5 39.65 1273.85 98 38.28Preparing 284 25.64 258.36Entry 3651.5 98.46 3562.3 61 40.89 52.7 21.09GG01 Entry 64 17.42 49.77 2 2.37
DS Med Clerk 860 1.35 858.65MEC Clerk 13 13Driver Improvement 106 3.43 102.57 10CDL Waiver 226 152.47 115.77
DSU Clearances 508 18.95 505 66 18Legals 432 107.49 392.96Mail Desk 16 16Failure to Appear/Comply 620 20 608Correspondence 474 474
DMV HQ – Annual Resource Report
16
Unit # Unit Name Employee NameEmployee's Classification
Cross‐Trained Unit Cross‐Trained Task
Classification of Cross‐Trained
TaskDate last performed
8885 CDU John Smith DEO VP Units Vehicle Entry DEO 1/7/2015
8885 CDU Jane Smith DEO VM1 VSMU DEO 9/11/2014
8885 CDU Etc. DEO DPU Title Make Ready OS1 1/6/2015
8885 CDU DEO VM1 VSMU DEO 1/7/2015
8885 CDU DEO VM1 VSMU DEO 1/15/2015
8885 CDU OS1 VM2 Salvage OA2 1/14/2015
8885 CDU DEO VM2 Renewals OS1 1/14/2015
8885 CDU OS1 VM1 Title Checker OS2 1/6/2015
8885 CDU DEO DRU Conviction Entry DEO 1/21/2015
8885 CDU OS1 DPU Title Make Ready DEO 9/2/2014
8885 CDU OS1 VP Units Vehicle Entry DEO 9/23/2014
8885 CDU DEO VP Units Vehicle Entry DEO 1/23/2015
8885 CDU DEO VP Units Vehicle Entry DEO 1/30/2015
8885 CDU DEO VP Units Vehicle Entry DEO 1/15/2015
8885 CDU OS2 DSU Hardships OS2 12/9/2014
DMV HQ – Cross Training Tracker
17
ResourcesAppendix
18
19
Rotational -Developmental Assignment Form
Thank you for your time20
