Building a National Network for the Transportation Workforce
FHWA supported National Network for the Transportation Workforce • NNTW formed to provide a more strategic and efficient approach to transportation workforce development. WEST NORTHEAST • The Centers act together to Steve Albert Glenn McRae facilitate national partnerships Montana State University University of Vermont with key public and private stevea@coe.montana.edu glenn.mcrae@uvm.edu organizations (406) 994-6114 (802) 656-1317 wrtwc.org netwc.net • Bring together the transportation, education, labor, SOUTHWEST MIDWEST SOUTHEAST and workforce investment Tom O’Brien Teresa M. Adams Stephanie S. Ivey communities California State University, University of Wisconsin- The University of Long Beach Madison Memphis • Identify and promote effective Thomas.OBrien@csulb.edu teresa.adams@wisc.edu ssalyers@memphis.edu transportation workforce (562) 985-2875 (608) 263-3175 (901) 678-3286 swtwc.org mtwc.org memphis.edu/setwc activities, programs, and resources
Strategic Framework for Action Creating resources to keep workforce professionals and educators engaged, build partnerships, and provide a one ‐ stop ‐ shop for links to tools, ideas, and strategies. http://netwc.net/ at the University of Vermont Transportation Research Center www.netwc.net NETWC with the Center for Advanced Infrastructure & Transportation at Rutgers University
Data-Based Decision Making Better data • On transportation workforce priorities in region • On existing training & education programs Better alignment • Of education & training to skill gaps
Job Needs and Priorities by Region Three Phase Research Methodology Comprehensive Literature Review Identify and analyze information from Federal, State, and private ‐ sector research, technical & conference reports and institutional documents Assess the transportation industry in each region as well as employment trends Results increased the team’s overall understanding of each Region’s transportation industry trends and workforce issues. Engage Transportation Workforce Stakeholders Engage industry stakeholders throughout the regions—both public and private partners—positions within state DOLs, DOTs, universities, associations, and private employers Input covered the broad work environment of personnel, critical job functions, anticipated workforce trends over the next 5 to 10 years, recruitment and retention challenges, workforce success strategies Results of this subtask help define the workforce at the region ‐ level and provide a preliminary list of critical workforce occupations and functions to focus on. Estimating regional workforce demand for occupations Generate and analyze historic, current, and future occupational estimates for all priority transportation occupations identified (BLS) Results allowed for a more accurate assessment of workforce trends across disciplines
Characteristics of the West Region Transportation expenditures of 36% of land mass; 6% of U.S. $19 billion/year population ~355,000 workers employed in Rural and Small Urban (low Transportation & Warehousing population densities) Occupations Training access challenges in Multimodal (maritime (AK, HI, rural communities WA), rail (NE), pipeline (WY, Tight Labor Markets (low ND) unemployment rates) Highways dominate regional Energy sector development transportation expenditures (72%) Tribal and federal lands 84% of regional highways are rural
Southeas Southeast Re Region ‐ Des Description ription • 28% of all bridges in US • 12 states & PR • 25% of structurally deficient • 15% land area and 31% of functionally • 27% US population obsolete bridges in US • 1.4 M transportation and • More than 25% of US rail track warehousing employees miles • Key industry sectors within • 11 of the top 25 water ports by states include: tonnage • Aerospace (11) • Automotive (8) • Distribution and Logistics (11) • Ship Building (5)
EMPLOYMENT FORECAST FOR PRIORITY OCCUPATIONS IN THE SOUTHWEST # of Employees, 2012 586,480 Laborers and Freight, Stock, and Material Movers, Hand 704,130 (20.1% change) 35,330 Logisticians 47,230 (33.7% change) 29,610 Transportation, Storage, and Distribution Managers 34,200 (15.5% change) 1,150 Traffic Technicians 1,280 (11.3% change) 415,400 Heavy and Tractor ‐ Trailer Drivers 496,580 (19.5% change) 46,500 Bus Drivers, Transit and Intercity 53,320 (14.7% change) 64,290 Bus and Truck Mechanics and Diesel Engine Specialists 75,060 (16.8% change) 91,940 Operating Engineers and Other Construction Equipment Operators 112,720 (22.6% change) 16,750 Surveying and Mapping Technicians 20,270 (21% change) 11,590 Urban and Regional Planners 13,540 (16.8% change) 13,200 Surveyors 15,060 14.1% change) 83,630 Civil Engineers 103,600 (23.9% change) 83,630 Computer and Information Systems Managers 102,330 (22.4% change) 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000
Additional Workers Needed by 2022 Midwest Region Vessel operators & mates +182 Bus & truck mechanics +4,627 Logisticians +5,212 Civil engineers +6,068 Technical Education Software developers +8,770 Baccalaureate ++ Light truck or delivery drivers +10,913 Customs brokers +15,611 Construction laborers +31,796 Storage & distribution managers +36,510 General laborers +63,590 Heavy & tractor-trailer drivers +82,026 11
What does the Future Hold? Traditional Futurecasting Existing Streamlined occupations organizations Projected New retirements technologies Organizational Projected trends/new growth mandates Industry forecasts based Industry game changers new on past trends organizational competencies
Issues Focus Lack of skill Right- sized, New job Lack of job skilled requirements applicants workforce Poor retention
Phase 2 Focus: Solutions Shift from “problem/issue” focus to “possibilities” and potential solutions Use networks to gather resources on great programs that already exist Build action-oriented partnerships Use networks to share, scale, replicate or leverage STRATEGIC ACTION PLANS
National Network for the Transportation Workforce On ‐ line Resources • One Stop Shop Clearinghouses of transportation education and career awareness programs • Newsfeed on upcoming regional WEST NORTHEAST events, opportunities, webinars, Steve Albert Glenn McRae and Center activities Montana State University University of Vermont • One-click sign up for e- stevea@coe.montana.edu netwc.net (406) 994-6114 newsletters and other network wrtwc.org communications SOUTHWEST MIDWEST SOUTHEAST • Regional Job Needs and Tom O’Brien Teresa M. Adams Stephanie S. Ivey Priorities Reports, Phase 1 California State University, University of Wisconsin- The University of • Coming in September: Regional Long Beach Madison Memphis Job Needs and Priorities, Phase swtwc.org mtwc.org memphis.edu/setwc 2 Strategic Action Plans and Report • TRB Education & Training webinar series • nntw.org
National Focus Areas Mobility Rural Federal Tribal Safety Lands Livability
The Future Transportation Workforce: State DOTs
Millennials • Why do they matter? – Became the largest generational cohort in 2010 – Quickly becoming largest generational cohort within the workforce as Baby Boomers retire – Generational preferences & characteristics have an impact on workplace culture & practices – HR professionals need tools to deal with rapid demographic shifts in workplace
Transportation Workforce • Workforce hiring cycles => transportation workforce older than national average – 53% of transportation workforce over 45 years old – 35% of transit workers over 55 years old • Growth & separations in industry => need for significant recruitment/hiring of new workers
Study Purpose • Better understand the current literature on Millennials in the workforce • Better understand State DOT perspectives on hiring and retention issues
Methodology • Literature Review – Work Attitudes & Values – Career Mobility – Managing & Motivating Millennials – Technology • Focus Group – Participants: Alaska, Minnesota, Montana, Wisconsin, and Oregon state DOTs – Human Resources roles
Key Takeaways • Desire for mentorship, • Work centrality engagement, opportunities for • Mobility change • Work-life fusion & technology dependent • Results-focused
Focus Group • Attraction • Recruitment • Retention • Workplace Culture
Attraction Positives Negatives • Work/life balance • Technology • Job security • Image • Professional development • Job rotation programs • Flexible schedules
Recruitment Needs Successes • More robust social media • Recruitment partnerships plans with colleges – disseminate info through • On-line presence career services systems • Better data on how • Internship programs applicants find openings
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