TSMO Workforce Webinar Series 1 TSMO Workforce Webinar Series - PowerPoint PPT Presentation

TSMO Workforce Webinar Series 1

TSMO Workforce Webinar Series  Webinar #1 - TSMO Workforce Webinar Series: Background, Guidebook, and Resources – March 17, 2020  Webinar # 2 – Workforce Training, Career Pathways, Industry Assessments April 09, 2020 – Registration link –  Webinar #3 – HR Resources, Position Descriptions and KSAs May 7, 2020 – Registration link –  Webinar #4 – The next phase of the TSMO Workforce: Paraprofessionals and NOCoE efforts June 2, 2020 – Registration link – 2

Presentation Outline 1. Workforce Development How we got to the resources – 2. Guidebook Goals, purpose and audience – 3. Resources Available Where and what is available – 3

Genesis of the Summit • How do we come into Transportation? Why did we come into Transportation? • TSMO enables us culturally, industry wide, institutionally and technologically to achieve the dreams we have of how the system should operate • Workforce capabilities are recognized as an increasingly crucial component of realizing the potential of new ITS technology and TSMO applications • NOCoE charged with focusing on TSMO workforce development as the centerpiece of its first strategic work program and Annual summit 4

Timeline of Events www.transportationops.org/workforce 5

Workforce Development - Major NOCoE Initiative  Growing industry concern regarding agency capabilities and Workforce  SHRP2 research/Capability Maturity (CMM) workshops: workforce as key  Planned Workforce Development Summit with key TSMO Community players  Summit background while papers prepared  2-day summit discussion/breakouts re key issues identified in white papers 6

State of the Industry – 2015/2016 Three White Papers in advance of the Summit addressed the following areas: • Institutional context for TSMO in transportation agencies • Professional Capacity Building Needs vs. Available Resources • Recruitment, Retention and Career Development Established agenda for TSMO workforce development program  https://transportationops.org/publications/summit-white-papers-1-2-3 7

WP 1 - Institutional context for TSMO in transportation agencies  Focus on TSMO performance management indicates needed capabilities  Impacts culture, program, organization, processes and workforce (CMM)  White Papers established context and agenda for NOCoE initiative 8

WP 1: Context – Challenges beyond KSAs  TSMO lacks program status. Stove piped in ITS, TMC, champion-dependent  Invisible to public/leadership until emergency event, major disruption, new technology  Exists in CE culture (not a “discipline”), absence of coherent talent profile  Agency staffing level constraints, uncompetitive salaries for technical expertise  Civil service, union and outmoded PDs; Fuzzy career paths  Retirement gaps  Lack of educational/training resources  Increased dependence on outsourcing 9

WP 1: Context - Need  Effective TSMO workforce development strategies  Multiple challenges: education/training, HR, talent/career management  NOCoE Progress: Establish Dialogue with key players and create a “place” for resources and discussion – www.transportationops.org/workforce 10

WP 2 – Professional Capacity Building – KSAs  KSA definitions needed – building on CMM experience  Vary by position: level and role/function and agency context,  Initial Position Descriptions have been developed  However:  Need to define “core capacities” for in-house vs outsourced  PDs need to vary by context  Recognize evolution of technology/systems context and changes to PDs 11

WP 2 – Professional Capacity Building – Scaling the Problem  Minimal Pre-employment education “market” for courses  Few graduate curricula resources (where does it belong?)  Scale of demand implications for PCB  No developed in-house HR programs (contrast with pre-PE)  Potential for “industry” courses vs custom-tailored in-house approach 12

WP 2 – Professional Capacity Building – Available Training Resources  Introductory and middle level courses for specific applications  Advanced courses on system engineering  Introductory courses on performance measurement  Limited resources on TSMO as a “program” or multidisciplinary practice  Needed: modular training program 13

WP 3 – Recruitment & Retention/ Career Development - Recruitment  The value proposition for targets of opportunity (sources)  Role of HR vs TSMO Program Managers  Between KSAs and PDs, --talent profile tool for gaps and recruitment  Barriers: credentials, compensation, competing opportunities 14

WP 3 – Recruitment & Retention/ Career Development - Retention  Recognition as “profession”, support for training  Career path clarity/Succession constraints,  Recognition, compensation and rewards 15

WP 3 – Career Development  Role of HR vs Program Managers  Staff performance tracking  Competency maintenance , training and mentoring  CMM approach by Knowledge (Education) vs S & A innate/OJT)  NOCoE progress: extend career engagement through contests and tournaments – E-portfolio Contest – Transportation Technology Tournament – NOCoE Fellowship 16

Summit Proposes Key NOCoE Actions Convene forum of DOTs/private sector/educators to discuss pre-employment education 1. issues Create a repository of existing TSMO-related course materials across all educational 2. institutions Conduct systematic exploration of KSA needs vs. training gaps by TSMO functions and 3. positions Develop a repository of existing position descriptions (PD) and create model position 4. descriptions Develop model TSMO training program for new hires, promotions, and transfers 5. Develop a strategy to elevate TSMO visibility as a core transportation function 6. Document current best recruitment practice in public and private entities 7. Document current best practices in career development 8. 17

NOCoE Workforce Implementation Plan  Briefing Key Players to reach consensus on cooperative actions  Identify Student Education Program Opportunities focused on Pre- employment curriculum needs and opportunities and model curricula  Develop TSMO Workforce Guidebook with key KSAs and model position descriptions – Inventory and Assess Existing Post-Employment Education/Training Materials, gaps – Scope key issues for Examination of best practices for key recruitment, retention and career development including development of sample workforce development plans and a career pathways  Develop strategy to elevate TSMO Visibility as core Transportation Function through events, contests, and exposure to success stories 18

Timeline of Events www.transportationops.org/workforce 19

The TSMO GOAL Assist you in creating Workforce meaningful TSMO-related Development positions that will help advance your organization’s Guidebook maturity (What it is and what it is not) 20

• People at transportation agencies looking Who is to begin or advance a TSMO program GET GUIDANCE this for? • People involved in recruiting, hiring, or training in the transportation operations field GET ADVICE • Consultants working with TSMO programs UNDERSTAND CHANGING ROLES • Educators at the undergraduate and graduate levels KNOW HOW TO PREPARE TOMORROW’S WORKFORCE 21

Focus on you, your needs 01 02 03 04 05 Workforce Process Guidebook is a Modify to fit Please share development depends on set of tools and your information must be adaptability examples organization flexible

WHICH PART OF THIS RINGS TRUE WITH YOU NOW? What will be 1. Understand evolving skillsets needed for success and useful to me Recruiting a innovation TSMO in my job? 2. Understand when an agency is ready to hire TSMO personnel Workforce 3. Recommendations, best practices for hiring TSMO positions WHICH PART OF THIS DO YOU NEED TO UNDERSTAND BETTER? 1. Descriptions of 19 different TSMO-related positions Model 2. KSAs that may be required for the positions TSMO Position 3. When, where, and how to recruit for each of the positions Descriptions 23

What are • 19 different positions descriptions created • Pick and choose list the • “starter list” positions? • Some exist, but not widespread or can be expected to exist in future • Developed to include: • When position might be needed – “Triggers” • How it relates to CMM improvement • Knowledge, Skills Abilities for position • Use positions descriptions as starting point – Modify to fit your needs 24

Traffic Data Scientist/Statistician Cyber Security Engineer TSMO Manager/Chief/Bureau Director Transportation Data Ethicist TSMO Program Manager Surface Weather Specialist Computer Engineer Systems Engineer Artificial Intelligence Scientist TSMO Modeling Specialist Telecommunications Engineer Emerging Technologies Industry Liaison Data Management Specialist Transportation Systems Performance Manager Visualization Specialist Integrated Corridor Management Manager Connected and Automated Vehicles (CAV) Program Manager Transportation Management Center Manager Traffic Incident Management (TIM) Program Manager https://transportationops.org/workforce/model-tsmo-position-descriptions 25