Brian Robinson, Deputy HR Director Workforce/Succession Planning GDOT’s Innovative and Collaborative Approach Brian Robinson, Deputy HR Director

Georgia Department of Transportation Mission Deliver a transportation system focused on innovation, safety, sustainability and mobility Strategic Goals Recruit, train and retain a quality workforce Invest in safety for Georgians and GDOT employees Efficiently take care of what we have Deliver all projects on time and on budget Invest to improve reliability, congestion, and connectivity

Office of Human Resources Recruit, Train and Retain – A Focus on Our Workforce Our employees are our greatest asset The Office of Human Resources is committed to fostering a culture of innovation and collaboration throughout the entire employment life-cycle

Connecting the Recruit, train and retain a quality workforce D O T S UNDERSTANDING HOW YOUR CONTRIBUTIONS TO HR IMPACT THE DEPARTMENT’S SUCCESS Recruit, train and retain a quality workforce RECRUITMENT AND APPLICANT SERVICES CLASSIFICATION AND COMPENSATION EMPLOYEE BENEFITS TRANSACTIONS EMPLOYMENT RELATIONS AND SAFETY TRAINING AND DEVELOPMENT HR COMPLIANCE INDIVIDUAL'S CONTRIBUTIONS UNIT'S ROLES AND RESPONSIBILITIES HR'S VISION, MISSION AND PERFORMANCE METRICS DEPARTMENT'S VISION, MISSION AND STRATEGIC GOALS

National Workforce Trends Increase in number of employees eligible for retirement Employees entering workforce today are interested in multiple “careers” throughout their work life Decrease in average tenure on job Rapid changes in work due to increase in new technologies Increase in competition for qualified employees

Impact to GDOT? In order to be competitive in today’s market place, GDOT must be strategic in how we: Recruit and attract new employees Train and develop our existing staff To be successful in current role To be prepared for future positions Retain our existing workforce Requires targeted workforce planning and development Data driven focus

Workforce Planning and Development GDOT involved in extensive workforce planning efforts since 2013 Identify the number of employees required to meet strategic objectives and re-evaluate business operations in order to deliver a significantly larger program with a reduced level of employees Align organizational structure with strategic goals Perform gap analysis and develop workforce plans for each office/district Identify operational efficiencies

Strategic Workforce Data Analysis Data analysis provides opportunities for HR to collaborate with GDOT management on strategic workforce planning decisions Forecast retirements and analyze positions with weak “bench strength” Engage in knowledge management activities Coordinate a variety of succession planning efforts Develop specialized recruitment plans

HR’s Innovative and Collaborative Approach to Data Analysis Partnered with GA Tech in the development of a workforce planning and data tool to leverage and analyze employee data Retirement Projections Knowledge Loss Risk Assessments Network Analyses Succession Planning

Screenshot of Mapping Feature Engineers with PE License

Screenshot of Network Analysis Module

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Turnover Data Analysis Turnover in 2 major program areas Field maintenance staff – high turnover early in career Civil engineers – early to mid-level employees Impact of Turnover Loss of institutional knowledge Impact to operations Impact to future applicant pools

Innovative Succession Planning and Knowledge Transfer Strategies Field Maintenance Staff Informal mentoring / job shadowing Bootcamp for new employees Traffic Operations CDL incentive program Innovative projects/ software development Civil Engineer Staff AUDI Road Design’s RAPID Program In-House Academies PEDP Foreman Supervisor/Management Staff Area Manager Management Development Program Project Engineer District Leadership Programs Succession Planning Program Mentoring/Networking GDOTConnect

GDOT’s Succession Planning Program Program Goal: The creation of a qualified candidate pool for leadership positions, prepared to lead Georgia DOT effectively in accomplishing our mission Program Overview: Support from Executive Management Steering committee of senior leaders 18-Month Program – Cohort Model Built around GDOT Leadership Competencies Professional Assessment Tools (360*, etc) Individualized Development Plans Mentor/Mentee Relationship Capstone Project

“Typical” Development Path Field Maintenance New Employee Orientation Maintenance Skills Development Program (MSDP) Bootcamp Multiple levels – required to progress through equipment operation series Focus on employee safety, training and professional development CDL Program Foreman’s Academy

“Typical” Development Path Civil Engineer New Employee Orientation Professional Engineer Development Program RAPID Program / Area Manager Academy GDOTConnect / District Leadership Program Management Development Program Succession Planning Program AASHTO Management/Leadership Programs NTMC NTLI Advanced NTLI

Continuous Improvement Paying it Forward Many of the innovative ideas for employee development and succession planning efforts have come from individuals who have taken part of various programs in the past Likewise, many of our mentors are employees who have benefited from having a mentor when they were coming up through the ranks and wanted a chance to pass on their knowledge to newer employees

Summary Workforce Initiatives HR is a strategic partner in GDOT’s comprehensive, data driven approach to addressing workforce and succession planning challenges through innovation and collaboration These initiatives take the entire GDOT team, from executive management, to our district engineers, office heads, supervisors, employees and interns – all bringing innovative solutions to the table to make GDOT better and to enhance the GDOT Experience.