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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Screenshot of Mapping Feature Engineers with PE License

11. Screenshot of Network Analysis Module

12. Screenshot of Cross Training Module

13. 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

14. 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

15. 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

16. “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

17. “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

18. 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

19. 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.