BACKGROUND
State departments of transportation (DOTs) and industry partners have experienced internal and external compounding factors that have decreased applications for open positions, with many state DOTs experiencing unprecedented job vacancy rates. The unfilled positions challenge state DOTs in operating and maintaining their systems and implementing planned projects. This has prompted state DOT leadership to refocus on recruiting new talent to the transportation industry. However, difficulties in recruitment are symptoms of an 80/20 problem: 80 percent of recruitment activities focus on recruitment itself, while only 20 percent of efforts address internal and external factors dissuading talent from working at their agencies, or challenging retention efforts. Yet these factors may represent 80 percent of the actual problem.
For example, prior to the pandemic and especially during recessions, state DOTs and industry partners could receive hundreds of applications for a single open position. Accordingly, systems in human resources (HR) were implemented to filter applicants and help hiring managers find the best candidate more readily. Postpandemic, HR efforts may need to shift toward welcoming individuals into the transportation industry even if they do not yet possess certain skills or prior educational requirements, to broaden the available talent pool. Additionally, state DOTs have differences in laws, regulations, policies, and practices that HR must adhere to. Research is needed to provide state DOTs a nuanced understanding of the full problem and to identify context-sensitive actions for state DOTs to attract and retain talent.
OBJECTIVE
The objective of this research is to develop a guide for state DOTs and industry partners that identifies actionable and scalable strategies to address the internal and external factors that challenge recruitment and retention.
Accomplishment of the project objective will require at least the following tasks.
TASKS
The sequencing of tasks to achieve the research objective and associated deliverables (such as technical memoranda or summary reports) shall be structured in the same cadence as quarterly progress report (QPR) submissions so technical content can be reviewed at the same time as a QPR. The overall research plan must be organized into two phases. At the conclusion of Phase I, the research team shall deliver an interim report and updated Phase II research plan. One month shall be reserved for NCHRP review, approval, and an in-person interim meeting. The research agency shall not proceed to the next phase without NCHRP approval of the interim report and updated research plan.
A clear and concise engagement strategy to achieve the research objective shall be developed and presented in the proposer’s research approach under the header “Engagement Strategy.” This engagement strategy will be considered under the second evaluation criterion described in Special Note F. Engagement should prioritize (1) gaining an understanding of the compounding internal and external factors the transportation industry experiences, (2) cocreating strategies to address the problem, and (3) vetting the identified strategies before preparing the draft final guide.
The strategy should include a workshop (see Special Note L) that is envisioned to help the research team (1) gain deep insights into challenges faced and (2) cocreate with invited guests on potential strategies. The proposer should present a concept for the proceedings in the engagement strategy. This workshop should be conducted in conjunction with the Phase I interim meeting, with the workshop occurring first. The workshop should address the second and third engagement priorities.
The proposer should be creative and inclusive in devising how to engage participants from diverse and multidisciplinary backgrounds, varying geographies and organizational sizes, and from the transportation industry broadly. At other points in the research plan, proposers may consider using virtual focus groups, interviews, or other methods as appropriate. The NCHRP discourages using survey questionnaires for this project.
The research team shall conduct a scan of current practice and a thematic literature review (from academic and gray literature) that identifies and addresses the internal and external factors that make recruitment and retention difficult.
Internal factors may include:
- Legislation, policies, or practices that govern HR activities;
- Agency HR types (hosted by a statewide agency or internal to the state DOT; civil service versus open hire, union versus nonunion, etc.);
- Recruitment and hiring methods by job classification; and
- Organizational, cultural, and structural biases impacting retention and recruitment.
External factors may include:
- Demographic trends in society that impact the workforce and labor availability;
- Generational characteristics that influence job seekers;
- Challenges and opportunities to (1) integrate immigrant talent in workforces and (2) welcome untapped labor markets (justice-impacted individuals, underserved communities, individuals with disabilities, or recent retirees);
- Data and analysis that would inform recruitment or retention efforts; and
- Transportation industry engagement of youth and academia to exhibit the opportunities in the transportation sector.
The research team shall identify actionable and scalable strategies to overcome internal and external factors that present recruitment challenges. The strategies need to be presented according to estimated implementation timelines (immediate, short-term, and long-term), and matrixed against the different variables a state DOT may encounter (e.g., agency HR type, demographic trends, etc.). This matrixed approach is intended to help practitioners identify what strategies will work in their context. Further, the research team shall identify gaps in training and leadership development of HR staff and hiring managers who are most likely to implement the strategies. Educational and training materials shall be developed to address these gaps.
The strategies and associated educational and training materials shall be assembled into a user-friendly guide. The guide shall provide a brief description of the overall problem, succinctly describe the factors challenging recruitment and retention, and then present the strategies and associated educational and training materials. Accompanying the guide shall be an executive brief that provides a succinct overview of the contents of the guide. This deliverable shall be more robust than an executive summary, but not as long or detailed as the main guide.
The final deliverables shall include:
- A guide in the NCHRP WebResource format,
- An executive brief for chief executive officers of state DOTs,
- A conduct of research report that documents the entire research effort,
- A PowerPoint presentation with speaker notes that summarizes the project and distinctly illustrates for the audience how the research can be applied in their organization, and
- An Implementation Plan.
STATUS: Proposals have been received in response to the RFP. The project panel will meet to select a contractor to perform the work.
