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.