It is no secret that values and habits change with progressive generations, but it may be difficult for employers to keep pace, especially when an established work culture has been held in place by a workforce who have spent decades on the job. The clash that occurs between an incoming workforce’s expectations and the established status quo may well be one of the factors that prevent newer workers from joining state agencies. Where, then, can a state department of transportation (DOT) find points on which to compromise?

Research is needed to investigate the respective expectations of State DOTs as employers and of employee candidates as the incoming workforce, to explore and evaluate the overlap between these expectations, and to examine the ways in which technical advancements and globalization can impact both expectations and the corresponding compromises. The need for this research stems from both the immediate and practical need for more workers as the current workforce ages out as well as the need to grow and develop a workforce of diverse experiences and perspectives, wherein varied positions can be offered equitably to a younger generation and the agency’s key values, such as trust and integrity, remain persistent within the work culture.

The research objectives are (1) a literature review and state of the practice of workforce development by the State DOTs and similar corporate sectors and (2) identifying methods of strategic development for implementing hiring and retention practices. This research project addresses key components of AASHTO Values (i.e., diversity, equity, and inclusion) by:

• Cultivating work values and a work culture that hold true to the agency’s priorities but also make it a compelling and competitive workplace in the overall industry;
• Identifying benefits that newer workers commonly seek from employment; and
• Identifying implementable employee-retention methods.