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Agenda1. Understanding the Present: Challenges
Facing the Transportation Industrya. CDOT Case Studyb. Group Discussion
2. Preparing for the Futurea. Workforce of the Future Project
Overview
2
The transportation industry continues to face workforce-related challenges in an ever changing world
Workforce training expenditures are insufficient
Program growth coincides with level or decreasing staff
Senior agency staff are likely to retire in unprecedented numbers
Expanded agency missions require new skills
Increasing difficulties in recruiting and retaining professionals and technicians
Training Challenges
Decreasing Workforce
Retirement Projections
Evolving Skillset Needs
Attraction & Retention
4
DOTs have unique approaches to address these challenges
Case Study: How CDOT is managing program growth when government isn’t growing
Slow Change Over Time
Developing Organizational Excellence
Workforce Growth from2006 ‐ 2016
New Position Functions• Safety Officers• SAP Support Staff• Environmental in Water
Quality• Incident Commander
New Business Units• HPTE• TSMO• Office of Process Improvement• Office of Major Project
Development• Project Management Office• Office of Emergency
Recruitment and Retention• College and community job fairs• Competency based hiring• Increased employee pay after
completion of training
Organizational Learning and Development• Essential Skills for CDOT
supervisors and managers certificate program
• Expanded course offerings beyond supervisors
• Engineering Academy• CDOT implemented an Enterprise
Resource Planning Tool
20.85%
11.44%
14.22%53.25%
22.58%
11.83%
11.65%53.94%
2006: 3305 Positions
2016: 3322 Positions
Support
Maintenance
Licensed Engineer
Non-Licensed Engineer 5
Discussion: How has your organization met these challenges?
Group 4Training Challenges
Workforce training expenditures
are insufficient
Group 1Retirement ProjectionsSenior agency staff are likely to retire in unprecedented
numbers
Group 3Evolving Skillset NeedsExpanded agency missions
require new skills
Group 2Attraction & Retention
Increasing difficulties in recruiting and retaining
professionals and technicians
Group 5Decreasing WorkforceProgram growth coincides
with level or decreasing staff
10 minute discussion on how each DOT is addressing the challenge for their respective group
We will present key discussion points back to the larger audience
6
What should CDOT’s future workforce look like?
8
PwC’s Role: Future State Planning
PwC is developing Future State scenarios to help CDOT evaluate how influencing factors may impact key business factors and subsequent employee skill needs. Scenarios will include considerations around:
The NeedCDOT intends to use workforce scenario planning as a tool to identify skills composition needed to meet evolving transportation service, project delivery systems and new technologies over the next ten years.
What external forces in each scenario will directly impact CDOT?
What specific roles and skillsets will CDOT need to keep pace with external and technological advancements?
Relevance and Feasibility
How feasible, realistic and relevant is each scenario to CDOT?
Technology and External Forces
Workforce Implications
The factors that affect CDOT’s functions will also shape its future workforce
9
CDOT’s Future Workforce
Technology
Demographics
Freight
Economy
Environment
Future Scenarios
10
• What are CDOT’s strategic needs and opportunities to maximize safety, mobility, economic vitality, and system maintenance?
• What are the infrastructure, financial, and institutional factors to consider in the future workforce scenarios?
• What are the current levels of readiness to execute the future workforce scenarios?
• How quickly should CDOT implement the future workforce scenarios to stay innovative?
Key questions we aim to address
Final Outcomes
11
Emerging Technology Projections
Best Practices
Future Workforce Implications
Future Workforce
Scenarios
12
3
• Future Scenario Considerations
• Corresponding Workforce Implications
• Enabler Analysis and Change Management
Relevance to CDOT
Beverly WyattHR Manager Extraordinaire Colorado Department of Transportation4201 E. Arkansas Ave., Rm 280Denver, CO 80222(303) 512-5219beverly.wyatt@state.co.us
Zach HalfonSenior Associate PwC1900 16th Street, Suite 1600Denver, CO 80202(720) 931-7418zachary.halfon@pwc.com
Kavita SienknechtExperienced Associate PwC1900 16th Street, Suite 1600Denver, CO 80202(720) 931-7279kavita.m.sienknecht@pwc.com
Presented by
13
PwC Team
Chris O’BrienEngagement Partner
Ken LundQuality Assurance Lead
Kristin CentanniProject Manager
Zach HalfonTechnology Workstream Lead
Sarah GrunstHR Workstream Lead
Matthew GreenTechnology Analyst
Kavita SienknechtHR Analyst
15
DOTs are not alone in the need to embrace change
16
Transformation of an Industry Over Time
The world is changing. Industries and companies must innovate and embrace this change to better sere their customers
Increases:● Order accuracy● Driver efficiency● Effectively, customer satisfaction
● Fleet telematics inform route efficiency● Reduces miles traveled by each truck● Improves accuracy of delivery times, thereby
increasing customer satisfaction
● Prioritizes meeting customers’ needs and maximizing value-added
● Creates a positive emotional association with the brand
● Drives corporate culture, recruiting, training plans and boosts employee loyalty
RetailLogisticsRestaurant
Manufacturing Service Agriculture
● Removes “assembly” phase of manufacturing process
● Maximizes efficiency and reduces costs● Has implications for freight and supply chain
industries - products/parts can be printed, rather than shipped
● Remote sensing and drone technology is used for cartography and surveying
● Autonomous vehicles and GPS technology used to plant seeds
● Predictive analytics used to anticipate medical problems
● Big data guides workforce and staffing plans
Leveraging Technology Streamlining Process Services-focus vs. Product-focus
3D Printing Big Data and Analytics Autonomous Vehicles & Remote Sensing
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