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G i D f T iGeorgia Department of TransportationWorkforce Planningg
Foundations Of Right SizingFoundations Of Right SizingExternal Resources:
Internal Resources
OverviewOverview
• High Volume of RetirementsHigh Volume of Retirements
• Staffing levels over past 11yrs
• GDOT Efficiency Planning CommitteeGDOT Efficiency Planning Committee
• Workforce Planning Initiativeo Identify and address the gaps between our workforceo Identify and address the gaps between our workforce
of today and the staffing needs of tomorrow
o Identify right‐size of offices/Districts
o Identify efficiency opportunities related to staffing and
operations
Right‐Size Process
Funding
•Contract •Personnel •Equip/Maint/Operation
Level of Service (LOS)
Contract Work
(LOS)
•Asset based•Performance driven
•Exists in Market•Routine•Quantifiable•Good business practice
GDOT Staffing Changes In Key FunctionsFunctions
2621
3000
19292000
2500
Construction(District Field Construction)
1500Engineering(G.O. Engineering, Bridge Inspection, Chief Engineer Special Staff, Traffic Design, District Preconstruction)en
ance
nce
647
443
854743
500
1000Maintenance(District Maintenance/MAU)
tion
eering
ering
Mainte
Mainten
an
0
7/1/2000 4/1/2012
Construct
Construction
Engine
Engine
e M
GDOT Headcount Historyy
5895 5949 5819 5898 5783 5807 5818
7000
5949 5819 5898 5783 58075696
58185699
5338
49494610
44585000
6000
3000
4000
1000
2000
0
GDOT FY11 Turnover
40
37
40
45
34
28
3435
32
36
31
3433
37
30
35
25
20
25
10
15
0
5
7/2010 8/2010 9/2010 10/2010 11/2010 12/2010 1/2011 2/2011 3/2011 4/2011 5/2011 6/2011
53% Of Turnover Was As A Result Of Retirements
GDOT FY12 TurnoverThru (5/1/2012)Thru (5/1/2012)
3940
45
3331
27
35
31
3433
30
35
23 23
27
2120
25
5
10
15
0
5
7/2011 8/2011 9/2011 10/2011 11/2011 12/2011 1/2012 2/2012 3/2012 4/2012 5/2012
56% Of Turnover Was As A Result Of Retirements
WFP ProcessWFP Process
• Steps already taken place:Steps already taken place:– We met with Division Directors to outline leadership roles and discuss expected outcomesleadership roles and discuss expected outcomes
– HR Team, Division Directors and Office Heads/Dist Engineers met to outline process and setEngineers met to outline process and set deliverables
• Kick‐off meetings held February and March
WFP ProcessWFP Process
• Efforts currently under way:Efforts currently under way:– Meeting with individual offices to:
• Document core functions of each office and determine staffing levels/strategies needed to meet these core functions
• Document minimum staffing charts to identify theDocument minimum staffing charts to identify the right‐size of each office and the most efficient combination of full‐time employees, temporary workers and contract servicesworkers and contract services
• Identify current and upcoming staffing gaps and develop strategies to address these issues
Staffing StrategiesStaffing Strategies
• Internal Job Postingsg
• Critical Skills Gaps
• Internal Re‐assignments
• External Recruitment Activities
• Temporary Staffing
• Contract Services
• Other strategies to address unique positions
Training and Employee Development Strategies
• Succession Planningg
• Job Shadowing
• Job Rotations
• Cross‐training
• Mentoring
/• Internal/External Training Opportunities
• Stretch Assignments
• Knowledge Transfer• Knowledge Transfer
Expected DeliverablesExpected Deliverables
• Minimum Staffing Org Charts for each office and District that g gidentify “Right Size”
• Determination of overall Department’s right‐size
• Identification of potential staffing solutions
• A defined Strategic Workforce plan to reach staffing goals Note: This will be an on‐going processNote: This will be an on going process.