CDOT’s Workforce of the FutureAASHTO HR Sub-Committee Meeting

May 2016

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

Understanding the Present

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

Preparing for the Future

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

Questions

12

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

Appendix

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