Jeff PeltonDirector of Human Resources & SafetyDecember 14, 2018

Workforce Development

Roger Millar, Secretary of Transportation

Keith Metcalf, Deputy Secretary of Transportation

Be an employer of choice, creating a modern workforce while attracting

and retaining quality workers to deliver our legislative, regulatory,

and service requirements

Workforce Development

Goal description

We strive to be an employer of choice – attracting and retaining a skilled, diverse workforce – valuing employee development and engagement, supported by a modern work environment.

Workforce Development

Elevator speech

• Employee Engagement: Listen to and act on employee feedback

• Modern Work Environment: Implement initiatives to attract and retain our workforce

• Talent Development: Invest in our staff through training and other opportunities

• Talent Pipelines: Find the best possible talent for WSDOT

• Workforce Analysis and Growth: Evaluate systems to achieve and maintain competitive compensation, employee development and succession

Workforce Development

Strategies

Workforce Development

Examples of what Workforce Development looks like to me

• WSDOT listens to how I feel about job satisfaction, engagement, leadership, training, customer value and job support

• WSDOT’s leaders guide and measure improvement efforts• My health and well-being are improved• I will have more mobile work environment options• I have access to leadership training at WSDOT• I am prepared to lead individuals, teams and organizations• My mentor relationship helps me to

succeed at WSDOT• We have diverse candidates to interview• We have adequate candidate pools resulting

in successful (qualified) hires• I am more likely to stay at WSDOT because

I am paid competitively for the work I do.

Workforce Development Goal

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1. Talent Pipelines

Agency Strategy HR Strategy Detail

2. Modern Work Environment

3. Employee Engagement

4. Talent Development

5. Workforce Analysis & Growth

We strive to be an employer of choice – attracting and retaining a skilled and diverse workforce, valuing employee development and engagement, supported by a modern

work environment.

Use Internships, Strategic Recruitment (Sourcing) & Community Outreach to reach the best possible talent for WSDOT.

Implement Telework, Alternate Work Schedules, Infants at Work & Modern Work Environment to the widest audience possible to attract and retain our workforce.

Through various Engagement Surveys including Smart Health, Annual Employee Engagement, Entry & Exit Surveys—we listen to our employees and act on their feedback.

Utilize Leadership Development, Knowledge Transfer, Tuition Reimbursement and other training opportunities to invest in our staff now and into the future.

Evaluate our classification system and maintain competitive compensation within state government.

Talent Pipeline

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Strategy Deliverables

1. Increase by 5% per year the number of diverse qualified candidates who apply for WSDOT entry level classifications:

- Transportation Engineer 1

- Maintenance Technician 2 and

- Ordinary Seaman positions

Entry Level Engineering Outreach Program

Entry Level Engineering Engagement Plans

More recruiting talent to enrich talent pools

Produce diverse candidates to interview

Produce exceptional candidates

How We Will Measure SuccessKey Metrics What They Measure

Applicant Profile Report (# of Candidates & % of

Demographics)

The demographic of the candidates applying to open positions.

Modern Work Environment

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Strategy Deliverables

1. Improve overall employee work environment satisfaction scores from 59% to 65%

2. Improve employee telework participation rates from 9% to 12%.

Enable a mobile workforce through revised telework policy.

Create a modern work environment (Olympic or North Central Region).

Implement Infant @ Work Policy

How We Will Measure SuccessKey Metrics What They Measure

% of employees using Telework

(Goal by 2020 is 12%)

This will measure the number of eligible employees using telework 2

or more days a month

% of employees overall work environment satisfaction(Goal by 2021 is 65%)

This will measure the number of employees satisfied with Flexibility,

Mobility, Physical Space, Technology & Well Being.

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Where are we today?

Employee Engagement

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Smart Health

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Where are we today?

Talent Development

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Objective Deliverables

1. Provide leadership training to 500 WSDOT employees by June 30, 2019

Develop an inclusive leadership program for current and future leaders.- Leading Self- Leading Others- Leading Teams- Leading Organizations- Executive Onboarding

How We Will Measure SuccessKey Metrics What They Measure

# of Employees attending Leading Teams

The goal is to send 80 employees to this training for 2018

# of Employees attending Leading Others

The goal is to send 120 employees to this training for

2018

Create Leading Self ProgramThe establishment of the “leading self” program that applies to all

employees in the agency.

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Where are we today?

Leading Self

• Self driven training accessible to all employees

• Incentivizes employees to build upon their skill

• Training aligns with goals of the agency

• Tied to on-boarding to get employees early

• Mostly micro-learning that gets more robust throughout the program:

– Four Lenses– Speed of Trust– Emotional Intelligence

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Workforce Analysis and Growth

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Objective Deliverables

1. Evaluate WSDOT’s classification system by 9/19. For those classifications with 10% or greater turnover rate, submit for review.

Submit for State HR review all job classes that wouldmeet criteria for potential compensation changes.

How We Will Measure SuccessKey Metrics What They Measure

Successful submission of Classification &

Compensation Proposals

The number of submissions to OFM for review and any

responses required to successfully consider the

proposals

Successful bargaining of changes approved by

OFM

The finial classifications selected by OFM for

bargaining and their final implementation.

Where are we today?

• 1% of state salary range midpoints are at or above the market.

• 10% of state salary range midpoints are 2.5-10% below the market.

• 23% of state salary range midpoints are 12.5-25% below the market.

• 66% of state salary range midpoints are more than 25% below the market.

• Of those (66%) classes, 23% are paid more than 50% below the market.

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How do we bring it all together?

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Questions?

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Resources:

Example Videos:• Example New Employee Orientation Video• Example Diversity Video• Example Employee Value Proposition (for talent acquisition)• HR’s Video Library

Workforce Development Toolkit

Telework Policy Information & Resources

Infant at Work Policy

Salary & Recruitment & Retention Studies

SmartHealth Program

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