Attracting and Retaining
Read More in the GuidebookUnderstand new generation of workers, provide an attractive work environment, adjust due to decline in pension benefits, reach out to new candidate pools, create new branding
DOTs need to employ new strategies for attracting and retaining talent. They need to understand what motivates the new generation of workers, and have the ability to provide an attractive work environment. What worked in the past will not work in the future given the decline of pension benefits, increased competition for specialized skills, and shorter tenures of younger workers.
There is a need to reach out to new or different groups of people than those that are typically tapped for positions. New branding techniques to sell the benefits of working for a public organization are needed as well. In lieu of successful attracting and retaining strategies, DOTs may need to learn how to function effectively with fewer people.
Related Roles
Related Situations
Related Resources
- TCRP Research Report 240: Bus Operator Workforce Management: Practitioner’s Guide
- NCHRP 20-127 Business Case and Communications Strategies for State DOT Resilience Efforts
- NCHRP Research Report 970: Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide
- NCHRP Research Report 1004: Federal Funding Uncertainty in State, Local, and Regional Departments of Transportation: Impacts, Responses, and Adaptations
- TCRP F-29 [Active] Mental Health, Wellness, and Resilience for Transit System Workers
- NCHRP Synthesis 20-05/Topic 54-20 [Active] Advancing Gender Equity in the DOT Workforce
- NCHRP 08-152 [Active] Strategies for Improving Diversity, Equity, and Inclusion in the Transportation Planning Profession
- ACRP Research Report 186: Guidebook on Building Airport Workforce Capacity
- TR News, September-October 2019, Number 323
- TCRP Synthesis 147: Attracting, Retaining, and Advancing Women in Transit