TSMO Workforce Webinar Series 1 TSMO Workforce Webinar Series - - PowerPoint PPT Presentation

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TSMO Workforce Webinar Series

TSMO Workforce Webinar Series

• Webinar #1 - TSMO Workforce Webinar Series: Background,

Guidebook, and Resources

– March 17, 2020

• Webinar # 2 – Workforce Training, Career Pathways, Industry Assessments

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April 09, 2020 – Registration link

• Webinar #3 – HR Resources, Position Descriptions and KSAs

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May 7, 2020 – Registration link

• Webinar #4 – The next phase of the TSMO Workforce: Paraprofessionals and NOCoE efforts

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June 2, 2020 – Registration link

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Presentation Outline

• 1. Workforce Development

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How we got to the resources

• 2. Guidebook

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Goals, purpose and audience

• 3. Resources Available

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Where and what is available

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• How do we come into Transportation? Why did we come into Transportation?
• TSMO enables us culturally, industry wide, institutionally and technologically to achieve

the dreams we have of how the system should operate

• Workforce capabilities are recognized as an increasingly crucial component
• f realizing the potential of new ITS technology and TSMO applications
• NOCoE charged with focusing on TSMO workforce development as the

centerpiece of its first strategic work program and Annual summit

Genesis of the Summit

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Timeline of Events

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www.transportationops.org/workforce

Workforce Development - Major NOCoE Initiative

• Growing industry concern regarding agency capabilities and Workforce
• SHRP2 research/Capability Maturity (CMM) workshops: workforce as key
• Planned Workforce Development Summit with key TSMO Community players
• Summit background while papers prepared
• 2-day summit discussion/breakouts re key issues identified in white papers

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Three White Papers in advance of the Summit addressed the following areas:

• Institutional context for TSMO in transportation agencies
• Professional Capacity Building Needs vs. Available Resources
• Recruitment, Retention and Career Development

Established agenda for TSMO workforce development program

• https://transportationops.org/publications/summit-white-papers-1-2-3

State of the Industry – 2015/2016

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WP 1 - Institutional context for TSMO in transportation agencies

• Focus on TSMO performance management indicates needed capabilities
• Impacts culture, program, organization, processes and workforce (CMM)
• White Papers established context and agenda for NOCoE initiative

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WP 1: Context – Challenges beyond KSAs

• TSMO lacks program status. Stove piped in ITS, TMC, champion-dependent
• Invisible to public/leadership until emergency event, major disruption, new technology
• Exists in CE culture (not a “discipline”), absence of coherent talent profile
• Agency staffing level constraints, uncompetitive salaries for technical expertise
• Civil service, union and outmoded PDs; Fuzzy career paths
• Retirement gaps
• Lack of educational/training resources
• Increased dependence on outsourcing

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WP 1: Context - Need

• Effective TSMO workforce development strategies
• Multiple challenges: education/training, HR, talent/career management
• NOCoE Progress: Establish Dialogue with key players and create a “place” for

resources and discussion

– www.transportationops.org/workforce

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WP 2 – Professional Capacity Building – KSAs

• KSA definitions needed – building on CMM experience
• Vary by position: level and role/function and agency context,
• Initial Position Descriptions have been developed
• However:

Need to define “core capacities” for in-house vs outsourced PDs need to vary by context Recognize evolution of technology/systems context and changes to PDs

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WP 2 – Professional Capacity Building – Scaling the Problem

• Minimal Pre-employment education “market” for courses
• Few graduate curricula resources (where does it belong?)
• Scale of demand implications for PCB
• No developed in-house HR programs (contrast with pre-PE)
• Potential for “industry” courses vs custom-tailored in-house approach

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WP 2 – Professional Capacity Building – Available Training Resources

• Introductory and middle level courses for specific applications
• Advanced courses on system engineering
• Introductory courses on performance measurement
• Limited resources on TSMO as a “program” or multidisciplinary practice
• Needed: modular training program

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WP 3 – Recruitment & Retention/ Career Development - Recruitment

• The value proposition for targets of opportunity (sources)
• Role of HR vs TSMO Program Managers
• Between KSAs and PDs, --talent profile tool for gaps and recruitment
• Barriers: credentials, compensation, competing opportunities

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WP 3 – Recruitment & Retention/ Career Development - Retention

• Recognition as “profession”, support for training
• Career path clarity/Succession constraints,
• Recognition, compensation and rewards

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WP 3 – Career Development

• Role of HR vs Program Managers
• Staff performance tracking
• Competency maintenance , training and mentoring
• CMM approach by Knowledge (Education) vs S & A innate/OJT)
• NOCoE progress: extend career engagement through contests and tournaments

– E-portfolio Contest – Transportation Technology Tournament – NOCoE Fellowship

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1.

Convene forum of DOTs/private sector/educators to discuss pre-employment education issues

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Create a repository of existing TSMO-related course materials across all educational institutions

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Conduct systematic exploration of KSA needs vs. training gaps by TSMO functions and positions

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Develop a repository of existing position descriptions (PD) and create model position descriptions

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Develop model TSMO training program for new hires, promotions, and transfers

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Develop a strategy to elevate TSMO visibility as a core transportation function

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Document current best recruitment practice in public and private entities

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Document current best practices in career development

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Summit Proposes Key NOCoE Actions

• Briefing Key Players to reach consensus on cooperative actions
• Identify Student Education Program Opportunities focused on Pre-

employment curriculum needs and opportunities and model curricula

• Develop TSMO Workforce Guidebook with key KSAs and model position

descriptions

– Inventory and Assess Existing Post-Employment Education/Training Materials, gaps – Scope key issues for Examination of best practices for key recruitment, retention and

career development including development of sample workforce development plans and a career pathways

• Develop strategy to elevate TSMO Visibility as core Transportation Function

through events, contests, and exposure to success stories

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NOCoE Workforce Implementation Plan

Timeline of Events

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www.transportationops.org/workforce

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The TSMO Workforce Development Guidebook

(What it is and what it is not)

GOAL Assist you in creating meaningful TSMO-related positions that will help advance your organization’s maturity

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Who is this for?

• People at transportation agencies looking

to begin or advance a TSMO program GET GUIDANCE

• People involved in recruiting, hiring, or

training in the transportation operations field GET ADVICE

• Consultants working with TSMO

programs UNDERSTAND CHANGING ROLES

• Educators at the undergraduate and

graduate levels KNOW HOW TO PREPARE TOMORROW’S WORKFORCE

Focus on you, your needs 01 02 03 04 05

Workforce development must be flexible Process depends on adaptability Guidebook is a set of tools and examples Modify to fit your

• rganization

Please share information

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What will be useful to me in my job?

WHICH PART OF THIS RINGS TRUE WITH YOU NOW?

Recruiting a TSMO Workforce

• 1. Understand evolving skillsets needed for success and

innovation

• 2. Understand when an agency is ready to hire TSMO personnel
• 3. Recommendations, best practices for hiring TSMO positions

WHICH PART OF THIS DO YOU NEED TO UNDERSTAND BETTER?

Model TSMO Position

Descriptions

• 1. Descriptions of 19 different TSMO-related positions
• 2. KSAs that may be required for the positions
• 3. When, where, and how to recruit for each of the positions

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What are the positions?

• 19 different positions descriptions created
• Pick and choose list
• “starter list”
• Some exist, but not widespread or can be

expected to exist in future

• Developed to include:
• When position might be needed – “Triggers”
• How it relates to CMM improvement
• Knowledge, Skills Abilities for position
• Use positions descriptions as starting point –

Modify to fit your needs

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Traffic Data Scientist/Statistician Cyber Security Engineer TSMO Manager/Chief/Bureau Director Transportation Data Ethicist TSMO Program Manager Surface Weather Specialist Computer Engineer Systems Engineer Artificial Intelligence Scientist TSMO Modeling Specialist Telecommunications Engineer Emerging Technologies Industry Liaison Data Management Specialist Transportation Systems Performance Manager Visualization Specialist Integrated Corridor Management Manager Connected and Automated Vehicles (CAV) Program Manager Transportation Management Center Manager Traffic Incident Management (TIM) Program Manager

https://transportationops.org/workforce/model-tsmo-position-descriptions

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What motivates your organization to change its face(s)? Position Motivations Traffic Data Scientist / Statistician

• TSMO relies on effective extraction and manipulation
• f “big data”
• Growing opportunity and expectation for data-driven

decision-making, including advanced pattern recognition and statistical methods

• Spatial data requires combining expertise in

geographic information systems (GIS), statistics, data science, visualization, and web applications

Illustrating CMM Improvement Potential

• Developed Concept Analogous to Right vs Left Brain
• Right Brain (Management) – More Creative and

Artistic

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Collaboration

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Organization/Staffing

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Culture

• Left Brain (Operations) – More Analytical

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Business Processes

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Systems and Technology

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Performance Management

• The more the radial graphs are filled out the higher

potential to improve CMM category

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Business Processes Systems & Technology Performance Measurement Culture Organization / Staffing Collaboration

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Capability Maturity Model Improvement Potential

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Beyond just what the jobs are

EXAMPLE - WHEN AND WHY TO HIRE?

• The agency is looking to enhance their TSMO program by

improved weather condition connectivity

• Weather data needs integration with other TSMO activities

for performance assessment and improvement

• Interest in improving TSMO applications by adapting to

real-time and predictive weather effects Greatest potential to impact CMM is on collaboration, systems, performance improvement

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Example Operations vs. Management Positions

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So where do I find?

Recruiting a TSMO Workforce Model TSMO Position Descriptions Developing a TSMO Workforce TSMO Workforce Retention

NOCoE Website

https://transportationops.org/workforce

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So where do I find?

https://transportationops.org/workforce

TSMO Workforce Webinar Series

• Webinar # 2 – Workforce Training, Career Pathways, Industry Assessments

– April 09, 2020 – Registration link

• Webinar #3 – HR Resources, Position Descriptions and KSAs

– May 7, 2020 – Registration link

• Webinar #4 – The next phase of the TSMO Workforce: Paraprofessionals and

NOCoE efforts

– June 2, 2020 – Registration link

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What’s Next?

• TSMO Paraprofessional workforce development activities
• Workshops with additional details across the country at ITE District and

ITS America State Chapter meetings

• Strategic focus for NOCoE to continue sharing resources

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