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WSDOT Workforce Development Strategy: Building Talent Pipelines and a Modern Work Environment

WSDOT aims to attract and retain top talent through internships, strategic recruitment, and community outreach. They prioritize employee engagement, talent development, and workforce analysis for growth. Recommendations and future leadership competencies will be discussed.

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WSDOT Workforce Development Strategy: Building Talent Pipelines and a Modern Work Environment

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  1. Workforce Development Goal Jeff Pelton Director of Human Resources & Safety May 08, 2018 Roger Millar, Secretary of Transportation Keith Metcalf, Deputy Secretary of Transportation

  2. Workforce Development Goal • Agency Strategy Strategy Detail • Use Internships, Strategic Recruitment (Sourcing) & Community Outreach to reach the best possible talent for WSDOT. 1. Talent Pipelines • Implement Telework, Alternate Work Schedules, Infants at Work & Modern Work Environment to the widest audience possible to attract and retain our workforce. 2. Modern Work Environment • Through various Engagement Surveys including Smart Health, Annual Employee Engagement, Entry & Exit Surveys—we listen to our employees and act on their feedback. 3. Employee Engagement • Utilize Leadership Development, Knowledge Transfer, Tuition Reimbursement and other training opportunities to invest in our staff now and into the future. 4. Talent Development • Evaluate our classification system and maintain competitive compensation within state government. 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.

  3. Talent Pipeline

  4. Modern Work Environment

  5. Where are we today?

  6. Employee Engagement

  7. Where are we today?

  8. Talent Development

  9. Where are we today?

  10. Workforce Analysis and Growth

  11. 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.

  12. How do we bring it all together?

  13. Group Exercise • What is working well for your organization as it relates to Workforce Development? • As it relates to Workforce Development, what future recommended approach(es) should we be considering toward our executive leadership? • When you think about future leaders, what leadership competencies should we focus on developing in order to ensure the success of our organizations?

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