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A Quality Workforce

A Quality Workforce

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A Quality Workforce

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  1. A Quality Workforce It Doesn’t Just Happen

  2. Changing workforce

  3. 1996 1997 1998 1999 2000 (optimistic) 2000 (pessimistic) 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 65+ <20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 Age Profile

  4. Experience Level

  5. Annual Capital Project Training Expenditures Operating Budget Operating Expenditures $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 1998-99 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98

  6. Benchmarking What others have learned about training investment

  7. Study published by the Project Management Institute, July 1999 • Rework accounts for 25 percent of the cost of the average project. (This was not a study of Caltrans) • Rework occurs when a person believes that they have completed a product, but the product returns for further work. The additional work may be done by the person originally assigned or by someone else.

  8. Principal Causes of Rework(non Caltrans) • Low staff experience or skill. • Poor clarity & lack of completeness of required specifications. • Low Staff morale. • Scope changes generated externally to the project. • Low availability/experience of supervisors.

  9. What Others Have Seen • Motorola • University of Pennsylvania • American Management Association • American Society of Training and Development

  10. What we want

  11. Our Goals • Product-oriented • Just in Time • Meet the project delivery challenge

  12. Capital Project Skill Development Plan What We Did What We Want Changing workforce

  13. What we did

  14. The process we used • Developed Action Plan • Phase I: Identify Needs • Phase II: Quantify Needs • Phase III: Develop Training Plan • Phase IV: Implementation

  15. Phase I: Identify Needs 491 possible deliverables on State Highway projects (Work Breakdown Structure) • Who produces each deliverable? • What do they need to know? • What tools do they use? • What abilities do they need (“soft skills”)?

  16. Phase II: Quantify Needs • How many people produce the deliverables? • What training do they need in the knowledge, tools and soft skills? • How urgent is the need?

  17. Phase III: Develop Training Plan 303 proposed classes, 608,000 student hours • Construction: 43 courses, 139,000 student hours • Design: 29 courses, 173,000 student hours • Engineering Services: 105 courses, 108,000 student hours

  18. Phase III: Develop Training Plan • Environmental: 83 classes, 89,000 student hours • Operations: 12 classes, 17,000 student hours • Project Management: 9 classes, 67,000 student hours • Right of Way: 22 classes, 15,000 student hours

  19. Phase IV: Implementation • Develop materials • Pilot • Schedule instruction • Deliver instruction • Assess effectiveness

  20. Phase IV: Implementation Near-term “Top Down” (current approach) • Headquarters develops and offers classes. • Districts send students.

  21. Phase IV: Implementation Future: “Bottom Up” • On-line self-registration. • Electronic supervisor approval. • Wherever reasonable, immediate on-line instruction.

  22. Remember… • We have a big job to do • We are committed to developing a Quality workforce • Training is not a silver bullet