| Frequency
Scale |
Themes
|
Discussion/Follow-Up
|
| Workforce
Planning/Succession Planning |
| 10
|
Employees want a
clear direction of the agency; communicate roles; set goals for agency and
employees; define future of the agency – want a Mission Statement one they
can all relate to; be effective communicators. May need more than one strategy
- center on needs of each office. |
This is one of the
top 5 priorities from the agency assessment completed in October 2000.
Action plan under development by the Corporate Management SBU. |
| 9
|
Leadership – need
qualified decision makers whom are effective and display excellent communication
skills, emotional intelligence is a big factor. Need a leader at the Federal
level that has a positive management style. |
This is included as
a critical skill as part of the Leadership Development Program. |
| 9
|
Agency needs to develop
a fact-based management system. Decisions need to be based on fact not feelings.
Assure uniformity of systems (pay grade) to create equity; succession planning
is needed. |
A systematic approach
is being recommended based upon current & future trends. |
| 8
|
Employees want Headquarter
direction & Division flexibility. |
Will be addressed
in the assessment of the reorganization during 2001. |
| 8
|
Need to establish
goals with State (defining strategic goals by HQ was good step).
|
Will be addressed
in the assessment of the reorganization during 2001. |
| 8
|
Agency Staff needs
to be restructured (not balanced) – more in the field, less at Headquarters
and Resource Centers (The RC's need a more defined mission and should act
as a resource for technology and information transfer). RC could develop.
Training courses in light of future needs. |
This was part of the
FHWA 2010 vision dicsussed in Chapter 2 & included in the appendix. |
| 8
|
Need to build trust
and create a fair working environment. Improve accountability. |
The increase focused
on dealing with low performers address this issue. |
| 7
|
Promotion policies
are needed to ensure compliance and equity. |
Mobility as it pertains
to a diversity of experience is part of developing our future leaders.
Also, the TCT program addresses the tech side. |
| 6
|
Great volume of change
in procurement regulations yet DOT has given nothing on policy program change;
policies have not been amended, employees would feel more comfortable if
new administrative procedures were in place to handle many of the new regulations.
|
Will be addressed
in the assessment of the reorganization during 2001. Also, brought to the
attention of the Administration SBU. |
| 6
|
Project a unified
image. |
This is one of the
top 5 priorities from the agency assessment completed in October 2000.
Action plan under development by the Corporate Management SBU. |
| 6
|
Need to communicate
more with the field, learn about new programs in various states, give information
to others. Need to bring Division staff together. |
This is one of the
top 5 priorities from the agency assessment completed in October 2000.
Action plan under development by the Corporate Management SBU. Also, will
be addressed in the assessment of the reorganization during 2001. |
| 6
|
The agency needs
to be aware of current employment issues. Look at future in 50 yr. increments
instead of 20 yr. Try non-traditional options such as phased retirement,
virtual office, part-timers. |
A systematic approach
is being recommended based upon current & future trends. However, a
50 years timeframe is not recommended since it is too far out into the future. |
| 6
|
Putting inexperienced
people in the field at higher grade levels just to fill vacancies hurts
our credibility. Consider outside hire for management positions.
|
Will be addressed
in the assessment of the reorganization during 2001. |
| 5
|
Expanding need for
program specialists but not at the expense of technical specialists; the
agency is turning more regulatory and not building technical expertise.
|
This was part of the
FHWA 2010 vision dicsussed in Chapter 2 & included in the appendix. |
| 4
|
Invest more money
in software. |
Ofc of Info &
Mgmt Services is currently piloting seat management to determine its applicability
in address our computer support issues. |
| 4
|
Redesign traditional
“engineer” position. |
This is on-going |
| 3
|
Balance between technical
and general. Example: A Pavement Engineer who was only knowledgeable about
concrete mix design even if he was a national expert, would not be useful
in Ohio where it is all asphalt. A “general” PE who happens to also be
a national expert in concrete mix design would be very useful. |
This was part of the
FHWA 2010 vision dicsussed in Chapter 2 & included in the appendix. |
| 2
|
Congress and State
initiate legislation that may effect the agency's mission and structure.
If the agency wants to shape their future they need to be more pro active
in working with agencies to influence the outcome of legislation.
|
Very true & is
being done as FHWA update its Strategic Plan. Also, the Policy SBU is already
developing an approach with the reauthorization in 2003. |
| Professional
Development/Career Development |
| 10
|
Training has been
inconsistent; need a training template or road map; establish career paths
keep training up-to-date and periodically reviewed; need quality training.
We already employ our future leaders; we need to train, retrain & constantly
develop our employees. |
The implementation
of LADS should be addressing this issue. Will refer to HRMC |
| 10
|
Leadership skills
need to be taught at all levels – Need Good Leaders! The process in place
puts burden on the organization; need multiple times to view potential leaders.
|
Section 3.B.4. "Development
of Leadership in FHWA" addresses the issue of leadership skills by
all employees as well as development of executives. |
| 9
|
Need to cross-train;
if we recruit “specialists” we need to give them “generalists” training,
but we have lost “specialists” when put in “generalists” setting, even if
for a short time; rotate assignments - this is what draws people to FHWA.
|
The development of
technical expertise and generalists is addressed is Sections 3.B. 2 &
3, respectively. |
| 9
|
Support staff feels
neglected when it comes to training; they have nowhere to advance; there
isn’t a career path for them so they feel they are stuck in a dead-end job
with no hope for advancement. Feel misled and fear that their jobs will
be dissolved. How can the agency prepare for the future? |
This will be addressed
by the HRMC as one of their top priorities. |
| 9
|
Overhaul training
for experienced workers; need workshops to teach how to solve ”real problems”;
Management training, Managers need to develop their employees. Prepare
for technology environment. |
Chapter 3 addresses
these concerns. This will also be referred to Professional Development
SBU. |
| 9
|
Cross-train (utilize
skills of all people); rotate assignments, make special assignments more
accessible. Encourage multi-career paths. |
Sections 3.B, Professional
Development Initiatives, addresses these training and development opportunities.
|
| 9
|
Select few support
staff are “groomed” for job advancement; need to make more equitable; maybe
train for Right-of-way Officer or Environmental Coordinator. |
Addressed by the HRMC
as one of their top 2 priorities. |
| 9
|
Identify core competencies
of positions so the staff knows what they need to develop in order to make
transition, prepare employees for their next job, not just the one they
currently hold. Employees want an Upward Development Program or Executive
Potential Program. Has to work at all levels. |
Section 3.B.4. "Development
of Leadership in FHWA" addresses the issue of leadership skills by
all employees as well as development of executives. |
| 9
|
Work on interpersonal/communication
skills at all levels. |
Section 3.B.4. "Development
of Leadership in FHWA" addresses the issue of leadership skills, such
as interpersonal communications, by all employees as well as development
of executives. |
| 8
|
Support staff wants
job security, need a proactive plan, want to be included in task force,
use to feel secure, now they feel like they may lose their jobs.
|
Section 3.B.5 specifically
addresses the development of support staff. |
| 8
|
Small divisions can’t
cover people to send to training; need to consider how to handle this so
all divisions can take part in training. Not enough time to do own job if
want to go to training; maybe have sessions ½ days so you don’t lose the
full day of work. |
The needs of smaller
Divisions are important! This comment will be referred to NHI. |
| 7
|
Give management training
before you put a manager in the position. |
Training of potential
managers and executives is addressed in Section 3.B of the report "Developing
the Next Generation of Executives." |
| 7
|
Can FHWA establish
an upward mobility program to transition support staff to more technical
positions? Also more team activities for support people needed.
|
This comment is addressed
in Section 3.B., "Secretary/Administrative Assistant Professional Development" |
| 7
|
Professional Development
training needs to be held all over the country, not just in Washington DC;
enhance IDP to improve professional development options; increase Professional
Development to include employees with disabilities, enhance IDP to improve
professional development options. |
We understand! This
comment will be referred to Professional Development Leadership Team |
| 6
|
Academic Study Programs
should have longer time frame; also include “softer” disciplines such as
business, management, etc. |
The "softer"
discipline issue in the ASP is addressed in Section 3.B, "Developing
the Next Generation of Executives." |
| 6
|
HQ leaders need to
have field experience to better relate to workers. |
Field experience of
executives is addressed in Section 3.B. of the report, "Developing
the Next Generation of Executives." |
| 6
|
Identify more ways
to increase networks among the field. |
To be addressed in
the assessment of the reorganization during 2001 |
| 5
|
Mentor under a group
– What are leaders in workforce planning doing? Who can we emulate? (NPR,
Federal Quality Council, Patent & Trademark office). |
Good point! The Task
Force heard workforce planning success stories and presentations from agencies
have done and are doing workforce planning: NAPA, DOD, and OST. |
| 5
|
Set up training taught
by employees. |
The NHI is very interested
in using Agency employees as instructors. Please contact Rick Barnaby at
NHI (703-235-0500) if you are interested! |
| 5
|
Establish team and
individual accountability. |
Accountability is
addressed in Section 3.A. of the report. |
| 4
|
Develop “collateral”
experts in the Divisions and then use them. |
Addressed in Section
3.B. of the report, "Developing the Next Generation of Executives." |
| 3
|
More training needed
on day-to-day activities; Just-in-time Training; web training; computer
training (new Microsoft products, but no training). Make use of video conference
equipment if you have to do agency-wide training; writing skills.
|
The Professional Development
SBU, in cooperation with Human Resources, are developing a plan to implement
Web-based training. |
| Recruitment,
Hiring & Retention |
| 10
|
Can’t make people
move in order to advance; people want to advance in one office; mobility
is good but should not be essential. How can we give employees broad base
of experience without moving them around. |
Addressed in Chapter
3 under the "Developing the next Generation of Leaders and Executives"
section of the Professional Development Initiative, Executives are expected
to have a diversity of experiences which can be gained both geographically
and through rotational.developmental assignments. |
| 10
|
Increase salaries;
close pay gap with private sector to attract college grads & revamp
pay and grade structure - is not commensurate with work complete; duties
have changed, but grade levels have not. |
To be addressed in
the assessment of the reorganization during 2001. Most recently, a reevaluation
of salaries was done as part of the Technical Career Track. In addition,
latitude has been provided to hire outstanding candidates at the upper steps
of the General Schedule. Nevertheless, FHWA, as all Federal agencies, is
restricted by OPM regulations for salaries. |
| 9
|
Retention bonuses;
increase incentive bonus (make more equitable, give engineers and incr.
after becoming a registered PE), maybe not cash- could be computer, benefits
(inc healthcare for older employees), better office, incr. 401k, equipment/environment.
|
Addressed in Chapter
3 , D, Recruiting, Hiring and Retention. FHWA has committed to a greater
use of bonuses to recruit and retain nimble employees. Recruiting bonuses
in the forms of a signing bonus or repayment of college loans are available
with headquarters approval. Written guidance on the payment of retention
bonuses will be prepared by the Personnl Office. |
| 9
|
Market at top engineering
schools; recruit at same time as private sector Sept/Oct; Reconnect with
feeders – Universities, alma maters, etc…When marketing the agency, focus
on challenges, activities, uniqueness. Work with universities to develop
curricula. |
Addressed in Chapter
3, D, Recruiting, Hiring and Retention. New recruiting materials have recently
been developed and distributed. A recruitment conference was held with
all employees challenged to be recruiters for the agency. |
| 9
|
Target mid-career
professionals; can utilize them as “specialists”. Recruit individuals w/agency
exper., recruit more technical, train on FHWA procedures and focus on the
end result. |
Addressed in Chapter
3, B, Professional Development Initiatives. Future technical expertise
will be acquired primarilu through mid-career outside hires. When suitable
expertise does not currently exist within FHWA. |
| 8
|
Timing of recruitment/hire
process needs to be shortened; generally there is no communication with
the applicant during this process, needs to change. |
The timing for recruiting
has recently been changed to the fall to correspond with the private sector
hiring schedule. |
| 8
|
Employees need job
security. |
Addressed in Chapter
3, D. The FHWA has an extraordinary record for job security. There have
been no reductions in force for nearly 30 years. |
| 8
|
Hiring bonuses.
|
Addressed in Chapter
3, D, Recruiting hiring and Retention. As was mentioned above, hiring
bonuses have now been included in the tools mangers have to hire the best
candidates. |
| 8
|
Pay student loans
to keep employees; certain % for years of service. Give scholarship for
a commitment like the Air Force. |
Addressed in Chapter
3, D, Recruiting, Hiring and Retention. The repayment of college loans
is permitted by OPM. The agency is finalizing their implementing policy.
This benefit will be available to new hires as well as current employees.
|
| 8
|
“Movement” needs
to be more calculated and based on skills, not get their ticket “punched”
to advance. |
Addressed in Chapter
3 under the "Developing the next Generation of Leaders and Executives"
section of the Professional Development Initiative, Executives are expected
to have a diversity of experiences which can be gained both geographically
and through rotational.developmental assignments. |
| 8
|
Need to do more that
just increase salaries; what are “today’s” motivating factors? Flextime,
job share, benefits?? Many would go to a 4-10 work week; create "carrots"
if you stay for a certain period of time. |
Addressed in Chapter
3, Quality of Work Life Initiatives. It summarizes workday flexibilities
available, with emphasis being increased use of existing authority.
|
| 8
|
Hire people with
interpersonal skills; good overall skills. Take charge of future; focus
on key job responsibilities; interpersonal skills are most wanted; how to
all work together and work effectively as a team. |
Addressed in Chapter
3, D, Recruiting, Hiring and Retention. The FHWA is interested in recruiting
the best candidates possible. With the changes in the duites of employees,
increased emphasis is placed on excellent interpersonal skils as well as
negotiating and facilitating skills. |
| 7
|
Market opportunities/diversity;
reglamourize - investigate how to do this. |
Marketing opportunities
being actively pursued by PDP and Recruiting Committee. |
| 7
|
New hires are not
given proper information; there is a lot of cynicism in the agency, little
support is given to new employees; train them on the agency culture.
|
Federal -aid 101
course is being developed to give new employees the basic understanding
they need to develop the program. In addition, increased emphasis has been
placed on the accurate information given to potential hires by our recruiters.
|
| 7
|
Contracting services
out doesn’t help internal growth; can’t give full scope of the agency, if
they learn something - doesn’t stay with the agency; no career development.
Provides uncomfortable/uncertain work climate. |
The contracting out
of jobs that are not inherently governmental is something highly recommended
by the administration. This issue is addressed in Chapter 3, D, Recruiting,
Hiring and Retention under a subsection "Contracting out versus inherently
Governmental". |
| 6
|
Link pension tenure
between State & Fed for mid-career hires. |
This is beyond what
FHWA can do administratively. This is a legislative issue beyond our purview.
|
| 6
|
Return after retirement
to train or work part-time; agency gets the benefit of all their knowledge
and experience; develop a program (mentoring) for the retired. |
Post-retirement options
are addressed in Chapter 3, Recruiting, Hiring, Retention. The use of phased
retirements is recommended for implementation. |
| 6
|
Employees have to
realize they are recruiters; may need time to “sell” the agency in other
states. |
The Agency strongly
encourages employees to "recruit" as part of their day-to-day
business. |
| 6
|
Hire more in the
Training Program/Promote/hire from summer internships, increase co-op program
to college kids. There should be concern for the replacing people leaving
the agency. |
These initiatives
are receiving much more attention now (ie, the Dave Price 7/5/00 memo re:
Use of Student Career Experience) |
| 5
|
Develop a mentor-protégé
relationship. |
This is encouraged
throughout the agency. Many take advantage of this on informal basis.
Employees are encouraged to initiate these types of relationships.
|
| 5
|
Broaden our call
for expertise - not just engineers; communications, finance, etc..
|
The agency recognizes
the need for the recruitment of a broader range of disciplines. This issue
is addressed in Chapter 3, Recruiting, Hiring and Retention. |
| 4
|
The agency has to
realize that new graduates see jobs as projects, not careers. Need to spice
up the atmosphere to attract new blood. Embrace turnover - see what value
it can add. Reinvent the "can do" spirit. |
This is the spirit
of the Task Force! All discussions regarding recruitment, hiring and retention,
as well as other issues, revolved around this fact. |
| 4
|
Evaluate effectiveness
of professional organizations; support participation in professional organizations.
Give time off to attend. |
The Professional Development
SBU supports participation in professional organizations and is actively
marketing employee participation and guidance therein. Memos from Administrator
and Executive Director are forthcoming. |
| 3
|
Hire a professional
recruiter; Recruit from other transportation organizations. |
This is recognized
as a major issue. Comment will be referred to HR |
| 3
|
Managers put in overtime,
but not paid for it. |
This is certainly
true but must be recognized as the nature of the business. |
| 3
|
Identify employees
with technical skills & hire them in open positions. |
Refer to HR
|
| 3
|
When moving employees
to another city, help spouse find a job. Increase moving expenses.
|
The agency maximizes
moving expenses and offers more than most other agencies. This need for
spouse job finding is recognized and will be referred to Administration
SBU and HR. |
| 3
|
Give finders fee
to employees who bring in new recruits. |
This comment is being
referred to the Recruitment Committee (RC) |
| 3
|
Set up a PR campaign
– actively announce the successes of FHWA in industry trade magazines.
|
This is actively
being pursued. For example, FY 2000 successes solicitation for annual report,
marketing positions established in Resource Centers, and a Public Relations
position created in Western Resource Center. |
| 2
|
Market agency on
the web. |
The agency actively
markets the agency on the web. The RC continually looks for additional
opportunities. |
| 2
|
Hold exit interview
to see how we can improve and to find the factors that are making people
leave the agency. |
Refer to HR for memo
from Exec Director requesting feedback on results of exit interviews--discussed
at November Management Council meeting |
| Quality
of Life |
| 10
|
Don’t want to have
to move to advance; difficult with 2 family income households. Difficult
on partner - lose seniority. |
Mobility addressed
in Chapter 3 - emphasis on variety of experiences with increased emphasis
on Exec. |
| 10
|
More flexibility;
Job share/ flexible work schedule for “family time”. |
Section 3.3 summarizes
workday felxibilities available, with emphasis being increased use of existing
|
| 9
|
With today’s level
of communications, employees should be able to live where they want, but
the Resource Centers care where tech people sit. More incentives if you
have to be mobile, telecommute, need to support virtual offices.
|
Task Force recognizes
virtual office advantages; See section 3.3 |
| 8
|
Need to make friendly,
cohesive atmosphere so people will want to work for the agency; promote
better business practices. |
Agree; considered
in setting use of flexibilities |
| 7
|
Need flexibility
at Division level to do what is needed and guidance from HQ. |
Agree; considered
in implementation/approval authorities for flexibilities |
| 7
|
Quality of NHI has
decreased considerably. |
Task Force discussed;
issue referred to PD SBU |
| 7
|
The agency needs
to be compassionate to employee needs. |
Framework of Workforce
planning is to merge agency and employee needs |
| 7
|
Currently agency
doesn’t exercise telecommute, why? Could reform routine duties via telecommute.
|
Section 3.3 summarizes
workday flexibilities available, with emphasis being increased use of existing |
| 6
|
Need motivators –
day care, dependant care program. |
Will require follow-up.
Worked with HRMC to add questions to all employee survey; refer to HRMC
and HR |
| 6
|
Consider HQ employees
to physically be in the field office. |
Flexibility will
exist - see virtual office discussion section 3.3 |
| 5
|
Less bureaucratic.
|
Task Force continued
trend to delegate to lowest level possible, allow flexibility in process
in developing initiatives |
| 5
|
Improve working conditions
of support staff. |
Workforce planning
is for all staff, See 3.2 for professional dev., See 3.3 for flexibilities
|
| 4
|
Experts can be located
in Div. Offices, HQ or RC, however need an agreement with Div. Admin. that
the specialist would be available to other states. The benefit of having
multiple specialist in a given discipline in one office is sharing ideas
and giving each other recommendations. |
See 3.3 for virtual
office discussion; links to TCT and assessment of reorganization which are
separate ongoing activities |
| 4
|
Federal mentality
has to change to improve day-to-day working conditions. |
Honest, we're trying.
Challenge is for all of us to implement recommendations and invoke change
|
| 3
|
Increase the morale,
make it a family atmosphere. |
See Sec 3.3 - hopefully
these items will help. |
| 2
|
Work to improve daycare
provisions - summer camps, day care options. |
Will require follow-up.
Worked with HRMC to add questions to all employee survey; refer to HRMC
and HR |
| 2
|
Househunting trip
should also include job hunting trip for spouse. |
Addressed mobility
question and home leave while on extended TDY (Sec 3.3); did not address
PCS compensation |
