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. Framework

3. Goal for Workforce

4. Workforce Development Goal
Agency Strategy Strategy Detail
1. Talent Pipelines
Use Internships, Strategic Recruitment (Sourcing) & Community Outreach to reach the best possible talent for WSDOT.
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.

5. How We Will Measure Success
Talent Pipeline
Strategy
Deliverables
1. Increase by 5% per year the number of diverse qualified candidates who apply for WSDOT entry level classifications:
Transportation Engineer 1
Maintenance Technician 2 and
Ordinary Seaman positions
Entry Level Engineering Outreach Program
Entry Level Engineering Engagement Plans
More recruiting talent to enrich talent pools
Produce diverse candidates to interview
Produce exceptional candidates
How We Will Measure Success
Key Metrics
What They Measure
Applicant Profile Report
(# of Candidates & % of Demographics)
The demographic of the candidates applying to open positions.
Hiring Manager Satisfaction
How satisfied the manager is at various points in the hiring process
Talent Pipelines
Use Internships, Strategic Recruitment (Sourcing) & Community Outreach to reach the best possible talent for WSDOT
We have diverse sets of candidates to interview
We have exceptional candidate pools resulting in successful (qualified) hires

9. Modern Work Environment
Strategy
Deliverables
Improve overall employee work environment satisfaction scores from 59% to 65%
Improve employee telework participation rates from 9% to 12%.
Enable a mobile workforce through revised telework policy.
Create a modern work environment (Olympic or North Central Region).
Implement Work Policy
How We Will Measure Success
Key Metrics
What They Measure
% of employees using Telework (Goal by 2020 is 12%)
This will measure the number of eligible employees using telework 2 or more days a month
% of employees overall work environment satisfaction (Goal by 2021 is 65%)
This will measure the number of employees satisfied with Flexibility, Mobility, Physical Space, Technology & Well Being.
Implement Telework, Alternate Work Schedules, Infants at Work & Modern Work Environment to the widest audience possible to attract and retain our workforce.

10. Where are we today?

11. How We Will Measure Success
Employee Engagement
Objective
Deliverables
Increase WSDOT employee job satisfaction score from 71% to 74%
Increase the # of employees who register for Smart Health from 52% to 55%
Increase the number of Well Being Assessments from 71% to 75%
Conduct:
Hiring Manager Survey
Employee Engagement Survey
Training Surveys
Exit Interview Survey
Conduct Smart Health Campaign
How We Will Measure Success
Key Metrics
What They Measure
% of departing employees completing Exit Survey
The participation rate of employees providing actionable details about their experience in working for WSDOT.
% of current employees completing Engagement Survey
The participation rate and other details associated with the annual employee engagement survey.
Through our various Engagement Surveys including Smart Health, Annual Employee Engagement, Entry & Exit Surveys—we listen to our employees and ACT on their feedback.

12. Where are we today?

13. How We Will Measure Success
Talent Development
Objective
Deliverables
1. Provide leadership training to 500 WSDOT employees by June 30, 2019
Develop an inclusive leadership program for current and future leaders.
Leading Self
Leading Others
Leading Teams
Leading Organizations
Executive Onboarding
How We Will Measure Success
Key Metrics
What They Measure
Deliver proposed structure to Goal Owners by June (Depends on budget)
The delivery of the proposed revised leadership program structure.
# of Employees attending Leading Teams
The goal is to send 80 employees to this training for 2018
# of Employees attending Leading Others
The goal is to send 120 employees to this training for 2018
Pilot Leading Self Program by June 2018
The establishment of the “leading self” program that applies to all employees in the agency.
Using Leadership Development, Knowledge Transfer, Tuition Reimbursement and other training opportunities to invest in our staff now and in to the future.
Implement Mentoring programs. Implement Mentoring programs. Provide resources and consultation to implement mentor programs for participating regions or divisions.

14. Where are we today?

15. Workforce Analysis and Growth
Objective
Deliverables
1. Evaluate WSDOT’s classification system by 9/19. For those classifications with 10% or greater turnover rate, submit for State HR review.
Submit for State HR review all job classes that would meet criteria for potential compensation changes.
How We Will Measure Success
Key Metrics
What They Measure
Successful submission of Classification & Compensation Proposals
The number of submissions to OFM for review and any responses required to successfully consider the proposals
Successful bargaining of changes approved by OFM
The finial classifications selected by OFM for bargaining and their final implementation.
Evaluate our classification system and maintain competitive compensation within state government.

16. Where are we today?
1% of state salary range midpoints are at or above the market.
10% of state salary range midpoints are % below the market.
23% of state salary range midpoints are % 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.

17. How do we bring it all together?

18. 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?