Section 3.4 NEW SECTION
Managing the TAM Workforce
The compounding effects of COVID-19 and the Baby Boomer generation leaving the workforce have contributed to the civilian labor force participation rate dropping to below 62.5% (January 2023) — the lowest rate in 45 years — and presenting challenges for DOTs to find workers. Those who remain active in the labor force have higher expectations of their employers in terms of salaries and working conditions, especially flexibility and the ability to work remotely. At the same time, demands on DOTs for personnel trained in asset management have increased, most recently due to the Infrastructure Investment and Jobs Act (IIJA), 2021, also known as the Bipartisan Infrastructure Law (BIL).
In the past 20 years, DOTs have moved from predominantly performing work themselves to contracting more work to be performed by consultants, with management systems and indicators to guide the work. This shift requires new skill sets, but also presents new opportunities for innovation.
The effective management of a Transportation Asset Management (TAM) workforce is crucial for realizing the benefits of TAM application. This section outlines best practices, strategies, and considerations for developing and sustaining a skilled and efficient TAM workforce.
TIP
An important resource for workforce management is the AASHTO Agency Capability Building Guidance and Portal that was developed through the NCHRP 20-24(95) Ensuring Essential Capability for the Future Transportation Agency project. It provides a library of resources related to transportation agency workforce needs (https://www.agencycapability.com/).
Managing the TAM Workforce
The compounding effects of COVID-19 and the Baby Boomer generation leaving the workforce have contributed to the civilian labor force participation rate dropping to below 62.5% (January 2023) — the lowest rate in 45 years — and presenting challenges for DOTs to find workers. Those who remain active in the labor force have higher expectations of their employers in terms of salaries and working conditions, especially flexibility and the ability to work remotely. At the same time, demands on DOTs for personnel trained in asset management have increased, most recently due to the Infrastructure Investment and Jobs Act (IIJA), 2021, also known as the Bipartisan Infrastructure Law (BIL).
In the past 20 years, DOTs have moved from predominantly performing work themselves to contracting more work to be performed by consultants, with management systems and indicators to guide the work. This shift requires new skill sets, but also presents new opportunities for innovation.
The effective management of a Transportation Asset Management (TAM) workforce is crucial for realizing the benefits of TAM application. This section outlines best practices, strategies, and considerations for developing and sustaining a skilled and efficient TAM workforce.
TIP
An important resource for workforce management is the AASHTO Agency Capability Building Guidance and Portal that was developed through the NCHRP 20-24(95) Ensuring Essential Capability for the Future Transportation Agency project. It provides a library of resources related to transportation agency workforce needs (https://www.agencycapability.com/).
3.4.1
TAM Workforce Development
This page emphasizes the importance of workforce planning and development in Transportation Asset Management (TAM). It suggests conducting skill assessments and gap analyses to address evolving needs, implementing effective recruitment and retention strategies, and leveraging technology through digital competency and data-driven decision-making. Additionally, it recommends resources such as the AASHTO TAM Portal and NCHRP reports for further guidance on skill development, recruitment, and technology adoption in the TAM field.
Workforce Planning and Development
It is important to conduct a periodic skill assessment and gap analysis of the TAM workforce. This will involve defining skills and capabilities needed by the type and function of your TAM program. A starting point for defining skill is to look at section 3.1.3 Competencies of this guide. The competencies list can be used to build a list of skills for your agency. Skills needed change over time but one important need in the TAM workforce is a diversity of skills. The assessment and gap analysis of the current workforce against the evolving needs of TAM is an important step in having a robust TAM workforce to support an agency’s program. This step will identify skill gaps and develop strategies to address them through recruitment, training, or restructuring.
Once the skill gaps are known, the next step will be to have effective training and professional development programs to address gaps and ensure staff are up-to-date with the latest TAM methodologies, technologies, and regulations. Participation in professional development opportunities such as conferences, workshops, webinars, and certifications is important for building skills and capabilities. The TAM community has a rich set of resources for this type of engagement. The AASHTO TAM Portal (https://www.tam-portal.com/) event page provides a list of these types of opportunities.
Recruitment and Retention Strategies
Attracting good talent involves developing competitive recruitment strategies that emphasize the importance and impact of TAM roles. This should involve highlighting career progression opportunities and the benefits of contributing to public service and infrastructure development and management.
Effective retention practices involve fostering a positive work environment that values employee contributions. Although options may be limited, it is important to implement recognition programs, competitive compensation packages, and develop or showcase opportunities for career advancement to reduce turnover rates.
The NCHRP Research Report 1008: Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance that was published in 2023 is a good resource for recruitment and retention strategies (https://nap.nationalacademies.org/catalog/26768/attracting-retaining-and-developing-the-2030-transportation-workforce-design-construction-and-maintenance).
TAM Guide Book Club #6: Increasing Your Workforce Capacity
New Employee Training
Leveraging Technology and Tools
Digital competency is a critical skill in the current TAM organization. Ensuring the workforce is proficient in using TAM-related software and tools enables greater effectiveness and efficiency. Regular training on digital tools and data management systems is essential.
A key element of TAM programs is data-driven decision-making. It is important to train staff in data analytics and the use of data-driven approaches for asset management decision-making, enhancing efficiency and effectiveness.
NCHRP Report 1075 Becoming a Tech-Savvy DOT of Tomorrow – A Playbook for State DOTs, published in 2023 is an excellent resource for more information: https://nap.nationalacademies.org/catalog/27293/becoming-a-tech-savvy-dot-of-tomorrow
3.4.2
TAM Workforce Management
This subsection underscores the significance of collaboration, communication, and performance management in Transportation Asset Management (TAM) workforce success. It advocates for fostering a collaborative culture, establishing effective internal communication channels, and implementing performance management practices aligned with TAM goals to ensure a competent and motivated workforce for the sustainable implementation of TAM programs.
Collaboration and Communication
Interdepartmental collaboration is a key ingredient of TAM success. A good approach to TAM workforce management is to promote a collaborative culture by facilitating interaction and knowledge-sharing between different departments and teams involved in TAM. Section 3.2.1 Internal Coordination of this guide is a good resource for increasing collaboration.
Developing strong internal communication channels to ensure that all team members are informed and engaged with the organization's goals and strategies builds a stronger workforce. TAM Guide Section 3.2.3 Communications is a good resource for TAM communication.
Performance Management and Evaluation
A key element of TAM is performance management. Applying this to workforce management is important to having happy human resources. Setting clear, measurable objectives for workforce performance aligned with your agency’s TAM goals will yield better results.
It is important to have regular evaluations of your staff’s performance to provide feedback, identify areas for improvement, and recognize achievements.
Conclusion
Managing the TAM workforce effectively is vital for the successful implementation and sustainability of transportation asset management programs. By focusing on skills development, recruitment, retention, and leveraging technology, TAM organizations can ensure they have a competent and motivated workforce capable of meeting current and future challenges.