Job Needs and Priorities Report, Phase 1 : Action Plans : Northeast Region
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2016-01-01
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TRIS Online Accession Number:01657607
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Edition:Phase 1: Northeast Region
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Abstract:As with any industry, the transportation industry has challenges that it faces in terms of having the best employees available to do needed work. The purpose of this report is to identify areas in which skill development is most important for employees, as well as key transportation careers in the Northeast Region of the U.S. that should be the focus of workforce development efforts in the next 10 years. However, while focusing on transportation workforce needs, it is also important to understand challenges that will be faced when looking to improve the workforce. Through the National Transportation Workforce Summit that was conducted in 2012 by the Council of University Transportation Centers (CUTC), four major challenges to the transportation workforce were discussed (CUTC, 2012). These challenges include: - Demographic changes, particularly retiring baby boomers - Career awareness and recruitment - New technologies and the need for operators and managers who can use them - Rising demand on transportation organizations requiring a workforce with a wider range of experience. Each of these challenges affects transportation organizations across the Nation. For example, baby boomer retirements are one of the major challenges discussed by transportation organizations (Warne, 2005). The retirement of this large group of workers in itself is problematic due to the large number of positions that will need to be filled; however, it is exacerbated by demographic differences in those who are available to fill the open positions. For example, the workforce is more diverse than it has been in the past and recruiting and retaining women in transportation organizations has been a challenge due to a lack of career interest in transportation (Agrawal & Dill, 2008), few female role models in transportation careers (Rivera, Chen, Flores, Bumberg, & Ponterotto, 2007), and negative perceptions of the industry, such as a gender barrier and lack of flexibility (Dainty, Bagilhole, Ansari, & Jackson, 2004). Further, the younger generation of employees, beyond just women, typically expects more support from their employers with respect to flexibility and work-life balance (Zemke, Raines, & Filipczak, 2000). Because this has not been as important to previous generations of transportation workers, occupations and organizations are often not currently structured to offer these elements to employees.
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