By Chris McCahill
Hiring and retaining talented staff remains a top concern for state DOT officials and a recurring topic at SSTI’s annual meetings. Whether shifting federal policies disrupt local recruitment or send a flurry of former federal employees into state government, as reported by The New York Times, staffing challenges are likely to persist for years. To address this, more state agencies are working to eliminate barriers, strengthen workplace culture, and encourage innovation—strategies outlined in our newly released Innovative DOT framework.
Public agencies face unique challenges in attracting workers. Surveys show that 44 percent of recent graduates have no interest in government jobs. Those who are interested often need additional training or higher education—only to end up earning less than their private-sector peers.
A recent analysis shared by the Foundation for Research on Equal Opportunity found that 63 percent of public sector employees hold a bachelor’s degree, compared to just 39 percent in the private sector. This pattern holds even within the same roles. As the lead researcher explained:
Consider first-line supervisors of office and administrative support workers. Both the public and private sectors have offices that need supervision and hire for this job. Though some differences exist, the basic skill set for this job is still the same between the public and private sectors. Yet office supervisors in the state and local government are 14 percentage points more likely to have a bachelor’s degree or higher.
This gap persists even within similar income brackets, suggesting that public sector jobs don’t offer comparable salaries for skilled workers. “In theory, a college degree is supposed to lead to an increase in earnings because it confers more valuable skills,” the author notes. “State governments aren’t holding up their end of the bargain.”
Fortunately, some transportation agencies are taking steps to address this “degree inflation.” Agencies are starting to loosen degree and licensing requirements, aligning them with private industry standards and less restrictive state policies. For example, some DOTs no longer require engineering licenses for management roles and are creating new training and apprenticeship programs to build a path to skilled jobs.
Although state agencies often struggle to match private-sector salaries, they can offer other benefits that matter to today’s workforce. Flexible schedules, hybrid work options, and a healthy work-life balance are attractive incentives.
Perhaps most importantly, public sector jobs offer opportunities to make a meaningful impact. As the Stanford Social Innovation Review points out, “39 percent of Gen Z respondents said they value a job that lets them make a difference in the world, and only 32 percent named money as their biggest career motivator.”
Our Innovative DOT framework includes more strategies for recruiting transportation professionals and building a culture of innovation at state DOTs. By adapting hiring practices and offering meaningful work, agencies can position themselves to attract and retain top talent.
Photo credit: ThisisEngineering via Unsplash. License.