Paving the Way to a Future-Ready DOT Workforce

Understanding workforce challenges in U.S. Department of Transportation (DOT) agencies. 

The transportation industry is undergoing unprecedented transformation, leaving many U.S. Department of Transportation (DOT) agencies struggling to align their workforce capabilities with evolving demands. From talent shortages to widening skill gaps, agencies face mounting pressure to adapt while maintaining essential infrastructure operations. The challenge extends beyond recruitment—it encompasses talent retention, future-proofing workforce capabilities, and positioning employees for success in a complex landscape. Furthermore, as AI technologies rapidly evolve, agencies must adopt comprehensive AI strategies to ensure they enhance, rather than replace, human capabilities.

At North Highland, we understand these complexities firsthand. As workforce advisors to DOTs nationwide, we recognize the urgent need for modern staffing strategies, employee engagement initiatives, and streamlined recruitment approaches tailored to the sector. This article frames the core challenges addressed in our comprehensive guide that delivers actionable solutions, proven implementation strategies, and practical success measurement techniques to help DOT agencies overcome these workforce obstacles.

Workforce challenges DOTs can’t ignore

These critical workforce obstacles require immediate attention and strategic action to prevent operational disruptions and ensure long-term organizational success.

Talent acquisition in high-demand fields

Attracting skilled professionals is increasingly difficult, particularly for urban planners, civil engineers, bridge and highway design teams, equipment operators, and skilled trades occupations. DOTs compete for talent amid rising demand for technological expertise and a shrinking candidate pool. Many qualified candidates with the same competencies and skills are drawn to the private sector, which often offers higher salaries and streamlined hiring processes, leaving DOTs at a disadvantage. Younger professionals—especially Gen-Z often lack awareness of the long-term benefits and career stability that public service offers.

Agencies must act now to reshape perceptions of government careers to remain competitive in the evolving labor market. To begin addressing persistent skills gaps, DOTs should consider these two high-impact strategies among their broader talent initiatives:

1. Rebrand public service careers: Address outdated perceptions by highlighting innovation opportunities, growth potential, mission-driven work, and the unique chance to transform communities at scale.
2. Streamline recruitment processes: Prevent losing qualified candidates to lengthy approval cycles by leveraging modern technology for responsive hiring procedures.
3. Balancing permanent staff and contractors: Strike a balance between leveraging external expertise and building internal capabilities to manage transformations effectively, and to retain consistency and institutional knowledge.
   
   

Retention & engagement strategies

Retention is vital in roles where institutional knowledge and specialized expertise matter—like skilled operators and maintenance staff. However, high levels of burnout, aging workforces, and fierce competition for talent make it difficult for DOTs to hold onto experienced professionals. Turnover disrupts operations, delays projects, and erodes decades of expertise that agencies depend on to maintain infrastructure.

Employee engagement directly impacts workplace productivity, job satisfaction, and long-term retention. To maintain a resilient workforce, DOTs must foster environments where employees feel valued, heard, and supported through thoughtful leadership practices.

Competitive pay is necessary but insufficient for long-term retention. Agencies must prioritize comprehensive strategies that offer clear pathways to stability and growth:

• Culture & recognition programs that values employees through meaningful acknowledgment while reinforcing agency priorities, safety, and purpose-driven engagement. 
• Internal talent mobility and capability development frameworks that build employees’ capacity to perform to meet wide range of situations or tackle complex end-to-end challenges. 
• Career development programs that equip employees with skills, growth opportunities, and leadership pathways to drive innovation. 
• Wellness initiatives that support physical, mental, and emotional well-being, reducing burnout while enhancing productivity.
• Engaged leadership that shapes culture, promotes flexibility, and recognizes work-life balance as essential to organizational success.
• Transparent communication that builds trust and helps employees connect their daily work to broader agency missions.

People are the cornerstone of success for DOTs, serving as the most valuable asset in driving innovation, strengthening culture, and improving service quality. By prioritizing workforce engagement and retention, DOTs not only safeguard against operational disruptions but also cultivate a team capable of meeting the complex challenges of modern transportation. Investing in people isn't just a strategy; it's the foundation upon which DOTs build public trust, operational efficiency, and a future-ready transportation infrastructure.

Skill development for the next era of transportation

As the transportation industry evolves, so do the capabilities required to succeed. The DOT workforce is aging, with retirement rates accelerating. Replacing this institutional knowledge comes with the challenge that 83% of Gen Z workers self-identify as job-hoppers, according to ResumeLab. Intelligent transportation systems, automation, and data-driven asset management are becoming standard, but while many agencies recognize AI's potential to enhance operations and decision-making, there's often uncertainty about how to implement it effectively. To bridge the generational shift and emerging skill gaps, agencies must prioritize comprehensive workforce development strategies that target all levels of employees, including:

• Specialized training programs such as hands-on training and apprenticeship programs for field-based positions focused on emerging transportation technologies and capabilities
• Flexible training programs that quickly adapt to emerging skill requirements, ensuring the workforce remains relevant and capable in an AI-enhanced environment
• Strategic educational partnerships to create talent pipelines, such as regional certification and training courses
• Transformational support skills that equip employees with change management, project management, and adaptive thinking skills to better handle large-scale transformations and reduce dependence on external contractors for every major initiative
• Develop AI proficiency through targeted training, recruitment of AI specialists, and integration of AI considerations into long-term workforce planning.
• Flexible work arrangements that appeal to younger professionals
• Job shadowing programs that allow seasoned employees to transfer institutional knowledge
• Data-driven decision-making workshops that provide employees with data interpretation skills

Without these proactive training and adoption efforts, workforce skill gaps will widen, leading to operational inefficiencies and stagnation in innovation.

Broadening the range of qualified DOT candidates

In today's rapidly evolving transportation landscape, DOTs face pressure to attract and retain top talent. Traditional degree-based hiring practices often limit access to skilled individuals who may lack formal credentials but possess the expertise needed to drive innovation. By shifting focus to skills-based hiring, agencies can tap into overlooked talent pools and expand the diversity of thought within their workforce.

Regional workforce needs vary significantly across states and municipalities, making a one-size-fits-all approach ineffective. Agencies must tailor recruitment and retention strategies based on local labor market conditions and specific operational requirements. This approach isn't just about filling positions- it's about creating a workforce equipped to handle the complex challenges of modern infrastructure.

Consider the experience of this major state DOT. Their recent labor market assessment, which North Highland supported, revealed the critical importance

of understanding regional differences in workforce needs and tailoring recruitment and training programs. Underserved regions were identified as areas with significant labor shortages for critical transportation roles, limited access to relevant training resources, or a mismatch between available local skills and sector needs. By investing in training, resource accessibility, and outreach to close critical skill gaps, particularly in underserved regions, DOTs can cultivate a diverse, skilled workforce and strengthen talent pipelines with varied perspectives, problem-solving abilities, and long-term industry adaptability.

This forward-thinking strategy prepares organizations to innovate, adapt, and thrive in an evolving industry. As more agencies adopt these approaches to workforce development, we're likely to see a transformation in how transportation departments approach hiring, talent cultivation, and long-term workforce sustainability.

How North Highland helps DOTs navigate workforce challenges

North Highland understands the unique workforce challenges faced by DOT agencies. Your organization deserves a partner who can develop tailored solutions that address workforce gaps, enhance retention, and drive engagement. Our proven experience with transportation agencies includes:

1. Future-Focused Technology Integration: Helping a major tolling authority explore and implement emerging technologies while preparing staff for evolving operational demands.
2. Strategic Workforce Planning: Developing a tolling agency commission’s 7-year strategic plan with comprehensive staff change management components to ensure successful implementation.
3. Digital Transformation Support: Advising a major state transportation department on Cloud migration strategies and organizational change readiness to maximize technology investments.
4. Next-Generation Talent Development: Providing a major state transportation department with actionable insights on building tomorrow's workforce through targeted skill development and succession planning.
5. Operational Excellence: Conducting workforce and business process reengineering fora major transit agency, resulting in streamlined operations and significant cost savings while maintaining service quality.
6. Frontline Engagement & Operational Enhancement: Partnering with a top 10 Transit Agency to optimize frontline operations through targeted process improvements and enhanced communication strategies, resulting in improved efficiency, safety, and workforce engagement while elevating overall work-life quality.

With deep industry knowledge and commitment to delivering lasting results, North Highland is positioned to support DOT leaders in building resilient, future-ready teams that can meet the infrastructure challenges of today and tomorrow.

Where do DOTs go from here?

With the right workforce strategies, DOTs can overcome these challenges—but it requires expertise, insight, and decisive action. In our comprehensive guide, we provide transportation leaders with:

• Crafting tailored workforce strategies to meet the unique needs of DOTs, including:
  • Innovative recruitment approaches for transportation agencies.
  • Practical retention programs to reduce turnover in critical roles.
  • Scalable employee engagement models that strengthen DOT culture.
• Metrics-driven success measurement for lasting impact
• Implementation guidance to make strategies a reality
• ROI frameworks to drive continuous improvement
  
  

Stay tuned for what’s next

This article is just the beginning. Our upcoming in-depth resource toolkit will dive deeper into practical solutions that DOT leaders can implement to address these pressing workforce challenges. Want to transform your DOT’s workforce strategies? Contact our transportation team today.