This article sets out guidance on improving workforce development with case studies describing how the Mississippi Department of Transportation (MDOT) in the USA approached the linked needs of developing students' interest in transport work and developing the leadership skills of current middle managers. Key messages to use in approaching both internal staff and external audiences must be specifically tailored. Expectations should be clearly explained in advance and followed up to maintain consistency. With external audiences, it is necessary to address preconceptions, make the learning enjoyable, and introduce professionals who can model the work. The objectives of such a development programme must be continually renewed and improvement must be maintained. The case studies describe an internal leadership development programme at MDOT: a series of educational modules delivered to schoolchildren; and a transportation study facility developed on a school campus but also available to the general public.
Abstract