NJDOT Research Library

Posted on March 14, 2023September 9, 2024

The NJDOT Research Library operates as a branch of the New Jersey State Library. Opened in 1962 as part of the Bureau of Research, of which it is still a part, the library is funded through the Federal Highway Administration (FHWA)’s State Planning and Research Program. The library provides efficient access to information related to all aspects of transportation.

The NJDOT Research Library provides reference and referral services to NJDOT employees at the NJDOT headquarters building and throughout the state, New Jersey state government employees, and members of the general public. Materials may be used onsite or, for state government employees, by loan. Library services are available in full to New Jersey state employees. The general public may use the collection by e-mail appointment.

NJDOT RESEARCH LIBRARY

WHAT

Services include lending, literature review, and research.
Links to other resources including FHWA, AASHTO Publications, ASTM Standards, Exam Guides, and Statistics.
Access to TRB’s Transportation Research Information Databases to perform searches on “hot topics” and 37 other subject area categories.
Quick access to the LibGuide for Transportation at the NJ State Library.
Library orientation video explains the resources of the NJ State Library.

WHY

The NJDOT Research Library provides knowledge resources to transportation professionals in New Jersey so that they can plan, design, construct, and maintain a high-quality transportation system.

WHEN

The on-site library is open, and the research librarian available, Monday – Friday 8:00 am – 3:30 pm
Online resources are available through the NJDOT Technology Transfer website

HOW

Materials, hard copy and electronic, available for loan
Online access to other databases and resources

PRACTICAL CONSIDERATIONS

Providing library services assists staff with acquiring needed information, connects staff to domestic and international research resources, and enables staff to prepare for professional examinations.
Providing quick access to often-used resources saves time for staff and ensures access to the most recent information, research, and standards.

LINKS & RESOURCES

NJDOT Research Library on the NJDOT Technology Transfer website

EXAMPLES

NJDOT’s Research Library Hosts Tool to Find Recent Transportation Research Publications

NJDOT's Research Library Hosts Tool to Find Recent Transportation Research Publications

Webinars

Posted on December 1, 2022December 8, 2022

Online business briefing. Male African American employee speak on video call with diverse multiracial colleagues, on laptop screen diverse business people, meeting online, group brainstorm

A webinar is an online event that is hosted by an organization/company and broadcast to a select group of individuals through their computers via the Internet. Online learning opportunities have proven to be valuable for increasing access to trainings and sharing information. Participation can increase when individuals do not have to travel to trainings. Webinars generally allow participants to ask questions as they would in an in-person training. Webinars and associated training materials are posted online when completed, and can be accessed on an as-needed basis.

Webinars

WHAT

SMEs conduct online training that can be accessed live or reposed for on-demand usage

WHY

Increase participation, make information available on an ongoing basis instead of a single event

WHEN

Webinars are presented live to an audience but can be recorded for playback at any time.

HOW

Webinars require the identification of suitable topics and speakers and the marketing of the events through communications such as flyers, newsletters, and calendars.
Webinars may involve a single-speaker or a panel of speakers
Questions are posted to speakers via moderator or host and often are conveyed through questions posted by attendees through a chat function.
Polling activities may be used to alert speakers as to the demographics or needs of audience, or gain immediate feedback on specific points.
Attendees to a webinar will typically see and hear the presenters, but not be able to see or hear other attendees.

PRACTICAL CONSIDERATIONS

Identify suitable online platform
Determine whether registration is open or by invitation
Develop registration materials and promotional materials
Coordinate with speakers as to pre-event needs and logistics on day of event

LINKS &
RESOURCES

New Jersey Technology Transfer Video Library (Youtube), NJDOT Technology Transfer, https://www.njdottechtransfer.net/videos

EXAMPLES

NJDOT Tech Talk! Webinar – Research Showcase: Lunchtime Edition 2022

NJDOT Tech Talk! Webinar – What Happens Now? Virtual Public Engagement During and Beyond Covid-19

Videos

Posted on December 1, 2022September 9, 2024

Business coaching. Management leadership. Partners recording video class with smartphone on tripod.

Videos can support knowledge transfer by providing training and instructional technical assistance, recording webinars and events, and building awareness of model or innovation practices and documenting accomplishments. Project films can visually illustrate complex topics and clarify messages where terminology can be difficult to grasp for viewers unfamiliar with the material. Films can translate issues into compelling stories to support training and education. Videos may describe how a job or task is done for employees new to a position, or can introduce an innovative practice for multiple employees in various locations. Videos can be reposed online for access when needed.

Videos

WHAT

Any innovation that must be adopted by employees
Expert interviews describing a process or practice
Training and educational assistance
Events, such as last lectures, for later viewing

WHY

To reinforce messages with visual content

WHEN

When it would be of benefit to share information that might be more easily understood in visual form

HOW

Films and visual media are inherently dynamic and each project will vary according to the purpose and complexity of the project.
Projects are developed with the client or customer typically on a project basis. An approach is determined to achieve the project objectives that considers pre-production, filming and editing needs.

PRACTICAL CONSIDERATIONS

Hold interviews with subject matter experts
Research materials and prepare scripts
Document webinars, events and proceedings

LINKS & RESOURCES

New Jersey Technology Transfer Video Library (YouTube), NJDOT Technology Transfer, https://www.njdottechtransfer.net/videos
New Jersey Department of Transportation (YouTube), NewJerseyDOT, https://www.youtube.com/njdepttransportation
U.S. Department of Transportation, FHWA (Youtube), Federal Highway Administration, USDOTFHWA, https://www.youtube.com/user/USDOTFHWA/videos

EXAMPLES

Annotated Template / Guidance Document

Posted on December 1, 2022September 9, 2024

Annotation of templates, outlines, plans, or other content/format guidelines provides specific instructions on items for inclusion and how to complete the template and provide documentation where necessary. The annotation instructs consultants and employees new to a position on proper document completion to ensure an accurate and consistent process among multiple users.

Annotated Template / Guidance Document

WHAT

Document that must be completed in a particular way has instructions embedded that can be deleted or written over. Provides detailed instruction on what elements to include and documentation needed.

WHY

A self-explanatory form saves time when people with experience are not available to instruct others on the use of the form
Ensures consistency among all users of the form
Saves time when all instructions are available and avoids submission of incomplete forms

WHEN

Standard forms used frequently would be available for use as needed

HOW

Posted online as a word document that is easily accessible to all users
Posted as an example of a document, such as a plan, with instructions for completing a comparable document

PRACTICAL CONSIDERATIONS

Determine best format for template
Ensure that all instructions are included in the document

LINKS & RESOURCES

TBD

EXAMPLES

NJDOT Templates and Forms

NJDOT Utility Risk Assessment Plan Example

Process Documentation / Mapping

Posted on November 30, 2022December 7, 2022

Hand marker drawing diagram scheme empty flow chart isolated on

Process documentation or process mapping describes the steps in a process, the roles and responsibilities of individuals involved in the process, and the product or products. Experts map out processes and provide supporting documentation for the illustration or map that clearly outlines steps and accountability. The maps show processes across separate functions, providing a picture of how units within an agency operate and coordinate, and documents methods for sharing knowledge. Any employee can follow the process despite the absence of key personnel.

PROCESS DOCUMENTATION / MAPPING

WHAT

A flow diagram that illustrates a process and identifies roles and responsibilities of various parties, and products at each step in the process.
A table that describes roles and responsibilities in a process

WHY

To ensure all employees understand a process and their role in the process, and have access to the information.
Provides a visual description of a process which can be easier for employees to follow.
Particularly useful for a detailed, multi-step process.

WHEN

When a detailed process must be followed by multiple individuals to ensure thoroughness.
Available online for access when needed

HOW

Experts map out process and provide supporting documentation for the map to clearly outline steps and accountability.
Presented as a table or flow chart.

PRACTICAL CONSIDERATIONS

Map a continuous process (example: NJDOT Construction Project Completion and Close-out)
Map organized by distinct process phases (example: NJDOT Value Engineering Process Flow Chart)
Map organized by roles and process phases (example: NJDOT Designer Workflow)

LINKS & RESOURCES

TBD

EXAMPLES

NJDOT Construction Project Completion and Close-out

NJDOT Value Engineering Process Flow Chart

NJDOT Designer Workflow

Procedures Manuals

Posted on November 30, 2022December 7, 2022

A procedures manual provides information on a detailed process and reflects an approach that is in line with agency standards and requirements. The document is a resource for all employees, but is particularly useful for new employees, and employees new to positions within a unit, providing explicit knowledge for knowledge transfer despite retirements or departures. In an online document, changes can be made available immediately so that all users of the manual are referring to the most recent version and maintain a shared understanding of the process.

PROCEDURES MANUALS

WHAT

A detailed description of processes and procedures, providing step by step guidance.
A manual may describe roles and responsibilities and provide a flow chart of the process.

WHY

A manual, posted for access by all relevant personnel, ensures consistency of processes and procedures, and adherence to requirements and standards.
Turns tacit knowledge held by some individuals into explicit knowledge that can be accessed by all.

WHEN

Individuals must understand a complicated process and the process may be compromised if each step is not followed
Available as an online resource for access when needed

HOW

Compile descriptions of all relevant steps in a process or procedure.
A “living document,” the manual will be updated on an ongoing basis to capture new information, e.g. changes in standards, etc.

PRACTICAL CONSIDERATIONS

Post the document online for access by all relevant employees.
Ensure all relevant employees are aware of the resources.

LINKS & RESOURCES

TBD

EXAMPLES

NJDOT Construction Procedures Manual

NJDOT Pavement Data Collection Data Quality Management Manual

Last Lecture

Posted on November 21, 2022December 8, 2022

Audience listens lecturer at workshop in conference hall, rear view

Retiring employee, or an employee with expertise who is leaving a position, is given the opportunity to conduct a last lecture to share their experiences through a final presentation. The employee describes “what really happened” to give context, provides an example of program success or innovative process, or reflects on their experience of a particular topic to provide information that would otherwise be lost.

LAST LECTURE

WHAT

Retiring employees give a presentation on a program, process, or procedure that they oversaw or with which they are familiar.

WHY

· To capture knowledge of an individual retiring or leaving a position or the agency.

· To explain something

WHEN

In a staff meeting and/or lunchtime talk

HOW

Face to face, in a webinar, or via video.
The presentation should be recorded and posted for future access.

PRACTICAL CONSIDERATIONS

Make the presentation relevant to employees’ experience

LINKS & RESOURCES

Knowledge Management Toolbox, Last Lecture. NJDOT Technology Transfer. Website. Retrieved at: https://www.njdottechtransfer.net/wp-content/uploads/2021/06/STIC-Q2-Feature-Presentation-Operations-Apprenticeship-Program.pdf

EXAMPLES

KM Toolbox: Last Lecture on Operations Apprenticeship Program

December 15, 2021

At the NJ STIC 2nd Quarter meeting, held on June 16, 2021, Michele Shapiro, Director, NJDOT Human Resources, presented on the Operations Apprenticeship Program as it relates to Strategic Workforce Development, an FHWA EDC-6 initiative. Ms. Shapiro retired from NJDOT in 2021 and her presentation serves as a Last Lecture, a knowledge sharing strategy that provides insight on a particular topic from an individual leaving an agency.

KM Toolbox: Last Lecture on Operations Apprenticeship Program

Knowledge Maps

Posted on November 18, 2022December 7, 2022

organization hierarchy concept, business man manage complex logic of mindmap

Knowledge mapping is used to help identify sources of knowledge within an organization and build knowledge networks. The strategy is used to discover the location, form, ownership, value and use of specific knowledge and people's expertise to make better use of knowledge and identify barriers to, and gaps in, knowledge flow. Knowledge assets can be tacit, such as an employee’s knowledge of a process, or it could be explicit, such as a project report. The mapping process can lead to documentation of tacit knowledge to fill gaps.

KNOWLEDGE MAPS

WHAT

Knowledge mapping identifies what each individual/role knows and their daily interactions to characterize their job functions. The map can take different forms (e.g. a network analysis map or matrix) to describe these relationships. Each employee should list any additional people within the agency they contact when a problem or issue arises. This tool is used on a case by-case basis.

WHY

Reduces knowledge silos and duplication of effort.
Identifies “go-to” people within the agency who play a critical role in knowledge transfer, to ensure continuity
Helps to identify knowledge barriers and gaps that slow a process or procedure.

WHEN

There is a need to prevent knowledge loss by understanding and building knowledge networks.

HOW

Sources can be identified as individuals or as employees in a particular position. Employees identify who they go to for specific information.

PRACTICAL CONSIDERATIONS

Connect together all of your knowledge assets in a visual way to see what knowledge the agency unit has and where there are gaps.

LINKS & RESOURCES

TBD

EXAMPLES

Critical Incident Review / Lessons Learned

Posted on November 18, 2022December 7, 2022

Male construction road worker holding a stop sign and directing

Focuses on finding root causes and process issues when a process, procedure, or project implementation has failed or errors have occurred. The review process supports discussion among agency staff who have knowledge of the event concerning what worked, what did not work, and why in order to make improvements. Captured lessons show experienced employees' approach to problem solving. Lessons learned can be reposed in a database or other resource to provide a history of experience that is accessible over time.

CRITICAL INCIDENT REVIEW / LESSONS LEARNED

WHAT

A collaborative review of a critical incident, or an error in process, procedure, or project implementation that results in a description of a more efficient way to accomplish a job, or details of how best to avoid an error.

WHY

To ensure that errors are not recreated.
The process of gathering input from multiple perspectives provides a model practice to problem solving.

WHEN

When a critical incident has occurred or at the conclusion of a project.

HOW

Include people with whom you worked and who have knowledge of the critical incident, in your unit or in other units, to gather perspectives and insights and to ensure that the lesson is accurate and useful.
Make lesson learned accessible to inform future practice.

PRACTICAL CONSIDERATIONS

Define what constitutes a critical incident.
Create description of review process.

LINKS & RESOURCES

TBD

EXAMPLES

Mentoring

Posted on November 14, 2022December 7, 2022

A mentoring program can be an effective recruitment and retention strategy, and as such, should be supported by leadership. A mentor will be a senior staff member who functions as a coach, advisor, and teacher to a new employee or one who requests assistance and guidance in career development or personal growth within the organization. A mentor should be an individual outside of a mentee’s chain of supervision. Both mentors and mentees can benefit from the relationship. Mentors benefit from identification as a role model, and can learn from the mentee’s questions and knowledge.

NJDOT’s Women in Transportation group runs a Department-wide mentoring program to encourage the sharing of knowledge and expertise among employees to build “a stronger, more adaptive organization.”

MENTORING

WHAT

Mentoring occurs when senior staff act as mentors who assist individuals in working toward personal and professional goals and in gaining knowledge of the organization. Established mentoring programs can support recruitment, retention, knowledge management and workforce development.

WHY

Communicates knowledge of organizational culture
Provides a reliable contact outside the immediate work hierarchy
Guides individual in achieving career goals
Aids in retention of talent
Creates connections of trust within the organization

WHEN

Individuals may seek a mentor when they wish to advance in a career, and when they need information on “how things work”
Mentors listen, question, encourage, assess and help mentees develop greater professional skills to achieve personal and career goals

HOW

Mentors should have no performance management interest in the mentee
Mentoring may be effective in building stronger ties with new employees by pairing them with senior workers, thereby contributing to retention
Participation is voluntary
Goals, objectives, and developmental needs identified at outset
Meetings and discussions are confidential
Ending the relationship at any time should be acceptable
Mentoring programs must be supported by leadership

PRACTICE CONSIDERATIONS

Mentors should have no performance management interest in the mentee
Mentoring may be effective in building stronger ties with new employees by pairing them with senior workers, thereby contributing to retention
Participation is voluntary
Goals, objectives, and developmental needs identified at outset
Meetings and discussions are confidential
Ending the relationship at any time should be acceptable
Mentoring programs must be supported by leadership

LINKS & RESOURCES

TBD

EXAMPLES