Wyoming Department of Transportation
roadway

WHP Employee Survey

2013 WHP Employee Survey

Executive Summary

This report contains a detailed statistical analysis of the results to the survey titled 2013 WHP Employee Survey. The results analysis includes answers from all respondents who took the survey in the 16 day period from Friday, April 05, 2013 to Sunday, April 21, 2013. 251 completed responses were received to the survey during this time for a response rate of 66.2%. The overall favorable response rate (Strongly Agree/Agree) is 65.2%, down from 66.7% in 2011.

 

Question

Percent Favorable Response
(Strongly Agree/Agree)

2013

2011

I know what's expected of me at work.

88%

87%

I can see a connection between my day-to-day duties and WHP’s overall mission.

80%

N/A

The employees in my work group are held accountable for what they are supposed to do.

61%

57%

My supervisor is held accountable for what he/she is supposed to do.

59%

66%

I receive recognition when I do good work.

48%

52%

In my work group, my opinions seem to matter.

53%

61%

The employees in my work group work well as a team.

69%

63%

Overall, there is good teamwork between different work groups within WHP.

46%

52%

The employees in my work group are committed to doing quality work.

72%

68%

My supervisor seems to care about me as a person.

70%

74%

During the past six months, my supervisor has talked with me about how I am doing.

80%

76%

I feel free in talking with my supervisor about job-related issues.

76%

78%

I feel that the work I do is important.

86%

87%

WHP provides the resources I need to do my job well.

63%

70%

WHP provides me with the opportunity to learn and develop.

58%

58%

I get satisfaction from doing my job.

79%

75%

I am satisfied with the overall direction the WHP is taking.

36%

45%

I would recommend WHP as a good place to work.

49%

65%

Overall Favorable Response

65.2%

66.7%

 

 


Survey Results & Analysis Responses Received: 251

1) I know what's expected of me at work.


2013

2013 - I know what is expected of me at work.

2011

2011 - I know what is expected of me at work.

2 ) I can see a connection between my day-to-day duties and WHP's overall mission.

2013

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3) The employees in my work group are held accountable for what they are supposed to do.

2013

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2011

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4) My supervisor is held accountable for what he/she is supposed to do.

2013

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2011

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5) I receive recognition when I do good work.

2013

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2011

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6) In my work group, my opinions seem to matter.

2013

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2011

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7) The employees in my work group work well as a team.

2013

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2011

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8) Overall, there is good teamwork between different work groups within WHP.

2013

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2011

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9) The employees in my work group are committed to doing quality work.

2013

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2011

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10) My supervisor seems to care about me as a person.

2013

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2011

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11) During the past six months, my supervisor has talked with me about how I am doing.

2013

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2011

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12) I feel free in talking with my supervisor about job-related issues.

2013

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2011

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13) I feel that the work I do is important.

2013

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2011

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14) WHP provides the resources I need to do my job well.

2013

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2011

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15) WHP provides me with the opportunity to learn and develop.

2013

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2011

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16) I get satisfaction from doing my job.

2013

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2011

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17) I am satisfied with the overall direction the WHP is taking.

2013

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2011

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18) I would recommend WHP as a good place to work.

2013

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2011

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19) Please select your Work Group according to whom you report:

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20) I plan to stay with WHP for approximately:

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Summary of Comments

120 employees made at least one comment. Many employees commented on more than one topic. There were 36 pages of comments. Frequency indicates the number of employees mentioning the same topic.  In some cases, one topic may “overlap” with another topic (such as “Pay” and “Staff is afraid to stand up”), and a few comments fit under more than one topic (such as “I like working here but the WHP is not heading in the right direction.”). Only the topics mentioned five or more times are shown below. The comments under each topic were taken verbatim, and are intended to be illustrative but are not all-inclusive.

 

Topic

Frequency

 

Pay

23

 

Newly promoted personnel are being paid less than their counterparts. Overtime is a big issue. 
Morale would instantly be increased if the pay inequities were fixed.
Simplifying timekeeping would be nice.
Retirement increases.
160 hour pay period.

 

Staff is afraid to stand up for what is right       

23

 

Such as retirement, pay inequities, cost of living and time card (O.T.) changes

 

Equipment

18

 

MPS doesn’t work and will never work because the State doesn’t have the infrastructure to support it.
External vest carriers are modern, professional and more comfortable.
We have excellent equipment to do our jobs.
New in-car cameras are great.
Would it be that difficult to bring Troopers together to assist  in locating the equipment?
ERP hardly ever works on weekends.
Fix the pistols so they shoot where they are aimed.
All-wheel drive cars would be nice.
The equipment we are given to do our job is top of the line.

 

Accountability

17

 

Everyone is not held accountable.
Some get away with quite a bit and others get corrected on the smallest of items. No accountability past the Lieutenant level.
Why is a Trooper allowed to work here when he has committed multiple felonies?
Lately the Patrol has been doing a better job of holding Troopers accountable.

 

Direction from Staff

12

I like working here, but the WHP is not heading in the right direction.
I applaud the direction the Colonels are taking regarding the promotional process.
We need leaders, not managers, running the agency.
We have seen one letter of direction from the Colonel in a year.

WHP is still a great agency

11

I like working here, but the WHP is not heading in the right direction.

I love my job and the work that I do.
WHP is hiring great new employees.
I am privileged to be a member of this agency.
The Patrol is the best job that I have had.

Dispatch

10

The Colonel does not visit the Center as promised.
Center is short handed on many occasions.
The Center is isolated from the rest of the agency.
Lack of leadership, positive reinforcement, recognition and support from higher-ups.
It seems since the sworn side thought we needed someone to manage us whois a uniformed officer, the Center has been steadily going down-hill.
You let people make decisions for us who have never done our jobs or know the type of work schedule that works best for us.
There is a Dispatcher who is late to work every single shift.  

The survey itself

10

Except for one question, the survey focused only on Troopers and their immediate supervisors, and not on the Administration.
What difference does my comments make?
The survey questions were not conducive to improving the agency.
I realized that my work group is so small that it takes the anonymity right out of the survey.
Troopers overwhelmingly believe that this survey is a waste of time.
This survey is asking about first-line supervisors only, buy my job interacts with five different work groups.
People are not completing surveys because they do not see a change.

Morale is as low as I have ever seen it

10

 

Troopers are being required to do someone else’s work (such as MDT) 

9

You make an arrest and you are in the office half a day (at least) doing paperwork.
We are constantly being given extra work.
The amount of additional paperwork which has been added to the road Trooper’s job has exploded.
The organization continues to saddle Troopers with more and more burdensome procedures in order to make the job of a few support personnel easier.

Policies and memos (Staff Directives)

7

They are full of conflicting directives.
The District policy book causes confusion.
Constant increase in the amount of policies and paperwork.
Have Operations Manual and Memos match.
Eliminate Staff Directives that no longer apply.
Directives from Cheyenne are out of touch and impractical to apply in the field. The District 4 Policy Manual has never been seen.
Why do we have a Policy book and an Operations Memo book … the Ops Memo book
needs to go away.

Some managers are “letter happy”

7

 

Ports of Entry

6

More recognition for Port employees is needed.
I feel like we are a separate Division completely.
The communication among the Ports and between the Ports and Support Services is terrible.
We are treated as second class employees.

The Colonel has not visited our area since he took over

6

It would be nice to see Staff more often at Division meetings.

The promotional process

6

           I applaud the direction the Colonels are heading regarding the promotional process.
           I feel as though Staff already knows who they want to promote. For instance,the way the
           Colonel handled the promotional process for the District 1Captain position.
           The new promotional process is seen as a joke in the field.
            I am happy with the change in the promotional process.
           The new promotional process just makes it easier for the Colonel to hand pick the person
            he wants.

I feel micromanaged

5

          

 

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