Wyoming Department of Transportation
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WYDOT Employee Survey

2013 WYDOT Employee Survey

 
 
Executive Summary
 
This report contains a detailed statistical analysis of the results to the survey titled 2013 WYDOT Employee Survey. The results analysis includes answers from all respondents who took the survey in the 17 day period from Friday, March 15, 2013 to Monday, April 01, 2013. Our response rate was 54.8% with 918 completed responses received. The average from all favorable responses (Strongly Agree/Agree) was 72.2%, up from 69.4% in 2010.

 

 
Question
Percent Favorable Response
(Strongly Agree/Agree)
2013
2010
I know what's expected of me at work.
90%
86%
I can see a connection between my day-to-day duties and WYDOT's overall mission.
82%
N/A
My supervisor holds me accountable for the things I am supposed to do
89%
89%
I receive recognition when I do good work.
54%
54%
In my work group, my opinions seem to matter.
63%
57%
The employees in my work group work well as a team.
65%
67%
The employees in my work group are committed to doing quality work.
76%
76%
Overall, there is good teamwork between different work groups at WYDOT.
47%
49%
My immediate supervisor seems to care about me as a person.
71%
68%
During the past six months, my supervisor has talked with me about how I am doing.
76%
66%
I feel free in talking with my supervisor about job-related issues.
80%
76%
I feel that the work I do is important.
84%
85%
WYDOT provides the resources I need to do my job well.
69%
65%
WYDOT provides me with the opportunity to learn and develop.
72%
67%
I get satisfaction from doing my job.
74%
68%
I would recommend WYDOT as a good place to work.
64%
68%

 

 
Survey Results & Analysis
Responses Received:
918

 
1)
I know what's expected of me at work.
 
2012
  chart
2010
chart
 
 
 
2)
I can see a connection between my day-to-day duties and WYDOT's overall mission.

2012
  chart
 
3)
My supervisor holds me accountable for the things I am supposed to do.

2012
  chart
2010
  chart
 
4)
I receive recognition when I do good work.

2012
  chart
2010
  chart
 
5)
In my work group, my opinions seem to matter.

2012
  chart
2010
  chart

 
6)
The employees in my work group work well as a team.

2012
  graph
2010
  graph


 
7)
The employees in my work group are committed to doing quality work.

2012
  chart
2010
  chart

 
8)
Overall, there is good teamwork between different work groups at WYDOT.

2012
  chart
2010
  chart
 
9)
My immediate supervisor seems to care about me as a person.

2012
  chart
2010
  chart


 
10)
During the past six months, my supervisor has talked with me about how I am doing.

2012
  chart
2010
  chart

 

 
11)
I feel free in talking with my supervisor about job-related issues.

2012
  chart
2010
  chart

 
12)
I feel that the work I do is important.

2012
  chart
2010
  chart

 
13)
WYDOT provides the resources I need to do my job well.

2012
  chart
2010
  chart
 
14)
WYDOT provides me with the opportunity to learn and develop.

2012
  chart
2010
  chart
 
15)
I get satisfaction from doing my job.

2012
  chart
2010
  chart

 
16)
I would recommend WYDOT as a good place to work.

2012
  chart
2010
  chart
 
 
17)
Please select the Program or District in which you work.  Consider who you report to, not where you work.  For example, if you are a Telecommunication's employee working out of Casper, select Telecommunications, not District 2.

 
Response
Count
Percent
Aeronautics
12
1.3%
Bridge
24
2.6%
Budget
7
0.8%
Civil Rights Coordinator
2
0.2%
Compliance and Investigation
2
0.2%
Contracts and Estimates
6
0.7%
Driver Services
45
4.9%
Employee Safety
1
0.1%
Enterprise Technology
1
0.1%
Executive Staff
5
0.5%
Field Operations (Construction Staff, Maintenance Staff, Equipment Staff and Facility Management)
120
13.1%
Financial Services
10
1.1%
Fuel Tax Administration
7
0.8%
Geology
15
1.6%
GIS/ITS
19
2.1%
Highway Development
54
5.9%
Highway Safety
13
1.4%
Human Resources
5
0.5%
Information Technology
11
1.2%
Internal Review
5
0.5%
Management Services
7
0.8%
Materials
18
2.0%
Motor Vehicle Services
16
1.7%
Office Services
8
0.9%
Planning
33
3.6%
Public Affairs
5
0.5%
Purchasing
3
0.3%
Right of Way
15
1.6%
Strategic Performance Improvement
2
0.2%
Telecommunications
17
1.9%
Traffic
37
4.0%
Training Services
1
0.1%
WYDOT District 1
81
8.8%
WYDOT District 2
80
8.7%
WYDOT District 3
79
8.6%
WYDOT District 4
64
7.0%
WYDOT District 5
88
9.6%
 
18)
I am a:
 
Response
Count
Percent
Supervisor
287
31.3%
Non-Supervisor
631
68.7%
 
19)
I will probably stay with WYDOT for approximately:
 
Response
Count
Percent
Less than 1 year
59
6.4%
1-5 years
211
23.0%
6-10 years
131
14.3%
Over 10 years
94
10.2%
At this time, I have no plans to leave
423
46.1%
 

Summary of Comments
 

393 employees (respondents) made at least one comment. Many employees commented on several different issues/topics. There were 46 pages of comments. Every time an employee mentioned a topic (such as PMI’s), it was counted once. Only the topics mentioned a total of five or more times are shown below. The comments under each topic were taken verbatim, and are intended to be illustrative but not
all-inclusive.
 
Topic
Frequency
 
 
Wages are not keeping up with rising costs.
115
 
 
Lack of pay raises.
It is sad when the County and City pay more than the State does. 
No raise for years and everything is going up.
Difficult to make ends meet when we don’t get raises and are asked to contribute more.
The so-called market adjustment I did get was between two and three cents per hour.
We need our Director to take the same approach as U.W. in arguing for wages.
A one-time 1% bonus is a slap in the face.
 
WYDOT is a great place to work.    
41
 
 
In general I think the people at WYDOT work hard to help each other.
I come to work every day ready to learn new things about my job.
The Department has changed for the better over the years.
I am only a temp., but I love working for WYDOT. 
I am proud to work for WYDOT.
I am very happy with WYDOT and my team.
I enjoy the stability and will work here until I retire. 
Despite some disagreements, we are a family out here.
The Lusk shop is a good place to work.
 
The PMI is cumbersome, time-consuming and confusing.
29
 
 
Ratings are based on relationships with management.
Performance-based annual raises would allow higher performing individuals to be compensated for their extra effort.
The new PMI system is a joke: it is so easy for a supervisor to give everyone the same score.
PMI’s are an improvement over previous systems.
We jumped through all the PMI hoops (ten steps!) and still the Legislature ignored the whole thing when dealing with pay.
The PMI is a huge morale-buster. 
Halogen is an administrative tower of Babel.
 
Overtime and shift differential is a joke.
22
 
 
When was the last time an office person had to go to work at three in the morning and then get told he/she will not get extra pay?
 If you work the weekend or holiday, you should be paid overtime.
When you changed the work week, it has worked against some of the guys. Starting the work week on Saturday is B.S.
 
There is no way of rewarding good work or weeding out poor performers.
14
 
 
Lack of consequences for poor performers.
Positive (but non-monetary) reinforcement does little in these tough times. Poor performers are affecting those employees who have a desire to work hard.
WYDOT’s inability to terminate useless employees.
Make it easier to terminate low-end, dysfunctional employees.
There are too many loopholes to go through when a person is not performing.
 
We need newer, better equipment (including computers, diagnostic instruments, tools and radios).
14
 
 
Crews not sharing equipment.
Equipment schools (training) are hard to get in to.
 
There are not enough career growth opportunities at WYDOT … unless you are an engineer.
11
 
 
No opportunities currently exist for career growth and advancement.
People need to be given more opportunities to better themselves.
 
The Employee Survey itself.
7
 
 
There is a huge disconnect with the survey questions and how I would like to answer.
I feel these comments will not be read.
Survey appears to be just a feel good measure and not a real tool for improvement.
I wish WYDOT would get rid of their meaningless surveys.
The Director needs to review these comments. 
These comments will probably not do any good (but at least I feel like the computer is listening). 
I think these surveys are a waste of time; nothing ever changes.
 
The good ole boy network is alive and well.
6
 
 
 
 
 
 
Too many turf wars and politics between departments.
5
 
 
Very rarely feels like departments are working together.
Programs seem to be extremely territorial.
Communication between departments could certainly be improved.
Finger-pointing needs to be eliminated.
The different Districts have their own ideas on how they should run the District.
 
Cheyenne has their own rules and ever body else has a set of rules.
5
 
 
There is a serious disconnect between field crews and Cheyenne Programs.
Disconnect between upper management and field personnel .
I see a disconnect between Programs and the Field.
 
Other comments (mentioned more than once but fewer than five times)
 
PCS is cumbersome and inefficient; activities need to get done on time; design decisions need to be made and not changed.
Why is it that supervisors get to judge our performance, but we don’t get to judge theirs?
Employees are devoting state time and resources to extra-curricular activities under the guise of teambuilding.
The field people (construction) need cell phones.
Poor communication (in general). 
Engineers versus techs. (degree, pay, advancement).
“Feel good” training.
Mandatory training for supervisors/managers.
 

 

             


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