National Academies Press: OpenBook

Developing Transportation Agency Leaders (2005)

Chapter: Appendix A - Survey Questionnaire

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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Suggested Citation:"Appendix A - Survey Questionnaire." National Academies of Sciences, Engineering, and Medicine. 2005. Developing Transportation Agency Leaders. Washington, DC: The National Academies Press. doi: 10.17226/23300.
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Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

33 Part I—Demographics To correlate data about your agency with that of other agencies certain demographic information must be gathered. 1. Total number of employees in this agency: ____ Less than 1,000 ____ 1,001–2,000 ____ 2,001–5,000 ____ 5,001–10,000 ____ 10,000 and above 2. Activities/divisions within this agency (check all that apply): ____ Highways ____ Motor vehicle ____ Aeronautics ____ Planning ____ Administration ____ Engineering ____ Rail ____ Bus ____ Ports ____ Other (specify) _________________________________________ ____ Other (specify) _________________________________________ 3. In the past two years, has your agency’s staffing level ____ increased ____ decreased ____ stayed the same 4. In the next two years, do you expect your agency’s staffing level to ____ increase ____ decrease ____ stay the same 5. Which of the following are considered senior management in your agency? (Check all that apply.) ____ Executive Director, Secretary, or Commissioner ____ Deputy Director, Deputy Secretary, or Deputy Commissioner ____ Division Manager/Director ____ Section Manager/Director ____ Group Manager/Director ____ District/Regional Engineer/Director ____ Other _________________________________________________ APPENDIX A Survey Questionnaire

34 6. Please rank the following positions by seniority starting with the highest to the lowest and record the approximate number of employees in each level of position. Rank Employees ____ Executive Director, Secretary, or Commissioner _______ ____ Deputy Director, Deputy Secretary, or Deputy Commissioner _______ ____ Division Manager/Director _______ ____ Section Manager/Director _______ ____ Group Manager/Director _______ ____ District/Regional Engineer/Director _______ ____ Other (Title) _________________________________________ _______ 7. What is the average age of your agency’s workforce? ____ Less than 30 ____ 31–35 ____ 35–40 ____ 41–45 ____ 45–50 ____ 51–55 ____ 55–60 ____ 61 and above 8. What percent of your senior management in each of these positions is currently eligible to retire? Currently Less than 3–5 6–10 Eligible 3 years years years Executive Director, Secretary, or Commissioner Deputy Director, Deputy Secretary, or Deputy Commissioner Division Manager/Director Section Manager/Director Group Manager/Director District/Regional Engineer/Director Other 9. Are there any external factors existing today or which may exist in the near future that would influence your senior managers to retire sooner than later? ____ Lack of pay raises for state employees ____ Early retirement incentives ____ Health conditions ____ Competition from the private sector ____ Other (please specify) ________________________________________________ ____ Other (please specify) ________________________________________________ 10. Is your agency doing anything specific to increase the likelihood that your senior management personnel will con- tinue to be employed by the state? ____ Monetary incentives ____ Training ____ Possibility for increased retirement payments ____ Flexible work schedules ____ Other incentives (please specify) ________________________________________ ____ Other incentives (please specify) ________________________________________

35 11. Is there anything else about the demographics of your agency that would be of interest to this study or of value to share with other state DOTs? Please specify. _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ Part II—Recruitment and Retention of Leaders 1. Does your agency have a recruitment and retention plan? ____ Yes ____ No 2. Do you recruit new hires with the understanding that they could eventually become leaders and managers in your agency? ____ Yes ____ No 3. Does your agency seek “Strategic Thinkers” when recruiting leaders? ____ Yes ____ No 4. What specific actions does your agency take to ensure that it hires future leaders? ____ Look at past leadership related activities ____ Administer tests or other instruments that would indicate leadership potential ____ Consider references provided by applicants ____ Conduct multiple interviews with each candidate ____ Use specific questions in interviews that would reflect an applicant’s leadership potential ____ Contact current supervisor ____ Other _________________________________________________________ ____ Other _________________________________________________________ ____ Other _________________________________________________________ 5. What core competencies are important for leaders in your organization? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 6. What are some of the problems with retaining potential leaders who might fill senior leadership/management posi- tions some day? (Please rank, with 1 as the most significant problem.) ____ Competition with the private sector ____ Pay and benefits ____ They do not want to deal with administration/bureaucracy ____ They do not want to leave the technical areas of the agency ____ Lack of funding for projects ____ Perceived favoritism or other problems with promotions ____ Lack of training ____ They do not want to deal with internal politics ____ They do not want to deal with external politics ____ Lack of challenging work ____ Other (please specify) _____________________________________________ ____ Other (please specify) _____________________________________________

36 7. What more could your agency do to increase the likelihood that capable individuals are prepared and retained to fill important leadership/management positions in the future? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 8. Is there anything specific that your agency is doing to prepare women to be appointed to leadership/management positions in your agency? Please specify. _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 9. Is there anything that your agency is doing to prepare minorities to be appointed to leadership/management positions in your agency? Please specify. _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 10. Is there anything else about the recruitment and retention of future leaders in your agency that would be of interest to this study, and that would put the information you provide in this survey into context and assist the authors in their analysis of your information? Please specify. _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ Part III—Leadership Training 1. Is specific training available for your managers/leaders that would assist them in obtaining or developing leadership skills? ____ Yes ____ No (If No, skip to Part IV) 2. Who provides this training? (Check all that apply.) ____ The state DOT ____ Another state agency ____ A private-sector trainer under contract to the state DOT ____ A private-sector trainer under contract to another state agency ____ Other (please specify) _________________________________________ 3. At what level is leadership training available to the employees in your agency? (Check all that apply.) ____ Future leaders/supervisors/managers ____ New leaders/supervisors/managers ____ Mid-level leaders/managers ____ Senior leaders/managers ____ Others (please specify) ________________________________________ 4. How many levels of approval are required to obtain leadership training? (Check all that apply.) ____ Immediate supervisor ____ Second level supervisor ____ Selection/recommendation panel ____ HR Director ____ Senior management ____ Other (please specify) _________________________________________

37 5. Who determines the course content for the leadership training that is available to your employees? ____ The state DOT ____ Another state agency ____ The state DOT and another state agency ____ Other (please specify) ____________________________________________ ____ Do not know 6. What types of leadership training are offered? (Check all that apply.) ____ Courses ____ Mentoring programs ____ Web-based training ____ Rotational assignments ____ Partnering with other organizations/companies ____ Self-study programs ____ Other (please specify) ____________________________________________ 7. How satisfied is your agency with the quality and effectiveness of the leadership training that is available to employ- ees at the following levels? (Scale of 1–5, with 1 being not satisfied, 5 being very satisfied). ____ Future leaders/supervisors/managers ____ New leaders/supervisors/managers ____ Mid-level leaders/managers ____ Senior leaders/managers ____ Others (please specify) ___________________________________________ 8. Who is in charge of the leadership training function within your agency? ____ Executive Director, Secretary, Commissioner ____ Deputy Director, Assistant Secretary, Assistant Commissioner ____ Director/Chief of Administrative Services ____ HR Director ____ Training Director ____ Other (please specify) ____________________________________________ ____ Other (please specify) ____________________________________________ 9. What level of support does your agency top management give to leadership development? ____ Strong support ____ Moderate support ____ Little support ____ No support 10. Our agency’s leadership development program is: ___ Very effective at producing the future leaders our agency needs ___ Somewhat effective at producing the future leaders our agency needs ___ Not very effective at producing the future leaders our agency needs ___ Needs to be overhauled. 11. What could be done to improve the quality of the leadership training that your employees receive in your agency? (Check all that apply.) ____ Change the curriculum ____ Change the instructor ____ Prepare the students better ____ Provide more time for training ____ Provide a training environment with fewer distractions ____ Make it more practical/applicable to the real world ____ Increased funding ____ Other (please specify) ____________________________________________ ____ Other (please specify) ____________________________________________

38 12. How many individuals are able to attend your leadership training each year? ____ 0–50 ____ 51–100 ____ 101–250 ____ 251–500 ____ 501–1,000 ____ 1,000 and above 13. Under ideal conditions (no budget constraints, timing issues, etc.) how many individuals would you put through your leadership training courses each year? ____ 0–50 ____ 51–100 ____ 101–250 ____ 251–500 ____ 501–1,000 ____ 1,000 and above 14. Approximately how much does your agency spend on courses specific to leadership training (excluding employee salaries and benefits)? ____ Below $10,000 ____ $10,001–$25,000 ____ $25,001–$100,000 ____ $100,001 and above 15. Under ideal conditions how much would your agency like to spend on leadership training (excluding employee salaries and benefits)? ____ Below $10,000 ____ $10,001–$25,000 ____ $25,001–$100,000 ____ $100,001 and above 16. Is there anything else about your agency’s leadership training program that would be of interest to this study or which would be valuable to share with other state DOTs? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ Part IV—Succession Management 1. Does your agency have a formal Succession Management program? ____ Yes ____ No 2. Does your agency have an informal Succession Management program? ____ Yes ____ No 3. If an informal or formal program does not exist, what is preventing your agency from having a Succession Manage- ment program? ____ Not applicable (skip to question 10) ____ Never had one before ____ Personnel rules ____ We do not seem to need one ____ Things are working well as they are ____ Other (please specify) ____________________________________________

39 4. If you have a Succession Management program, who is responsible for its implementation? ____ Executive Director, Secretary, Commissioner ____ Deputy Director, Assistant Secretary, Assistant Commissioner ____ Director/Chief of Administrative Services ____ HR Director ____ Training Director ____ Other (please specify) ____________________________________________ 5. Please indicate the attributes of your Succession Management program. (Check all that apply.) ____ Individuals are formally identified and know they are in the program ____ Mentoring relationships are established and active ____ The HR Director or someone other than the Executive Director, Commissioner, or Secretary is responsible for the program ____ The Executive Director, Commissioner, or Secretary is responsible for the program ____ Individuals in the program have had an inventory of their skill and abilities prepared and key areas of further development requirements are identified ____ Specific actions are taken to address the development requirements for specific individuals ____ Individual appointments to positions are done with the development requirements in mind ____ Other (please specify) ____________________________________________ ____ Other (please specify) ____________________________________________ 6. How well is your Succession Management program working? ____ Excellent ____ Good ____ Fair ____ Poor ____ Very poor 7. What would you change about your Succession Management Program? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 8. Have you used any private-sector firms as models in developing your leadership training or succession management programs? ____ Yes (please specify which company or companies and provide contact information if possible) ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ____ No 9. Is there anything else about your agency’s Succession Management program that would be of interest in this study and to other state DOTs? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 10. What could be done to improve the preparation of your employees for higher positions in management in your agency? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ 11. Does your agency do anything else not previously mentioned in this questionnaire that would be of interest for the synthesis on developing leaders in state DOTs? _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________

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TRB’s National Cooperative Highway Research Program (NCHRP) Synthesis 349: Developing Transportation Agency Leaders examines practices and innovative approaches that address the development of transportation leadership in today’s work environment. The report covers demographics, recruitment and retention, leadership training, and succession management.

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