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  1. Surveys
  2. 2016
  3. September
  4. M
  5. MCPRS Engmt Mgmt
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Exit Survey
 
 
In this survey, each member of MCPRS is being requested to complete a survey that asks questions regarding our MC-PRS Engagement Management readiness for executing the newly defined, unified Engagement Management Process, the supporting standardized operating proceedures and the P3L environment.

Terms for clarification:
- Leadership is likely to be within MCP for this initiative
- Those impacted can include anyone within FMCSA, they fulfill any of the roles we assign to our engagement stakeholders
- Those responsible for implementing the initiative are more than likely within the MC-PRS team
 
It will take approximately 30 minutes to complete the questionnaire.

Your survey responses will be confidential and data will be reported in the aggregate.  If you have questions at any time about the survey or the procedures, please contact Amy at [email protected] or 540-623-5100.

Please start the survey now by clicking on the Next button below.
 
 
 
With regards to how well we have defined what's changing and why for MC-PRS Engagement Management (unified Engagement Management Process, standarized operating proceedures and migration to the P3L enviornment) answer the following:
Strongly Disagree Disagree Undecided Agree Strongly Agree
The vision appeals to the long-term interest of everyone in the organization
Our vision is compelling and desirable
Individuals are asking challenge questions and validating for themselves the need to change
There is a general feeling that we cannot afford to fall short of meeting the objectives of MC-PRS Engagement Management
More energy and effort is being directed toward meeting the objectives for MC-PRS Engagement Management
 
 
We assessed the organizational perspectives and patterns of making changes and have made considerations in our approach to overcome identified barriers.  Answer the following questions concerning the climate for implementing MC-PRS Engagement Management:
Strongly Disagree Disagree Undecided Agree Strongly Agree
Work is clearly prioritized so we know what is most important to accomplish
We preserve and maintain our focus and are not distracted by other changes
We have aligned our resources and rewards with our priorities
When changes are announced, people expect them to be successful in their implementation
 
 
Answer the following on the change leadership for the  MC-PRS Engagement Management Initiative:
Strongly Disagree Disagree Undecided Agree Strongly Agree
Leadership can clearly articulate the change vision
Leadership consistently provides the resources, information and support needed to move the MC-PRS Engagement Management Initiative forward
Leadership motivates and inspires others to participate in the change effort
Leadership maintains a consistent approach and direction
Leadership holds itself accountable for results
 
 
With regards to the communication for the MC-PRS Engagement Management Initiative, answer the follwing: 
Strongly Disagree Disagree Undecided Agree Strongly Agree
We provide timely communication about the change effort
We keep communication about the change simple, candid and heartfelt
We discuss the vision, goals and strategies of the change in routine management meetings as well as in formal and informal gatherings
Progress of the change gets conveyed to all levels of the organization in a timely manner
We use adequate way to provide feedback on the change initiative
 
 
Answer the following in regards to the change design for the MC-PRS Engagement Management Initiative:
Strongly Disagree Disagree Undecided Agree Strongly Agree
The design is consistent with the way we make decisions in this organization
The design is consistent with the way information is disseminated in this organization
The design aligns with our approach to risky endeavors
The design aligns with our orientation towards process rigidity
The design is consistent with our approach to collaboration across organizational units
 
 
Regarding our organization's capacity to make the changes required for MC-PRS Engagement Management sucess, answer the following regarding the individuals responsible for implementing the change

 
Strongly Disagree Disagree Undecided Agree Strongly Agree
They are highly respected with a successful track record
They have high trust and credibility with key target groups that will be most affected by the changes
They manage both the technical and human aspects of change
They typically understand the needs and points of view of senior managers/leadership
Change is driven more by line management that by staff groups
 
 
Answer the following regardsing our readiness for making the changes associated with the MC-PRS Engagement Management Initiative
Strongly Disagree Disagree Undecided Agree Strongly Agree
Those impacted by the change have opportunity to gain the skills necessary to successfully execute new duties that are part of the change initiative
We effectively anticipate the inevitable resistance to major change
We use recognition and reward systems that inspire, promote optimism and build self-confidence
Leaders at all levels actively try to remove barriers that keep people from behaving in accordance with the vision
People who express concerns about changes are valued and taken seriously
 
 
 
Do you think MC-PRS Engagement Management will improve the organization?
Yes
No
 
 
 
Explain why you believe this will NOT improve the organization?
   
 
 
 
What do you see as THE MOST IMPORTANT improvement the organization will benefit from?
   
 
 
 
Is there anything you don't understand about the MC-PRS Engagement Management Initiative?
 
 
 
Rate your motivation level for this change
I do not want THIS change
Because the boss said
Everyone else is doing it
I think this has potential
I am excited and optimistic
 
 
 
What would increase your support for this change?
   
 
 
 
What behaviors do you expect to see from yourself and the rest of the team as a result of MC-PRS Engagement Management?
   
 
 
 
What risks do you see in implementing MC-PRS Engagement Management?
   
 
 
 
Name one thing leadership can do to demonstrate that this change is critical to the success of the organization.