Employee survey: managers score high; change management and career growth lag
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Summary
An internal employee engagement survey showed 382 responses (~47% of permanent staff). Manager effectiveness scored highest (77% positive) while change management (38%) and growth and development (41%) were lowest; staff flagged additional staffing as the top resource needed to improve job experience.
Washington State Parks presented results of the 2025 employee engagement survey on March 4, showing strengths in supervision and vision but weaknesses in change management and career growth.
Amber Bridal, workforce, technology and equity director, said the agency received about 382 responses—approximately 47 percent of permanent staff as of Oct. 1, 2025. Top category scores included manager effectiveness (77 percent positive), future vision for the agency (67 percent) and involvement and belonging (65 percent). Bridal noted that 52 percent of respondents felt appropriately involved in decisions affecting their work.
Low scores were concentrated in change management (38 percent positive), growth and development (41 percent) and impact/equity questions (45 percent). Bridal said follow‑up filtering is now easier because the survey uses Qualtrics, and the results can be broken down by division, tenure, region and other demographic variables to guide targeted improvements.
When asked about handling potential budget-driven staff reductions, Bridal emphasized frequent, clear communication from leadership, small-group engagement and practical supports for impacted employees such as career services, resume assistance and interview practice. Commissioners urged targeted follow-up—splitting results by division and tenure—to identify where training, communication or career-path interventions would have the most effect.
Bridal said staff reported resource needs that could improve job experience: 60 percent named additional staff as most important, 24 percent cited equipment, and 15 percent said improved technology. She outlined near-term next steps: division directors will review results with their teams, executive leadership will convene to design interventions, and staff will run deeper, targeted diagnostics where needed.
Commissioners thanked leadership for the work and asked staff to return with more granular splits and proposals for addressing the low scores.