ML20045E425

NRC Futures Jam Summary and Analysis of Results

ML20045E425
Person / Time
Issue date:	02/14/2020
From:	D'Agostino A, Stephanie Morrow Office of Nuclear Regulatory Research
To:
Stephanie Morrow 415-0090
References
Download: ML20045E425 (22)

Text

NRC Futures Jam Summary and Analysis of Results S te p h a n i e M o r row, P h . D.

A my D A g ost i n o, P h . D.

O ff i c e o f N u c l e a r Re g u l ato r y Re s e a rc h 1

Jam Summary Stats (Updated) 2,163 staff signed on to Yammer at least once

~73% of the workforce adopted this new tool to participate in Jam 799 staff posted at least one comment during the Jam

~27% of staff shared or responded to an idea during the Jam 4,306 total comments were posted Staff contributed 76 thoughts for every hour the Jam was live 997 staff liked at least one comment

~30% of staff publicly showed appreciation for their colleagues contributions 10,207 total likes were added to comments That's an average of over 10 likes per person 2

Feedback received on Day 3 of the Jam...

Ive never felt more connected as an agency!

Excellent initiative please have more forums like this.

The Jam has helped knock down organizational barriers and power differentials (senior leadership and staff) in a very powerful way.

The Jam is a great collaboration tool that allows everyone to provide feedback and share ideas.

One thing Ive learned is that this is an AWESOME way to engage with our staff.

It seems to me that the #jamchat is evidence and affirmation that the answers are in the room (at all levels of the organization).

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Level of Staff Engagement in the Jam Exceeded Expectations 27% actively participated by posting at least 799 one comment during the Jam 34% publicly showed appreciation for their 997 colleagues contributions by liking posts 61% engaged in the Jam by reading at 1,809 least one or most posts 73% showed interest by signing 2,163 on to Yammer at least once 4

Sustained Levels of Activity in Yammer Over All 3 Days of the Jam User Activity during the Jam

• New users joined each day of the Jam 1500

• 40% of staff who engaged in the Jam actively participated by posting 1200 Message Activity during the Jam 900 2500 5000 4725 4164 4367 4500 2000 2111 4000 600 1820 3500 1500 1575 3000 2500 300 1000 2000 1500 500 1000 0

500 06/18/2019 06/19/2019 06/20/2019 0 0 06/18/2019 06/19/2019 06/20/2019 Users Liking Users Posting Users Reading Number of Messages Posted Number of Likes 5

Active Participation by Office Ranged from 15% to 62%

• Active participation rates indicate  % Staff Posting in Jam by Office proportion of staff who posted at 0% 10% 20% 30% 40% 50% 60% 70%

least one message during the Jam ADM 25%

and do not include staff who only NMSS NRO 15%

22%

liked or read messages NRR 28%

NSIR 18%

• OEDO, OPA, and R-IV had the OCFO OCHCO 16%

25%

highest proportion of staff actively OCIO 21%

participating OEDO OE 26%

62%

OGC

• Most Office-level active 33%

OIP 29%

participation rates were not OPA RES 28%

40%

significantly different from overall R-I 25%

levels of active participation (27%) R-II R-III 23%

24%

R-IV 35%

SBCR 27%

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Posting Activity by Office Shows How Much Each Office Contributed to the Conversation

• Posting activity shows the proportion of posts each Office contributed to the Jam

• NRR, RES, NMSS, R-I, and OCIO staff contributed over 50% of all the posts in the Jam 7

Activity by Management Status Shows Contributions to the Jam from Different Levels of the Organization Jam Participation by Management Status 97%

100%

87% 85% 88%

80% 75%

64% 68%

57%

60% 51%

43%

40% 30%

23%

20%

0%

Non-Supervisory Branch Chief (257) Director (109) Executive (34)

(2514)

% Posted  % Liked  % Read 8

Over 500 Topics were Introduced using Hashtags Most Frequently Used Topics # Messages*

Technology 989 Communication 773 Risk 713 Culture 402 Diversity 345 Retention 332

• Note: Multiple hashtags with different versions of same topic were combined for this count (e.g., Risk, Risk-Informed, Risk Informed) 9

The Jam Main Group, Our Workforce, and Technology had the most Activity Jam Group # of Conversation # of Messages # of Participants # of Likes Threads Main Group 147 1844 503 5691 Our Workforce 40 486 190 1172 Technology 61 521 180 1028 External Stakeholders 17 214 73 371 Risk-Informed 21 155 83 323 Our Mission 12 119 55 314 Decision making 11 100 52 165 Our Business Model 5 49 22 129 10

Polls Indicate a Need for Change Is there a low morale trend?

Do we need to change our culture?

Is career advancement fair?

11

Over 76% of staff were satisfied with the Jam experience 12

Majority had positive perceptions of value added and would participate in the future I believe the Jam added value to our agency I would participate in a Jam in the future I would use a social media tool like Yammer in my daily work 13

Key Themes CONSOLIDATION OF REAL-TIME ANALYTICS INSIGHTS 14

Vision

• Define risk-informed

• Need better understanding of all the agency initiatives and how they relate to each other

• Promote/advertise how the NRC helps the country

• Build our brand

• Empower Staff 15

Decision making

• Push decision making to lowest level

• Consider diverse viewpoints to make better decisions

• Explain "why" a decision was made Example: Why cant we use thumb drives

• Risk-inform our concurrence process Make level of review commensurate with importance of document 16

Workforce

• Matrix organization

• Broad vs Deep Knowledge Better leverage resource across agency(matrix organization) More recognition and reward for depth of experience

• Retention

• Work-life balance Opportunities for advancement Very important to maintain Leveraging rotations with other agencies Student Loan repayment program

• Succession Planning Staff taking on learning/training in management when not in

• Career Advancement supervisory role Performance based promotions

• Skill Gaps Open all positions for promotion vs lateral need to identify the knowledge/skill gaps with respect to new and Pay not commensurate with performance advanced Rx so we can best prepare for future Recognizing people beyond current grade, current position, want path for advancement based on merit

• SLS positions More opportunities for Rotations, job-Shadowing, Job swap SLS positions for inspectors Consider upward mobility promotions

• Skills Marketplace

• Grade System Revisit grade system More communication about expectations for different grade levels 17

Technology

• E-Concurrence

• ADAMS Technology to enable e-concurrence Easier to search

• Knowledge Management Database

• O365 Outlook not working since new refresh

• Mobility Equipping Inspectors (e.g., technology, mobile tech)

• SKYPE Mi-Fi devices for inspector Ability to use outside NRC

• Wi-Fi & Cloud Technology

• Integration/Streamlining Leverage to share inspection documentation Integrated/Coordinated IT systems, customer-centric More efficiency and streamlining in tech and processes

• AI Connect and associate related information residing in disparate Causality Models data sources Enhancing event reports with AI Connect and associate related information residing in disparate

• External Engagement data sources Secure way to share files and communicate with external stakeholders/contractors

• SharePoint IT to help standardize budget process More communications/training Lacking usage knowledge 18

Culture

• Reward risk-taking/experiment and reduce fear of

• Agency Values failure Need to invest in our people to transform effectively Take time to celebrate accomplishments

• Leverage resource across agency(matrix Show people efforts are seen organization)

• Leadership

• Promote/advertise how the NRC helps the country Build our brand Follow-through Facilitate teamwork

• Motivate Self-learning Give clear expectations and communications Staff needs to take more ownership for learning new technologies

• Empower and trust our staff

• Celebrate successes and recognize desired behavior to facilitate change

• Be accountable More accountability for projects from start to finish More ownership/accountability at all levels 19

External Engagement

• Communications Need to work on communications with stakeholders We avoid straight-talk if subject may be contentious, Doesnt matter which stakeholder group Need to do more to get NRC message/brand out there More guidance for staff on how they can interact with licensee ethically and legally in a more forthright way Need to balance plain language with keeping the technical integrity intact

• Technology Need to give stakeholders access to information if we want them to participate Need secure way to communicate and provide information Staff has started using some new technologies for public meetings (e.g. Skype) 20

How We Work

• Concurrence

• Communication More efficiency needed Need for clear expectations and communications Less hierarchical

• Culture Risk-inform our concurrence process More accountability for projects from start to finish Make level of review commensurate with importance of document

• More exposure across different parts of agency Front-line experience to have better understanding of our

• Better leverage resource across agency (matrix mission organization) to increase efficiency in our work

• Greater standardization in budget process

• Automate Licensing Process Look for commonalities across offices/regions

• Risk-informed Focus on enabling inspectors to use risk insights

• Transparency in fee billing with external stakeholders Help identify the most important information for inspectors

• Internal budget oversight based on metrics regarding ROP

• Need to find way to get better reflection of resources

• Decision-Making needed to do a job Push decision making to lowest level 21

Leadership

• Leadership Communications Follow-through Facilitate teamwork

• Trust and support your people

• Be respectful, be humble, leader servant

• Celebrate successes and recognize desired behavior to facilitate change In every day ways in addition to the bigger, more formal ways

• Be accountable

• Stay open to feedback

• Stay objective

• Need for clear expectations and communications 22