ML20046D362

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Human Resources Strategic Planning within the Nuclear Regulatory Commission.A Guide for Office Directors,Regional Administrators,Managers,Supervisors
ML20046D362
Person / Time
Issue date: 07/31/1993
From:
NRC OFFICE OF PERSONNEL (OP)
To:
References
NUREG-BR-0100, NUREG-BR-100, NUDOCS 9308180248
Download: ML20046D362 (22)
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i f PREFACE [ Managing human resources requires a strategic plan.To Office Directors and Regional Administrators envision i create this plan, supenisors and managers (supervisors the specific short-term and long-term human resources hereafter) envision the future of an agency,in this case, requirements for their offices and determine how to meet the U.S. Nuclear Regulatory Commission (NRC), and these requirements with the assistance of the Office of develop the necessary functions and procedures to ac-Personnel and tools such as the human resource model. j quire the human resources that will be needed in the They define these requirements in staffing plans that are i future. 'lhis guide provides NRC supervisors a system to incorporated in the agency-wide Human Resources Stra-follow for each function in human resources strategic tegic Plan. planning. Organhational Gmponent of an ape sus c Each supenisor, from the lowest organizational first-line ffice or a region are responsible for identifying and sub-supervisor to the senior executive, plays a sital role in mitting to their supervisor short-term and long-term hu-l successful human resources strategic planning. man resource requirements for each organization and for actively participating in recruitment, development, and The Chairman and the Commissioners envision and de-retention planning activities to meet their requirements. fine the NRC policy and mission requirements in the Five-Year Plan to initiate human resources planning. i The Director, OfTice of Personnel, is responsible for de-l The Executive Director for Operations manages the signing and administering the iluman Resources Strate-NRC-wide human resources planning by defining the gic Plan, for assisting with strategic planning, and for r broad human resources requirements, setting goals, and developing and administering recruitment, development, identifying controls, such as fiscal constraints, to meet the and retention programs based on the supenisors' vision mission requirements. for the future. l I ) i } i l i i .l l 4 i i f i I l ei I } 1 9 i 4 ) t l f iii NUREG/BR-0100

I l CONTENTS l Page Preface..................................................................................... iii Abbreviations.................................................................................. vii r 1 INTR O D U CTI O N......................................................................... I 2 WH Y SHO U LD Y O U PLAN ?........................................................... 1 3 WHAT STEPS DO Y O U TAKE7......................................................... 4 3.1 Determine the Resources You Will Need................................................ 4 3.2 Determine the Resources You Have To Fill the Need................. 5 3.3 Plan How To Fill the Gap Between the Two.............................................. 8 ,s 3.4 Determine A Cost. Effective Way To Meet the Plan.......................................... 9 APPENDICES A The Nuclear Regulatory Commission's Career Management System............................... 11 B R esources of Information for Planning........................................................ 15 I L i I i i y NUREG/BR-0100

ABBREVIATIONS ) EEOC Equal Employment Opportunity Commission KSA knowledge, skills, and abilities E&S engineering and science MSPP Merit Systems Protection Board FIE. Full Time Equivalent FYP Five-Year Plan NRC Nuclear Regulatory Comraission (U.S.) HR Human resources OP Office of Personnel IRM Information Resources Management (Office of) OPM Office of Personnel Management (U.S.) i i i I [ t vii NUREG/HR-0100

) i f l 1 INTRODUCTION sioned organizational or emironmental changes or as a tool for reviewing revisions that need to be made to the Human resources (HR) strategic planning within the U.S. NRC HR Strategic Plan.This HR plan includes strategic l Nuclear Regulatory Commission (NRC) has become in-issues for a 10. year period and is updated annually. The i creasingly important as social, economic, political, and managerial decisions involved with this planning may de-technological changes have affected the NRC's mission in termine the content and operation of recruitment and j terms of its ability to recruit, develop, and retain a high-development programs (such as cooperative education, quality workforce now and into the future. The NRC intern, and graduate fellowship) and may influence the continues to emphasize the need to recruit, develop, and development of career plans for each office and for each retain employees who have the critical technical knowl-individual employee. edge, skills, and abilities to meet the changes in both mission requirements and work force demographics. Supervisors at the lowest echelon of the organization can i use this guide to identify strategic planning assumptions, j HR activities operate within the context of an integrated objectives, and strategies and then provide them to the dual-track (i.e., technical or managerial) career manage-next higher echelon for incluwon, as appropriate, in { ment system, which is described in Appendix A, that broader organizationat assumptions. Even at the first-line combines-supervisory level, use of systematic planning, such as that described in this guide, can result in a clearer identifica-Recruitment, development, and retention activities; tion of anticipated HR requirements for both the short-( o term and the long-term. Systematic planning can also Individual and organizational career planning; provide supervisors with greater flexibility in utilizing re-l o cruitment, development, and retention programs, espe-HR strategic workforce requirements planning; cially those programs where the lead time for obtaining a e Strategic planning models to simulate occupational fully pe'rforming employee is sufficiently long to allow for l o supply and demand factors affecting NRC needs training or other preparation. over time; 1 The Office of Personnel (OP) staff can assist supervisors e Skills assessment and identification of leadership in obtaining personnel data and implementing strategic and professional capabilities required by the future phnning activities. In addition, OP is responsible for co-l orgamzation; and ordinatmg the annual update of the long-term staffing ( plans and the NRC Human Resources Strategic Plan and j o Succession planning to ensure management conti-will provide detailed guidance for those activities (see nuity. Appendix B). The human resource staffing plan projec-l tions effectively assess the human resource and skill l Complex HR issues that supervisors will confront in the needs of the NRC over the long-term and provide a cur-next century require a comprehensive view of HR strate-rent and immediately available baselme for long-term j gic planning as well as a viabic process for resolving these human resource plann, g. m issues. The National Research Council report on "Re-cruitment, Retention, and Utilization of Federal Scien- } tists and Engineers," which is listed in Appendix B with 2 WHY SHOULD YOU PLAN? other resources of information for HR plannmg, brings j home the closeness of the criticalissues already beginning You should develop your own strategy for three reasons. I to surface as we begin to envision the workforce 10 years First,you will need to plan for the Federal workforce as it I* * ""*' changes from now until the year 2000. Second, you must evaluate the changing work values and needs of the 'Hu.s guide provides supervisors a systematic process for workforce. Third, you must be able to accomplish your accomplishmg HR strategic planning. Section 2 describes mission despite the decline in human resources trained in why HR strategic planning is of value and presents the NRC-required disciplines. rationale for HR planning. Section 3 describes how HR strategic planning is integrated with program and budget l planning. It defines the necessary steps for implementing Planning Systems Integration such a plan for each organization. And finally,it identifies the tools available to assist supervisors in developing their ne Fire-Year Plan tells you where you want to be. HR strategic plans. Sets long-term goals and direction; gives broad mis-l e The procedures discussed in this guide are not mandatory. sion statements A supervisor can use this guide at any time to identify Sets standard for NRC planning htsman resources impacts resulting from various envi-1 NUREG/BR-0100

Population increases will be greatest among ethnic Utilizes workforce or workplace assumptions and e o predictions groups that previously had not participated signifi-cantly in engineering and science (E&S). Specifies human resources considerations o Females may compose 66.1 percent of the labor. e Program Planning deternines what needs to be accom-force by the year 2005. plished to get there. Increasing numbers of E&S graduates are non-Incorporates Five-Year Plan (FYP) goals into the citizens and an even greater proportion of graduat-o fiscal year operating plans mg Ph.D's are noncitizens. Overall predictions from OPM about the future Federal Highlights key program and policy issues workforce that are based on the national pool of workers o from which Federal workers are drawn are that the na-Describes specific program plans tional workforce will grow more slowly, the number of o young workers will decline, average age will rise again o Identifies resources required from a recent down trend, more women and minorities will enter the workforce, minorities will compose a larger o imoks at the short-and long-term HR requirements share of new entrants, and that Federal workers will be identifies long-term impacts of changmg workforce better educated, reflecting rising skill levels. o The Work Values and Needs ofthe WorFforce are Ganging. HR Strategic Planning tells you the number, kinds, and location of HR needed to accomplish NRCgoals. As the composition of the workforce changes. so do the values of the workforce. For example, as we have already begun to see, employees v 11 be expecting-Flows from specific program plans for mission ac-e l complishment and the strategic planning model Greater self-development; e Reassessed following the FYP Update, which gives o Increased emphasis on work and family interrela-e 10-year projections. tionships; Identifies number of staff for each organization Greaterjob responsibilities; and o e o Describes management HR actions needed e Personal growth. e involves short-and long-term views The NRC must be able to design personnel systems to respond to these needs. Changes have been incorporated Integrates Federal Equal Opportunity Recruiting into our dual-track career management system to offer o Program and affirmative action greater growth and development through restructured cooperative education and intern programs, new initia-Translates programmatic budgetary and ceiling tives such as the graduate and seniorfellowship programs, o (FT11) changes into on-line human resources activi-opportunity to establish nonsupervisory positions above ties Government Grade 15 (GG -15)in the Senior Level Sys-- tem, and other similar activities. Composition ofthe Federal Woriforte Overthe NextDecade. In the repon " Civil Service 2000" commissioned by the As more women enter the Federal workforce, including Office of Personnel Management (OPM), Federal jobs the NRC workforce, child care and other work and family are predicted to be more white-collar and professional life needs will expand. According to OPM, by the year than jobs in the economy as a whole. OPM predicts that 2000, the number of married women with children under .17 out of 22 occupational groups will be adding workers. six working outside the home is expected to exceed 60 The National Research Council and Bureau of labor percent. Personnel programs of the future must reflect Statistics findings also indicate this change and other work and family life needs to attract and retain these changes in HR requirements. women entering the workforce. An 11.8 percent increase is predicted in engineering As the U.S. population ages. personnel policies and pro- - and architecture. grams will have to be flexible enough to provide for emerging concerns such as elder care and retraining to A 1.6 percent increase is predicted in physical sci-meet technological change.The number of Americans 65 e

ences, years and older has grown twice as fast as any other group NUREG/13R-0100 2

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i 1 i \\ ) i and one out of four workers over age 30 now provides Managing Change some type of cider care. 'Ihe very act of HR planning provides a degree of stability In fact, the M erit Systems Protection Board (MSPB) pub-and predictability even under changing conditions. Stra-lished a report

  • Balancing Work Responsibilitics and tegic planning is an important process for helping the j

Family Needs: The Federal Civil Senice Response"(see NRC meet the challenge of the changing workforce that Appendix B), which discussed the activities of OPM in has begun. The Commission identified the need for a relation to a number of different programs that will be clearly expressed overall agency plan to resolve an'ici-affecting our current and future workforce, including pated resource needs over the long-term in its response to child care, elder care, alternative work schedules, leave SECY-90-287. The NRC is committed to managing sharing, and emerging benefits areas. change as mdicated in the following commitments: Evolving work practices reflecting different approaches Senior managers support the dual-track career man-e to recruitment, development, and retention are being agement system. [ described more frequently in government publications. In l addition to the MSPB report, OPM recently published f Supervisors at all levels will be accountable for HR e " Dependent Care Policies for Federal Employees"(see planning. Appendix B), which discusses tools available to help em-Key supenisors will focus on major HR strategic phiyces who are often juggling a full-time job, raising e children, and in some cases, providing care to an elderly planning issues such as critical occupations and high-person." OPM has also published a report entitled "A impact organizational workforce issues. Study of Work and Family Needs of the Federal Supervisors will apply logical processes, such as the Workforce," which describes the results of a comprehen-sive sunrey of 58,000 Federal white-collar workers. As a ones described in this guide, to HR planning. When result of the findings in this report, OPM has set up a cach supervisor performs long-term HR strategic j work and family program center. planning, the planning provides a mechanism for information to flow to the top and back down in the Arallabic hvfessional Human Resourtes That NRC Needs organization. This means that human resources is-sues are surfaced and addressed at all levels in the j Arc Declining. At the NRC, we may find unique conditions NRC. in recruiting because of-Taking a realistic look at and preparing for the future can A declining number of degrees awarded in critical help supenisors avoid problems before they arise; deal o disciplines such as nuclear engineering and health with opportunities as well as problems; reduce the impact physics; of changes in the workforce, including those caused by ceiling constraints; plan for acquiring new talent; allocate o A declining number of schools awarding degrees in available talent to satisfy organizational needs; maintain I these critical disciplines; and control over HR costs; improve productivity; and control the process of change. An increasing number of noncitizens in the degreed o population. Effective HR strategic planning better informs supeni-sors of what is required to manage fluctuations in HR As we try to determine our recruiting and retention requirements. i strategies going into the year 2000, we must also look at-Planning ensures that NRC will have the right people in the ri ;ht place at the right time to meet its goals. Without { l Geographic rek> cation of U.S. population (for exam-o plc, the latest Census figures show what could be a concemng the plan, the staff would not implement pro-historie change in black migration patterns to the grams, eliminate unnecessary programs, and modify on-West); g mg programs. Without planning, the NRC dual-track system cannot function effectively because recruitment, i development, and ret ention programs will become static. Succession planning to replace key supenisors o meeting retirement eligibility; and 3 WHAT STEPS DO YOU TAKE? o Plans to meet affirmative action goals through crea-tive employment and retention strategies such as The Four-Step Planning Process. The NRC's HR strategic "at-home" work, time sharing, and other flexible planning four-step process is a proactive approach to t appro.ches. preparing the NRC for Workforce 2000 and beyond. It is a i r 3 NUREG/BR-4)l00

) r Organizational plans, organization and position tool which may be used to assist supervisors in preparing o input for the Human Resources Strategic Plan, which is structures (office-developed long-terrn staffing and updated annually following Commission approval of the skills projections) Five-Year Plan. Knowledge of any new planing assumptions Ihat may The end result of the four-step planning process, which is affect HR in coming years discussed in

  • Putting 11 All Together," at the end of this With the above knowledges identified, you should deter-section can be used m several ways. It can be used as a gg g

blueprint for an office to take specific actions or to deter-apply. mine whether the planning assumptions are significant enough to be included in the NRC HR Strategic Plan. What will your organization be doing over the next 5 to 10 years? You, the supervisor, determme m the four steps-Will accomplishment of your organization's objec-1. the human resourcesyou will need by developing the tives require more or fewer workcrs? number, hication and skills of NRC staff needed to Will employees need different skills? To fill which reach your organization's goals; e positions? 2. the human resourcesyou have that can fill the pro-jected needs by matching their skills to prcjected What positions will no longer be needed? What new i e positions or by retraining existing resources; jobs will be created? What specific subskills or specialties need to be e 3. how to fill the gap between the two by comparing the identified? existing human resources and the projected re-sources and forming a plan to fill the gap; and To answer these questions, review and analyze a variety of documents, including the FYP, previous staffing plans 4. the cost of retaining, refraining, or acquiring the and projections, planning calls for various planning sys-human resources to fulfill the plan by explormg al-tems, such as those services offered by The Office of ternatives and selecting the most cost-cifcctive to Information Resources Management, and reports and meet the goals in your plan.This includes identifying data from the previous Human Resources Strategic the specific impacts on your retention, training, or Plans. These will form the basis for forecasting your or-recruitment activitics resulting from any major Ad-ganizational HR requirements. Planning assumptions de-ministration, Office of Management and Budget, or rived from the FYP and the HR long-term staffing projec-Congressional initiatives affecting agency-wide or tions will helpyou visualize the organization of the future, program specific budgetary or HR ceilings. assess human resource implications, and develop plan-i ning objectives for your organization, including short-j In working through these four steps, ensure that you term and long-term goals.The organization and position i consider the effects of your plans to reorgamze or reall* structure should reflect changes in mission, programs, cate the human resources m your orgamzation on the and objectives. I people involved. Positions-Determine the number of budgeted positions 3.1 Determine the Resources You Will Need and compare with the number of workers needed to ac-complish organizational goals. Keyissue: What human resources will I need to manage i and do the work in my organization over the Workload Measures-Where applicable, detennine the ncrr 5 to 10 years 7 optimum productivity level for each position needed to 3 accomplish the work envisioned and the workforce im-To determine the need for future human resources, you pact,if any. will need-Occupations / Skills-Consider changes in technology o Knowledge ofyour organization's work activities and when identifying the types of knowledges, skills, and l requirements. abilities (KSAs) that will be needed to accomplish the 1 work. Review position descriptions, performance plans, o Knowledge of the organizational objectives for NRC rnission statements, and other available data in light of for the future (Five-Year Plan) future organizational objectives. Review and update l where required the list of NRC major technical fields of I An appreciation of technological and productivity discipline and the specializations within major fields of o changes affecting your mission area discipme. NUREG/llR.41100 4

i l P h Grades-Once the KSAsare determined, levels of exper-viduals in the current organization and the applicability of tise needed to meet workload and performance require. those skills to the future organization. ments can be developed. i l An inventory of the HR in the organization that answers Geographic Location-Determine internal and external the following questions will uncover potential problems factors, such as reactor cancellations, that may affect geo-and gaps related to fulfilling the future workforce. Essen-i graphic locations. tially, this analysis of the current workforce will reflect both the characteristics of the current workforce and the movement of workers over time. r Supervisory / Managerial Strength-Consider the number of i supervisors needed to ensure that organization objectives What are the skills and demogmphic characteristics are met, keeping in mind supervisory to nonsupervisory of ouc HR as noted in staffing projections and OP ratios and organizational performance requirements. reports? How do you think the changing characteristics such Underrepresentation-Consider occupations where under-representation exists (principally of minorities and as age, education, sex, race, and cultural and social women)and identify barriers that may affect acquiring the values (workforce diversity) will affect the availabil-i appropriate balance. ity of HR in your organization? P et e throug ra itio,tur r tr i in an } t u e nu 1 er ki l on, a d a p orm nce? levels of the workers needed to accomplish the organiza-tion's objectives. This in turn can be translated into cur-i What do you beh. eve is the most effective way of rent and out-years staffing projections and strategic plan. ningsubmissions. At each higherorganizationallevelthe expending resources among the various recruit-staffing plan submissions are reviewed and modified as ment, development, and retention programs in the required, to reflect the overall requirements of the larger integrated career management system? l organization, keeping in mind those critical current and How will the dual-track opportunities for advance-i projected requirements that must be planned for regard. less of larger goals because of legal, regulatory, or compa-ment apply to individuals in your organization and rable constraints. what should you be doing as a supervisor in relation to career-track assistance for employees? (Refer to the NRC Career Planning guide, NUREG/ The Human Resourecs Summary and Forecast worksheet BR-0165). presented in Section 3.2 can be used as a guide in identify-5 ing human resources requirements over the current year Answering these questions should give you a snapshot of or for the entire plannmg penod. the current workforce that includes, at a minimum, the following: Types of career management system programs 3.2 Determine the Resources You Have To e Fill the Need workers are in (e.g., Interns, Cooperative Educa-tion, Graduate Fellows) l Keyissue: How can the human resources I have fill the Equal Employment Opportunity profile of the or-t projected needs? gamzation To determine what HR may be available to fulfill future Geographic location requirements, we must first look at our current resources and analyze what may happen to them over time. Grades L Most supervisors feel that they already have a reasonable Occupations (disciplines) and skills subspecializa-l tions idea of the talent they have and what they can do, but this knowledge is not alway s current and complete and cannot . Organization location always be used as a basts for projecting future H R require-ments. Assessing your current workforce is an area that Age distribution involves close cooperation hetween the immediate super-Career track progressions visor and OP, especially in evaluating the skills of indi-5 NUREG/BR-0100 I

i i HUMAN RESOURCES

SUMMARY

AND FORECAST Organizational Component Covering Parlod to Data A. Banan Resources Requirassente 4 Anticipated Losses to Each Job Category 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Major Job seeded current Ret Trana-Prumo-Resigna-Retire-Termin-Other Total Categories HRa Avail. Change fars tions tions unnta ations Reeds 19 _ 1. SE8 2.= 2. ELS r 3. Ptp a 4. Supva 5. BLE l 6. Prof 7. Admin i 8. C3erical 9. Other Total Esq.loyuna B. Key Ration and Indicators current Planned i 1. Bapervisory/ Bon-anparvisory htlo 2. Administs stive/Pr of essi onal Ratio 3.

  1. Intarus 4.

% Positions Above Full Performance 5. Ratiramment Eligibles 6 5. PTE 7. Projected Normal Attrition (Inc. Rat. Elig.) ] 8. EED Profile /Underrepresentation I 9. Clarical/ Professional Ratio

10. OtAar Key Indicatars (Specify) 1 i

I 1 i I i i NUREG/BR-0100 6 I

o 4 I l

e. Flammed Staffing sources i

Strtal Beeds Carrumt MEC Carrimmt Other Erternal Stetal Deeds 'i From A Col W=rinyams Fed Our Empi Fed sov This out i lo ahore aired aired rr rr. 1. NES ( 2. sLa 3. Ngra { 4. Supes 5. ass 6. Prof 7. Adela 8. Clerical l 9. Other { Total n=plor=== I matant mataramco soggested arternal hirtag sources, identification of potential need for cooperative } education stadmeta, gradasta or visiting fellous, etc. - also nota any potential ame of special pay ~j provisions as recruitamat/retantion factors including recruitammt or relocation bonesas. i i This information is available through a variety of sources. Retention Data. To determine where and when we are Refer to the HR Strategic Plan for information on career losing employees and the probability that the trend will management programs and age and attrition distribution continue. i in the agency, and ask the Office of Small & Disadvan-taged Business Utilization and Civil Rights for informa. Supenisory/ Management Strengths. To determine the pre- !i tion on underrepresentation. sent and anticipated number of supe visors, level of skills, and the depth of backups for anticipated losses. (Review Some of the data you may wish to develop or obtain from succession planning needs and activities.) OP to analyze may include the following: Career Management Programs Strengths. To determine the present and anticipated number of participants by pro-t Turnover Data. To analyze past patterns / trends and pm-gram, the skills to be concentrated on, and the mix of jected turnover and the probability rate for losses. participants among programs that must be revised for - l anticipated losses. .[ ProjectedRetirements. To analyze the number and location l of retirement eligibles and the probability retirement Skills Needs Data. To determine the present and antici-l rates. pated types of occupational skills and specializations that l will be needed during the planning period. Promotability Forecasts. To determine the performance IcVel and promotability of current workers and what 3.3 Plan How To Fill the Gap Between the changes will ocrur with these workers during the planning Two-period human ruourra anja between rojected l Keyissue: How can ifdl the g Transificus Data. To analyze the movement of employees fom aplanforacquiringthemy me, and. j those t - from the time they enter the organization until they leave, including career track progression, internal transfers, and De management action plan should focus on the man-: reassignments..- agement objectives - for filling any significant. gaps ) 7 NUREG/BR-0100

between the needed (demand) and available (supply) HR. TrainingandDewlopment. Determine the type of training The objectives should address major HR and career man-or retraining and employee development activities that agement issues such as workforce diversity that are criti-are needed to provide new or upgraded KSAs for the cal to obtaining the needed HR. Once you identify the future. Identify training programs such as Intern. Gradu-objectives, define their impact and develop the strategies ate or Senior Fellowship Programs, the Executive Poten-for resching the gaps by answering the following ques-tial Program, etc., which you believe may be of potential tions. benefit. Where are the most serious gaps? Organi:ation Structure and Position bfanagement. Identify e position management factors that need to be addressed e What if we continue as usual? such as improving or maintaining supenisory/nonsuper-visory ratios, balancing span of control, matching account-Do we need to change HR policies / practices / career ability with responsibility, and so on as they will affect e management programs? human resources and skills requirements. Do we need to try or explore new and innovative ProductivityImprowments. Evaluate productivity and pro-e programs / policies? ductivity standards, where available, and their effect on KSAs' needed and the training required to fulfill require-What would the impact be if we do? ments. Estimate the type of development or retention e programs that would be of use in your organization to Do we need to change j,ob or organization structure? enhance productivity levels of employees. e Centralize? Decentralize? Shift? Downsize? Ex-pand? Succession Planning. Review and modify, as required, ex-ecutive succession planning activities applicable to your is there an appropriate balance of workers to meet organization. Review the typical supenisory/ managerial e EEO/ Affirmative Action Plan goals? and technical dual-career tracks for technical staff, ad-ministrative and support professional staff, secretarial Do the programs and workforce appropriately an-and clerical staff, and other employee groupings. Use as e ticipate and encompass workforce diversity? appropriate the recruitment, development, and retention programs designed for both technical path progression How are we going to handle the change with minimal and supenisory/ managerial path progression. Encourage e disruption. employees interested in the supenisory/ managerial ca-reer path to make full use of NRC and OPM courses or After answering the questions in Section 3.1 and 3.2, you pr grams designed for potential supern, sors. will have identified your HR demands and what the NRC workforce itself can supply internally over the long-term. Recruiting. Identify potential vacancies that will need to be Now you must translate your stated demands into use of filed through external hiring procedures. Determine recruitment, development, and retention programs. your anticipated need for entry level versus experienced full. performance level employees. Determine the vol-The Management Action Plan: The End Results ume of recruiting needed, workload, and resources avail-able to do recruiting both now and in the outycars. Con-sider external factors that affect recruitment activities Onceyou identify the gaps and assign their priorities, they such as Federal salaries, labor market, number of stu-become the basis for developing your human resources dents graduating by specialization, !cgal requirements, strategic plan, which includes the timeframes for filling and educationalinstitutions. Identify any need to modify cach gap. current recruiting activities and study the feasibility of using new outreach recruitment programs (for example, The major HR management activity areas to be consid-high school cooperative programs) to match outyears re-cred in developing the plan foryour organization include quirements. Identifyyour anticipated needs in relation to the following: available recruitment-oriented programs and any existing constraints caused by budget or ceiling limitations agency-InternalScarch and Placement. Identify employees with the wide or in relation to space availability for specialized needed KSAs and develop plans to utilize these employ-recruitment programs. ces. Continually review current and outyears major occu-pation and specialization requirements and update skills Retention Activitics. Review current programs, benefits, surveys accordingly. Do not limit your search to your and activities designed to encourage employees, espe-immediate organization if you are aware of a skills re-cially those whom you have identified as possessing criti-source elsewhere in NRC. cal skills, to stay at the NRC (c. g., child care, wellness / NUREG/13R-0100 8

fitness) to see how they may be enhanced to meet the uted effectively to the development and utilization needs of the current and f umre workforce, and discuss of the current workforce? proposed ideas with appropriate CP program supervi-What level of expenditure will be required for the sors. Identify new programs or activities that should be explored for possible implementation to meet changing future workforce? cxpectations of both the NRC and its future mor diversi-Will changes in legislation or regulation in such ar-e fied workforce. cas as benefits or retirements have an effect on expenditures? 3.4 Determine A Cost-Effective Way To Meet me Plan The itenc; m the action plan most likely to cause a change m the orgamaton or overall agency expenditures are Key Issue; How much willit cost to acquire the short-term changes in grade.hsuiSution (salaries), recruiting, train-and lang~ term HR to fulp!! the plan, especially ing, relocation, and spcCal retentson actmines such as in terms of commitments to long-term career child care, additional benafits, and so on. HR strategic managementprograms? planning should help reduce the number of surprise ex-penditures and spread costs Ior activitics such as training In this fourth step, you review your HR Management and relocation over a longer period of time. Action Plan to determine whether the HR planning proc-ess can be accommodated by the budget. Compute the A format you can use for outlining your findings and cost of alternative courses of action or no action. Estimate conclusions in the four-step process is shown in Table 2, current and outycars commitments to long-term career which is a simplified version of the end result of a Human management activities, such as fellowship programs, in-Resources Strategic Plan focusing on only one issue. In tern, and cooperative education programs, or sabbaticals fact,you may find that some of the actions in the plan may, in terms of cost /bencfits relationships. Consider how you because of their own HR impact, become objectives with will use the new pay authorities granted under the Fed-their own action plan. cral Employees Pay Comparability Act of 1990 and factor them into your overall recruitment and retention plan-No format is prescribed for developing your own informal ning goals. HR strategic plan, although the format shown in " Putting It All Together" is recommended. It may be narrative, Identify alternative objectives or action plans so that if the quantitative, or a combination of both. The goal is to resources are not available to implement the first choice, ensure that HR strategic plans on an organizationallevel alternative methods that may not be as costly can be used are well thought out and that they will reflect manage-to fulfill the identified HR requirements. ment's best judgment about where the organization will be over the next 5 to 10 years, thereby ensuring that we will be able to acquire, develop, and maintain the human Hv answering the following questions, you should be able to' estimate the costs based on past practices. However, resources we will need to accomplish program goals. you may also w:mt to work with OP or the Office of the Controller in obtaining more precise information foryour In working through a format for a plan most useful toyou as a superusor,you should keep m mmd the agency-wide organization such as the following: Human Resources Strategic Plan.This pian is updated on an annual cycle following issuance of the Five-Year Plan. What have the FFE levels and utilization rates been; The information, objectives, and strategies you develop and what are they expected to be m the future? nformally should be reflected in the agency-wide plan when they have a significant impact on positions. But At what level (entry, full-performance, senior, ex-even if they do not have sufficient impact to be reflected pert) are positions being budgeted? Are they consis-in the agency-wide plan, they will facilitate your ability to tent with sound position management practices? identify the staff needed to fill positions by bringing logic and order to the process and by being able to clearly What have past expenditures been for training, relo-identify for the OP your unique HR objectives and alter-cation, recruitment, retention? Have they contrib-natives. 9 NUREG/BR-0100

Putting It All Together Iluman Resources Strategic Plan Planning By the end of FY-XX, the number of plants requiring inspections will decrease by 10% in Assumption Region I and increase by 15% in Region II. Planning By FY-XX, there will be an increase of 15%in the number of inspections in Region II; Objective NRC ceiling and ITE allocations will not increase. Needed Workload: 1,500 Inspections liuman Productivity: 15 Inspections per Ir.spector Resources Workforce Needed: 100 Inspectors Skill levels: GG 20 9 - 20 11 - 40 12 - 20 i Current Workload: 1,000 Inspections Available Productivity-12.5 Inspections per Inspector Resources Current Workforce: 80 Inspectors Skilllevels: GG 10 9 - 20 11 - 20 12 - 30 Attrition Rate: 5% per Year Separations: 12 (Retirements) Grade Level: GG-12 Accession Rate: 3% per Year Grade Level: GG-9/11 HRSP By FY-XX, increase the number of Inspectors in Region II by 20% of the current Objective workforce without increasing overall NRC employee levels. Increase accession rate by 12% per year. Management Use targeted recruiting programs to fill positions and recruit minorities and women. Action Plan e Expand training for entry-level Inspectors. (Strategies) e Relocate Inspectors imm Region I. Move FTE from geographic locations with smaller workload as Inspectors transfer / retire / separate. Increase accession rate by 12% per year. Cost e Increase ITE and ceiling level allocations in Region II; decrease in Region I. Increase recruiting and relocation costs. Increase training costs by 25% for training entry level / inspectors. e NUREG/BR-0100 10 .I

i i APPENDIX A THE NUCLEAR REGULATORY COMMISSION'S CAREER t MANAGEMENT SYSTEM i t i f i P 9 6 D i P

A. I WIIAT IS TIIE NUCLEAR REGULATORY COMMISSION'S CAREER MANAGEMENT SYSTEM? l The NRC Career Management System encompasses all Once a candidate is selected and enters the NRC those personnel programs and activities related to re-workforce, he/she may participate in any of a number of cruitment, development, and retention that will take an career management activities that generally fall under the individual from the potential employee stage through major groupings of development and retention. Within employment to retirement. As an individual comes to the the supenisory/ management career path, the employee NRC, choices relating to the type of career that is desired can move from specialization / occupation to supenisor must be made. The individual moves along one of two and may finally aspire to reach a position in the Senior major tracks: the technical track or the supervisory / Executive Service. If an employee does not have an inter-managerial track. At various stages, NRC offers career est in supenising, he/she can move along the technical management programs specifically designed to attract, career path from thejunior professional to the intermedi-improve, and keep the individual within the NRC. How ate professional, to senior professional / junior technical the individual should plan in identifying and achieving his reviewer levels, and aspire to reaching a position in the or her career objectives along one of the career tracks is NRC Senior Ixvel System. generally described in the NRC Career Planning guide, NUREG/BR-0165. At each level, specific development and retention pro-grams or activities apply, some only to one level, some to long-term career management in the NRC begins with several or all levels. But each activity tics into the career the outreach programs designed to encourage interest in management system and forms the framework for human the sciences and enginecting, and provides a long-term resources strategic planning. Programs actively advance look at projected skills needs and recruitment alterna-the NRC goal of attracting, obtaining, and retaining the tives. While recruitment activities are traditionally highest quality workforce. For example, we have identi-thought to be short-term orimmediate program activities, fied a need for highly qualified health physicists and nu-the NRC is taking a more comprehensive approach to clear engineers. At the same time, some universities have recruitment programs to meet our critical core skills re-closed their nuclear engineering and health physics pro-cruitment targets identified in the long-term human re-grams or are not graduating a sufficient supply of U.S. source staffing plan.Th us, present, projected, and poten-citizens in the disciplines we require. Programs such as tial recruitment programs and activities are being the Graduate Fellowship Program are designed to ad-identified within the career management system. dress this issue. A.1.1 Outreach Programs and Activities Outreach programs attempt to work at the junior or sen-college but to major in engineering and scientific disci-ior high school levels or with specialized organizations plines and, hopefutly, eventually work for the NRC. Many (minority or handicapped, for example) to get precollege of these programs are still in the conceptualization stage. students interest ed in careers in science and engineering. Initiatives on this level must have sufficient leadtime to These programs encourage students not only to go to produce results by the time we are ready to recruit. Outreach Program or Activity Level Current Programs Volunteers-in-the-Schools Programs Jr/Sr High InformalTutorial Programs Jr/Sr High Voluntary Senice with NRC HS/ College Special Ernployment (Handicapped, etc.) HS/ College Projected Possible Programs High School Apprentice Program (COOP) High School Summer Engineering / Science Interns College Summer HS/JC Faculty Chair HS/Jr College 11 NUREG/BR-0100

A.I.2 Traditional Recruitment Programs and Activities Traditional recruitment programs and activities cover a requires an ongoing assessment of the workforce through variety of pre-entry program initiatives. Active entry level the long-term HR staffing plan to id ntify core skills and experienced professional recruitment strategies are requirements, assess current core skills capabilities, and designed to give potential candidates pre-entry experi-identify future core skill needs. This assessment is then ence with the NRC and to fill NRC vacancies. Short-term melded into the total human resourcer strategic plan for activities address specific immediate vacancies while workforce career management. From this plan, ongoing long-term activities are designed to plan and implement programs are modified and new programs are developed. recruitm ent strategies to fill anticipated skill needs from 1 The following program areas are in operation or under to 10 years in the future. The latter group of activities study at present. Current / Recruitment Program or Activity Level Path Projected COOP Program College Entry Level Current College Recruitment College Entry level Current Job Fairs Various All lxvels Current Professional Association Recruitment Meetings Experienced Current Advertising Various All 12vels Current llandicapped/Special Emphasis llecruitment Various All Levels Current Private Sector / Government Sources Various All Irvels Current Nationallabs Experienced Intermed. + Current - Graduate Fellowship Program

  • College Grad.

Entry /Jr Prof. Current Distinguished Engineer / Scientist

  • Expert 16/17/18 (Senior Level)

Current Visiting Fellow

  • Experienced GG-13-15 Current COOPTuition Assistance College Entry t'rojected Recruitment Ilonuses Various All Irvels Projected

' Also tied into development and/or retention activities NURliG/IIR-0100 12

r i A.2 EMPLOYMENT WITII TIIE NUCLEAR REGULATORY COMMISSION ' The Five-Year Plan serves as the bedrock document in Retention activities and programs must be based on the the strategic planning process. An annual assessment and accurate identification of retention factors that are both reassessment of the current / future workforce through feasible and cost effective to operate. Training / develop-the human resource strategic planning /long-term staffing ment activities are often key elements in determining plan is a key element in determining how existing pro-whether or not an employee will choose to remain em-grams and activities must be modified and in identifying played in the agency. A periodic review of retention barri-ers must be made similar to the workforce skills assess-new programs and activities to meet future requirements. ment. Retention factors must then be correlated to core This is especially critical in maintaining developmental skill requirements and needs to refme program opera-activities that will ensure all NRC workforce members

  • *" E have state-of-the-art skills and knowledges applicable to their occupation. New programs must be continually While many programs fit clearly into either development studied for feasibility in training the workforce to meet or retention, some programs may be applicab!c to both anticipated mission changes owing to technology ad.

groups. For example, tuition reimbursement fits into the vances and changes in mission direction. Factors such as development arena, but is also a factor in retention pro-tumover rates, retirement eligibility, and projected skills grams. shortfalls all must be identified on a continuing / regular The programs listed at the end of this appendix are on basis to identify strategic changes needed in the career line, under development, or targeted as possibilities to management system. explore within the development and retention groups. Development Programs and Activities Current / Duclopment Program or Activity Level Path Projected TIr and OP Technical Training All Technical / Supervisor Current NRC Intern Program Entry Technical /Supenisor Current Supervisory and Management Training Experien Supenisory Current Indhidualized Learning Center All Technical / Supervisor Current Federal Executive Institute GG-15/SES Supenisory Current ) Executive Seminar Centers & Comparable Study GG-13 + Supenisory Current SES Sabbatical SES Supervisory Current Graduate Fellowship

  • GG.L12 Technical Current Senior Fellowship" GG-13-1$

Technical / Supervisor Projected SES Candidate Development GG-14-15 Supenisory Projected . Visiting Engineering Fellow (NRC to Other Agey) Sr Level Technical Projected Tuition Reimbursement All Technical /Supenisor Current Retraining for Mission / Discipline Changes All Technical /Supenisor Current Co-op Educational Support Co-op Technical Projected Note: Technical path refers to the non-supenisory path of progression applicable to any professional, technical, administrative, or clerical employee.

  • Also tied into recruitment "Also tied into retention 13 NUREG/BR-0100

Retention Programs and Activities Current / s . Retention Program or Activity Level Path Projected Distinguished Engineer / Scientist Program

  • Sr Level Technical Current /Proj j

l Job Rotation and/or Relocation Programs" All Tech /Supv Current /Proj Job Restructuring / Enrichment All Tech /Supv Current. Total Quality Management Programs All Tech /Supv Current /Proj 1 . Effective Appraisal Systems All Tech /Supv Current /Proj Automation Systems All Tech /Supy Current /Proj. Professional Discipline Retraining All Tech /Supv Projected Stipends GG-9 + Technical Current Incentive Awards All Tech /Supv Current Performance Bonuses SES Supervisory Current Executive Rank Awards SES Supervisory Current Sabbaticals SES Supervisory. Current Succession Planning" GG-13 + Supervisory Current Relocation Bonuses / Retention Allowances All Tech /Supv Projected Child / Elder Care All Tech /Supy Projected - Alternative Pay Systems (Gainsharing Skill All Tech /Supv Projected - Based Pay, Cafeteria Benefits, etc.) Wellness / Fitness Programs All Tech /Supv Projected Individual College / University Training All Tech /Supy Current Senior Fellowship" GG-13/15 Tech /Supy Current Alternative workschedules/workplaces All Tech /Supy " Current - Note: Technical path refers to the non-supervisory path of progression applicable to any professional, technical, administrative, or clerical employee. 1

  • Also tied into recruitment -

"Also tied into development J i- ) NUREG/BR-0100 14

) i e APPENDIX B RESOURCES OF INFORMATION FOR PLANNING l a L f-i f i r

1 i i RESOURCES OF INFORMATION FOR PLANNING i The following tools, information, NRC staff, and reading Organization charts r materials are available. Program plans and organization goals Employee surve)16 The liuman Resources Management Information System o and Personnel Daubase inci N-Applicant Review System (ARS) Recruiting Histcry Payroll data base s Current Workforce Profile o Turnover o Program management data bases NRC Five Year Plan [ Promotion Budget documents e Ilistory HR Long-Term Staffing Plans P&c cment/ Projections e Work measurement / productivity data ietention History Performance Standards Education and Training Market trends and salary surveys e Other Personnel Data Position Descriptions o ne Human Resources System includes-Background r,;ading (see next page) e General Description of Career Management System Other NRC staff who may assist you include those knowl-e (Appendix B) edgeable about-Career Track Flow Charts (Career Planning guide, o Personnel matters - Office of Personnel NUREG/BR-0165) Equal opportunity - Office of Small and Disadvan-NRC Management Directives describing career pro. grams such as the Intern Program taged Business Utilization / Civil Rights Budget - Office of the Controller Human Resources Strategic Plan Computer technology - Office of Information Re-o Other sources of useful information hclude-sources Management i ( 15 NUREG/BR-0100 l J

Background Reading Interested in reading more about strategic planning, " Employees Redesign Th eir Jobst'Personne/ Journal, No - workforce diversity, career management and related top-vember 1990. ics? The list is endless, but listed below are a few of the teports. booklets, and articles that may assist you in your Federal Recruiting and Hiring: Making Gmernment Jobs human resources strategic planning responsibilities. Attractive to Prospective Employees, General Accounting Office, GAO/GGD-90-105, August 1990. Strategic Plan for Federal Human Resources Management, " Managing the Baby Busters" Charlene Marmer-Office of Personnel Management, PSO 216, Ncvember Solomon, PersonnelJournal, March 1992. 1990. " Develop New Career Management Strategies," Person-Applied Strategic Planning A Comprehensive Guide, l Leonard D. Goodstein, Ph.D., Timothy M. Nolan, Ph.D., nelJournal, September 1990. and J. William Pfeiffer, Ph.D., Pfeiffer & Ccmpany,1992. The Public Service issues Afectmg its Quality, Efectiveness, Integrity, and Stewardship, General Accounting Office, "Strangic Planning For the 1990's Focus on People," J. GAO/GGD-90-103, Septerr.ber 1990. Thomas Burkhard, Jr., and Charles Tombazian, U.S. Woman Engineer, March / April 1992. " Keep Good Clerical Employees," Personnel Journal, ePtember M

  • How One Company Invites Workforce 2000 to its Door," Human Resources Forum, American Management

" Approaching 2000, Grey FlannelYi % to Coat of Many l Association, March 1991. Colors," Human Resources Forum, American Manage- "Strat egic Statfing for the '90s," Personnel Journal. 0cto-ber 1990. " Managing Tomorrow's Workforce Today," Management Review, January 1991. Recruitmen', Retention, and Utilization ofFederal Scientists and Engineers, OEfice of Scientific and Engineering Per-Opportunity 2000 Creating Affirmative Action Strategiesfor sonnel, National Research Council, National Academy a Changi,ig Workforce, U.S. Department of I2bor, Sub-Press,1990. mitted by the Hudson Institute, September 1988. Workingfor America: A Federal Empioyee Sitrks, Merit Balancing Work Respcnsibilities andFamily Needs: The Fed. Systems Protection Board, June 1990 eral Civil Service Response, Merit Systems Protection Board. November 1991. The Changing Workforce: Demographic issues Facing the Federal Gm>ernment, Government Accounting Office, , c the 1990s: A Quick Overview of Where to Find 2 S 'crs and What Kind of TrainingThey'll Need," GAO/GGD-92-38 March 1992. Ye Jy 1990. " Prescription for the 90"s: 'lle Older Worker as a Valu- " Managing Diversity,". Tram..mg, July 1990, able Resource" Human Resources Forum, American Man-agernent Association, December 1990. "A Critical Perspective on Human Resource Planning," Graduate School oi Business, Ut'iversity of Pittsbutgh, First.Line Supervisory Selection in the Federal Government, Reprint Series No. 343,1980. Merit Systems Protection Board, June 1989. 'Who Will B : Where When? (Forecasting)," Personnel "All the P M. of Comparable Worth," PersonnelJournal, Journal, May 1986. November 1990. "'Ihc Ups and Dawns of Downsizing," Ron Zenke, Train-Who is Leming the Federal Govemment? An Analysis of ing, November 1990. Employee Turnmer, Merit Systems Protection Board, August 1989. "Tt, D amics of Downsizing," PersonnelJournal, Sep-n+ 4 7. Why Are Employees Leaving the Federal Goverronent? Re-sults of an Erit Survey, Merit Systems Protection Board, "Cce# y > ' iulture vs. Ethnic Culture (Diversity),"Per-May 1990. sonnel.' f, Novemin 1990. NUREG/BR-0100 16

J Background Reading (continued) "Put IJiversity in Context," Jim Kennedy and Anna " Flex Still Works," M. Michael Markowich, PhD, Person-Everest, PersonnelJournal, September 1991. nelJournal December 1990 Science and Engineering Personnel: A National Oveniew. "24-hour Employees," Charlene Marmer Solomon, Per-Surveys of Science Resources Series, NSF 90-310, Na-sonnelJournal, August 1991 tional Science Foundation. " Balancing Work & Family," Chris Lee, Training, Sep-

  • Link IIR to Corporate Strategy," Personnel Journal, tember 1991.

April 1991. "De Sandwich Generation Feels The Squeeze," Art Beyond Race and Gender-Unleashing the Poner of Your Durity, Afanagement Review, December 1991. Total Work Force by Afanaging Dircrsity, R Roosevelt I nomas, Jr., AMACOM, American Management Asso- " Cafeteria Plans: New Meru for the 90's," Robert S. ciation,191 L Catapana-Friedman, Afanagement Rniew, November 1991. Dependent Care Policiesfor Federal Employees, Office of Personnel ! Ianagement, OLRWP-1, January 1992. " Unmarried... with Benefits." Jennifer J.12 abs, Per-sonnelJournal, December 1991. " Strategic 11R at First Chicago," Shari Caudron, Person-nelJournal, November 1991. "Get Your Mission Statement Working" David L Celfee. Afanagement Review, January 1993. "The Global Talent Search " Jennifer J.12 abs, Personnel Journal, August 1991. "Workplace 2000: Le Dcath of 9 to 5?," Julie' Cohen. Mason, Afanagement Rniew, January 1993. " Flexing More Than Muscle: Employees Want Time on Their Side," Julie Cohen Mason, Afanagement Review, " Managing Today's Immigrants." Charlene Marmer March 1992. So mon, Personnel Journal, February 1993. 17 NUREG/BR-0100

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