ML20058G714
| ML20058G714 | |
| Person / Time | |
|---|---|
| Issue date: | 11/18/1993 |
| From: | Taylor J NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| To: | |
| References | |
| SECY-93-312, NUDOCS 9312100100 | |
| Download: ML20058G714 (146) | |
Text
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j gv p November 18, 1993 POLICY ISSUE SECY-93-312 (Information)
FOR:
The Comissioners FROM:
James M. Taylor Executive Director for Operations
SUBJECT:
EQUAL EMPLOYMENT OPPORTUNITY (EEO) BRIEFING PURPOSE:
To inform the Comission of the status of the EE0 Program at the NRC.
BACKGROUND:
The Energy Reorganization Act of 1974, as amended, requires the NRC's Executive Director for Operations (EDO) to report to the Comission at semi-annual public meetings on the problems, progress, and status of the Commission's equal employment opportunity efforts. Since that time, the ED0 has been holding semi-annual EE0 Comission briefings.
In advance of the EE0 briefings of July 29, 1992, and February 8, 1993, I provided the Comission information papers comprising Agency objectives and demographics, EE0 Advisory Comittee issues and recommendations and staff responses, as well as the full statements of EE0 Advisory Comittees. This approach was viewed as an efficient means of presenting data, discussing issues, and reporting on the status of ongoing activities. Therefore, I am again providing the Comission an information paper in advance of our next EE0 briefing, scheduled for December 7,1993.
Since our last meeting in February several occurrences that affect the status of our EE0 program have transpired. On February 10, 1993, an Executive Order was issued that directed agencies to eliminate not less than 4 percent of their positions by the end of FY 95 and to take at least 10 percent of these reductions at grades GG-14 and above. On September 11, 1993, the President CONTACT:
NOTE:
TO BE MADE PUBLICLY AVAILABLE Vandy L. Miller AT COMMISSION BRIEFING ON SBCR 492-4665 DECEMBER 7, 1993 N
Paul E. Bird, OP
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D L signed a Memorandum to Heads of Departments and Agencies providing direction on streamlining the bureaucracy. The memorandum called for an additional 8 percent reduction in FTE by the end of FY 1999. The resulting constraints on our ability to hire and our ability to promote employees to grades GG-14 and above have slowed the pace of our progress and have challenged us to employ creative strategies in order to keep our EE0 program moving.
A third occurrence was the release of the 1990 Census Availability Data (CAD) by the Equal Employment Opportunity Commission (EE0C). A comparison of this data with statistics about the NRC reflects improvement at the NRC in many categories. The NRC will continue with the initiatives described in this paper in order to address areas of underrepresentation at the NRC as compared with CAD. However, while there is much the agency can continue to do to enhance hiring, promotions, and training opportunities for protected groups, specific agency personnel selections may not be based on a candidate's race, color, religion, sex, national origin, age, or handicapping condition.
The information provided in this paper is divided into six parts. Enclosure 1 discusses six key areas on which the staff has been focusing its efforts to achieve the affirmative action objectives outlined in SECY-91-382, "NRC Affirmative Action." Enclosure 2 provides related demographic data. is one response to the Staff Requirements Memorandum of March 6, 1992 (discusses newly released 1990 CAD), and the responses to the Staff Requirements Memorandum of March 25, 1993. comprises issues and recommendations presented by the Committees and staff responses to these issues and recommendations. Enclosure 5 provides the full statements of the seven EE0 Advisory Committees. comprises statements by the Office Directors and Regional Administrator who are participating in the forthcoming EE0 briefing.
DISCUSSION:
A summary of activity in the six key areas on which the staff has focused its efforts is provided here:
1.
Enhancing Opportunities for Recruiting Hispanic Employees An examination of trends in Hispanic employment in the last five years shows that the number of professional, technical, and clerical employees has increased slightly; and most of the increase has been in the number of professional employees.
Our recruitment activity for Hispanics has been extensive.
In FY 1993 we visited 13 =puses with high liispariic enrollment to recruit entry-level employees, and attended 9 career fairs to recruit mid-and senior-level Hispanic professionals.
Our efforts to meet the targets for FY 1993 have resulted in the hiring of one professional Hispanic man and two professional Hispanic women during this reporting period. Actions we are taking to improve in this area are described in Enclosure 1.
s b 2.
Enhancing Opportunities for Recruiting Women and Minorities in Professional Positions An examination of the hiring trends for professional occupations for the last five years shows an increase in the number of white, Hispanic, Asian Pacific American, and African American women, and the number of Hispanic men.
The largest increase has been in the hiring of professional white women. There was no increase in Native American men, and there was a decrease in Native American women. During FY 1993 we hired 50 professionals. Of that number, 6 were women and 11 were minorities.
NRC's professional recruitment advertising campaign focuses on a wide range of publications targeting women and minorities in 19 different publications.
For entry-level professional positions, we are recruiting at Hispo!c Associations of Colleges and Universities (HACU) and Historically Llack Colleges and Universities (HBCU) campuses, and those campuses with significant diversity among their graduating engineers and scientists and strong programs in science, engineering, and math. The Intern Program has been particularly successful in attracting and hiring women and minorities. At mid and higher levels, we are participating at professional conferences; and we continue to advertise in the professional journals of these organizations as well. provides details about continuing efforts to recruit professional women and minorities.
3.
Expanding the Pool of Women and Minorities Eligible for Supervisory, Management, and Executive Positions Appointments to executive and senior level positions have continued, but at a slow pace.
In FY 1993, I nonminority woman and 3 nonminority men were selected for the SES, and 1 SES minority man and 8 nonminority men left the Agency.
The Senior Level System (SLS) now comprises 39 employees, including 1 minority woman, 7 nonminority women, and 2 minority men.
In FY 1993, 3 nonminority women and 11 nonminority men joined the SLS.
The Executive Resources Board Review Group, appointed by the Executive Director for Operations to review the availability of qualified women and minorities for all SES and SLS positions and all non-bargaining unit positions at the GG-15 level, has continued to examine selection certificates for these positions.
The Review Group has worked with individual Office Directors and Regional Administrators and has encouraged them to broaden their recruitment
" net" to attraci. more applicants from the targeted groups. To ensure that all applicants for supervisory, management, and executive positions are receiving fair consideration, we continue to make extra efforts to include women and minorities on the panels that review and rate applicants.
One of the strategies used this year to expand the pool of women and minorities eligible for supervisory, management, and executive positions was to offer two new developmental programs:
the Supervisory Development Program for preparing GG-14/15s for first-line supervisory positions, and the SES
e
. Candidate Development Program for identifying and training GG-14/15s for SES positions. For the Supervisory Development Program, 9 white women (33%), 2 African American women (7%),1 Asian Pacific American woman (4%),12 white men (44%),1 African American man (4%),1 Asian Pacific American man (4%), and 1 Hispanic man (4%) were selected.
For the SES Candidate Development Program, 4 white women (17%), 1 African American woman (4%), 14 white men (61%), 2 African American men (9%), and 2 Asian Pacific American men (9%) were selected. These demographics are displayed in Enclosure 1.
4.
Attracting and Retaining Disabled Employees Our efforts to focus on recruitment of persons with disabilities are ongoing.
Contacts were made with potential applicant sources such as Gallaudet University, Coordinators for Disabled Services on Campuses, and State Rehabilitation Services offices.
The agency is also recruiting disabled students for Co-operative Education positions for fiscal years 1994 and 1995.
NRC has placed advertisements in Careers and the Disabled, and the Office of Personnel recruited at a career fair for the disabled on February 24-26, 1993, in Washington, D.C.
We have received 47 applications from the various sources contacted. These were referred to the appropriate program offices for consideration.
Since the NRC has limited its hiring during the last several months, no selections were made. Offices have been asked to consider these applicants for future vacancies.
The Office of Personnel is publishing a brochure that identifies special services available to disabled applicants during the recruitment process and orientation to the agency. Other efforts are described in Enclosure 1.
5.
Providing Training and Developmental Opportunities The staff continues to take advantage of increased training and developmental opportunities, including rotational assignments, as a viable means of supporting affirmative action goals.
In FY 1993 there were 11,665 instances of training with 3,195 individuals receiving training.
This is a 21 percent increase in instances of training.
Rotational opportunities continue to be a popular vehicle for broadening career possibilities and staff capabilities.
In FY 1993, 248 employees participated in rotational assignments.
A new Supervisory Development Program was announced in November 1992 for preparing GG-14/15s for first-line supervisory positions. The SES Candidate Development Program was announced early in 1993 for identifying and training GG-14/15s for SES positions. The demographics of selectees for both programs are summarized above. The programs commenced in September and October 1993 and should provide additional tools for developing women and minorities for leadership positiors in the agency. includes other training and development strategies.
i 4 6.
Improving Communication and Evaluating Progress The Office of Small and Disadvantaged Business Utilization and Civil Rights (SBCR) provides a framework for developing and maintaining a viable EE0 program at NRC. A network of 31 trained EE0 counselors, strategically situated throughout Headquarters and Regional Offices, establishes open and sympathetic channels through which employees may raise questions, and discuss grievances and problems connected with equal employment opportunity.
When contacted by aggrieved employees, counselors make inquiries, counse) on the issues involved, and seek a solution on an informal basis. During FY 1993, 131 employees were counseled; however, only 12 formal complaints were filed during that period under the EE0C complaint process. Thus, approximately 9% of employees counseled filed formal complaints. As in past years, the number of employees counseled far exceeds the number of formal complaints filed, indicating that counseling is an effective tool in resolving EE0 issues before they become formal complaints.
In addition to formal complaints filed, in FY 1993, 7 EE0 grievances were filed by bargaining unit employees under the collective bargaining agreement procedures.
The agency is dealing aggressively with allegations of sexual harassment.
In FY 1993,1 formal grievance was filed, and 9 complaints outside of the formal complaint process or grievance procedure were brought to management's attention. Of the 9 complaints filed, 3 were found to be without merit.
When a grievance or complaint had merit, management took action, incluaing initiating disciplinary action where appropriate, to ensure that the offensive behavior was stopped and that the concerns of the aggrieved parties were understood by the offenders. The number of complaints in FY 1993 were comparable to the number in FY 1992.
An important barometer for gauging attitudes about EE0 practices in the agency is the results of an all-employee survey administered on May 24, 1993.
Adapted from OPM's Survey of Federal Employees (May 1992), the survey asked questions about work experiences including EEO-related issues, training, t
performance management, work schedules, and pay. About 55% of employees responded.
Because the NRC survey borrowed extensively from OPM's survey of small government agencies, direct comparison was possible for several survey items.
Few respondents from either sample felt they had been discriminated against (NRC: 15%, OPM: 14%). The survey is discussed in more detail in, and a comprehensive report on the survey results is being distributed throughout the agency.
The agency is also gathering information about employee attitudes through exit interviews. Of the 195 employees who left the NRC during FY 1993, 143 completed exit interviews (a 73% response rate). Of those about 3% indicated that perceived discrimination or the resolution of a complaint or grievance was a factor influencing their decision to leave.
Evaluatun ci progress made in achieving EE0 and affirmative action objectives is an essential component of our overall EE0 plan. Accountability and evaluation of progress made are reflected in performance plans for all supervisors, managers, and executives. Monthly meetings with the Executive 4
i e
! Director for Operations, the Director of the Office of Small and Disadvantaged Business Utilization / Civil Rights, and the Assistant for Minority Recruitment and Career Development provide a forum for discussion and evaluation of individual performance on the part of supervisors and managers.
One of the strategies for handling sexual harassment is an advice and counseling hotline available to all employees in December on a six-month tri-i i
basis. The purpose of the hotline is to provide guidance and support to employees who have been sexually harassed, have been accused of sexual t
harassment, have witnessed sexual harassment, or have questions concerning the i
NRC's policy on sexual harassment.
A final strategy for improving the overall EE0 climate at the agency will be i
to examine the organizational climate of the NRC, using professional organizational consultants. The goal would be to determine whether cultural changes may be necessary to ensure that the work environment is conducive to recruiting, developing, and utilizing a diversified workforce. Efforts to effect cultural change would be pursued as needed.
Other communication and evaluation strategies are described in more detail in.
The next semi-annual EE0 briefing is scheduled for December 7,1993. The i
ideas and initiatives presented in this paper will be discussed at that forum.
_/
[
nes M. Ta or xecutive irector for Operations i
Enclosures:
1.
Affirmative Action Objectives 2.
Demographic Data 3.
Responses to Staff Requirements Memoranda i
4.
Issues, Recommendations, and Responses 5.
EE0 Advisory Committee Statements 6.
Office Directors / Regional Administrator Statements DISTRIBUTION:
Cormaissioners OGC OChh OIG OPA OCA OPP REGION 7d, OFFICES l
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P AFFIPJMTIVE ACTION OBJECTIVES i
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AFFIRMATIVE ACTION OBJECTIVES i
i On November 26, 1991, NRC AFFIRMATIVE ACTION (SECY-91-382) was published, informing the Commission of the Agency's strategy for achieving affirmative i
action objectives. Since that time the staff has focused on achieving progress in the following six areas:
(1) enhancing opportunities for recruiting Hispanic employees in all occupations; i
r (2) enhancing opportunities for recruiting women and minorities in professional positions; (3) expanding the pool of women and minorities eligible for supervisory, management, and executive positions; (4) attracting and retaining disabled employees; (5) providing a dynamic training and developmental program including rotational opportunities to enhance job performance and support affirmative action; and (6) improving communication about EE0 and affirmative action objectives, heightening awareness, and evaluating progress.
In reporting on these achievements, we are using data reflecting workforce demographics for permanent employees as of end of FY 1993 (September 30, 1993).
It is also important to note that, in determining areas of underrepresentation of women and minorities throughout the Federal workforce, the Equal Employment Opportunity Commission (EE0C) uses the following occupational categories:
Professional:
Occupations that require knowledge in a field of science or learning characteristically acquired through education or training equivalent to a college degree in the particular field. NRC examples: engineers, scientists, attorneys.
Administrative:
Occupations that involve the exercise of analytical ability, judgement, discretion, and personal responsibility and application of a substantial body of knowledge or principles, concepts, and practices applicable to one or more fields of administration or management. NRC examples:
budget analyst, program analysts, contract specialists, personnel specialists.
1.1
t Technical:
l Occupations that involve work, typically associated with and supportive of a professional or administrative field, which is non-routine in nature and which involves extensive practical knowledge, gained through on-the-job experience and/or specific training less than that represented by college graduation. NRC examples:
fiscal accounting assistants, personnel assistants, program assistants.
(Note that the EE0C uses " Technical" to describe technician and para-professional support positions. The NRC uses " Technical" to refer to engineers and scientists who are included by EE0C in the " Professional" category.)
Clerical:
Occupations that involve structured work in support of office, business, or fiscal operations performed in accordance with established policies, procedures, or techniques and requiring training, experience, or working knowledge related to the tasks to be performed. NRC examples:
secretaries, word processing clerks, mail and file clerks.
These are known as the PATCO categories (Professional, Administrative.
Technical, Clerical Occupations), and the definitions above apply to this report unless otherwise noted. One should further note that any EEOC data used includes non-citizens in ',he available labor 'orce.
It is also useful to not;: that the acronyms and abbreviations used in various charts throughout this paper refer to the following groups:
WH Whites
=
HSP Hispanics
=
+
APA Asian Pacific Americans
=
i A/A African Americans
=
N/A Native Americans
=
W Women
=
4 M
Men
=
1.
ENHANCING OPPORTUNITIES FOR RECRUITING HISPANIC EMPLOYEES Status An examination of trends in Hispanic employment in the last five years shows that the number t,? professional, technical, and clerical employees has incressed slightly; and most of the increase has been in the number of professional employees.
Chart 2.1 (Enclosure 2) depicts this trend.
In SECY-91-382 recruiting targets were described for FY 1992-1993 for Hispanic men and women in all occupational categories. These targets were aimed at overcoming the underrepresentation of Hispanics at the NRC as determined by J
1.2
EEOC in the PATCO categories based on ?980 census data. The 1990 Census Availability Data (CAD) (see CAD chart, Enclosure 3) shows that this underrepresentation trend continues even though substantial emphasis has been placed on recruiting Hispanics.
Our recruitment activity for Hispanics has been extensive.
In FY 1993 we visited 13 campuses with high Hispanic enrollment to recruit entry-level employees, and attended 9 career fairs to recruit mid-and senior-level Hispanic professionals. These events were sponsored by colleges and universities or regional chapters of the Society of Hispanic Professional Engineers, the Mexican American Engineers and Scientists, and other Hispanic organizations. Our efforts to meet the targets for FY 1993 have resulted in the hiring of one professional Hispanic man and two professional Hispanic women during this reporting period.
Strateov In response to the President's Executive Order to reduce staffing levels, NRC has curtailed hiring from outside the agency to positions for which there is a critical need and for which current NRC employees are not available for redeployment. This included eliminating the summer employment program for FY 1993 with the exception of hiring one Hispanic summer faculty member - a Professor of Electrical Engineering from the University of Puerto Rico - in Region II.
Despite the hiring limitations, we are continuing recruitment efforts aimed at improving Hispanic representation.
In this regard, several strategies have been implemented. We have identified and contacted the member colleges of the Hispanic Association of Colleges and Universities (HACU) that offer majors in engineering, science, and math and, using data provided by Oak Ridge Institute for Science and Engineering (0 RISE), have identified other colleges having a high Hispanic enrollment. We are targeting these schools for recruitment through campus visits, mailings, and advertisements placed in campus publications.
In some of our campus visits and in our local secretarial recruitment we have located some excellent candidates who are non-citizens.
Since it has been NRC's practice to hire only U.S. citizens, we were unable to make offers to several candidates.
In some cases where offers have been made, other employers have prevailed.
j Recruitment advertising in the first part of FY 1993 featured three professional NRC employees (one female and two males) in eight Hispanic periodicals. A male engineer was also featured in a special focus article in the MAES National Macazine (published by the Society of Mexican American Engineers and Scientists), and a female professional was featured with two other minorities in an Achievement Profile in the Science and Enoineerino i
Horizons. Minority Edition. Advertising for clerical / secretarial support as well as professional positions was placed in five Hispanic newspapers. A new line of recruitment brochures and other materials published in this time frame also included Hispanic employees in cameos of NRC employees.
1 Recruitment efforts for the 1993 NRC Graduate Fellowship Program were i
extensive. Several methods were used to attract top Hispanic candidates from l.3 1
leading universities to participate in the program. A Graduate Fellowship Program ad was developed and placed in two leading Hispanic journals:
Hispanic Enaineer and Hispanic Times.
In addition, this ad was placed in six university newspapers where there is a high number of Hispanic students.
NRC's regular recruitment ad, which included a section on the Graduate Fellowship Program, was placed in eight journals targeting the recruitment of Hispanic students. Recruiting for the Graduate Fellowship Program was part of the NRC university recruitment schedule which included fourteen visits to universities which have a high number of Hispanic students.
In addition ORISE personally recruited at Georgia Institute of Technology. Despite this intensive recruitment effort only one applicant of Hispanic background applied to the program. This applicant was not ultimately selected.
Representatives from HEPAC and the Office of Personnel continue to develop a strong relationship with the University of Puerto Rico. Additionally, contacts with faculty and students from Florida International University have been very positive.
Region IV continues to represent the NRC at the University of New Mexico in order to maintain a working relationship with the University and attract talented applicants.
In addition to the recruiting efforts to attract professional Hispanic employees, the Office of Personnel has attended local job fairs targeted at Hispanics interested in secretarial positions. Job fairs included the Maryland Job Service Fair, Prince George's Community College, and El Pregonero. We continue to advertise in local Hispanic community newspapers i
and receive numerous calls; however, many of the responses are from non-U.S.
citizens. We will continue to search for additional recruitment sources.
Among our major initiatives this year is the continuing development of NRC's college relations program. We are offering the services of technical staff for classroom presentations at colleges and universities having a high Hispanic enrollment. We will also be expanding our ties with student coapters of the Society of Hispanic Professional Engineers at targeted schools throughout the coun3ry. This will include providing speakers for conferences and meetings at selected schools. Even though the number of vacancies may be minimal, we want to be sure that those vacancies which do exist are made known to potential Hispanic applicants. To further enhance our contacts at the schools and organizations, we will provide a single NRC contact to serve as liaison and become a source of information exchange.
2.
ENHANCING OPPORTUNITIES FOR RECRUITING WOMEN AND MINORITIES IN PROFESSIONAL POSITIONS Status i
An examination of the hiring trends for professional occupations for the last five years shows an increase in the number of white, Hispanic, Asian Pacific American, and African American women, and the number of Hispanic men. The largest increase has been in the hiring of professional white women. There was no increase in Native American men, and there was a decrease in Native American women. Chart 2.2 (Enclosure 2) illustrates this trend.
I.4 i
'e During FY 1993 we hired 50 professionals. Of that number, 6 were women and 11 were minorities. The demographic data are displayed in Chart 1.1.
The Office of Personnel uses the automated Applicant Review System (ARS) to screen and track incoming applications for scientific and engineering positions within NRC. The system is used to identify individuals from underrepresented groups so that additional emphasis can be placed on providing women and minority applicants to selecting officials. The resulting pool of professional talent can then be reviewed to assess qualifications for filling vacant positions within NRC. The demographic data from the ARS for FY 1993 are displayed in Chart 1.2.
The system also enables us to track the sources of women and minority applicants. This provides valuable data for evaluating the effectiveness of our recruitment efforts.
Strategy It is clear in reviewing the preceding charts that e are many women and minority professional applicants, but that hiring practices and constraints have not substantially increased the representation of women and minority professionals in the NRC workforce. Although outside hiring will continue to be very limited over the next two fiscal years during the agency's downsizing, we will continue to recruit aggressively and work directly with selecting officials and their management to identify talent that is available from the diverse groups.
NRC's professional recruitment advertising campaign focuses on a wide range of publications targeting women and minorities in 19 different publications. NRC role models (including women, Asian Pacific Americans, African Americans, and Hispanics) are featured in publications such as U.S. Women Enoineer, Science
+
and Enoineerina Horizons (Minority Edition), Hispanic Enoineer, MAES National Macazine (published by the Society of Mexican American Engineers and Scientists), Journal of the National Society of Black Enoineers, U.S. Black i
Enoineer, Black Colleoian, Career Woman, Careers and the Enoineer (Women and Minorities Edition), and Black Professional.
In addition, NRC's women and minority role models are featured in Nuclear News, Nuclear Plant Journal, and Health Physicist. Women and minorities are the subjects of special profiles in the publications Science and Enoineerina Horizons (Minority Edition) and Careers and the Engineer (Women and Minorities Edition).
For entry-level professional positions, we are recruiting at Hispanic Associations of Colleges and Universities (HACU) and Historically Black Colleges and Universities (HBCU) campuses, and those campuses with significant I
diversity among their graduating engineers and scientists and strong programs in science, engineering, and math. Women and minority professional employees serve as members of recruitment teams. Recruitment visits include attendance at career fairs as well as netwcrking with engineering and science faculty and administrators and personal contact with members of the student engineering societies on campus. During these visits, women and minorities are encouraged to apply for the FY 1994 Craduate Fellowship Program, the Intern Program, and the Co-operative Education Program. NRC and ORISE are encouraging HBCUs to prepare their promising students for graduate education.
1.5
s' CHART 1.1 PROFESSIONAL HIRES FOR FY 93 l
ETHNICITY WOMEN MEN TOTAL WHITE 3
36 39 (6%)
(72%)
(78%)
AFRICAN AMERICAN O
2 2
(0%)
(4%)
(4%)
ASIAN PACIFIC AMERICAN 2
4 6
(4%)
(B%)
(12%)
HISPANIC 1
2 3
(2%)
(4%)
(6%)
NATIVE AMERICAN 0
0 0
(0%)
(0%)
(0%)
TOTAL 6
44 50 (12%)
(88%)
(100%)
Totale may not add du. to rounding CHART 1.2 APPLICANT REVIEW SYSTEM FOR FY 93 ETHNICITY WOMEN MEN TOTAL WHITE 96 916 1012 (5%)
(43%)
(48%)
AFRICAN AMERICAN 23 74 97 (1%)
(4%)
(5%)
ASIAN PACIFIC AMERICAN 24 266 290 (1%)
(13%)
(14%)
HISPANIC 12 86 98 (1%)
(4%)
(5%)
NATIVE ANERICAN 0
3 3
(0%)
(0%)
(0%)
NOT IDENTIFIED 97 515 612 (55)
(24%)
(29%)
5 TOTAL 252 1860 2112 (12%)
(88%)
(100%)
zot.2. m., oot.dd do. to romod a.
I.6
'. ~
1 The Intern Program has been particularly successful in attracting and hiring women and minorities.
The demographics of the employees in the Intern Program at the end of FY 1993 are displayed in Chart 1.3.
Demographics of employees in the Co-operative Education Program are displayed in Chart 1.4.
l Demographics for the Graduate Fellowship Program are displayed in Chart 1.5.
Three classes of Graduate Fellows are included.
In FY 1993, of the 53 eligible applicants, only 3 were selected: I nonminority woman, I nonminority man, and 1 Asian Pacific American man. We anticipate that proactive strategies will further increase our representation of women and minorities in these three programs.
At mid and higher levels, we are participating at professional conferences including those sponsored by the Society of Women Engineers, Association for Women in Science, the National Society of Black Engineers, National Technical Association, Black Engineering and Science Student Association, National Council of Black Engineers and Scientists, the Hispanic Alliance for Career Enhancement, Society for Advancement of Chicano and Native Americans, Mexican American Engineers and Scientists, Hispanic Engineer Organization, h tional Association of Hispanic Executives, National Conference of Puerto Rican Women, and the Society of Hispanic Professional Engineers; and we continue to advertise in the professional journals of these organizations as well.
3.
EXPANDING THE POOL OF WOMEN AND MINORITIES ELIGIBLE FOR SUPERVISORY, MANAGEMENT, AND EXECUTIVE POSITIONS Status Appointments to executive and senior level positions has continued, but at a slow pace. Chart 2.3 (Enclosure 2) shows the distribution of women and minorities in the SES.
In FY 1993,1 nonminority woman and 3 nonminority men were selected for the SES, and 1 SES minority man and 8 nonminority men left the Agency.
The Senior Level System (SLS) now comprises 39 employees, including 1 minority woman, 7 nonminority women, and 2 minority men.
In FY 1993, 3 nonminority women and 11 nonminority men joined the SLS.
In assessing the potential for women and minorities to move into supervisory, management, and executive positions, the size of the feeder groups (GG 13-15) is an important variable. Charts 2.4 through 2.8 (Enclosure 2) depict the trend of women and minorities in Grades 13, 14, and 15.
Strateav l
The Executive Resources Board Review Group, appointed by the Executive Director for Operations to review the availability of qualified women and minorities for all SES and SLS positions and all non-bargaining unit positinns at the GG-15 level, has continued to examine selection certificates for these positions.
The Review Group has worked with individual Office Directors and t
1.7
e; CHART 1.3 INTERN PROGRAM FOR FY 93 ETHNICITY WOMEN MEN TOTAL WHITE 8
23 31 i
(16%)
(47%)
(63%)
AFRICAN AMERICAN 4
5 9
(8%)
(10%)
(18%)
ASIAN PACIFIC AMERICAN (6%)
(6%)
( 2%)
HISPANIC 1
2 3
(2%)
(4%)
(6%)
RATIVE AMERICAN 0
0 0
(0%)
(0%)
(0%)
TOTAL 16 33 49 (33%)
(67%)
(100%)
Totals may not add que to rouncing CHART 1.4 COOPERATIVE EDUCATION PROGRAM FOR FY 93 ETHNICITY WOMs MEN TOM WHITE 5
10 15 (22%)
(43%)
(65%)
AFRICAN AMERICAN 2
2 9)
(9)
(} )
ASIAN PACIFIC AMERICAN I
3 g3g) (3hg)
HISPANIC 0
0 0
(Ot)
(0%)
(0%)
NATIVE AMERICAN 0g)
( ) ( )
TOTAL 8
15 23 (35%)
(65%)
(100%)
{
m.
,,..... tor-em 1.8
i CHART 1.5 GRADUATE FELLOWSHIP PROGRAM FOR FY 93 ETHNICITY WOMEN MEN TOTAL i
WHITE 4
2 6
(57%)
(29%)
(85%)
AFRICAN AMERICAN 0
O O
(0%)
(0%)
(0%)
ASIAN PACIFIC AMERICAN 0
1 1
(0%)
(14%)
(I4%)
HISPANIC 0
0 0
(0%)
(0%)
(0%)
NATIVE AMERICAN 0
0 0
(0%)
(0%)
(0%)
TOTAL 4
3 7
(57%)
(43%)
(100%)
ros.1.
y not.aa eo. to rounatos Regional Administrators and has encouraged them to broaden their recruitment
" net" to attract more applicants from the targeted groups. To ensure that all applicants for supervisory, management, and executive positions are receiving fair consideration, we continue to make extra efforts to include women and minorities on the panels that review and rate applicants.
One of the strategies used this year to expand the pool of women and minorities eligible for supervisory, management, and executive positions was to offer two new developmental programs:
the Supervisory Development Program for preparing GG-14/15s for first-line supervisory positions, and the SES Candidate Development Program for identifying and training GG-14/15s for SES positions.
For the Supervisory Development Program, 9 white women (33%), 2 African American women (7%),1 Asian Pacific American woman (4%),12 white men (44%),1 African American man (4%),1 Asian Pacific American man (4%), and 1 Hispanic man (4%) were selected. For the SES Candidate Development Program, 4 white women (17%),1 African Ainerican woman (4%),14 white men (61%), 2 African American men (9%), and 2 Asian Pacific American men (9%) were selected.
These demographics are displayed in Charts 1.9 and 1.11.
The Federal Women's Pogram Advisory Comittee has also provided strategies for expanding the pool of women and minorities eligible for supervisory, management, and executive positions.
Specifically it recomends improving the application process for the SES Candidate and Supervisory Development Programs to attract a broad range of applicants. The Comittee suggests encouraging applicants to include descriptions of all of their relevant experience, whether paid or voluntary.
Revisions to the application package will reflect this recomendation.
1.9 9
,o 4.
ATTRACTING AND RETAINING EMPLOYEES WITH DISABILITIES Status The trend in hiring persons with disabilities is displayed in. Chart 2.9 (Enclosure 2). Our efforts to focus on recruitment of persons with disabilities are ongoing. Contacts were made with potential applicant sources such as Gallaudet University, Coordinatcrs for Disabled Services on Campuses, and State Rehabilitation Services offices. The agency is also recruiting disabled students for Co-operative Education positions for fiscal years 1994 and 1995.
NRC has placed advertisements in Careers and the Disabled, and the Office of Personnel recruited at a career-fair for tne disabled on February 24-26, 1993, in Washington, D.C.
We have received 47 applications from the various sources contacted. These were referred to the appropriate program offices for consideration.
Since the NRC has limited its hiring during the last several months, no selections were made. Offices have been asked to consider these applicants for future vacancies.
A Program Coordinator was designated in the Office of Personnel to serve as the primary contact for disabled applicants. The Program Coordinator also serves as liaison with other NRC administrative offices that provide reasonable accommodation services required by a disabled applicant or employee.
Special equipment has been put in place that allows communications with the deaf so that potential applicants can receive information about career opportunities.
Strateay The Affirmative Action Advisory Committee is leading an effort to focus on issues related to the disabled and veterans. Recruitment and reasonable accommodations for the disabled are primary issues. The Joint Labor Management Equal Employment Opportunity Committee has also been proactive in assisting employees with disabilities at the NRC.
The Office of Personnel is publishing a brochure that identifies special services available to disabled applicants during the recruitment process and orientation to the agency.
Brochures will become part of our standard recruiting material, and an information sheet on interviewing the disabled will be added to the recruiter's manual.
5.
PROVIDING TRAINING AND DEVELOPMENTAL OPPORTUNITIES Status The staff continues to take advantage of increased training and developmental opportunities, including rotational assignments, as a viable means of supporting affirmative action goals.
In FY 1993 there were 11,665 instance.s of training with 3,195 individuals receiving training. This is a 21 percent 1.10
4 increase in instances of training (9,653 instances in FY 1992). Charts 2.10 and 2.11 (Enclosure 2) illustrate training and rotation distribution by gender and ethnicity for FY 1993.
The agency's mentoring program, sponsored originally by Blacks in Government (BIG), provides a means for employees to receive career advice and guidance from experienced senior staff. The demographics of the 153 employees currently participating are shown in Chart 1.6.
Mentoring forums were also held monthly to provide additional information about career development.
The agency's career counseling program provides for one-on-one discussions about how to make effective career decisions, how to set career goals, and how to prepare Individual Development Plans (IDPs).
In FY 1993, 211 employees participated in the agency's formal career counseling program.
The demographics of participants are displayed in Chart 1.7.
Strateov IDPs have proven to be an effective tool in mapping out career paths and planning short-and long-term professional goals.
In FY 1993 we held IDP workshops in NRR, OC, Region I, and Region II. We also held seminars on the Administrative Skills Enhancement, Executive Potential, and Women's Executive Leadership Programs. The agency will sustain its emphasis on encouraging employees to prepare IDPs and to follow through on their implementation.
Rotational opportunities continue to be a popular vehicle for broadening career possibilities and staff capabilities. As indicated in Chart 2.11 (Enclosure 2), 248 employees participated in rotational assignments in FY 1993. Also new procedures for obtaining rotational assignments have been used to match agency needs with employee interests.
In FY 1993, 12 rotational assignment applications were submitted resulting in the placement of 5 employees in rotational assignments. Of the 5 employees who used this process to obtain a rotational assignment, 2 were white females and I was an African American female. Additionally, 10 Rotational Assignment Opportunity Notices were submitted. Of the 10 opportunities, 4 were filled; for the remaining 6, Offices did not find the specific skill mix needed.
Strategies proposed by the EE0 Advisory Committees for using training and developmental opportunities to support affirmative action objectives include increasing women and minority representation and participation in rotations i
and in the Executive Potential, Women's Executive Leadership, Intern, and Graduate Fellowship Programs. The Office of Personnel is evaluating the Women's Executive Leadership Program as a first step in an assessment process to determine if participation in selected programs truly benefits the employee and the agency.
A new Supervisory Development Program was announced in November 1992 for preparing GG-14/15s for first-line supervisory positions. The SES Candidate Development Program was announced early in 1993 for identifying and training GG-14/15s for SES positions. The programs commenced in September and October 1993 and should provide additional tools for developing women and minorities for leadership positions in the agency.
Because of the considerable interest in these programs, information on both the applicants and selectees for these programs are provided in Charts 1.8 through 1.11.
1.11
r 1
CHART I.6 MENTORING PROGRAM FOR FY 93 ETHNICITY WOMEN MEN TOTAL WHITE 34 28 62 (22%)
(18%)
(41%)
AFRICAN AMERICAN
)
g)
ASIAN PACIFIC AMERICAN (0)
(5 )
(5 )
HISPANIC (3g)
(3f) (3f)
NATIVE AMERICAN
)
(3f)
TOTAL 95 58 153 (62%)
(38%)
(100%)
Totals may dot add due to IDED61D9 CHART 1.7 CAREER COUNSELING PROGRAM FOR FY 93 ETHNICITY WOMEN MEN TOTAL WITE 89 71 160 (42%)
(34%)
(76%)
AFRICAN AMERICAN 8
5 43 2)
(p9)
ASIAN PACIFIC AMERICAN (0 )
(2)
(3%
HISPANIC 2
0 2
)
(0%)
(1%)
NATIVE AMERICAN (0)
( )
(0%
TOTAL 130 81 211 (62%)
(38%)
(100%)
Totsis may not add cue to ronDding 1.12
CHART 1.8 SUPERVISORY DEVELOPMENT APPLICANTS FOR FY 93 ETHNICITY WOMEN MEN TOTAL WHITE 25 83 108 (19%)
(64%)
(83%)
AFRICAN AMERICAN 2
7 9
(2%)
(5%)
(7%)
ASIAN PACIFIC AMERICAN 2
10 12 I
(2%)
(8%)
(9%)
HISPANIC 0
1 1
{
(0%)
(1%)
(1%)
NATIVE AMERICAN 0
0 0
(0%)
(0%) l(0%)
TOTAL 29 101 130 (22%)
(78%)
(100%)
rot.1. -y oot.dd do. to roouto, CHART 1.9 SUPERVISORY DEVELOPMENT SELECTEES FOR FY 93 ETHNICITY WOMEN MEN TOTAL 9
12 21 WHITE (33%)
(44%)
(78%)
j 2
1 3
AFRICAN AMERICAN (7%)
(4%)
(11%)
ASIAN PACIFIC AMERICAN 1
1 2
(4%)
(4%)
(7%)
HISPANIC 0
1 1
(0%)
(4%)
(4%)
NATIVE AMERICAN 0
0 0
(0%)
(0%)
(0%)
12 15 27 TOTAL (44%)
(56%)
(100%)
Totale my oot add do. to roundiog 1.13
l CHART 1.10 SES CANDIDATE DEVELOPMENT APPLICANTS FOR FY 93 1
ETHNICITY WOMEN MEN TOTAL WHITE 17 114 131 (11%)
(73%)
(84%)
AFRICAN AMERICAN 4
3 7
(3%)
(2%)
(4%)
ASIAN PACIFIC AMERICAN 5
10 15 (3%)
(6%)
(10%)
HISPANIC 1
I 2
(1%)
(1%)
(1%)
NATIVE AMERICAN 0
1 1
(0%)
(1%)
(1%)
TOTAL 27 129 156 (17%)
(83%)
(100%)
Totale may not add due to rounding CHART 1.11 SES CANDIDATE DEVELOPMENT SELECTEES FOR FY 93 ETHNICITY WOMEN MEN TOTAL WHITE 4
14 18 (17%)
(61%)
(78%)
AFRICAN AMERICAN 1
2 3
(45s)
(9%)
(13%)
ASIAN PACIFIC AMERICAN O
2 2
(0%)
(9%)
(9%)
HISPANIC 0
0 0
(0%)
(0%)
(O5s)
NATIVE AMERICAN 0
O O
(0%)
(0%)
(0%)
t TOTAL 5
18 23 (22%)
(78%)
(100%)
Totale any not add due to rounding 1.14
1 6.
IMPROVING COMMUNICATION AND EVALUATING PROGRESS Status The Office of Small and Disadvantaged Business Utilization and Civil Rights (SBCR) provides a framework for developing and maintaining a viable EE0 program at NRC. A network of 31 trained EE0 counselors, strategically situated throughout Headquarters and Regional Offices, establishes open and sympathetic channels through which employees may raise questions, and discuss grievances and problems connected with equal employment opportunity.
When contacted by aggrieved employees, counselors make inquiries, counsel on the issues involved, and seek a solution on an informal basis. During FY 1993, 131 employees were counseled; however, only 12 formal complaints were filed during that period under the EE0C complaint process. Thus, approximately 9% of employees counseled filed formal complaints. As in past years, the number of employees counseled far exceeds the number of formal complaints filed, indicating that counseling is an effective tool in resolving 1
EE0 issues before they become formal complaints.
In addition to formal complaints filed, in FY 1993, 7 EE0 grievances were filed by bargaining unit employees under the collective bargaining agreement procedures.
The trend data displayed in Chart 2.12 (Enclosure 2) show formal complaints
[
filed from 1989 through 1993, with an overall average of 8 complaints filed
+
per year. Currently there are 22 discrimination complaints held in our inventory pending final disposition. The bases on which these complaints were filed are shown in Chart 2.13 (Enclosure 2).
SBCR also co-sponsors with the EE0 Advisory Committees several presentations during the year in observance of specific EE0-related events.
In FY 1993 events were held celebrating National Disability Employment Awareness Month, Hispanic Heritage Month, Black History Month, Women's History Month, and Asian Pacific American Heritage Month.
Heightening awareness of equal employment opportunity and affirmative action principles and objectives is also a key element in our affirmative action strategy. A primary vehicle for heightening awareness is the EED-related 1
courses we are providing to supervisors and employees throughout the Agency.
In addition to our two-day course required for all new supervisors EE0 for Managers and Supervisors, and our half-day workshops open to all NRC employees
-- Ecual Employment Opportunity at NRC, Cultural Diversity at NRC, Sexual Harassment Prevention, Ace in the NRC Workforce -- we are providing a new course offering this year, Workina with People with Disabilities.
The agency has been offering Sexual Harassment Prevention since 1983.
Since i
April 1992, however, we have been offering a revised workshop, presented by the Office of Personnel Management (OPM) and representatives from the Office i
of Personnel and the Office of the General Counsel. Approximately 42% of the staff has now been trained,- and sessions will be offered continuously r
throughout this year and next until all NRC employees have attended.
1.15
t We will also communicate the Agency's sexual harassment policy to all employees through publication and distribution of an Agency brochure, Prevention of Sexual Harassment. This document will give employees concrete advice about identifying offensive behavior and dealing with it. The agency's, the supervisor's, and the employee's responsibilities are described, and sources of information and assistance are provided. After a long process of building consensus on the text of this brochure, we anticipate publication in early 1994.
The agency is dealing aggressively with allegations of sexual harassment.
In FY 1993, I formal grievance was filed, and 9 complaints outside of the formal complaint process or grievance procedure were brought to management's attention. Of the 9 complaints filed, 3 were found to be without merit.
When a grievance or complaint had merit, management took action, including initiating disciplinary action where appropriate, to ensure that the offensive behavior was stopped and that the concerns of the aggrieved parties were understood by the offenders. The number of complaints in FY 1993 were comparable to the number in FY 1992.
An important barometer for gauging attitudes about EE0 practices in the agency is the results of an all-employee survey administered on May 24, 1993.
Adapted from 0PM's Survey of Federal Employees (May 1992), the survey asked questions about work experiences including EEO-related issues, training, performance management, work schedules, and pay. About 55% of employees responded.
Because the NRC survey borrowed extensively from OPM's survey of small povernment agencies, direct comparison was possible for several survey items.
Respondents from the two samples (NRC and OPM) were compared across demographic variables including gender, ethnicity, age, education, and retirement eligibility. Overall, the findings indicate the NRC sample is unique when compared to other small Federal agencies. For example, employees from small agencies responding to the OPM survey included a higher percentage of ethnic minority respondents, with the exception of Asians. The NRC sample also included fewer respondents under 34 years of age and more employees with 3
college and advanced degrees. The two samples were very similar in terms of the respondents' retirement eligibility.
In general, when asked questions related to their work experiences, respondents to both surveys gave comparable opinions regarding overall job satisfaction (NRC: 73%, OPM: 75%), satisfaction with their accomplishments (NRC: 50%, OPM: 52%), use of their skills (NRC: 63%, OPM: 65%), the balance between work and family life (NRC: 67%, OPM: 70%), having a challenging job (NRC: 68%, OPM: 69%), and perception of career prospects (NRC: 31%, OPM: 34%).
Respondents in the OPM sample, however, more frequently indicated that the Federal government is a great place to work (NRC: 47%, OPM: 57%).
Both groups were very similar in terms of what they value, citing
" accomplishments" most frequently (NRC: 62%, OPM: 60%). P.esponse rates were 2The findings from the OPM survey were reported as both governmentwide findings and findings from small Federal agencies. For comparison purposes.
the NRC findings have been compared with those contained in the OPM report on small Federal agencies.
1.16
l also similar for the expressed level of confidence employees had in their immediate supervisor (NRC: 66%, OPM: 60%), their second-level supervisor (NRC:
52%, OPM: 47%), and their organization (NRC: 45%, OPM: 44%). NRC employees tended to agree more frequently that their supervisors have good technical skills (NRC: 78%, OPM: 73%) and that their supervisors work well with people l
(NRC: 62%, OPM: 59%).
i NRC employees' attitudes about their organization were generally in agreement with those reported by OPM small agency respondents. Approximately one third of the respondents to the OPM survey felt as NRC employees felt that their organization treats employees equally (NRC: 30%, OPM: 28%) and attracts quality SES (NRC: 37%, OPM: 34%). However, more of the NRC sample tended to agree that their organization attracts quality employees (N3.C: 70%, OPM: 57%).
Few respondents from either sample felt they had been discriminated against (NRC: 15%, OPM: 14%).
When asked how frequently they re-do their work and why, NRC employees reported re-doing work less frequently than OPM respondents (NRC: 35%, OPM:
55%), and more frequently indicated that, when they did so, it was as a result of a decision from higher-up (NRC: 62%, OPM: 51%). NRC employees also tended to agree somewhat less frequently than OPM respondents that customer service i
is an agency priority (NRC: 41%, OPM: 60%).
Additional findings from questions asked only of NRC employees indicate a majority of the respondents felt they have been treated fairly in regard to hiring (85%), training (72%), appraisals (61%), and discipline (51%).
Employee responses were less favorable in their evaluations of fairness in promotions (48%), assignments (45%), and awards (42%).
5; i
A comparison of NRC responses and responses to the OPM survey on questions I
related to performance management indicates NRC and other smcll agency t
employees tend to agree that their performance rating is fair and accurate i
(NRC: 67%, OPM: 60%), and disagree that this system motivates employees to perform well (NRC: 14%, OPM: 21%). Both groups felt that quality of work i
should be the most important factor in determining performance ratings (NRC: 95%, OPM: 97%), followed by timeliness of work (NRC: 67%, OPM: 82%).
l The two samples were also similar in the types of rewards for good performance they most desired, with an increase in base pay receiving the most responses t
(NRC: 77%, OPM: 83Ss), followed by an outstanding rating (HRC: 76%, OPM: 81%),
a promotion (NRC: 74%, OPM: 79%), and a cash bonus (NRC: 68%, OPM: 78%).
In response to questions related to training opportunities and experiences,
[
approximately one-half of each sample felt training had improved employees' i
performance in their work unit (NRC: 53%, OPM: 51%), and few respondents from either sample felt they needed training due to increased skill demands of j
their jobs (NRC: 17%, OPM: 24%). Differences were noted, however, between the l
two samples in their ratings of factors that _ interfere with their ability to-receive training. With the exception of "too busy on the job" (NRC: 40%, OPM:
32%), NRC employees rarely indicated that interference influenced their ability to receive training. OPM small agencies, however, more frequently indicated several impediments to their ability to receive training, with lack of funds being the primary reason.
When asked questions about the specific training they have received in the i
last year, NRC respondents more frequently than OPM respondents indicated they 1.17
had received technology training (NRC: 62%, OPM: 51%) and skills training I
(NRC: 53%, OPM: 45%), and less frequently on-the-job training (NRC: 46%, OPM:
61%).
i In response to questions related to training asked only of NRC employees, 55%
percent of the respondents reported they had attended Sexual Harassment Prevention at the time the survey was administered and 44% of those responding i
indicated they had developed an Individual Development Plan (IDP) in the past two years. Of those who had not developed an IDP, 24% indicated they were interested in developing one.
A final area of comparison of responses provided by NRC employees and employees responding.to the OPM survey revealed differences in the types of work schedules they follow. Sixty-six percent (66%) of NRC employees responding work a compressed schedule, while 13% of employees in other small Federal agencies reported working a compressed schedule. Although few NRC employees not working a compressed schedule reported they actually want to, many more respondents from the OPM sample would like this opportunity, but for 1
some reason are prevented from doing so. This same pattern is noted in regard to those who wished to work part-time. Although few NRC employees indicated they want to work a part-time schedule, many more respondents from the OPM sample indicated they would like this opportunity, but noted several reasons why they cannot. When asked about their interest in "Flexiplace,.2 69% of NRC employees indicated an interest.
In summary, responses from both samples were in general comparable, and few respondents from either sample felt that they had been discriminated against.
A more comprehensive report on the survey results is available and being distributed throughout the agency.
r The agency is also gathering information about employee attitudes through exit l
interviews. Of the 195 employees who left the NRC during FY 1993, 143 completed exit interviews (a 73% response rate). Of those about 3% indicated that perceived discrimination or the resolution of a complaint or grievance was a factor influencing their decision to leave.
Charts 2.14 through 2.16 identify the demographics of the employees and their primary reasons for leaving the agency.
Evaluation of progress made in achieving EE0 and affirmative action objectives is an essential component of our overall EE0 plan. Accountability and evaluation of progress made are reflected in performance plans for all supervisors, managers, and executives. Monthly meetings with the Executive t
Director for Operations, the Director of the Office of Small and Disadvantaged Business Utilization / Civil Rights, and the Assistant for Minority Recruitment and Career Development provide a forum for discussion and evaluation of individual performance on the part of supervisors and managers.
' Defined in the survey as " work at home or in a satellite office." OPM recently pilot tested such a program.
It is not currently offered at the NRC.
l 1.18 i
Strateay One of the strategies for handling sexual harassment is an advice and counseling hotline available to all employees in December on a six-month trial basis. This toll-free line will allow calls from home or other locations away from the workplace to afford privacy, anonymity, and confidentiality. The hotline will be answered by the Employee Assistance Program Manager who will l
counsel or refer callers, as appropriate. Therapists, under contract to the NRC, who are trained in sexual harassment prevention and the treatment' of victims of sexual harassment, will be available as referral sources to employees.
The purpose of the hotline is to provide guidance and support to employees who have been sexually harassed, have been accused of sexual harassment, have witnessed sexual harassment, or have questions concerning the NRC's policy on sexual harassment. The line will not be a vehicle for officially reporting incidents of sexual harassment; callers will be advised of the procedures for reporting an incident and filing a formal complaint.
A final strategy for improving the overall EE0 climate at the agency will be I
to examine the organizational climate of the NRC, using professional organizational consultants. The goal would be to determine whether cultural changes may be necessary to ensure that the work environment is conducive to recruiting, developing, and utilizing a diversified workforce.
Efforts to effect cultural change would be pursued as needed.
i l
i f
l i
1.19
4 P
I
- i 9
6 1
i f
DEMOGRAPHIC DATA k
P
)
i 4
a 5
\\
r
Chart 2.1 DISTRIBUTION OF HISPANIC STAFF BY PATCO CATEGORY PERMANENT STAFF
/
/
/
- pyi,
p
.j---_-:,,;
/
40 -
g 30 -
' - ~.
g g
hE
^s m;
20 - ~h
~
~
+
z Em
!!N 10 - P C.-
~
=-
b bY
~
y PROF ADMIN TECH CLER FY 198955 28 8
0 11 FY 199025 29 8
0 15 FY 1991115 32 10 0
16 FY 19929 33 8
0 15 FY 19930 36 8
2 13 IN FY 1993 WE INCREASED BY 3 IN THE PROFESSIONAL CATEGORY. THE CHANGES IN TECHNICAL AND CLERICAL CATEGORIES IN FY 1993 MERELY REFLECT CHANGES IN PATCO DEFINITIONS.
3
i Chgrt 2.2,
NRC DISTRIBUTION OF EEOC IDENTIFIED UNDERREPRESENTED GROUPS IN THE PROFESSIONAL CAREER FIELDS PERMANENT STAFF
/1
/
/
i
/
/
/
.:-:+:
2 200 -
e
~h 150 -
==
100 -
50 -
i-
~~~
! ~_
~ D -
im
/
M W
M W
FY 1989159 150 25 3
8 19 2
1 FY 1990E52 176 26 3
8 23 2
1 FY 1991 M 202 26 6
14 25 2
0 FY 19929 217 28 5
17 28 2
0
-FY 93 TGTIE 218 29 8
16 29 3
1 FY 19938 235 31 5
20 43 2
0
i Chart 2.3 SES WOMEN AND MINORITIES PERMANENTSTAFF FY 1989 THROUGH FY 1993 i
i PERMANENT STAFF
/
I
/
~
/
.m
/
t.-.--
i I
m......-.
250 /
i'
~
200 -
=
i l.
150 -
- 5 b3 ' :
+1#'JFm'n'!Pammer-/
~
100~
.-~.
,,mmymmmag m
/
Masswmmer/
~~
50 -
=
5
_gg,
j
?
v M :MF m m /
O'.
i i
TOT WOM AF AM APA HSP NAT SES AM FY 19892E9 204 9
5 6
2 1
FY 19905 2 210 9
6 6
3 1
i FY 1991 M 213 10 7
6 2
1 FY 1992G2 213 10 7
5 2
1 FY 19938 208 11 6
5 2
1
- IN THIS CATEGORY ALL WOMEN ARE WHITE.
a i
Chart,'2.4 e
WOMEN GRADES 13-15
~
PERMANENT STAFF FY 1989 THROUGH FY 1993 i
r PERMANENT STAFF
/
500 -
E
=
400 -
5 l
j 300 -
. 5 ss EM[:
200 -
- g _.
g lEEE:-:
gh4 100 -
n45 fi-
- V j
\\
/
0 i
i i
i TOTAL GRADE GRADE GRADE i
13 14 15 FY 1989aB 276 120 115 41 FY 1990EB 317 140 114 63 FY 1991 M 354 150 136 68 FY 1992G2 384 155 149 80 l
FY 1993E2 397 157 158 82 DURING FY 1993 THE WOMEN'S SES FEEDER POPULATION INCREASED BY 13.
Chart 2.5 AFRICAN AMERICANS GRADES 13-15 PERMANENT STAFF FY 1989 THROUGH FY 1993 l
PERMANENT STAFF 140 -
L.
120 -
[
j ir 1
100 -
M
=
80 -
gj!
3!
60 -
m 7
i s-it; i
a-:
40 -
[
l !!!
,/
20 -
/
,/
0 i
i i
i TOTAL GRADE GRADE GRADE 13 14 15 I
FY 19899 105 48 40 17 FY 19905 113 49 44 20 FY 1991 IRB 119 47 53 19 FY 19929 126 52 53 21 i
FY 19938 135 56 51 28 DURING FY 1993 THE AFRICAN AMERICAN SES FEEDER POPULATION INCREASED BY 9.
.-=
Chart 2,6 i
HISPANICS GRADES 13-15 PERMANENT STAFF FY 1989 THROUGH FY 1993 4
PERMANENT STAFF I
y
~
30 /
m
$ e ::)>
i
- -1 25 -
- =
se-:.t
==:-:
=
20 -
- =..
i
=m-:3,
=
m.
15-l
=
y
/
m
.g
=
10-
~ r-
- -: mi m
mM 1
a :., _ - --
t 2 23 -
r & = - 5 ::_ m- ;W 1
5- /
- -1 ' ed-:.
O I
1 TOTAL GRADE GRADE GRADE 13 14 15 L
FY 19899 25 9
10 6
FY 19905 26 10 11 5
FY 1991 M 29 11 12 6
i FY 19929 29 8
14 7
t FY 1993 -
27 8
11 8
I DURING FY 1993 THE HISPANIC SES FEEDER POPULATION DECREASED BY 2.
W
?
?
Chart 2.7 ASIAN PACIFIC AMERICANS GRADES 13-15 PERMANENT STAFF FY 1989 THROUGH FY 1993 f
PERMANENT STAFF t
i 160 -
j J
140 -
120 -
b-
=
100 -
ik EEE i
l 80 -
~
j!j j
60 -
[
l
=
=
40 -
%g:,:
20 - /
)
7
\\
/
/
\\
0 TOTAL GR DE GR DE GR DE 13 14 15 FY 1989!!!!
112 13 52 47 l
FY 1990259 118 16 56 46 FY 1991 M 138 22 63 53 FY 1992 -
144 24 65 55 4
FY 1993 154 20 71 63 i
DURING FY 1993 THE ASIAN PACIFIC AMERICAN SES FEEDER POPULATION INCREASED BY 10.
I
~
T yw-
Chart 2,8 rf NATIVE AMERICANS GRADES 13-15 PERMANENT STAFF FY 1989 THROUGH FY 1993 l
(
L PERMANENT STAFF l
-r i
6-5-
a l
EM__
4-
' Jj:{
a- -
3-M
/
=-m a.:
- EE
,M._ E:i_ i: r!
Nib'
! = f.!
2-
[
=.
0,/
i 4
4 TOTAL GRADE GRADE GRADE l
i 13 14 15 j
FY 1989E 4
1 1
2 FY 1990E 4
1 1
2 i
FY 1991 M 3
1 0
2 FY 19929 4
2 0
2 FY 1993E23 5
2 0
3
};
DURING FY 1993 THE NATIVE AMERICAN SES FEEDER POPULATION
{
INCREASED BY 1.
I
Chart 2,9 DISABLED POPULATION PERMANENT EMPLOYEES i
FY 1989 - FY 1993 l
l 1
i l
... ~.
o i
250 i
J l
200 m
i
.-a l
d.-.
i i
M i
150
-n i
G
=
=
=
l 100
-g a
r a
50 5
O i
TOTAL
- TARGETED, NON TARGETED FY 1989153 159 19 140 FY 1990ES 164 21 143 FY 1991M 168 20 148 FY 1992E3 162 20 142 FY 1993FX 198 26 172 FY 1993 INCREASE REFLECTS MORE CONSISTENT REPORTING OF DISABluTIES. EEOC i
TARGETS CERTAIN TYPES OF DISABluTIES WrilCH ARE USUALLY MORE SEVERE.
i
Chart 2,10 y-TRAINING AND ROTATIONS BY GENDER FOR FY 1993 t.
-t Women 37%
Women 34%
4298 1082 Men 63%
Men 66%
7367 2113 INSTANCES OF EMPLOYEES j
TRAINING TRAINED 4
Women 43%
Women 37%
106 1261 Men 57%
Men 63%
142 2143 ROTATIONAL POPULATION i
ASSIGNMENTS DISTRIBUTION l
THE NUMBER OF WOMEN ON ROTATIONAL ASSIGNMENTS SUBSTANTIALLY EXCEEDS i
THEIR PERCENT OF THE POPULATION. ALL DATA REFLECT PERMANENT STAFF ONLY.
I
A
~ '.
Chart 2.11 TRAINING AND ROTATIONS BY ETHNICITY FOR FY 1993 8
~
3 8
.....*
- APA 7%
b.l" l
'APA 6%
l
~
778 9
189 Hispanic 2%
Hispanic 2%
i 216 57 i
EMPLOYEES INSTANCES OF TRAINED TRAINING
- ~ ~ ~...,
Af Am 13%,
'\\
Af Am 12% 2
'\\
i 4
-JMS 33
_ hite 81%
W g
White 82%
P*'T'.~~^
2737 APA 4%'
ll[-
203 APA 6%
J Hispanic 1%
195 l
F 30 Hispanic 2%
2 59 POPUl_ATION ROTATIONAL DISTRIBUTION ASSIGNMENTS E NATIVE AMERICANS (OUT OF A POPULATION OF 9) HAD 42 INSTANCES OF TRAINING AND NO ROTATIONS. ALL DATA REFLECT PERMANENT STAFF ONLY.
Chart 2.12 r
1 t
NUMBER OF EE0 COMPLAINTS i
FILED BY FISCAL YEAR L
F 1
)
f I
PERMANENT STAFF
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16 E
14 -
13 12 menemme-12 -
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FY 89 FY 90 FY 91 FY 92 FY 93 DATA AS OF SEPTEMBER 30, 1993 i
DISCRIMINATION COMPLAINTS FILED 3
BY COMPLAINT BASES h
6 Sex / Age 3
14% Reprisal 3
14%
Nat. Origin 1
5%
6':::i::!:::::i::'
Sex / Religion 1
5%
s Sex / Retaliation 1
5%
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-lill Nat. Origin / Age 1
5%
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- (((({::,.{:{:
Nat. Origin / Reprisal 1
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- ^**
Sex 1
5%
Age 8
36%
Breach Agreement kachAge 1
5%
DATA AS OF SEPTEMBER 30, 1993 TOTAL ACTIVE COMPLAINTS = 22 n
EXIT INTERVIEW DEMOGRAPHICS FOR FY 1993
?
BY GENDER AND AGE 8
GENDER AGE MEN 58%
30 AND UNDER 16%
82 23 OVER 60 24%
,,..a-34
.N 31 -40 19%.......,
'j' s
\\
41-50 12%
WOMEN 42%
~
17 60 40 There were two blank age responses and one blank gender response.
EXIT INTERVIEW DEMOGRAPHICS FOR FY 1993 s
BY OCCUPATION AND RETIREMENT SYSTEM 6
OCCUPATION RETIREMENT SYSTEM ADM SUPPT 24%
CSRS 50%
STUDENT 6%
33 ADM PROF 12%
72-6 8
+-
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'iiii!" SCI 10%
OTHER 10% '...:,.;e#': dill 13 BLANK 13%
14 l
LEG 3%
'h'lliiiiimipill 18 FICA 1%
4 ENG 35%
FERS 36%
1 48 52 There were 6 blank occupation responses. The 18 blank retirement system responses include 10 "none" responses. There was one clerical exit interview
~
conducted.
I j[
TOP OVERALL REASONS F0R LEAVING THE NRC 4
EXIT INTERVIEWS CONDUCTED THROUGH FY 1993 RETIREMENT SYSTEM OTHER(COMPENSATION)
LACK OF CAREER ADVANCEMENT NEED TO RELOCATE OPPORTUNITY TO. ADVANCE OTHER CARE FOR CHILDREN 70 0FLTHE 143 INTERVIEWEES DECLINED TO RESPOND TO THIS' QUESTION.
Chart 2.17
~
NRC MINORITIES PERMANENT STAFF FY 1989 THROUGH FY 1993 1
i PERMANENT STAFF 1
l 500 /
y
=
400 -
[!
E E*
300 -
i R
r 200 -
~
5E 100 -
-E 0
AF AM APA HSP NAT AM FY 198989 386 137 47 7
i FY 199022 390 149 52 6
FY 1991 M 398 173 58 5
FY 19929 403 186 56 8
FY 1993FM 404 195 59 9
DURING FY 1993 THERE WAS AN INCREASE IN ALL PROTECTED GROUPS.
i r
Chart 2.18,,.
~
NRC MALE POPULATION PERMANENT STAFF FY 1989 THROUGH FY 1993 NUMBER OF MALES
/
/
2000 -
1500 -
~
/
,/
=
5
~ $
Y /A L:
/,c
/
0 i
AF AM APA HSP NAT AMWHITE FY 1989E 110 114 33 4
1799 FY 19902 114 122 34 4
1796 FY 1991 M 118 138 34 4
1875 FY 19929 123 144 33 4
1868 FY 1993E4 127 152 35 5
1824
l
?
Chart 2.19 I
NRC FEMALE POPULATION PERMANENT STAFF FY 1989 THROUGH FY 1993 NUMBER OF FEMALES L.....
800 -
3.t y
/
0 AF AM APA HSP NAT AMWHITE E1989E 276 23 14 3
847 FY 1990E 276 27 18 2
886 FY 1991 M 280 35 24 1
936 FY 1992Z3 280 42 23 4
930 FY 1993M 277 43 24 4
913
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t RESPONSES TO STAFF REQUIREMENTS MEMORANDA
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e r
(a)
A Staff Requirements Memorandum dated March 6, 1992, directed staff to provide additional information pertaining to item 1 from an EE0 Commission Briefing of January 16, 1992.
The item and response are provided below:
REQUEST #1:
Results of the consultations with EE0C on the question of whether there is manifest underrepresentation in some areas within the NRC. The Commission should be informed of and approve any action plans developed to address this issue, if needed, prior to discussions with the EE0C.
RESPONSE
The 1990 Census Availability Data (CAD) is now available for statistical comparisons. The comparison of the NRC population from 1983 to 1993 with the CAD (see attached chart) shows improvement in many categories; specifically, the NRC improved more than the CAD in number of
?
Professional African-American males, Administrative Native American males, and Clerical African-American males.
The chart shows that the NRC has more than doubled its ethnic representation in some categories.
Further, we have improved in all female minority categories except Native American Professionals.
l The Equal Employment Opportunity Commission no longer identifies 3
manifest underrepresentation. The NRC will continue with the initiatives described in its Equal Employment Opportunity and Affirmative Action program in order to address areas of i
underrepresentation at the NRC as compared with the CAD.
(b)
A Staff Requirements Memorandum dated March 25, 1993, directed staff to provide information on several items. The memoranaum and the response i
of August 25, 1993, are provided on subsequent pages. Additionally the staff was asked by the Commission to clarify information provided in j
Item 1.
This information is presented in an Addendum following Item 1.
1 L
F I
1 I
I 3.1
{
10/1593 0033 PM COMPARISON OF CHANGE OVER THE LATEST 10 YEAR PERIOD BETWEEN CENSUS AVAILABILITY DATA (CAD) AND NRC DATA
~
PROFESSIONAL ADMINISTRATIVE CAD NRC CAD NRC LINEAC LVURj LINEAT i UNLAR'~
1980 1990 CHANGE 1983 1993 CHANGEy 1980 1990 CHANGE
~
1983 1993 CHMGE I MALE l
g.
55 9 %
43 7%
-12.2%
WHIT E 60.7 %
54 1 %
-6 0%
83 4 %
733%
10.1% )
60.5 %
42.1%
-18.4%
24%
0.15 2.3%
2.9%
0.7% f 36%
3T)%
-0.0%
l 60%
56%
-OW HISPANIC 22%
2.1 %
-01%
1.2%
1.5%
0.3%
28%
2.6%
-0.2%
05%
0.5%
-00%
3.5%
1.0 %
56%
7.4 %
1.8% ;
1.1%
1.4 %
0.3%
03%
0.0 %
0.W
~hTAM O.2%
02%
-0 0%i 0.1 %
0.1%
00% l 0.3%
0.3%
-0T)K 02%
0.5%
0.3 %'
N
~
4 SUOTOTAL 680%
63 D%
-5 0%
92.6 %
85.2%
-7.4% ;
68.3 %
50 0 %
-18.3% ;
62.9 %
50.2 %
-12.7 %
i 11 F EMALE WHIT E 269%
30 3 %
34% i 63%
11.5%
52%
26.6%
40 4 %
13 8%
29 0 %
369%
- 7.9%
32%
0.4%)
06%
2.1 %
1.5%
3.1%
53%
2.2%
7.0%
10.8 %
385 HISP e tC 1.1 %
1.4 %
0.3% !
0.1 %
0.2%
0.1W 1.3%
20%
1.3%
05%
08%
0.3%
1.9%
08%
0.4%
1.0 %
0.6%
05%
1.4 %
09%
0.3%
1.1 %
0.8%
~NAWM 0.1 %
0.2%
0.1 %
00%
0.0%
0.05 02%
0.3%
0.1 %
0.2 %
0.2%
-0.0 %.
SUOTOTAL 32.0 %
31.0%
50%
7.4 %
14 8 %
7.4 %
31.7 %
50.0 %
18.3 %
3T.1%
49.8%
12.7 %
TOTAL 100.0 %
100 0 %
100.0 %
100.0 %
100 0 %
100.0 %
100 0 %
100 0 %
T ECHNICAL CLE. CAL CAD NRC CAD NRC LINEAR LINEAR LINEAR LINEAR 1980 1990 CHANGE 1983 1993 CHANGE 1980 1990 CHANGE 1983 1993 CHANGE I MALE WHIT E 452%
36.1 %
-9.1 %
12.5 %
7.6%
-4.9%
21.8 %
14 0 %
-7.8%
3.6%
3.0%
-0.6%
3.6%
-0 0%
6.4 %
39%
-2.5%
2.8%
2.8%
0.0%
1.0%
35%
2.5%
HISPANIC 2.7%
32%
0Si l 0.4%
0.3%
0.1 %
1.9%
1.7 %
-0.2%
03%
0.0%
-0.3%
1.9%
07%
O0%
0.3%
0.3 %
07%
08%
0.1 %
00%
0.0%
0.0%
NTKK4 0.3%
0.4%
0.2%
0.0%
00%
- 6~5%-
0.1 %
0.1%
40%
00%
OT)%
0.0%
SUOTOTAL
$3.0%
45.1%
-7.9%
19.3 %
12.2*k
-7.2 %
27.3%
19.5%
-7.8%
4.9%
6.5%
1.6%
ll F EMALE WHITE 37.0%
42.9%
59%
58.2 %
52 6 %
-5.6 %
57.3 %
63.4 %
6.1%
77.5%
70 5 %
-7.0%
66%
03%
21 3 %
30 6 %
93%
93%
96%
0.3%
15 5%
18.1%
21%~
HISPANIC 2.4%
3.4%
1,0% 4 00%
0.3%
0.3 %
I 42%
52%
1.05 1.0%
3.3%
2.3%
~
1.6%
07% i 12%
36%
2.4 %
1.5%
19%
04%
1.0 %
1.3%
0.3 %
NAT AM 03%
04%
0.1 %j 00%
07%
01%.
04%
0.5%
0.1 %
0.2%
0.3 %
0.1 %
SUOTOTAL 47.0%
54.9 %
79%
80 7 %
87.8 %
7.1 % '
72.7 %
80.5%
7.8 %
95.1%
93.5 %
-1.6%
TOTAL 100 0 %
100 0 %
100.0 %
100 0 %
100.0 %
100.0 %
100.0 %
100.0 %
HIGHLIGHTED AREAS ARE THOSE THAT ARE UNDERREPRESENTED AND HAVE NOT IMPROVED AS MUCH AS THE CAD OVER THE LAST 10 YEARS.
NRC DATA INCLUDES ALL PERMANENT (INCLUDING STATUTORY AND LIMITED) EMPLOYEES ON BOARD AS OF SEPT. 30,1993.
CAD data includes nen<itizens which NRC does not f*e.
TOTALS MAY NOT SUM CORRECTLY DUE TO ROUNDING.
CAD _ COMP.WK4
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NUCLEAR REGULATORY COMMISSION n
g 3j W ASH IN GT ON, 0.C. 20555 t
4 IN RESPONSE, PLEASE I
'%... + J March 25, 1993 REFER TO:
M930208B OFFICE OF THE SECR E T AR Y MEMORANDUM FOR:
James M.
Taylor Executive Director for Operations FROM:
Samuel J.
Chilk, Secretar-
SUBJECT:
STAFF REQUIREMENTS - PERI 9D BRIEFING ON EEO PROGRAM (SECY-93-022), 2:0 P.M.,
- MONDAY, FEBRUARY 8, 1993, COMMISSIONERS' CONFERENCE ROOM, ONE WHITE FLINT NORTH, ROCKVILLE, MARYLAND (OPEN TO PUBLIC ATTENDANCE)
The Commission was briefed by the NRC staff on the EEO programs.
The EEO Advisory Committees and the National Treasury Employees Union were represented at the table to respond to questions.
The Commission requests further information on the following specific items:
The number and EEO profile of SES and GG-15 positions which were filled on a non-competitive basis for comparison with the data (for the period from April 1992 to March 31, 1993) on those which were filled competitively and information concerning the extent to which competitively awarded positions were advertised, including how long the vacancy announcement remained open.
When available, a statistical breakdown of women and minority applicants and selectees for any Senior Level System positions expected to be created, competed, and filled through March 31, 1993, and the same information for the Supervisory Development Program and the SES Candidate Development Program when those selections have been made.
Report to the Commission on the educational and training opportunities available to employees for enhancing their qualifications for SLS positions and any plans for a formal development program to assist employees to qualify for SLS positions.
Statistics on time-in-grade for non-career ladder promotions in comparable career fields for women and specific minorit; groups.
,l f-Plans to track assignments and promotions subsequent to employee participation in various formal developmental programs such as the Executive Potential Program for mid-level employees.
9/7/93 (EDS) OP (SECY Suspense:
G/7/93) 930053 The staff should consider whether adoption of a method for enabling employees to ask questions anonymously concerning sexual i
harassment, such as the " hotline" used by the Navy, would be worthwhile. (0P) 9300054 s
The staff should provide the Commission with the sexual harassment prevention policy statement and brochure for review prior to its adoption.
(0P) 9300055 cc:
The Chairman Commissioner Rogers Commissioner Curtiss Commissioner Remick Commissioner de Planque OGC OIG Office Directors, Regions, ACRS, ACNW (via E-Mail)
OP, SDBU/CR, ASLBP (via FAX)
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b)
WASHINGTON. D.C. 20555 4001 August 25, 1993 MEMORANDUM FOR:
The Chairman Comissioner Rogers
[
Commissioner Remick Comissioner de Planque i
FROM:
James M. Taylor Executive Director for Operations
SUBJECT:
STAFF REQUIREMENTS MEMORANDUM OF 3/25/93 FOLLOWING EE0 BRIEFING (SECY-93-022)
In response to the Staff Requirements Memorandum of March 25, 1993, following the EE0 Briefing on February 8,1993, the staff is submitting the following:
1.
EE0 profile of SES and GG-15 positions filled non-competitively (Attachment 1) 2.
EE0 profile of SLS positions (Attachment 2), and EE0 profile of Supervisory Development Program and SES Candidate Development Program applicants (Attachment 2) 3.
Education and training to enhance qualifications for SLS positions (Attachment 3) 4.
Time-in-grade for competitive promotions in comparable career fields (Attachment 4) 5.
Tracking of assignments and promotions after participation in formal developmental programs (Attachment 5)
The remaining two items in the Staff Requirements Memorandum were answered in my memorandum of April 16, 1993.
/
Ja es M. T or E ecutive irector for Operations Attachments: As stated i
cc:
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t Item la:
The number and EE0 profile of SES... positions which were filled on a non-competitive basis for comparison with the data (for the period from April 1992 to March 31,1993) on those which were filled competitively and information concerning the extent to which competitively awarded positions were advertised, including how long the vacancy announcement remained open.
Response
Statistics for the SES positions filled non-competitively are shown below.
Statistics for those filled competitively are shown separately, including an indication of how many days the vacancy announcement was open. All competitive SES vacancy announcements are advertised at least government-wide, through the Office of Personnel Management's biweekly SES Vacancy Announcement bulletin.
Those announced to "all sources" (i.e., to individuals who are not currently Federal employees) are indicated by an asterisk.
Efforts are continuing to expand the pool of women and minorities available for i
SES positions even further. However, we still have not selected any minority females; neither has the number of other minorities increased recentif, Whenever the agency recruits from any source, concerted efforts will be made to select i
minority women and Hispanics in particular.
l Observation:
Positions in the SES filled non-competitively are generally the result of NRC reorganizations and involve lateral moves; i.e., division to division, branch to branch. Other non-competitive SES actions have involved the reinstatement or transfer of current or former senior executives, as well as reassignments to higher level positions based on succession planning considerations. For competitive selections, it appears that a growing pcpulation of women and minorities in the SES feeder groups is resulting in their greater availability for selections into the SES.
SES POSITIONS FILLED NON-COMPETITIVELY MINORITY MINORITY NON-MIN.
NON-MIN.
- MALE, FEMALE MALE FEMALE SUMKSRY:
SES SELECTEES 4(11%)
0 33 (89%)
0 SES MEMBERS 14 (7%)
0 187 (88%)
11 (5%)
A.
BY SES REINSTATEMENT OPP 1
B.
BY REASSIGNMENT NRR 3
17 i
NHSS 7
RES 4
REGIONS I
4 i
t Item la:
SES POSITIONS FILLED COMPETITIVELY MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE
SUMMARY
SES SELECTEES 1 (13%)
0 5 (63%)
2(25%)
SES APPLICANTS 2 (4%)
0 41 (84%)
6 (12%)
A.
AE00 Branch Chief Selectee X
BQL Applicants (6) 4 2
Days open: 30 Branch Chief Selectee X
BQL Applicants (11) 1 9
1 Days open:
29*
B.
OGC Associate General Counsel Selectee X
BQL Applicants (3) 2 1
Days open: 29 C.
REGION I Deputy Division Director Selectee X
BQL Applicants (5) 4 1
Days open:
29 D.
REGION II Division Director Selectee X
BQL Applicants (1) 1 Days open:
22 Deputy Division Director Selectee X
BQL Applicants (9) 9 Days open:
29
l Item la:
SES POSITIONS FILLED COMPETITIVELY (Continued)
MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE E.
REGION V Deputy Division Director Selectee X
BQL Applicants (4) 4 Days open:
29 F.
_IRM Deputy Director Selectee NONE TO DATE BQL Applicants (4) 4 Days open: 29 G.
ACRS Executive Director Selectee X
BQL Applicants (6) 1 4
1 Days open: 30*
Vacancies announced to "all sources," (i.e., to individuals who are not currently Federal employees).
b
)
~
Item 1b:
The number and EE0 profile of... GG-15 positions which were filled on a non-congetitive basis for comparison with the data (for the period from April 1992 to March 31,1993) on those which were filled competitively and information concerning the extent to which competitively awarded positions were advertised, including how long the vacancy announcement remained open.
Response
Statistics for the GG-15 positions filled non-competitively are shown below.
Statistics for those filled competitively are shown separately, including an indication of how many days the vacancy announcement was open.
Attention, such as the ERB Review Group's activities, will continue to be focused on assuring that women and minority employees are considered for reassignments, particularly to positions that may provide greater visibility to and interaction with higher level managers.
Observation:
Most GG-15 non-competitive placements are lateral reassignments to equivalent positions resulting from reorganizations. Employees affected by these reassignments are within the organizations being realigned, which predetermines the number of women and minorities available for reassignment. Considering this, the distribution of women and minorities being reassigned appears to be fair and equitable.
GG-15 POSITIONS FILLED NON-COMPETITIVELY MINORITY MINORITY NDN-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE SUMKARY:
GG-15 SELECTEES 7 7%)
1 (1%)
80(84%)
7 (7%)
GG-15 EMPLOYEES 78 10%)
17 (2%)
622 (79%)
70(9%)
By Reinstatement NRR 1
By Conversion OCM 2
By Term Appt.
AEOD 1
NRR 1
By Promotion OCH I
NMSS 1
RII 1
i l
Item Ib:
GG-15 POSITIONS FILLED NON-COMPETITIVELY (Continued)
MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE By Reassignment AEOD 2
E00 3
1 IRM 2
NRR 2
28 2
NHSS 2
5 1
OGC 1
OIP 1
OPP 1
i RES 2
i RI 10 RII 1
6 RIII 9
2 RIV 5
RV 1
I S
f b
i.
i item lb:
Observation:
The GG-15 competitive selections show an excellent track record considering that the numbers of females and minorities selected were higher than their percentages in the applicant pool.
GG-15 POSITIONS FILLED COMPETITIVELY - NON-BARGAINING UNIT MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE i
SUMMARY
GG-15 SELECTEES 9 (25%)
1 (3%)
18 (50%)
8 (22%)
GG-15 APPLICANTS 36(12%)
3 (1%)
245 (79%)
27 (9%)
A.
ADM Branch Chief Selectee X
BQL (4) 3 1
Days open: 15 t
Branch Chief Selectee X
BQL (10) 1 6
3 Days open: 30 B.
AE00 Section Chief Selectee X
BQL (9) 1 1
27 Days open: 15 Section Chief Selectee X
BQL (19)
I 1
17 Days open: 11 Section Chief Selectee X
BQL (10) 8 2
Days open: 60 C.
IRM Branch Chief Selectee X
l BQL (1) 1 l
Days open: 14 l
Jtem Ib:
GG-15 POSITIONS FILLED COMPETITIVELY - NON-BARGAINING UNIT (Continued)
MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE D.
NMSS Section Chief Selectee X
BQL (2) 1 1
Days open: 25 Section Chief Selectee X
BQL (2) 2 Days open: 21 Section Chief Selectee X
BQL (3) 2 1
Days open: 25 Section Chief Selectee X
BQL (6) 1 4
1 Days open: 25 Section Leader Selectee X
i BQL (4) 3 1
Days open: 21 E.
NRR Section Chief Selectee X
BQL (14) 3 11 Days open: 25 Section Chief Selectee X
i BQL(24) 4 20 Days open: 46 Section Chief Selectee X
j BQL (18) 4 13 1
Days open: 32 l
i J
m Item Ib:
GG-15 POSITIONS FILLED COMPETITIVELY - NON-BARGAINING UNIT (Continued)
MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE Section Chief Selectee X
BQL (8) 2 1
5 Days open: 25 Tech Asst
~
Selectee X
BQL (23) 20 3
Days open: 18 Section Chief Selectee X
BQL (12) 5 7
Days open: 29 Section Chief Sele Any X
BQL (3) 2 1
Days open: 18 Section Chief Selectee X
BQL (11) 1 10 Days open: 25 F.
QC Branch Chief Selectee X
BQL (4) 1 I
2 Days open: 30 G.
91 Sr. Enf. Spec.
Selectee X
BQL(3) 2 1
Days open: 10 A/D htls Selectee X
BQL(2) 2 Days open: 18
J1em 1bl GG-15 POSITIONS FILLED CONPETITIVELY - NON-BARGAINING UNIT (Continued)
MINORITY MINORITY NON-MIN.
HON-MIN.
MALE FEMALE MALE FEMALE H.
OEDO Reg. Coordinator Selectee X
X BQL (25) 1 22 2
Days open: 15 I.
OGC Attorney Selectee X
BQL (2) 1 1
Days open: 11 Attorney Selectee X
BQL (1) 1 Days open: 11 J.
OPP Sr. Tech Asst Selectee X
BQL (7) 4 3
Days open: 26 K.
Recion I Section Chief Selectee X
BQL (3) 2 1
Days open: 28 L.
Recion II Team Leader Selectee X
BQL (7) 7 i
Days open: 11 Section Chief Selectee X
BQL (18) 1 17 Days open: 21 m
r i
o Item Ib.
GG-15 POSITIONS FILLED COMPETITIVELY - NON-BARGAINING UNIT (Continued 1 MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE Bran::h Chief Selectee X
BQL (5) 5 Days open: 19 H.
Reaion III Section Chief Selectee X
BQL (7) 7 Days open: 31 H.
Recion V Section Chief Selectee X
BQL (15) 3 12 Days open: 31 Branch Chief Selectee X
BQL (4) 1 3
Days open: 31 0.
RES Section Leader Selectee X
BQL (2) 1 1
Days open: 15 Section Leader Selectee X
BQL (6) 1 2
3 Days open: 28
i.
\\
STAFFING SES AND GG-15 POSITIONS
~
In respase to a Staff Requireaents Memorandum of March 25, 1993, the staff provided to the Commission demographic statistics on SES and grade GG-15 positions filled competitively and non-competitively during the period from April 1, 1992 through March 31, 1993.
The following material suppit ants those statistics with information on the circumstances in which these SES and grade GG-15 positions were filled.
SES Positiony During the period studied, 8 vacant SES positions were filled competitively.
Competition is required to fill an SES position by the selection and l
appointment of someone not already in the SES. The agency typically uses i
competitive procedures to fill vacant lower level SES positions that are the next step in career progression from the grade GG-15 level. These vacancies are frequently created by one or more non-competitive reassignments of current SES members, which often are themselves triggered by attrition ac upper levels of the SES. Less frequently, the agency will use competition to fill an upper level SES position. The decision L9 conduct a competitive search may depend on a variety of factors, including the status of the position vis-a-vis agency succession planning, the availability of expertise within the current SES cadre, or special considerations unique to the case at hand. Of the 8 SES i
positions filled competitively during the period studied, 5 were entry-level, and 3 were upper level.
The agency effected 37 non-competitive SES staffing actions during the study period. Most of these actions were reciprocal exchanges of current SES members, and did not involve actually vacant positions. Approximately 24 of these actions stemmed from reorganizations which realigned functicns and i
responsibilities.
These reorganization-based reassignments also offered
[
exchange opportunities to broaden the skills and experience of current SES i
members. About 10 reassignments occurred outside the context of a reorganization. They were effected primairly for the purpose of broadening experience and better utilizing resources, consistent with agency management succession planning. They were facilitated by the domino effect of 3 reassignment actions which were the direct result of losses of senior SES members through attrition and reflected implementation of agency succession planning.
I GG-15 POSITIONS During the period studied, 36 vacant GG-15 non-bargaining unit positions were filled competitively: 28 of these positions were supervisory; 8 non-1 supervisory. The agency typically uses merit competition to fill all i
supervisory positions and the majority of non-supervisory GG-15 positions.
Occasionally, the agency will fill a GG-15 position by means of a non-competitive promotion or appointment. The non-competitive process is used to fill positions on Commissioners' staffs, reinstate former employees who have statutory reemployment rights, and to fill temporary, non-career positions.
During the period studied, there were 7 non-competitive promotion or appointment actions.
i
The agency effected 95 non-competitive reassignments at the GG-15 level during the study period. Approximately 37 of these actions stemmed from reorganizations which did not involve new vacant positions but rather
~
realigned functions and responsibilities among current staff. These reorganization-based reassignments also offered some opportunities for better utilization of staff skills. Fifty-eight reassignment actions were for the purpose of broadening experience and/or better utilization of resources.
EE0 Impact Non-competitive reassignments are EE0/ affirmative action results neutral, in that they do not change the mix of the GG-15 or SES population since no new employees are added to the total pool.
They can be and are used, however, to enhance the skills and exposure of the current GG-15 or SES staff, and in that respect are ipoortant from an affirmative action point of view. The EE0 demographics of the GG-15 employees non-competitively reassigned during the study period were generally comparable to the demographics of the GG-15 population as a whole.
The competitive selection processes provided an effective avenue for the advancement of women and minorities to the GG-15 level. Although women and minorities made up only 22% of the pool of applicants for the competitive positions in the study, they accounted for 50% of the selections.
I
j Item 2a:
When available, a statistical breakdown of women and minority applicants and selectees for any Senior Level System positions expected to be created, competed, and filled through March 31, 1993....
Response
I Statistics on the women and minority applicants and selectees for Senior Level System positions that were created and competed through March 31, 1993, follow.
Observation:
Senior Level System positions are established to attract highly qualified experts in specific technical and administrative disciplines. Given the composition of the applicant pool, it appears that the selection mix is reasonable, but attention should continue to be focused on identifying qualified women and minorities who may be interested in applying for these positions.
SLS POSITIONS MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE
SUMMARY
SLS SELECTEES 0
0 6 (86%)
1(14%)
SLS APPLICANTS 1 (5%)
0 18 (86%)
2 (10%)
A.
OIG l
Sr. Level Asst / Audit Selectee X
BQL Applicants (1) 1 Counsel to IG Selectee X
BQL Applicants (1)
I B.
IP Nuclear Safety Attache Selectee X
BQL Applicants 1
12 (17BQLapplicants; ethnicity / gender info available on the 13 who are current or former NRC employees)
NRC)
,l b
Itee Za:
SLS POSITIONS (Continued)
MINORITY MINORITY NON-MIN, NON-MIN.
MALE FEMALE MALE FEMALE C.
OEDO Sr. Tech Advisor / Staff Asst Selectee X
BQL Applicants (1) 1 D.
RES Sr. Tech Advisor / Health Effects Selectee X
BQL Applicants (2) 1 1
Sr. Tech Advisor / Siting, Accidents Selectee X
BQL Applicants (1) 1 E.
NRR Sr. Thermal Hydraulics Expert Selectee X
t BQL Applicants (3) 2 (3 BQL applicants; ethnicity /gend:r info available on the 2 who are intirnal to NRC)
I 5
t
b e
Item 2b:
When available, a statistical breakdown of women and minority applicants and selectees for...the Supervisory Development Program and the SES Candidate Development Program when those selections have been made.
Response; Selections for both programs have been completed. The Executive Resources Board met on August 9,1993 and made its final decision on selectees for the NRC's Supervisory Development Program and Senior Executive Service Candidate Development Program.
Information on the applicants and selectees for each program is provided below.
Observation:
The distribution of internal candidates for both the Supervisory Development and the SES Candidate Development program appear to be reasonably consistent with the representation of eligible applicants in the current organization.
Agency managers should continue to encourage all highly qualified eligible candidates, especially women and minorities, to apply for these programs.
l MINORITY MINORITY NON-MIN.
NON-MIN.
MALE FEMALE MALE FEMALE Candidate Development 15 (10%)
10 (6%)
114 (73%)
17 (11%)
Program Applicants (156)
Candidate Development 4 (17%)
1 (4%)
14 (61%)
4 (17%)
Program Selectees (23)
Supervisory Development 18 (14%)
4 (3%)
83 (64%)
25 (19%)
Program Applicants (130)
Supervisory Development 3 (11%)
3 (11%)
12 (44%)
9 (33%)
Program Selectees (27)
I
l v
i 4
Item 3:
Report to the Commission on the educational and training opportunities available to employees for enhancing their qualifications for SLS positions and any plans for a formal l
developmental program to assist employees to qualify for SLS j
positions.
Response
The following educational and training opportunities are available to employees for enhancing their qualifications for SLS positions:
Higher level education by direct funding of courses at institutions of higher learning nationwide, Agency memberships in technical and professional societies, Educational and specialized technical or professional training activities and conferences, NRC Graduate Fellowship and Senior Fellowship Programs that provide
{
graduate-level education for selected applicants in critical disciplines required by the Agency, and Education leading to a degree in areas of critical need.
In view of the uniqueness of the SLS positions and the very specific nature of the qualifications required, there are no plans for a formal developmental program to assist employees to qualify for SLS positions.
Office Directors and Regional Administrators will be encouraged to provide the maximum opportunities for senior GG-15 technical employees to broaden their technical knowledge and skills so that they can qualify for SLS positions.
Observation:
NRC technical experts must continue to be encouraged by agency managers to further their education and training. These employees should focus on enhancing
+
their technical knowledge and skills so that they can readily replace senior i
level experts who plan to leave the agen'cy in the near future or impart new knowledge and skills in emerging senior level positions meeting NRC needs.
l i
I l
i 4
s
Ltem 4:
Statistics on time-in-gra& for non-career ladder promotions in comparable career fields for women and speaific minority groups.
Response
In this analysis, the staff considered non-career ladder competitive promotion rater of women and ainority groups, taking into account all individuals who achieved permanent promotions to the U-15 competitively during Fiscal Years 1988 through 1992. Hence, the count of individuals in any year represents these who achieved the promotion to GG-15 with the attendant time-in-grade to GG-15 and GG-
- 14. This population was selected as representative of the SES feeder group. The study data did not address temporary promotions.
In cases of employees who left NRC and later returned, time-in-grade (TIG) was defined as being the difference between the most recent service dates. The eligible population in each fiscal year was defined as all GG-14 employees on board as of September 30 of the prior fiscal year who had at least one year TIG.
These employees were grouped in occupational categories (Engineering, Scientific, legal, Administrative) by gender as one analysis and by occupational categories by ethnicity as a second analysis. TIG at the next two lowcr grade levels was calculated. All TIG figures are expressed in year increments (e.g.,1.33 = 1 and 1/3 year). The attached charts and graphs depict these separate analyses.
TIME-IN-GRADE (TIG) BY OCCUPATIONAL CATEGORIES BY GENDER Observation:
Women were promoted more rapidly (i.e., with less TIG) than men during this period and an increasing percentage of selections were women.
Enaineerina Women had shorter TIG from the GG-13 to GG-14 and from the GG-14 to GG-15 across the five years. FY 1989 is the only exception because no women engineers were promoted to GG-15 in that year.
(SeeChart4aandGraph4a.)
Scientific Women had shorter TIG at the GG-14 to GG-15 level four years out of five. Men had shorter TIG at the GG-13 to GG-14 level three out of the five years.
(See Chart 4a and Graph 4b.)
Leoal No comparison can be made for the GG-13 to GG-14 TIG for FY 1989 through 1992 because some of these employees entered NRC at the GG-14 level (shown by "N/A" on theattachedcharts). Women moved more rapidly from GG-14 to GG-15 in FY 1989 through FY 1990.
In FY 1991 all promotions were awarded to women; in FY 1992 all promotions were awarded to men.
(SeeChart4aandGraph4c.)
Administrative Men had shorter TIG at both grade levels three years out of five.
(SeeChart4aandGraph4d.)
'. s 4
TIME-IN-GRADE (TIG) BY OCCUPATIONAL CATEGORIES BY ETHNICITY Observation:
1 African Americans were promoted more rapidly (i.e., with less TIG) when moving from GG-13 to GG-14 than all other ethnic groups during this period. White employces were promoted more rapidly when moving from GG-14 to GG-15 followed by African Americans and Asian Americans. Greater attention should be paid to the career progression opportunities at higher grade levels (GG-15).
Enoineerino Across the five years, African Americans and Asian Americans had the shortest TIG st GG-13 to GG-14, averaging two years each. White employees had the shortest Ti" at GG-14 to GG-15 two years out of the five total. African Americans, Asian Amerir.ans, and Hispanics had the shortest TIG for one year each at this grade level.
(SeeChart4b.)
Scientific No minorities were promoted to GG-15 in FY 1989 and FY 1990. One was promoted in each of the other three years.
(SeeChart4b.) Minorities had shorter TIG for two of the three years in which they were promoted. Conclusions cannot be inferred due to the small sample size of one minority promotee in each of the three years.
Leoal In FYs 1983,1989,1991, and 1992, no minorities were promoted to GG-15.
In FY 1990, White employees and African Americans spent approximately the same TIG at GG-13 to GG-14. African Americans spent less TIG at GG-14 to GG-15 than White employees. Only White employees were eligible in FY 1992.
(SeeChart(b.)
Administrative African Americans had the shortest TIG from GG-13 to GG-14 three years of the fi ve. White employees had the shortest TIG from GG-14 to GG-15 level two years of the five.
In FY 1992 all promotions were awarded to White employees.
(See Chart 4b.)
Additionally, the staff examined the distribution of the total number of promotions awarded as compared to the re,presentative percentage of the eligible population. The number of promotions was examined by gender and by ethnicity.
PROMOTIONS BY GENDER Observation:
It appears that women ce receiving a higher rate of promotion than their male counterparts and have increased their share of promotions over the past three years when the NRC has given greater impetus to its EE0/ Affirmative Action efforts.
It seems that women are improving their status in achieving positions at higher grades (GG-15).
l
l
}
.e WOMEN FY 1988 FY 1989 FY 1990 FY 1991 FY 1992 rail l
Promotions 12.36%
6.90%
20.00%
15.09%
25.00%
14.69%
(11)
(4)
(10)
(8)
(9)
(42)
Eligible 9.24%
12.23%
14.72%
14.15%
15.01%
13.06%
Population (61)
(75)
(91)
(89)
(101)
(417)
(See Charts 4c-4h)
MEN FY 1988 FY 1989 FY 1990 FY 1991 FY 1992 Overall Promotions 87.64%
93.10%
80.00%
84.91%
75.00%
85.31%
(78)
(54)
(40)
(45)
(27)
(244) i Eligible 90.76%
87.77%
85.28%
85.85%
84.99%
85.94%
Population (599)
(538)
(527)
(540)
(572)
(2776)
(See Charts 4c-4h)
PROMOTIONS SY ETHNICITY Observation:
It appears that the NRC EE0/ Affirmative Action awareness efforts may have been instrumental in helping African Americans and Asian Americans achieve a higher rate of promotion than their share of the agency population.
It seems that greater attention needs to be paid to the career progression opportunities and achievements of Hispanics.
FY 1992 White A/A Asian Hispanic N/A Promotions 86.11%
8.33%
2.78%
2.78%
0.00%
(31)
(3)
(1)
(1)
(0)
Eligible 85.14%
5.65%
7.58%
1.63%
NONE Population (573)
(38)
(51)
(11)
ELIGIBLE
[See Charts 4c and 4d and Graph 4f)
FY 1991 r
White A/A Asian Hispanic N/A Promotions 81.13%
5.66%
13.21%
0.00%
0.00%
(43)
(3)
(7)
(0)
(0)
Eligible 84.58%
5.56%
8.27%
1.43%
ONE Population (532)
(35)
(52)
(9)
ELIGIBLE (See Charts 4c and 4e and Graph 4f)
q.
FY 1990 White A/A Asian Hispanic N/A Promotions 92.00%
6.00%
2.00%
0.00%
0.00%
(46)
(3)
(1)
(0)
(0)
Eligible 84.95%
5.50%
7.93%
1.46%
ONE Population (525)
(34)
(49)
(9)
ELIGIBLE (See Charts 4c and 4f and Graph 4f)
~
FY 1989 White A/A Asian Hispanic N/A Promotions 81.03%
1.72%
17.24%
0.00%
0.00%
1 (47).
(1)
(10)
(0)
(0)
Eligible 84.34%
4.89%
9.14%
1.47%
ONE Population (517)
(30)
(56)
(9)
ELIGIBLE (See Charts 4c and 4g and Graph 4f)
FY 1988 White A/A Asian Hispanic N/A Promotions 87.64%
2.25%
10.11%
0.00%
0.00%
(78)
(2)
(9)
(0)
(0)
Eligible 84.09%
4.55%
9.24%
1.97%
ONE Population (555)
(30)
(61)
(13)
ELIGIBLE
[See Charts 4c and 4h and Graph 4f) i k
J
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ^ - - - - - ^ -
J 07/20/03 FY 1SC8 THROUCH FY 1992 TIME-IN-CRADE (IN YEAnt!)
TO Ti1E 0G-15
.i DY NRC CATEGORY BY GENDER FY 1988 FY 1989 FY 1990 FY 1991 FY 1992 WOMEN MEN TOTAL WOMEh MEN TOTAL WOMEh MEN TOTAL WOMEh MEN TOTAL WOMEh MEN TO TAL ENGINEERING TIG 13-14 1.63 1.70 1.70 0.00 1.83 1.83 1.49 2.27 2.24 0 84 2.11 1.59 2 57 2.83 2.76 TIG 14-15 2.15 6 32 6.32 0.00 4.91 4.91 5.25 5.28 5.27 1.92 6.27 6.32 3 27 5.46 5 04 COUNT 1
57 58 0
41 41 1
33 34 1
35 36 4
17 21 PERCENTAGE 1.12% 64.04 %
65.17 %
0.00% 70.63 % 70,69 %
2.00% 66.00 % 68 00%
1.89% 66.04 % 67.92%
11.11 % 47.22% 58.33 %
SCIENTIFIC TIG13-14 2.08 2.25 2.20 2.82 2.63 2.67 2.32 2.01 2.18 1.46 2.40 2.00 4.16 2.50 3.17 T1014-15 5.15 7.05 6.60 2.80 3.05 3.02 2.92 3.63 3 23 2.75 9.93 7.77 5.84 4.98 5.41 COUNT 5
16 21 1
6 7
4 3
7 3
7 10 3
3 6
PERCENTAGE 5.62% 17.96 %
23 60 %
1.725 10.34 %
12.07 %
8.00% 6.00%
14.00 %
5.66% 13.21 %
18.87 %
8.33%
8.33%
16.67 %
LEGAL TIG13-14 1.26 1.61 1.44 N/A 1.53 1.53 1.53 N/A 1.53 N/A 0.00 N/A 0 00 1.57 1.57 TIG14-15 8.28 2.76 5.52 1.11 1.76 1.55 1.88 7.53 4.70 1.67 0.00 1.67 0.00 2.93 2.93 COUNT 1
1 2
1 2
3 2
2 4
1 0
1 0
2 2
PERCENTAGE 1.12%
1.12%
2.25%
1.72%
3.45%
5.17%
4.00%
4.00%
8.00%
1.89%
0.00%
1.89%
0 00%
5.56%
5.56%
ADMNISTRATIVE TIO13-14 2.74 7.78 4.42 1.82 3.01 2.67 1.80 1.15 1.64 2.38 2.05 2.21 3.68 2.55 2 87 TIG14-15 5.22 2.89 4.06 2.84 4.77 4.22 3.33 1.11 2.45 5.61 2.72 4.17 4.83 5.69 5.44 COUNT 4
4 8
2 5
7 3
2 5
3 3
6 2
5 7
PERCENTAGE 4.49%
4.49%
8.99%
3.45%
8.62%
12.07 %
6.00%
4.00%
10.00 %
5.66%
5.66%
11.32%
5.56% 13.89 %
19.44 %
TOTAL PHOMOTIONS 11 78 89 4
54 58 10 40 50 8
45 53 9
27 36 PERCENTAGE 12.36 % 87.64 % 100 00%
6.90% 93.10 % 100.00 %
20.00 % 80.00 % 100.00 %
15.09 % 84.91 % 100 00%
25 00% 75.00 % 100 00%
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COMPETITIVE PROMOTIONS TO THE GG-15 FY 1988 THROUGH FY 1992 BY GENDER WOMEN WOMEN
/
MEN MEN 80.0 /
FY 88 FY 89 FY 90 WOMEN 15.1 %
84.9 %
75.0 %
FY 92 Numbers in the pie indicate employees while percentages indicate their percentage of the total promotions awarded.
.m
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l l
COMPETITIVE PROMOTIONS TO THE GG-15 FY 1988 THROUGH FY 1992 BY ETHNICITY A/A ASIAN A/A A/AASIAN ASIAN 2.2% 10.1 %
1.7%
6.0%.0%
17.2/o 2
d 78 46 WHITE WHITE WHITE 87.6 %
81.0o/o 92.0 %
FY 88 FY 89 FY 90 WHITE WHITE 86.1%
81.1 %
43 31
.A/A qp'flS h
,"4!:!' ~s.7%
ASIAN 2.8%
4 EShJ ASIAN FY 91 13.2%
FY 92 Numbers in the pie indicate employees while percentages indicate their percentage of the total promotions awarded.
^
4 s
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i 1,
+
i i
item 5:
Plans to track assignments and promotions subsequent to employee participation in various formal developmental programs such as the Executive Development Program for Mid-Level Employees.
Response
The Office of Personnel has been tracking assignments and promotions subsequent to employee participation in the Agency's two current formal developmental programs, the Executive Potential Program for Mid-Level Employees and the Women's Executive Leadership Program, since their inception. The progression of graduates of these programs is provided with this response.
In FY 1994 the Office of Information Resources Management will enhance the Automated Personnel System (APS) by including several fields that will be used to indicate completion of individual formal developmental programs. The APS will track graduates. of the Executive Potential Program for Mid-Level Employees and the Women's Executive Leadership Program as well as graduates of the new Supervisory Development Program and the SES Candidate Development Program.
Observation:
In general, participants of these programs tend to advance in grade. Advancement seems to be a function of time since completion of the program, starting grade, and career advancement potential.
i b
9 I
i
SUMMARY
OF PROGRESSION OF EXECUTIVE POTENTIAL PROGRAM GRADUATES NO. OF PROMOTED PROMOTED PROMOTED MORE LEFT CATEGORY GRADS OfiCE TWICI THAN TWICE AGENCY FY 1986 Minority Women 1(B) 1 Non-minority Women 2
1 1*
Minority Men 0
Non-minority Men 2
2*
Total 5
3 1
1 FY 1987 Minority Women 0
Non-minority Women 3
1 1*
Minority Men 1(A) 1*
Non-minority Men 3
1 1
1 Total 7
2 1
2 1
FY 1988 Minority Women 1(B)
Non-minority Women 2
2 Minority Men 0
Non-minority Men 2
1 Total 5
2 1
FY 1989 Minority Women 0
Non-minority Women 3
2 Minority Men 0
Non-minority Men 2
1 Total 5
3 FY 1990 Minority Women 0
Non-minority Women 2
1 Minority Men 0
Non-minority Men 3
1 Total 5
2 (A) Asian (B)
Black Includes 1 SES or equivalent
r Executive Potential Program Graduates (Beginning and Current Title, Series and Grade)
NAME TITLE SERIES GRADE FY 1986 t
Donald Cool Health Physicist 1306 GG-14 Chief, Rad. Protection &
1306 SES Health Effects Br.
Melanie Miller Project Manager 0801 GG-13 Sr. Reactor Oper. Engineer 0801 GG-15 Linda Portner Special Assistant 0345 GG-13 Assoc. Dir.-Asst. to Chrm.
0301 SLS David Trimble Resident Inspector 0801 GG-13 Technical Asst., COMM 0801 SLS Patricia Worthington Chemist 1320 GG-13 Senior Chemist (left agency) 1320 GG-15 FY 1987 Sher Bahadur Project Manager 0801 GG-13 Chief, Reg. Dev. Br.
0801 SES Bennett Brady Systems Analyst 1515 GG-14 Systems Analyst 1515 GG-14 Roy Caniano Radiation Specialist 1306 GG-13 Branch Chief 1301 GG-15 Joseph Holonich, Jr.
Project Manager 0801 GG-14 Proj. Director 0801 SES Robert Senseney Intl. Relations Sp.
0131 GG-14 I
(Left the NRC)
Susan Shankman Trng. & Assess. Sp.
1701 GG-14 Deputy Director 1301 SES Annette Vietti-Cook Project Manager 0801 GG-13 Technical Asst., COMM 0801 SLS i
t l
l 1
l NAME TITLE SERIES GRADE i
FY 1988 i
Patricia Larkins Ch., Publ. & Tr. Sect.
1412*
GG-13 Regulations Specialist 0301 GG-13 l
i Marylee Slusson Project Manager 0801 GG-14 i
Section Chief 0801 GG-15 l
I August Spector Mgt. & Org. Dev. Spec.
0201 GG-14 Mgt. & Org. Dev. Spec.
0201 GG-14 Michael Weber Groundwater Hydrologist 1301 GG-13 Section Leader 1301 GG-15 Sarah Wiggington Regulations Specialist 0301 GG-13 Section Chief 0301 GG-14 FY 1989
[
Debra Corley Program Assistant 0343 GG-14
\\
Chief, Prog. Anal. Br.
0343 GG-15 i
Erasmia Lois Risk Assess. Eng.
0840 GG-14
(
Sr. Task Manager 0801 GG-15 Jeffrey Lyash Project Engineer 0840 GG-13 I
Sr. Resident inspector 0840 GG-14 Patrick Milano Project Manager 0840 GG-14 Sr. Project Manager 0801 GG-15 Claudia Seelig Sr. Program Analyst 0345 GG-14 Branch Chief 0345 GG-15 FY 199G Alexar.dar Adams, Jr.
Project Manager 0801 GG-14 Sr. Project Manager 0801 GG-15 Jesse Arildsen Reactor Engineer 0840 GG-14 Sr. Oper. Eng.
0801 GG-15 Kathryn Otwell Greene Staff Assistant 0560 GG-14 Section Chief 0343 GG-15 Cynthia Jones Health Physcist 1306 GG-14 i
Section Leader 1301 GG-15 Raymond Smith Reactor Systems Spec.
0801 GG-14 I
Reactor Systems Eng.
0801 GG-14 P
Completed technical degree and changed career fields in FY 1993.
~
NAME TITLE SERIES GRADE FY 1991 Rita Hoskins Management Analyst 0343 GG-13 Management Analyst 0343 GG-13 William Levis Resident inspector 0840 GG-13 Sr. Resident inspector 0840 GG-14 (Left Agency 9/18/92)
Keith McConnell Geologist 1301 GG-14 Section Leader 1301 GG-15 Renee Pedersen Enforcement Specialist 0840 GG-14 Sr. Enforcement Spec.
0840 GG-15 John Ramsey Reactor Engineer 0801 GG-13 Reactor Systems Eng.
0840 GG-14 Steve Ruffin Project Manager 0840 GG-13 Nuclear Engineer 0840 GG-14 i
Garmon West Engineering Psyc.
0180 GG-14 Engineering Psyc.
0180 GG-14 FY 1992 (Recent Graduates) i Shirley Fortuna Program Manager 0343 GG-14 Herman Graves Structural Eng.
0801 GG-14 Carol Harris Sr. Lab. Mgmt. &
0233 GG-14 Empl. Rel. Sp.
Michael Kaltman Sen. Prog. Anal.
0343 GG-14 Robert Sumers Project Engineer 0840 GG-14 Angie Young (Left NRC 12/92) Reactor Systems Eng.
0840 GG-13 FY 1993 (Current Participants)
Brian McCabe Project Manager 0801 GG-14 Sharon Hearse Sr. Contract Adm.
1102 GG-14 Charleen Raddatz Health Physicist 1306 GG-14 Thomas Rich Mechanical Engineer 0830 GG-13 Gerard Vasquez Sr. Health Physicist 1306 GG-14 t
4
SUMMARY
OF PROGRESSION OF WOMEN'S EXECUTIVE LEADERSHIP PROGRAM GRADUATES NO. OF PROMOTED PROMOTED PROMOTED MORE LEFT CATEGGRY GRADS ONCE TWICE THAN TWICE AGENCY FY 1985 (18-Month Proaram)
Minority Women 1(B)
Non-minority Women 0
Total 1
FY 1987 Minority Women 0
Non-minority Women 4
1 2
1 l
Total 4
1 2
1 FY 1988 l
Minority Women 1(B) 1 Nonminority Women 3
1 1
1 Total 4
2 1
1 FY 1989 Minority Women 0
Non-minority Women 3
1 1
1 4
Total 3
1 1
1 l
FY 1990 Minority Women 0
Non-minority Women 2
1 Total 2
1 (B)
Black l
i l
Women's Executive Leadership Program Graduates (Beginning and Current Title, Series and Grade)
EAE TITLE SERIES GRADE FY 1985 (18-Month Procram)
Eugenia Pleasant Adm. & Litigation Ar.st. 0301 GG-12 Program Analyst 0343 GG-13 FY 1987 i
Susan Bilhorn Systems Perf. Analyst 0801 GG-12 1
Technical Asst., COMM 0801 GG-15 l
(Left the NRC) l l
Carole Jamerson Licensing Assistant 0303 GG-II (Left, then returned to the NRC)
Cynthia Pederson Resident inspector 0840 GG-12 Chief, Reactor Support 1301 GG-15 Programs Branch Jo Ann Resner Tech. Publ. Specialist 1412 GG-Il Chief, Technical 1412 GG-13 Publications Section FY 1988 Carrie Brown Sfgds. Program Anal.
0345 GG-Il Project Mgr.
0345 GG-13 Michelle Evans Operations Engineer 0840 GG-12 Resident inspector 0840 GG-13 Linda Riddle Project Manager 0801 GG-12 (Left the NRC)
Suzanne Schuyler-Paralegal Specialist 0950 GG-11 Hayes Intl. Relations Spec.
0131 GG-14 FY 1989 Claudia % ig Project Engineer 0801 GG-ll Project Engineer 0801 GG-14 Lynn Deering Hydrogeologist 1315 GG-12 Sr. Staff Scientist 1301 GG-15 Teresa McNally Management Analyst 0343 GG-12 Chief, Oper. Supp. Br.
0343 GG-13
NAME TITLE SERIES GRADE FY 1990 H. Catherine Human Factors Analyst 0180 GG-11 McCoy Thompson Project Manager
~llJ,
GG-13 Patricia Noonan Licensing Assistant 0303 GG-Il Licensing Assistant 0303 GG-Il FY 1991 Doris Foster Licensing Assistant 0303 GG-ll Licensing Assistant 0303 GG-ll i
Marc Huber Reactor Inspector 0830 GG-12 Reactor Inspector 0830 GG-13 i
Edna Knox-Davin Contract Administrator 1102 GG-Il Contract Administrator 1102 GG-12 Ira Radden Management Analyst 0343 GG-12 Management Analyst 0343 GG-12 i
FY 1992 (Recent Graduates)
Maria Rucci Dolan Trng. & Dev. Spec.
0235 GG-12 Trng. & Dev. Spec.
0235 GG-13 Mary Lynn Reardon Tech. Specif. Spec.
0301 GG-12 Tech. Specif. Spec.
0301 GG-12 Peggy Shaw Chief, Adm. Ngt. Br.
0342 GG-12 Chief, Adm. Ngt. Br.
0342 GG-12 FY 1993 Selectees Rickie Beall Budget Analyst 0560 GG-11 Robert Hogg Project Manager -
1301 GG-12 i
Marsha Ward Reference Librarian 1410 GG-12 i
r
m 9
9
.i j
I I
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t i
t 9
4 ISSUES AND RECOMMENDATIONS i
t
'i I
v
ISSUES AND RECOMMENDATIONS 1.
UNDERREPRESENTATION GF WOMEN AND MINORITIES ISSUE 1.1:
" Continuing concern about the low representation of women in the SES and feeder grades." (FWPAC)
RESPONSE
In an effort to plan for potentially higher than normal SES attrition through voluntary retirement beginning early in 1994, the NRC announced the SES Candidate Development Program (CDP) and the Supervisory Development Program (SDP) in late 1992 and early 1993. Selections for both of these development programs have now been made. Demographic data on applicants and selectees are provided in Enclosure 1.
All levels of senior agency management involved in the CDP and SDP selection processes (Office Directors and Regional Administrators, the Executive Resources Board, the Executive Development Committee, and the EDO) were well aware of the role these selections will play I
in increasing diversity among the ranks of the SES and its feeder grades.
l These programs, as well as the continuing work of the ERB Review Group and other agency emphases, should keep agency managers focused on improving representation of women in the SES and feeder grades.
ISSUE 1.2:
" Hispanics continue to be the most underrepre:;ented minority l
group, at all levels and in all categories, within the agency."
j (HEPAC)
RESPONSE
The representation of Hispanics at the NRC continues to be less than half that of the population as a whole, as shown by the latest Census Availability Data (1990).
This is true in all four of the Professional, Administrative, Technical, and Clerical (PATC0) categories.
During the past few years, we have made many attempts to increase our representation of Hispanics in all categories. We have targeted recruitment at numerous HACU's (Hispanic Association of College and Universities) and at colleges and universities having a significant Hispanic enrollment. We have advertised in publications that target Hispanics and have attended career fairs of Hispanic engineering organizations. We will continue these efforts in order to increase the representation of Hispanics in every category at the NRC.
ISSUE 1.3:
"NRC should focus recruitment efforts on increasing the representation of Asian Pacific Americans at all levels." (APAAC) 4.1 l
)
RECOMMENDATION 1.1:
"The Agency's recruitment program should include colleges and universities with diverse APA students and national conferences held by many Asian and Pacific American organizations." (APAAC)
RESPONSE
The FY 94 recruitment trip schedule has been scaled back from previous years to 32 trips and 13 universities. Universities were selected based on their academic standing and a review of the diversity among graduating engineers.
Recruiting at these universities allows us to develop a diversified pool of talent to select from for the NRC Intern Program which is the primary technical entry-level opportunity in the agency.
Of the universities which provide the greatest number of graduating Asian Pacific American engineers at the Bachelor and Master degree level, we are recruiting at the Massachusetts Institute of Technology, the Georgia Institute of Technology, and the University of California at Berkeley. We are also-attending conferences sponsored by the Federal Asian Pacific American Council and the Asian Pacific American Heritage Council.
NRC recruitment materials highlight the diversity of its workforce.
Brochures developed just this year feature Asian Pacific Americans as agency staff members in responsible positions.
ISSUE 1.4: NRC needs to focus efforts on recruitment of APA women in the Professional, Administrative, and Clerical PATC0 categories and men in all categories other than Professional.
(APAAC)
RESPONSE
The FY 94 recruitment schedule includes conferences sponsored by the Federal Asian Pacific American Council and the Asian Pacific American Heritage Council.
Exhibit booths are set up at these conferences, and applications for employment are accepted from attendees. Applications are for positions in all the PATC0 categories.
Contact was made with officials of APAAC to get the names of NRC Asian Pacific American employees interested in participating in recruitment activities.
Also, the names of Asian Pacific American technical professional organizations was requested to determine if targeted recruitment efforts can be directed toward these groups.
Targeted recruitment will continue for the Intern Program and the Graduate Fellowship Program. Of the three applicants selected for the Graduate Fellowship Program for 1993, one is an Asian Pacific American male.
ISSUE 1.5:
...The paucity of African-Americans on senior NRC staff." (BIG) 4.2
I8 i
RESPONSE
l As noted in response to the concern regarding representation of women in the SES and feeder grades, the recent selections for the SES Candidate Development and the Supervisory Development Programs will serve to increase the available pool of highly qualified and trained individuals to serve the agency at the senior levels, including SES and its feeder grades.
In addition, the continued scrutiny by the ERB Review Group of the selection rosters for all competitively selected non-bargaining unit positions at senior levels keeps.
the focus on improving the representation of all underrepresented groups, i
The rotational process remains a viable option for obtaining the exposure and experience that can enhance one's competitive posture in applying for a senior position. The experience gained from such assignments is invaluable.
During i
FY 93, three African American employees rotated to Commission offices. During the same period, three African American employees rotated to the ED0's office.
The E00's permanent staff includes one African American male and one African American female.
The Commission permanent staff includes one African American female.
ISSUE 1.6: African American women represent the third largest segment of the NRC employee population (9.1%) but represent the fifth largest segment of the Professional category (1.7%), the PATC0 category with the highest average grade level, and the second largest i
segment of the Clerical category (26.6%), the PATC0 category with the lowest average grade level with the exception of Other, the PATCO category for trainees.
In addition, almost 2/3 (66%) of African American women are concentrated in the Clerical category.
(BIG)
RESPONSE
The 1990 Census Availability Data (CAD) (see CAD chart, Enclosure 3) show that African American women are indeed underrepresented in the Professional category at the NRC by 2.1% (CAD: 3.2%); however, the real availability of African American women in the professions of interest to the NRC are significantly lower than the PATCO Professional category.
The NRC will continue its recruitment efforts aimed at improving representation of African American women in this category. We have targeted Historically Black Colleges and Universities (HBCU) campuses and other campuses with significant diversity t
among their graduating engineers and scientists and strong programs in science, engineering, and math, as well as professional organizations, for our recruiting efforts. African American women are overrepresented in the other 3 categories: Administrative 10.8% (CAD: 5.3%), Technical 30.6% (CAD: 6.6%),
and Clerical 18.1% (CAD: 9.6%).
ISSUE 1.7: African American men remain substantially underrepresented in the Professional category, particularly when compared to other male ethnic groups. While 39% of all African American men in the agency are employed in the Professional category, 92% of Asian men, 70% of Hispanic men, and 79% of white men are employed in t
this category.
Similarly, over 26% of African American men are 4.3 I
employed in the Clerical category while only 1.1% of Asian men, 11.1% of Hispanic men, and 1.9% of white men are employed in this category. (BIG)
RESPONSE
The latest statistical data show that African American males are present in the NRC workforce in proportions that exceed the 1990 CAD PATCO breakouts in all categories.
(See CAD chart, Enclosure 3.) As of September 1993, their representation at the NRC is as follows: Professional 2.9% (CAD: 2.4%),
Administrative 5.6% (CAD: 3.6%), Technical 3.9% (CAD: 3.6%), and Clerical 3.5%
(CAD: 2.8%).
ISSUE 1.8:
" African-Americans remain severely underrepresented in the Graduate Fellowship Program.
Presently... there are no African-Americans represented in this program...."
(BIG)
RECOMMENDATION 1.2:
"The agency should improve the awareness, dissemination of information, and follow-up on the Graduate Fellowship Program in order to attract highly qualified African-American applicants...."
(BIG)
RESPONSE
In FY 1993 there were 53 applicants for the Graduate Fellowship Program. Of these,12, representing 23% of the applicants were minorities. Of the 12 minorities, 6 were African American, 3 Hispanic, 2 Asian Pacific American, and 1 Native American. Due to FTE constraints, only 2 fellowship positions were filled from outside the NRC; one by an Asian Pacific American male, the other by a white male.
In FY 1994, the NRC will have only 2 slots dedicated to the program. The NRC seeks to improve African American and Hispanic representation in the Graduate Fellowship Program, and will continue its efforts to increase the applicant pool for the FY 1994 cycle.
Information about the Graduate Fellowship Program is widely disseminated.
To publicize the program, our recruiting teams have delivered hundreds of brochures to the engineering and science departments at colleges and universities visited. Additionally,10,000 program descriptions have been mailed to campuses nationwide. Advertisements for the Graduate Fellowship Program are placed in HBCU newspapers and at all colleges in our FY 1994 recruitment plan.
Likewise, the Graduate Fellowship Program is included in our regular recruitment ads in such publications as the October 1993 Minorities Issue of Graduatina Enoineer.
Information on the program has also been mailed to minorities who have taken the Graduate Record Examinations, an entrance requirement for most graduate schools and for consideration under the Graduate Fellowship Program.
During the current fiscal year, NRC recruitment teams will visit 20 colleges with significant minority enrollments, including 7 Historically Black Colleges and Universities (HBCU's). On these campuses we seek out students with major fields of study appropriate to our current and future staffing needs. The Graduate Fellowship Program allows some flexibility with regard to undergraduate majors.
For example, a current Fellow's undergraduate major in biology provided the basis for advanced study in health physics. One recent successful trip to Florida A & M University yielded a group of resumes from 4.4
top-notch African American engineering and science students with GPA's ranging from 3.4 to 4.0.
Follow-up is being conducted with each one of these students, including guidance on how to complete a high-quality application.
We participate at technical conferences which provide the opportunity to I
network witn African American students, faculty, and others who can help in our recruitment efforts. The NRC recruited at the recent National Science i
Foundation Conference. Other recent technical conferences in which NRC participated include the Georgia Tech National Society of Black Engineers fall Conference and the American Nuclear Society Conference. Upcoming on our agenda are the Eighth Black Engineer of the Year Awards Conference and the National Technical Association Conference.
The Office of Personnel will use the recruitment assistance offered by BIG and invites the referral of applicants for the Graduate Fellowship Program.
RECOMMENDATION 1.3:
"The agency should increase its efforts at creating an agency that reflects a diversified workforce." (BIG) i RECOMMENDATION 1.4:
"The agency must recognize that African-American men are grossly underrepresented in the Professional category when compared to other men in the agency and work to increase the numbers of African-American men in this category to reflect a more fair and equitable distribution."
(BIG)
RESPONSE
African American women in the Professional category is the only African American group at the NRC that is underrepresented in comparison to the CAD.
The NRC is strongly committed to building a workforce that reflects the diversity of the citizenry of the U.S.
Te this end, we will continue to recruit with an eye toward achieving a better representation of African American men and women in the Professional occupations of interest to the NRC.
RECOMMENDATION 1.5:
"The agency should make a concerted effort to recruit more African-American men and women in the Professional category." (BIG) s
RESPONSE
Due to the mandated cutbacks, outside hiring will be minimal. As a result, the agency. has significantly reduced the number of recruitment trips for FY 94. However, the focus on attracting women and minorities remains. The schedule includes seven Historically Black Colleges and Universities (HBCU's);
attendance at six minority career fairs which are focused on African American engineers; and attendance at the Eighth Annual Black Engineer of the Year Awards Conference, the National Technical Association Conference, and the annual Blacks-In-Government Training Conference. This schedule is designed to generate African American applicants for consideration for the very limited number of opportunities available at the NRC. Advertisements have been placed in African American publications as well as in journals supporting the events on the recruitment schedule.
i 4.5
RECOMMENDATION 1.6:
"The agency should create more opportunities for African-American women to move from lower-graded clerical positions to higher-graded administrative positions."
(BIG)
RESPONSE
Since the inception of the NRC in 1975, we have created many career l
opportunities for lower-graded clerical employees to compete for paraprofessional and professional positions.
In FY 93, African American employees, representir.g 12% of the agency, made up 16.4% of the Administrative category in the agency. Although the Executive Order mandated cutbacks over the next two years, we anticipate that a few opportunities will be available in the administrative area. Constraints on hiring from the outside may open up a few entry-level and upward mobility administrative positions to current empioyees.
RECOMMENDATION I.7:
"Since the inception of the agency, there has been Hispanic representation on the staff of both OP and SBCR.
However... currently, there are no Hispanics in either office... SBCR, especially, should reflect the diversity of the agency."
(HEPAC)
SBCR "should seek to fill vacancies within that office with individuals re resentative of the diverse population of the NRC." (APAAC
RESPONSE
The Office of Personnel continues to work with all offices to attract a diverse group of applicants to fill vacant positions. One Hispanic employee did apply for the most recent SBCR vacancy, which had been filled for many years by a Hispanic employee. We anticipate filling at least one additional position in SBCR over the next few months. The Office of Personnel filled a vacancy in the recruitment area earlier in the year with a Hispanic applicant, however, she decided to accept a supervisory position with another Federal agency after a short time at the NRC. The Office of Personnel is currently negotiating with a Regional Office to offer a rotational opportunity to a Hispanic employee to assist one of the Personnel Satellite offices.
RECOMMENDATION 1.8:
"The NRC is one of the most ' technical' agencies in the Federal government.
It seems inappropriate to consider only the statistics obtained from the Civilian Labor force (CLF) for the purpose of 'underrepresentation' when the overwhelming majority of NRC's professional positions essentially require an engineering or scientific degree.
It would be more appropriate to also consider the distribution of engineering and physical science degrees conferred to U.S. citizens by institutions of higher education....
"... Reconsider the methodology used to determine underrepresentation for Asian Pacific Americans." (APAAC) 4.6
RESPONSE
The points brought out in this analysis present some very important data.
The fact that from 1988-89, Asian Pacific Americans received 11% of all Engineering and Physical Science degrees, should assure that there are sufficient APAAC candidates for NRC professional positions in the future.
The definition of " Professionals" in PATCO includes all types of positions requiring a positive education requirement. While this includes many types of positions that the NRC does not employ, the PATC0 definition, along with the Census Availability Data (CAD), is the instrument the EE0C employs to guide agencies in their efforts to increase gender and ethnic representation.
The NRC is held accountable to the Equal Employment Opportunity Commission (EE0C) for making substantive efforts to come in line with the CAD. With this in mind, the NRC will continue to use the EEOC approved methodology for determining underrepresentation for all ethnic groups. However, NRC also uses other more realistic data obtained from Oak Ridge Institute for Science and Engineering to assess the availability of women and minorities for its scientific and engineering positions and to plan accordingly.
RECOMMENDATION 1.9:
" Formalized efforts should be taken to increase Asian Pacific American representation among the NRC's suparvisory and SES ranks." (APAAC)
RESPONSE
Special attention has been devoted to this issue. The ERB Review Group continues to examine selection certifications for competitive non-bargaining unit positions at the GG-15 and senior levels. The Group has addressed its concerns with individual Office Directors and Regional Administrators.
Additionally, in late 1992 and early 1993, the Agency issued a call for its SES Candidate Development program and its Supervisory Development Program, which prepare employees for the Agency's most senior positions. A demographic breakout of selections for these programs is included in Enclosure 1.
RECOMMENDATION 1.10: "There remains a need for improved placement of qualified and experienced diverse APA staff on Commission and ED0 staffs, in management and supervisory, SLS, and SES positions." (APAAC)
RESPONSE
OP strongly recommends the use of the rctational process for obtaining high visibility assignments on the staffs of the Commissioners and the EDO. The rotational assignment program was revised last year to assure that all employees receive opportunities to request and be considered for rotational i
opportunities.
Since the revision, the Office of Personnel has received 12 formal requests for rotational assignments but none were from Asian Pacific American employees. Although they have not used the formal process, OP i
records indicate that 10 APA employees were on rotational assignments during i
FY 93.
4.7
2.
MERIT SELECTION i
ISSUE 2.1: - "...We are quite concerned about the' widespread perception that' i
the job selection process is sometimes a sham because the person i
expected to fill the position has already been chosen. This is known as ' pre-selection.'" (AAAC) l
RESPONSE
It is reasonable to assume that an employee who works in the organizational l
unit where the vacancy exists would probably do well in the competition; nevertheless, most NRC vacancies are advertised agencywide, thus allowing all' qualified employees a chance to compete. Interviews are normally held prior to most selections. The Office of Personnel has always recommended that all best qualified applicants be interviewed.
In addition, some selecting officials call or send a letter to those applicants who were not selected. A second round of interviews would not be practicable due to time constraints. We recommend that any employee who is interested in finding out why he/she was not selected for a positten contact the personnel specialist or the selecting official.
ISSUE 2.2:
...A ratirg panel is assigned to grade the applicants for a_
particular position according to the rating factors on the vacancy announcemen?.. Customarily, the rating panel will develop an
.i
- additical set of criteria to. determine how well the applicants meet the rating factors.
"The concern is focused on the additional criteria developed by-the rating panel. This second set of criteria is not provided to the applicants, nor is it approved by the selecting official...."
(AAAC) j r
...The lack of clarity of rating factors versus 'the plan used by the. rating panel.
In several instances the criteria identified in the announced rating factors did not indicate level of experience and skills required for the job as stated in the rating plan....
l BIG believes that placing these types'of time restrictions on a vacancy is generally unnecessary and often is used as a means to preferentially tailor a position to a particular candidate while unfairly excluding candidates who are otherwise qualified." (BIG)
RESPONSE
The rating factors stated in the vacancy announcement are the knowledge, skills, and abilities needed to perform the duties of the position. The
" additional set of criteria" referred to above is known throughout the Federal government as " crediting plans." Crediting plans do not add " additional conditions" but rather describe the criteria by which the knowledge, skills, and abilities of applicants will be evaluated.
3 The development of rating factors and crediting plans has been the subject of i
many discussions over the past few months. The main thrust of our most recent i
4.8 t
I
Office of Personnel / Regional Personnel Officer Conference was (1) the production of better vacancy announcements, rating factors and crediting plans and (2) improvement in the use of these tools by rating panels and selecting officials. We are also in the process of revising the agency's merit promotion procedures which will incorporate the use of generic rating factors and crediting plans for certain positions.
ISSUE 2.3:
"The Committee has analyzed data relating to the recent selectiora in the Senior Executive Service (SES) Candidate Development and Supervisory Development Programs. The Committee found that the data appear to show a reasonable age cross-section as it applies to the SES Candidate Development Program, but we concluded that there is statistical evidence of possible age discrimination in the selection process for the Supervisory Development Program.
There were 130 applicants for the Supervisory Development Program, 61 "A" candidates and 27 selectees. Of the 130 applicants, 45 were under age 40, 53 were age 40 to 49 and 32 were age 50 or over....
The percent selected of all applicants for the Supervisory Development Program was 36 percent for those i
applicants under 40, 17 percent for those between 40 and 49, and-only 6 percent for those 50 and above. Similarly, the -percent selected of "A" candidates was 62 for those "A" candidates under 40, 39 percent for those between 40 and 49, and only 17 percent for those 50 and above. Although we do not know the reasons for the trends, we believe that they constitute evidence of possible age discrimination." (CAD)
RESPONSE
The statistics cited show that of all applicants the highest percentage of selectees was in the age group under 40, the second highest percentage in the age group 40 to 49, the lowest percentage in the age group 50 and above.
It is reasonable to assume that many of the outstanding employees who are 40 years old or above are already serving in supervisory positions and therefore were not in the pool of applicants. Although we do not know why the percentage selected of "A" candidates varies among the three age groups, we do know that candidates were rated "A," "B," or "C" by their Offices prior to Executive Development Committee review of all "A" application packages; and it is possible that there were inconsistencies among Offices in applying the rating criteria.
RECOMMENDATION 2.1:
...Since a significant percentage of the Hispanics at the NRL are in non-technical series (even though they perform technical worl}, we believe that the nature of the work performed should be considered when looking at position requirements rather than automatically placing the position in a series with specific mandatory technical qualifications. Therefore, HEPAC recommends the establishment of very broad mandatorv qualifications." (HEPAC) 4.9
a a ~
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RESPONSE
The mininum qualifications required are driven by the duties of the position as determined by a job analysis.
Consideration is given to the real i
requirements of the job rather than any pre-established occupational qualifications.
For SES positions, the managerial / supervisory qualifications remain the same as mandated by the Office of Personnel Management and cannot be changed.
Technical qualifications for SES and the qualifications for Senior Level positions undergo the same scrutiny as noted above for GG-14 and 15 positions.
j RECOMMENDATION 2.2:
"APA staff should be placed on panels to review and rate-f applicants for supervisory, management,-and executive positions and programs." (APAAC)
RESPONSE
We agree. The aim is to assure that panels are diverse from an ethnicity standpoint and balanced from a technical perspective. OP representatives will continue to recommend that appropriately qualified APA employees as well as other minorities be selected to serve on rating panels.
i 3.
MANAGEMENT SUPPORT IN EEO-RELATED AREAS ISSUE 3.1:
"While the JLMEE0C believes that EE0 initiatives are strongly supported by the Commission, the JLMEE0C continues to be concerned about a perceived lack of support by some managers in EED-related areas. This issue was identified at the last two Commission briefings and was recently intensified by a management memorandum criticizing the work of one of the members of this Committee, and a management memorandum taking harsh exception to proposed sec, etarial training."
(JLMEE0C)
RECOMMENDATION 3.1:
...Any future response related to EE0 issues be carefully evaluated before being issued with the objective of furthering EE0 initiatives."
(JLMEEOC)
RESPONSE
We recognize how important it is not only that management provide consistent support to the achievement of EE0 objectives but also that management's commitment to EE0 be perceived and recognized by employees. The memoranda in i
question were intended to be constructive, and have been followed up with meetings aimed at clearing up any residual misunderstandings.
Particular emphasis was placed on noting the value of the contributions of the JLMEE0C over its history and on the importance of, and long-standing agency support l
for, substantive secretarial training.
4.10 l
I
3 ISSUE 3.2:
"The Committee is concerned that the Policy and Labor Relations Branch in OP is conducting EE0 investigations of matters that the Inspector General chooses not to investigate. Their focus now is on sexual harassment, but our concern is that the practice will spread to other areas, including age discrimination cases."
(CAD)
RECOMMENDATION 3.2:
" Establish an independent process for investigating EE0 complaints." (CAD)
RESPONSE
The agency does have an independent process for investigating EE0 complaints, and this process is administered by SBCR. The agency has also developed processes for dealing with allegations of sexual harassment or similar misconduct.
The investigative method for dealing with sexual harassment allegations is determined by the process the offended employee chooses.
If the offended employee chooses to file a formal EE0 complaint, an outside investigator will conduct an investigation.
If an employee chooses not to file a formal complaint but still brings it to management's attention, there is full coordination with SBCR, IG, OGC, and OP in seeking resolution of the matter.
ISSUE 3.3: Concern regarding effect of reductions in staff on diversity, EEO.
(BIG)
RESPONSE
The agency intends to maintain, and if possible improve, the representation of women and minorities among employees hired from outside. Nevertheless, reductions in authorized staffing levels will adversely affect the rate of progress in achieving EE0 objectives dependent on outside hiring through FY 1995 and perhaps beyond.
ISSUE 3.4:
...A growing concern about the dominance of age as a factor in NRC's active Equal Employment Opportunity (EEO) complaints." (CAD)
RESPONSE
f We join the Committee on Age Discriminatinn in encouraging " increased sensitivity by managers to ensure that age-related factors do not influence personnel or other management decisions."
In addition to providing our course Age in the NRC Workforce, we are continuing to look for ways to sensitize employees about, and to prevent, age discrimination. Age discrimination laws and policies are discussed in our mandatory course for new supervisors, EE0 for Managers and Supervisors, as well as in EE0 at NRC and Age in the NRC Workforce.
RECOMMENDATION 3.3:
".. 0ffice level program reviews conducted by the EDO and the program Office Directors include data to reflect Hispanics, male and female, as separate categories of minority employees." (HEPAC) 4.11
RESPONSE
Each EDO staff office presents to the EDO a program review briefing including career development and hiring information.
The Office of Personnel recently developed a career development and EE0 profile quarterly report for offices to use during their program reviews. Each category of information will be reported by gender and ethnicity.
4.
PERCEPTION OF EE0 PROBLEMS ISSUE 4.I:
"In the past, we have emphasized increasing the use of IDPs. To some extent, this has been a successful effort; individual employees have been able to use IDPs as intended.... Lately, however, our committee has been getting reports of 'new management tactics' - new reasons that employees are feeling anxious about using the IDP process.
In one instance, an employee request for training was refused because the class had not been specifically listed on the employee's most recently approved IDP....
In another instance, an individual's performance was judged to be
' lacking ambition and initiative' based on the failure to fill out an IDP according to the supervisor's subjective standards." (AAAC)
RESPONSE
We were not able to follow up and learn more about these specific complaints i
because they were disclosed informally and confidentially. We also have no knowledge of whether manipulation of the IDP process is widespread since we have not heard of any other instances like this. Certainly we agree that IDPs should be used to help employees define and outline their career and developmental objectives, and that employees should not be penalized either for not updating their IDPs as their training and education needs change or for not preparing an IDP according to their supervisors' standards.
Supervisors can learn about using IDPs as a positive tool in career development in the courses Personnel Management Practices, Performance Appraisal, and Performance Management; and we frequently hold IDP workshops for Offices and Regions throughout the agency explaining the value and purpose of the Individual Development Plan.
ISSUE 4.2:
"The Office of Personnel recently circulated a survey to a large percentage of employees asking questions on individual problems and perceptions. The survey content was excellent, and reflected an outstanding OP effort to 'take the EE0 pulse' of the agency...
We have received several complaints from employees who had seen copies of the survey, but had not been given one to fill out...
The perceptions engendered by this sort of inadvertent omission can undermine the good faith efforts that OP and others are trying to achieve...." (AAAC)
RESPONSE
The intent of the survey was to give every employee a chance to be heard.
Thirty-six hundred copies were printed and distributed, and the response rate i
4.12
was about 55%. There was a mass distribution through offices; surveys were not mailed to individuals by name. Anyone who did not receive a survey could have received one by calling OP and requesting a copy.
There was no intent to deny anyone an opportunity to respond.
ISSUE 4.3:
... Perceived imbalance in minority hiring and promotion in the regional offices."
(AAAC)
RESPONSE
Minorities are being hired and promoted at a rate higher than their rate of representation in the regional workforce. The following FY 93 data illustrate this:
African White Asian / Pacific Hispanic Native / Amer i
American American Total Employees 90(8%)
925(86%)
36(3%)
28(3%)
2(<1%)
FY 93 Competitive 6(20%)
20(64%)
3(10%)
2(6%)
0 Promotions FY 93 New Hires 7(14%)
37(74%)
3(6%)
3(6%)
0 i
ISSUE 4.4:
... Perception held by some employees that active participation in EE0 efforts is a negative career move."
(AAAC)
RESPONSE
One of the objectives of NRC's comprehensive EE0 curriculum is to raise the consciousness of supervisors and employees about eliminating biases and preconceived ideas about EE0 in the workplace, including biases against employees who actively participate in EE0 efforts. Additionally both the agency and SBCR recognize through awards those employees who make valuable contributions to the EE0 program. This year the EE0 counselors are being recognized at the semi-annual EE0 briefing, and Office Directors are encouraged by the Director of SBCR to recognize formally the important work of the EE0 counselors and the EE0 Advisory Committee members.
It is difficult to respond to alleged perceptions without any instances or concrete examples.
Should the Committee provide us with any, we will do our best to respond.
1 i
4.33
5.
QUALI'TY OF WORKPLACE ISSUE 5.1:
...FWPAC wants to commend the NRC for the progress of the day care center in Two White Flint North. We have been kept apprised of its development and feel confident that a bright, nurturing, safe, and fun center is planned for the children. Now that the Center has been designated as a CFC charity, we look forward to working with the Board in their fundraising efforts in order to provide as many scholarships as possible so that all income levels at the NRC can afford to utilize the Center. The availability of such convenient day care will be a plus for recruitment and retention of working parents."
(FWPAC)
RESPONSE
We appreciate the vote of confidence and welcome FWPAC's assistance in the challenging fundraising efforts ahead of us.
ISSUE 5.2:
"An issue at the other end of the spectrum which FWPAC plans to examine in the future is eldercare. We are interested in whether there was any feedback from the employee survey on this topic."
(FWPAC)
RESPONSE
We did not ask any questions in the employee survey about eldercare, and received no feedback about this subject in any of the open-ended questions.
ISSUE 5.3:
"FWPAC applauds OP's continued offering of the ' Parenting:
Balancing Work and Family' workshop. Parents at the NRC benefit not only from the advice on strengthening parenting skills, but also from the opportunity to network with other parents. The NRC benefits because the workshop contributes to the development of a family-friendly workplace by indicating the agency's recognition of the work and family balancing act that its employees perform daily."
(FWPAC)
RESPONSE
We are again offering this series of parenting workshops on successive Wednesdays during the noon hour at One White Flint North.
ISSUE 5.4:
"FWPAC continues to be supportive of Flexiplace, a successful program endorsed by OPM whereby well-motivated employees in certain job categories can, on a continuing basis, alternate performing their duties at home and in the office....
We encourage the NRC to follow the lead of OPM and offer this effective program."
(FWPAC) 4.14 l
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h
RESPONSE
The agency recognizes the support of this committee for implementing a Flexiplace program that parallels the program endorsed by OPM. OPM endorses a program which allows employees to alternate between working at home and at the worksite on a regular, ongoing basis.
It also allows for employees to work at home to meet personal but temporary hardships.
The Commission has approved an expanded program to allow employees to work at home while dealing with a temporary hardship or to meet a work exigency. At this point, we are not convinced that the OPM study was representative enough of the general workforce (or the NRC workforce) or conclusive enough to fully accept and adopt. We also expressed additional concerns that lead us to believe we should not adopt OPM's program at the present time.
These are dramatic and substantive changes and should only be undertaken with the utmost care and concern for the agency's ability to carry out its functions responsibly.
The staff will continue to monitor the results of Flexiplace activities and consider alternatives for possible adaptation to the NRC.
6.
CAREER DEVELOPMENT AND TRAINING ISSUE 6.1:
"An ongoing concern is that secretaries' requests for training and rotations often are denied, with the reason that is given being inadequate office coverage."
(FWPAC)
RESPONSE
Office coverage is a valid concern which is why managers and employees need to work together to establish realistic schedules for training and rotations.
It appears that secretaries are attending training at a rate comparable to their population. Secretaries comprise 16% of the agency and received more than 15%
of the instances of training in FY 93. Thirty-eight secretaries were on rotational assignments in FY 93 (about 15% of the number of rotations in the agency).
RECOMMENDATION 6.1:
"FWPAC strongly encourages that the NRC make widespread use of retraining existing employees to fill future needs since these employees already have detailed knowledge of the NRC and are proven dedicated employees."
(FWPAC)
RESPONSE
NRC's future needs are mainly in the engineering / scientific areas. However, job restructuring, as a result of mandated cutbacks, may indeed allow us to fill some administrative positions at a lower level thus permitting some secretaries to compete for a different career path. Three developmental programs offered to secretarial and clerical employees allow them to take college courses in administrative areas that will better prepare them to compete for job selections. The NRC will also sponsor education and retraining in areas in which the Agency is experiencing a critical shortage as permitted by the Government Employees Training Act.
4.15
RECOMMENDATION 6.2:
"0P and SBCR develop review procedures and acceptance criteria to evaluate the success of NRC career development programs."
(BIG) i "The Committee is continuing to evaluate the EE0 aspects of NRC's Career Development Program, the Intern Program, the Fellowship Program, the Women's Leadership Program, and the Executive Potential Program.... The Committee will be interviewing participants and graduates from these programs and developing recommendations to improve these programs."
(JLMEE0C)
RESPONSE
The first career development program that the Office of Personnel will be evaluating is the Women's Executive Leadership Program. OP will provide the evaluation instrument for this program to any Committee that requests it. OP would like to receive feedback from any evaluation efforts in which the Committees participate.
RECOMMENDATION 6.3:
" Hispanic representation be increased in formal development programs.... Encourage first-line supervisors to consider Hispanics for the rotational assignment program, as well as, when work groups or task forces are created."
(HEPAC)
RESPONSE
For this year's SES Candidate Development Program, two Hispanics applied, none were selected. One of those candidates also applied to this year's Supervisory Development Program, and was selected. There is presently one Hispanic in the Executive Potential Program, there are none in the Women's t
Executive Leadership Program. All Hispanic employees who meet the criteria to attend the Federal Executive Institute have already attended. There have been 2 Hispanic employees on rotational assignments in FY 93. This is approximately 1% of the employees on rotational assignments this year, and Hispanics are 2% of NRC's population.
Supervisors are encouraged through information papers and EE0 briefings like these to provide training and developmental opportunities for all employees, and Office Directors are asked to report to the EDO at program review briefings on progress made in providing developmental opportunities to women and minorities.
t 4.16
RECOMMENDATION 6.4:
"There continues to be a need to educate and enlighten NRC management to dispel stereotypical views of Asian Pacific Americans. Efforts should be taken to provide training to managers on the cultural diversity of Asian Pacific Americans. Strategies for development should be provided for APA employees who managers feel may benefit from additional training or work experiences." (APAAC).
"A training session on cultural sensitivity be included in the annual SES program."
(HEPAC)
RESPONSE
The agency has provided a module on cultural diversity in its two-day EE0 for Manaaers and Supervisors course and offers a half-day Cultural Diversity workshop. The cultural diversity of the major ethnic groups at the NRC and j
sensitivity to these groups are a major focus of the discussion. We also can
-- and often do -- recommend specialized training if weaknesses are perceived that can be strengthened.
Cultural diversity may very well be addressed at the next SES conference.
In the meantime, since it is not practicable to hold a separate session for senior executives, they may attend the next sessions of Cultural Diversity on January 14, 1994, or subsequent sessions which we hold i
throughout the year.
7.
COMMUNICATING EE0 G0ALS AND OBJECTIVES AND EVALUATING PROGRESS ISSUE 7.1:
" Currently, the Committee is evaluating... whether to recommend l
expansion of the training to include a discussion on self-assertiveness as a means of discouraging sexual harassment."
l (JLMEE0C)
RESPONSE
Self-assertiveness, as a strategy for discouraging or ending sexual harassment, is discussed in the Sexual Harassment Prevention course currently offered.
ISSUE 7.2: Delays in issuing the policy stttener.t and brochure on sexual harassment prevention.
(JLMEE0C,FWPAC)
RESPONSE
l We anticipate final Commission approval of the policy statement and brochure on sexual harassment prevention by the end of the calendar year, with t
publication following in early 1994. The number of successive reviews and the process of reconciling divergent views have taken considerable time but have resulted in significant improvements to the brochure. Along with ongoing sexual harassment prevention training and the institution of a sexual harassment prevention hotline in December, the policy statement and brochure should provide the sgency with the right tools to detect and eliminate sexual harassment in the workplace.
4.17
I I
ISSUE 7.3:
"We cannot provide the NRC the advisory services the NRC needs because we lack information...." The delay in obtaining the results from the all employee survey has delayed our analysis of age issues, "which was intended to be helpful to the agency in identifying the reasons for the high percentage of age complaints." (CAD) 1
RESPONSE
The results of the all employee survey are discussed in Enclosure 1.
All EE0 Advisory Committees had the opportunity to provide input to the survey which was adapted from the Office of Personnel Management's Survey of Federal Employees. This s:irvey was selected so that results of NRC's survey could be compared to responsa of other small Federal agencies. The survey was administered in late May.
It was not possible to have the results tabulated, analyzed, and distributed to employees and to the Advisory Committees before November.
ISSUE 7.4:
"A second area in which our efforts have been hampered by the lack of information is in the analyses of employee statistical data."
(CAD)
RECOMMENDATION 7.1:
" Establish routine EE0 reporting requirements."
(CAD)
RESPONSE
Regular, standardized statistical EE0 reports have been a long-standing goal I
of SBCR, OP, and the advisory committees. SBCR will take the lead in determining how best to provide the committees the information they need to fulfill their advisory responsibilities within the resource capabilities of SBCR and OP.
This summer the Office of Personnel provided to the committees employee data that cover the period FY 1987 to mid FY 1993. This data will be updated and issued to the committees on disks semiannually through SBCR unless SBCR determines that another option is preferable.
ISSUE 7.5: EE0 policies and procedures not maintained in a central location.
(CAD)
RESPONSE
SBCR has committed, and OGC librarians have volunteered to provide support, to the establishment of a central collection of agency EE0 issuances in the White Flint library.
The retirement of the staff person carrying out this project has delayed its implementation. The effort has been redirected and will be completed early in FY 1994.
RECOMMENDATION 7.2:
Reexamine the role of EE0 committees.
(CAD) 4.18
i
RESPONSE
The role of the EE0 advisory committees is broadly articulated in toeir charters, which are pretty much the same for all the advisory committees. The role of the JLMEE0C committee is described in the collective bargaining agreement; BIG, of course, has its own goals and objectives, many f which j
parallel the agency's and form a solid basis for mutual cooperation. Within these general frameworks, advisory committees have selected different focus areas. Some have concentrated on the development of programs for, and delivery of services to, their constituent groups. Others have taken on specific initiatives with wide-ranging agency benefits (e.g., the JLMEE0C focus on issues affecting employees with disabilities). Still others have i
devoted attention to statistical analyses of past practices in the agency.
The common thread in these activities is the development of practical advice, suggestions, and activities that advance the cause of EE0 and affirmative action in the agency.
RECOMMENDATION 7.3:
...The SES performance element related to EE0 should be revised to accurately reflect positive work in the EE0 area."
(JLMEE0C) l
RESPONSE
The SES performance appraisal system, which was implemented in FY 93, was developed to allow senior agency managers to evaluate their subordinate executives more objectively and constructively. Specific reference to an executive's EE0 performance was incorporated into a mandatory overall human resources subelement for two reasons:
(1) to communicate to executives that a concern for and awareness of EE0 must permeate their every action regarding management of their staff and not be a distinct element which would be addressed only once a year at appraisal time; and (2) to afford supervising executives an opportunity to include an appraisal of EE0 in either the
" Achievements" or " Areas for Improvement" portion, as appropriate, of each executive's appraisal. Additionally, the EE0 performance of each executive is discussed at the annual Performance Review Board (PRB) meeting. The SBCR director participates as a member of the PRB and speaks about any executive's EE0 performance that he feels should be brought to the PRB's attention.
Consequently, an executive's EE0 performance is very much a part of the PRB's bonus deliberations. Further, other Agency awards mechanisms exist to highlight any employee's EE0 achievements and accomplishments.
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I EE0 ADVISORY COMMITTEE STATEMENTS f
e i
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s AFFIRMATIVE ACTION ADVISORY COMMITTEE COMMISSION BRIEFING DECEMBER 1993 AAAC has three general areas of comment for this briefing.
The first addresses our concern that additional agency efforts are necessary to correct EEO perception problems. The second relates to our role in promoting affirmative action for disabled individuals.
The third outlines several areas of concern for upcoming AAAC focus.
1.
Correctino EEO Perceotion Problems In previous presentations, our committee has frequently focused on statistical imbalances on agency hiring and promotions. Our emphasis on this occasion is slightly different--not because we feel data analysis is no longer important, but becauss we_ feel more emphasis is needed to correct what we are calling "EEO perception problems."
We are concerned that, at times, correcting a statistical inequity is not enough if the underlying perception of unequal treatment remains, or if the intent of the completed corrective action is not understood. As an example, if a statistical study demonstrates that a given minority group is not adequately represented in the SES ranks (as compared to the demographics of the overall NRC or the Federal government), the initial corrective goal may be appropriately directed at adjusting hiring and promotion practices to correct the inequity. However, even if these efforts succeed and an evenly proportioned SEs evolves, if the minority group still believes it is under-represented, then the job isn't done.
To be clears on no account do we want to detract from the current well-placed emphasis on correcting demonstrable imbalances in hiring, promotions, performance appraisals, or other areas, our first concern must be that all employees have a " level playing field," that opportunities are available to all based on an individual's demonstrated ability, qualifications, and desire for advancement. However, we feel that even the best of these efforts (both to level the playing field and to correct past inequities) are made less effective if managers are not sensitive to correcting the perception problems as well.
Several actual examples follows a.
In the past, we have emphasized increasing the use of IDPs.
To some extent, this has been a successful effort; individual employees have been able to use IDPs as intended (i.e.,
as a vehicle for communicating proposed career development initiatives, etc., through their management chain).
Lately, however, our committee has been getting reports of "new management tactics"--new reasons that employees are feeling anxious about using the IDP process.
In one instance, an employee request for training was refused because the class had not been specifically listed on the employee's most recently approved IDP (even though the training was listed as an appropriate expansion course in the employee's area of specialty, no scheduling problems existed, and funding was adequate to cover the training costs).
In another instance, an individual's performance was judged to be
" lacking ambition and initiative" based on the failure to fill out an IDP according to the supervisor's subjective standards.
While we believe (and have argued) that the use of IDPs should be strongly encouraged, we also believe that they should be voluntary.
In no case should they be used as a manipulative or punitive tool.
Uses of this sort distort the original intent of the IDP as a device to encourage the employee to express and achieve his or her career goals.
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Even worse, stories of this kind spread rapidly, and frustrate the
{
effort of those managers and supervisors (and EEO committees) who i
promote legitimate use of the IDP process (and who have been l
trying for some time to convince the cynics of its positive l
potential).
b.
As a second actual example the Office of Personnel (OP) recently circulated a survey to a large percentage of employees asking
}
questions on individual problems and perceptions.
The survey F
content was excellent, and reflected an outstanding OP effort to "take the EEO pulse" of the agency. Early comments we received from employees were quite positive, indicating that they were r
pleased with the survey content, had been happy to participate, and were sincerely interested in the survey results.
More recently, however, we have received several complaints from f
employees who had seen copies of the survey, but had not been i
given one to fill out, and wondered why they had not been given a l
chance to participate.
In at least one case, this problem had apparently resulted because the surveys were mailed to the general office or department mail-stop, and had never been distributed.
Please note that this example is in no way intended to point a
[
finger, nor to negate the extraordinary efforts of OP and others in ensuring the success of this survey. Our point is that the perceptions engendered by this sort of inadvertent omission can undermine the good faith efforts that OP and others are trying to achieve, by engendering exactly the sort of chaotic speculation the survey was intended to counteract.
\\
(On a positive note: AAAC has suggested, and OP has generously
[
agreed to consider, that a special effort be made to inform all employees of the availability of the survey results. This effort
[
could take the form of an " executive summary" of the survey r
results, distributed to all employees (such as in a yellow announcerent), with instructions for employees who wish to obtain the entire NUREG.)
Finally, we are quite concerned about the widespread perception c.
that the job selection process is sometimes a sham because the person expected to fill the position has already been chosen.
l This is known as " pre-selection." In our understanding, pre-
}
selection is illegal and should not occur.
Whether pre-selection actually occurs or is merely rumored does not change the detrimental effect that its perceived existence has on employee morale and trust.
Cursory verification of the paperwork (i.e., to ensure that the individual promoted was the l
best qualified) is rarely enoagh to allay suspicion. Even when a i
full investigation of the promotion determines that no pre-selection occurred, the perception of pre-selection may remain.
on the other hand, proactive ef forts by an astute manager can I
often diffuse such perception problems, or prevent them from arising altogether.
For example, interviews might be held with i
the applicants who were not selected, to tactfully outline the reasons for the selection and to suggest strategies for each applicant that will improve his or her chances for the next i
promotion.
Such efforts, when motivated by honesty and sincere concern, increase the credibility of the selection process and frequently have benefits beyond the immediate situation.
e 1
l l
I 3
i b
In summary, we believe that individuals involved in EEO matters must be responsive to perceived as well as actual problems. Managers, in order to i
ef f ectively bmplement agency EEO goals, need to be genuinely concerned with 1mproving both the actual and the perceived EEO climate, and need to be 1
sensitive to negative secondary effects produced by ill-considered or i
4 misunderstood methods of implementing EEO goals.
I i
2.
Affirmative Action for Disabled Individuals f
The AAAC is pleased to assist the NRC in a dedicated effort to hire, place, and accommodate disabled individuals consistent with their skills, abilities, and capacity for safe and efficient job performance.
[
Affirmative action, with particular emphasis on employment of physically i
and/or mentally disabled individuals, is an integral part of this agency's human resources management program.
The Office of Personnel, assisted by interested NRC employees, took an important first step by developing and distributing to all employees an "NRC Information Guide for People with Disabilities" (NUREG/BR-0182, September 1993). We commend the Office of Personnel for this service.
The AAAC recognizes the agency's commitment to an aggressive recruitment f
program. We believe it is equally crucial to provide growth opportunities to the existing staff, and to assure our employees with disabilities that our system of advancement provides equitable career growth opportunities. We encourage an affirmative action initiative that will assist disabled employees in using career development opportunities (emphasizing cross-training, rotational assignments, i
details, and lateral reassignments).
l i
3.
Areas of Upcomino AAAC Focus In keeping with our focus on perception problems as discussed in Part 1, AAAC plans to address several areas of employee discontentment in the upcoming months.
[
a.
The first area is a perceived imbalance in minority hiring and l
promotion in the regional offices. Our approach will be to analyze the available statistical data to determine whether this imbalance is real or perceived. For either outcome, we will make the resulta known and develop proposed initiatives to remedy the problem.
l b.
The second area is the perception held by some employees that I
active participation in EEO efforts is a negative career move.
As before, we plan to develop a strategy to determine whether this is a real or perceived problem, and propose courses of action in either case.
l c.
The third area relates to the current policy on merit staffing.
[
As most of us know, a rating panel is assigned to grade the applicants for a particular position according to the rating factors on the vacancy announcement. Customarily, the rating panel will develop an additional set of criteria to determine how 4
well the applicants meet the rating factors.
The concern is focused on the additional criteria developed by the rating panel. This second set of criteria is not provided to the applicants, nor is it approved by the selecting official. As such, many see this step in the process as providing the opportunity for a literal " hidden agenda," and quite frequently as the source of subtle and/or inadvertent discrimination.
i f
i e,
e
+
4 For example, the rating panel may choose to give significant weight to a particular type of project, assignment, or agency work experience that has traditionally had poor representation by a specific minority group and has little to do with the overall ability of the employee to perform effectively in the new position. Since these criteria are not given to the individual
?
applying, no opportunity exists to focus the application on equivalent or supplemental experience.
In the upcoming months, AAAC hopes to determine the nature and extent of this perceived problem by dialogue with the concerned parties (other EEO committees, concerned employees, OP, etc.).
To the extent possible, we will again propose what we perceive as improvements to the process, or (at the least) attempt to improve employee awareness of the purposes of the existing policy.
d.
Finally, in the area of pre-selection (previously discussed under Section 1.c, above), the AAAC will continue to advise individuals and/or scrutinize specific cases in which pre-selection is thought to have occurred. However, we are also trying to analyze the " big picture," to understand the motivation that may exist behind promotions that appear pre-selected.
The problem here may be a lack of flexibility in our personnel promotion process (either due to internal policy or current legislation).
If an employee has earned a promotion (perhaps pursuant to an IDP), the ordinary selection process might not be
(
appropriate, but may be chosen as the vehicle for advancement simply because no other approach exists.
These situations are j
further complicated by the need for fair competition in selection, union priorities, and so forth.
In this area, we intend first to work with available experts (OP, OGC, etc.) to ensure we understand the options available (under current law and agency policy) within the selection process. We will then analyze the process to see whether, in fact, adjustments could be made that would obviate any motivation for pre-selection.
The results of this analysis and any suggestions for improvement will be provided in a later presentation.
The AAAC views our agency as a cross-section of America, with got's of
'i justice, equality, and equal opportunity. The AAAC takes its responsibility seriously in working hard to ensure that the dignity of each employee is respected.
Successful affirmative action is self-limiting.
It will end ".
. when people really come to believe not that the numbers are perfect but that the system is open.
It will end when we can, with confidence, simply stop counting and turn our attention to more important things" (W. Raspberry, Washincton Post, August 2, 1993). The AAAC is dedicated to achieving this end within the NRC, through sincere, persistent, thoughtful action, working in cooperation with the other EEO committees, agency management, and every individual employed.
[
O v
COMMITTEE ON AGE DISCRIMINATION COMMISSION BRIEFING DECEMBER 1993 The Committee on Age Discrimination has a growing concern about the dominance of age as a factor in NRC's active Equal Employment Opportunity (EEO) complaints.
According to inforraation received from the Office of Small Business Utilization and Civil Rights (SBCR) 13 of the 22 active EEO complaints are age-related. Of these 13,8 are based on age alone and 5 are based on age in conjunction with other iactors. The Committee has leamed that additional age-related complaints are being pursued with the Union rather than through the EEO process.
Additionally, the Committee has analyzed data relating to the recent selections in the Senior Executive Service (SES) Candidate Development and Supervisory Development Programs. The Committee found that the data appear to show a reasonable age cross-section as it appiiss to the SES Candidate Development Program, but we concluded that there is statistical evidence of possible age discrimination in the selection process for the i
Supervisory Development Program.
There were 130 applicants for the Supervisory Development Program, 61 "A". candidates and 27 selectees. Of the 130 applicants,45 were under age 40,53 were age 40 to 49 and 32 were age 50 or over. As indicated by the attached chart, the percent selected of all applicants for the Supervisory Dc elopment Program was 36 percent for those applicants under 40,17 percent for those betw,an 40 and 49, and only 6 percent for those 50 and above. Similarly, the percent selected of "A" candidates was 62 percent for those 'A' candidates under 40,39 percent for those between 40 and 49, and only 17 percent for those 50 and above. Although we do not know the reasons for the trends, we believe that they constitute evidence of possible age discrimination.
We believe these situations warrant special suention by management and the Committee to determine why there are so many_ age complaints in the NRC. In the meantime, we encourage increased sensitivity by managers to ensure that age-related factors do not influence personnel or other managerial decisions. The half-day " Age in the NRC Workforce" training program developed by the Office of Personne! (OP) training staff, in conjunction with the Committee, is an excellent course designed to debunk stereotypes and myths about older members of the worOorce and helps to reinforce the prohibitions apahst age discrimination. We belic.e this course should be mandatory for NRC managers.
i
o.
2 l
Our Committee continues to be concerned that we cannot provide the NRC the
+
advisory services the NRC needs because we lack information.
Last year, the Committee developed a brief questionnaire to be completed by NRC employees about their views on age discrimination, but NRC managers decided to obtain this information as part of an OP *all employees" questionnaire that covered a broad range of subjects. Our Committee worked with the OP staff in an effort to include -
questions that would address age issues. Although the resultant survey issued by OP did not deal with age discrimination to the extent desired by the Committee, it did include questions that touched on the subject of discrimination in the workplace from which some usefulinformation with respect to age can be derived. The survey has been completed by employees, but the results are taking several months to compile. The delay in obtaining this valuable information has delayed our anaryds, which was intended to be helpful to the Agency in identifying the reasons for the high percentage of age complaints.
A second area in which our efforts have been hampered by the lack of information is in the analysis of employee statistical data. The Committee is authorized by its charter to receive timely statistical information on the NRC's employment profile that is available in OP's data base.
In a third area, we were unable to complete a review of written EEO policies and procedures in the NRC to ensure that ege is included along with other EEO categories because we found that these policies and procedures are not maintained in a central location. In response to this finding, SBCR began an effort to consolidate all agency guidance in one location, and at the last Commission briefing OP stated the co!!ection of all EEO-related policies and procedures would be completed by April 1,1993. While the departure of a key SBCR staff member has delayed the consolidation of this material, we understand that it still has not been accomplished.
l t
We offer three suggestions for improvements in the EEO program:
1.
Reexamine the role of the EEO Committees to determine how they can best serve the needs of the Agency i
2.
Establish routine EEO reporting requirements 3.
Establish an independent process for investigating EEO complaints i
t
3 Discussion of item 1 - Reexamine the role of the EEO Committees to determine how they can best serve the needs of the Agency.
The Committee believes that the NRC needs to reexamine what it wants from the EEO Committees and then ensure that the Committees have the time, the tools, and the information to meet their chartered obligations to NRC.
We recommend that the Commission consider reverting to its previous format for Commission briefings by the EEO Committees in which each committee had an opportunity to address the issues it deemed most significant. Bis format ensured that each committee was allowed some time to air its views in a forum that receives wide employee attention.
The EEO Commission briefings are of great interest to employees and are well-attended.
While the committees' briefing papers are available on the day of the Commission meeting, those who attend have only a brief time to read them before the meeting begins, making the issues difficult to follow for those in the audience. A summary of issues by the committees will help clarify the issues for the audience.
We recommend that the former practice of allowing one member from each Committee to attend the annual three-day EEO Counselors' training course be reestablished. This is a valuable course and the interaction with the EEO Counselors is helpful to committee members in fulfilling their advisory responsibilities.
Discussion of item 2 - Establish routine EEO reporting requirements.
We recommend that the new Director, SBCR, determine the statistical reporting requirements that will serve all the EEO functions of the Agency. This requirements study should include consultation with the EEO Committees. After the requirements are determined, the Director, OP should be directed to produce semiannual reports for analysis by the committees and others. Ad hoc data requests to OP have caused frustration for both the committees and OP. These numerous requests place a burden on OP that result in late responses or no responses to the committees. This lack of responsiveness impedes the committees' ability to analyze requested information on a timely basis and recommend corrective action.
Discussion of item 3 - Estabilsh an Independent process for investigating EEO complaints.
The Committee is concerned that the Policy and Labor Relations Branch in OP is conducting EEO investigations of matters that the inspector General chooses not to investigate. Their focus now is on sexual harassment, but our concern is that the practice
+.
t 4
will spread to other areas, including age discrimination cases. The Committee does not question the motives for this practice, however, we believe it presents three major problems.
l First, both the complainant and the accused are entitled to have their cases investigated by trained EEO investigators who are experienced in ferreting out facts and reporting them objectively. Second, this practice, at a minimum, gives the appearance of a conflict of intere;;t if the same office that investigates an employee advises the agency on actions that should be taken against that employee. On the one hand, the investigating office says, "This is our investigative report and it is correct." On the other hand, asking the same office to put on another hat and say, "We've reviewed our own investigative report, t
and find the facts support it." is asking too much.
Third, to preserve the dignity and privacy of both the complainant and the accused, the Agency should have an investigative process in place that is followed in all cases. It is our Committee's view that either the Office of Inspector General (OlG) should investigate all EEO matters or the Agency should engage qualified investigative contractors to i
conduct the investigations. In either case, the process used should be made available to all agency employees.
i
(
I i
I i
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F f
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Supervisory Development Program 70%
60%'
50%
40%
-~
30%
20%
g-10 %
x 0%
Under 40 40 through 49 50/abov t
Age
-e-Selectees /*A" Cand X
Selectees /All Appl.
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.-4
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.m
h ASIAN PACIFIC AMERICAN ADVISORY COMMITTEE THE UNITED STATES NUCLEAR REGULATORY COMMISSION i
December 1993 MAJOR ACTIVITY The Asian Pacific American Advisory Committee (APAAC) was formed and chartered in September 1992, about a year ago.
Our committee organized the Second National Annual Asian Pacific American Heritage Month Celebration in May of this year. Ms.
Ginger Lew, Special Advisor to the Office of Presidential Personnel and Dr. E.C.
i George Sudarshan, Co-Director of the Center for Particle Physics and Professor of Physics of the University of Texas, Austin addressed the audience.
This successful effort was due to the cooperation and close coordination with the NRC's Office of Small & Disadvantaged Business Utilization / Civil Rights (SBCR). This was an opportunity to demonstrate APAAC's dedication toward developing a greater understanding of the diverse APA staff at NRC.
i CONTINUING EFFORTS l
The APAAC is continuing its efforts to establish a database to define a profile i
for the diverse Asian Pacific American (APA) staff at NRC. SBCR and the Office of i
Personnel (0P) have been very helpful in these efforts. We would like to take this opportunity to present some of our concerns with the supporting data we have 4
available.
CONCERNS Methodolooy Used To Determine Underrepresentation And For Recruitment Purposes The NRC uses the Census Availability Data (CAD) to determine underrepresentation.
As one of the most " technical" agencies in the Federal government, it seems inappropriate to consider only the statistics obtained from the Census Availability Data (CAD) for the purpose of "underrepresentation" when the over-i whelming majority of NRC's professional positions require an engineering or scientific degree.
The NRC must consider the distribution of engineering and physical science degrees conferred to U.S. citizens by. institutions of higher education.
This type of data broken down by subgroups (Women, Afro-American, Hispanics, Asian Pacific Islanders, etc.,) coupled with CAD data provides a better vehicle to assess underrepresentation, and to target new hires.
This two-pronged approach produces more realistic and achievable goals and provides a balanced view i
of individuals currently in, and about to enter the work force, with a focus on those fields of study germane to the NRC.
Our Committee recommends that this approach be considered in the future.
5 Baseu on information obtained from the Department of Education's annual publica-l tion; Digest of Education Statistics 1992, U.S. citizens of Asian Pacific _American decent receive 11% of all engineering degrees, and 13% of all PhD's in the field of engineering.
Additionally, APA's receive approximately 6% of all scientific i
degrees.
Asian Pacific Americans consisten ly achieve a much higher percentage of
~
degrees conferred from colleges and univers ties as compared to the numbers reflected in the CAD Professional, Administrative, Technical, Clerical, and Occupation (PATC0) Categories.
For example, in the Professional category the i
l
=.
i
,e number used by NRC's Office of Personnel (0P) to determine APA representation is 5% as opposed to 11% as represented by the percentage of engineering degrees conferred to (non-alien) APA's. We recommend the agency set realistic targets based on the types of positions in conjunction with the realistic view of avail-able applicants.
DISTRIBUTION OF ENGINEERING AND PHYSICAL SCIENCE DEGREES CONFERRED BY INSTITUTIONS OF HIGHER EDUCATION FOR 1989-90 SOURCE: DIGEST OF EDUCATION STATLSTICS 1992. DEPARTMENT OF EDUCATION (NUM.
BERS REPRESENT US CITIZENS)
ENGINEERS TOTAL WHITE AF-AM HISP ASLAN NAT ENGINEERING ALL DEGREES 78159 64510 2574 2419 8464 192 CONFERRED (BS and ABOVE) 100 %
83%
3%
3%
11%
<1%
PHYSICAL SC3ENCES TOTAL WHITE AF.AM HISP APA NAT SCIENTISTS ALL DEGREES CON-22431 19678 791 508 1366 88 i
FERRED (BS and ABOVEj 100 %
88%
4%
2%
6%
< 1 *.4 The agency needs to be aware of the increase of Asian Pacific Americans from 1980
-1990.
In the past decade the APA population in the United States mJre than
}
doubled, growing by 108%.' By all estimates the APA population is expected to grow rapidly. Our review of preliminary data seems to indicate that a significant l
percentage of NRC's APA population is over age 35.
Given that the data provided by the 1990 Census and the Department of Education is accurate, NRC should focus i
recruitment efforts on increasing the representation of Asian Pacific Americans at all levels.
J Asian Pacific Professional Administrative Technical Clerical Totals Americans (NRC 1992)
CAD NRC CAD NRC CAD NRC CAD NRC CAD NRC Wten 3.5 7.1 1.4 0
1.9 0
0.8 0.1 1.5 4.2 Women 1.9 0.8 1.4 1.2 1.6 3.5 1.9 2.1 1.3 1.2 Total 5.4 7.9 2.8 3.5 3.5 2.7 2.2 2.8 5.4 These data indicate a need for NRC to focus efforts on recruitment of APA women in the Professional, Administrative, and Clerical Occupation (PATC0) categories.
Furthermore, it indicates that APA men at the NRr are underrepresented in all PATCO categories other than the " Professional" (
egory.
)
' Civil Richts issues socino asian americans in the 1090's.
Report of the United States Coniniss ion on civil Rights 1992, P.13 2
=-.
s ASIAN PACIFIC AMERICANS AND THE GLASS CEILING Based on NRC data, only 2% of NRC's SES employee's are Asian Pacific Americans.
This is extremely disproportionate considering that APA's consistently attain the highest of educational and experience levels.
The low representation of APA's in NRC's SES ranks seems to suggest that the Glass Ceiling exists.
Efforts must be taken to develop awareness among NRC managers of barriers encoun-tered by Asian Pacific Americans at the NRC through seminars, workshops, etc.
There are many stereotypes that have served to discriminate and place barriers to equal opportunity for APA's. We are viewed as a "Model Minority;" as complimenta-ry as this may appear, this stereotype has damaging consequences, diverting attention from the existence of discrimination.
It leads people to neglect and ignore equal opportunity for Asian Pacific Americans. Another stereotype is that i
Asian Pacific Americans are unaggressive and lacking in communications skills.
j Asian Pacific Americans tend to be viewed as intelligent and talented in mathemat-its and science, yet are considered unaggressive and lacking in good communica-tions skills and limited English proficiency. We are viewed as too technical to become managers.
This stereotype may blind employers to the qualifications of l
individual Asian Pacific Americans and therefore contributes to the " Glass Ceiling" that impedes NRC APAs from reaching the SES ranks. A statement made by Wayne Liauh, at the U.S. Commission on Civil Rights Roundtable Conference on Asian Americans Civil Rights Issues for the 1990's, May 27,1989 illustrates our concern with this stereotype:
Most of us have proved our technical capability. However, many major corporations tend to overlook the non-technical side of many Asian Americans.
Corporations pick pigeon holes for us. And what is worse, i
they believe that we are quite content staying in those technologi-cally airtight pigeon holes.
i The extremely low representation of Asian Pacific Americans in NRC's SES ranks adds to the reality of a glass ceiling for Asian Pacific Americans at the NRC. We i
urge the NRC to take formal actions in this area by creating opportunities for APA's to enter the supervisory and SES ranks.
RECOMMENDATIONS 1.
The NRC needs to reconsider the methodology used to determine underrepre-1 sentatior for Asian Pacific Americans.
Consideration should be given to the definition of " Professional" as used in the Census database and a comparison needs to be made as to its applicability to the NRC in terms of the types i
and percentages of occupations represented.
Serious consideration should be i
given to using the distribution of engineering and physical science degrees conferred by institutions of higher education for the PATCO category of
" Professional."
l 2.
Special attention needs to be devoted toward breaking the " Glass Ceiling" for Asian Pacific Americans.
Formalized efforts should be taken to increase Asian Pacific American representation among the NRC's supervisory and SES ranks.
l I
3 i
~
3.
There remains a need for improved placement of qualified and experienced diverse APA staff on Commission and EDO staffs, in management and superviso-ry, SLS, and SES positions. APA staff should be placed on panels to review and rate applicants for supervisory, management, and executive positions and programs to ensure fair consideration.
4.
The Agency's recruitment program should include colleges and universities with diverse APA students and national conferences held by many Asian and Pacific American Organizations.
5.
There continues to be a need to educate and enlighten NRC management to dispel stereotypical views of Asian Pacific Americans.
Efforts should be taken to provide training to managers on the cultural diversity of Asian Pacific Americans.
Strategies for development should be provided for APA employees who managers feel may benefit from additional training or work experiences.
6.
The NRC's Office of Small & Disadvantaged Business Utilization / Civil Rights should seek to fill vacancies within that office with individuals represen-tative of the diverse population of the NRC.
I a
h 4
6 t
BLACKS IN GOVERNMENT COMMISSION BRIEFING DECEMBER 1993 Blacks in Government (BIG) was formed as a nonprofit corporation in 1975 by a group of Black employees at the Department of Health, l
Education, and Welfare (HEW). This employee group later became a national organization. The chapter was established at the NRC in 1980. The primary goal of BIG is the professional and cultural development of Black employees at all levels of federal, state, and local government.
In November 1990, the Executive Director of Operations (EDO) announced the Career Development Initiative which was designed to increase career development opportunities for all employees at the NRC. Since that time, a number of programs have been instituted.
BIG is pleased with the increase in the number of exceptionally qualified African-Americans who have been recognized and promoted and who now have an opportunity to reach their full potential as NRC employees. However, BIG is concerned that, as a result of recent mandates from the President of the United States, continued progress may be slowed, stopped, or even reversed.
BIG is attempting to better monitor the career progress of African-American employees at the agency by expanding its data collection and analysis capability. The Offices of Personnel (OP) and Small Business and Civil Rights (SBCR) have worked hard to provide the needed data for evaluation and BIG applauds their efforts. We hope that with this data, BIG can provide valuable feedback to the agency on how well progress is being made.
Below is a summary of the major issues in which BIG is currently involved.
EMPLOYMENT Blacks In Government (BIG) has reviewed the employment data for NRC employees at the NRC from 1988 through 1992.
The results of BIG's review are summarized in Tables 1 through 4 below. BIG focused its attention on the EEO categories which represented the largest segments of the NRC employee population: African-American men, African-American women, Asian men, White men, and White women.
Each of these groups represent at least 3% of the NRC employee population over this time period.
The other EEO categories (Asian women, Hispanic men and women, and Native-American men and women)
L each represent less than 2% of the total NRC employee population i
over this time period.
The insights gained from the data are disturbing for African-American employees:
1.
As indicated by Table 2, African-American women represented the third largest segment of the NRC employee population (9.1%)
but represented the fifth largest segment of the Professional category (1.7%). This category has the highest average crade level (14) as shown in Table 4. At the same n
4
. time, Table 2 shows that African-American women represented the second largest segment of the Clerical category (26.6%)
t which is the PATCO category with the lowest average grade level (7), as shown in Table 4, with the exception of "Other" (this PATCO category which includes trainees). In addition, Table 3 ir11 cates that almost 2/3 (66%) of African-American women employed at the NRC were concentrated in the Clerical category.
2.
African-American men remained substantially underrepresented in the Professional category when compared to other male ethnic groups. According to Table 3, while 39% of all African-American men in the agency were employed in the Professional category, 92% of Asian men, 70% of Hispanic men, and 79% of white men were employed in this category (note that Hispanic men made up only 1% of the NRC population as given in Table
- 2). Similarly, Table 3 shows that over 26% of African-American men were employed in the Clerical category while only 1.1% of Asian men, 11.1% of Hispanic men, and 1.9% of white men were employed in tht category.
3.
African-Americans remain severely underrepresented in the Graduate Fellowship Program.
Presently, according to Chart 1.5, there are no African-Americans represented in this program, 0%.
Whereas, this program is made up of 86% of White Americans and 14% of Asian Americans.
As a result of these insights, BIG would like to make the following recommendations:
1.
The agency should increase its efforts at creating an agency that reflects a diversified work force.
2.
The agency should make a concerted effort to recruit more African-American men and women in the Professional category.
3.
The agency should create more opportunities for African-American women to move from lower graded clerical positions to f
higher graded administrativ9 positions.
4.
The agency must recognize that African-American men are grossly underrepresented in the Professional category when compared to other men in the agency and work to increase the numbers of African-American men in this category to reflect a more fair and equitable distribution.
t 5.
The agency should improve the awareness, dissemination of information, and follow-up on the Graduate Fellowship Program in order to attract highly qualified African-American applicants.
ORISE should not be used as the primary source of f
disseminating this information. Although, this information is sparsely disueminated during recruiting trips, the present dissemination of this information is too limiting. This is
evident by the 0% of African-Americans represented in the Graduate Fellowship Program.
The agency should disseminate i
this information directly to HBCU Career Counseling Offices, and Engineering,
- Physics, Biology and other Science Departments.
In addition, a more concerted effort should be placed on minority technical conferences, such as the National Science Foundation, National Conference on Diversity in the Scientific and Technical Workforce.
In addition, a follow-up system should be established to assure receipt of this information by cognizant individuals.
In addition, a tracking system indicating the results of these efforts, including the number of applications received, should be maintained by the NRC Office of Personnel.
BIG is available to assist the agency in making contacts at HBCU's and during recruiting trips to make improvements in this area.
Over the last year, substantial progress has been made in moving African-American males in the Professional category into Grade-15 and Section Chief positions compared to previous years.
Blacks In Government (BAG) believes this is a positive outcome of the EDO's Career Development Initiative (CDI) begun in November 1990. We feel that thin is a good first step to recognizing qualified African-Americans who have been overlooked for senior positions in the past. Clearly there is much more work to be done by the agency in recognizing such qualified African-Americans in all areas of activity in the agency. BIG expects this positive trend to continue and hopes more African-American women will be recognized and acknowledged for their superior work and e.
'cience.
3 RATING CRITERIA Several members of BIG have expressed concern over incidents regarding rating factors. In several instances an unwarranted time i
restriction was placed on the experience requested in connection with a rating factor. One example involved a vacmcy in the Division-of Systems Safety and Analysis (DSSA) which contained a rating factor which required, among other things, demonstrated detailed knowledge of reactor design and operation. However, the j
more detailed rating criteria used by the rating panel required that this experience be within the last 1-2 years. Anyone applying for this position was unaware of this additional condition at the time of application for the vacancy. BIG believes that placing these types of time restrictions on a vacancy is generally unnecessary and often is used as a means to preferentially tailor a position to a particular candidate while unfairly excluding candidates who are otherwise qualified.
At the very
- least, i
employees who may be interested in a position should know up front i
if there are additional conditions other than those identified in the rating factors. BIG would like the Office of Personnel to review recent vacancies, their rating factors, and the rating
d 6
criteria used by the rating panel and determine how widespread this practice is and recommend ways to eliminate these unfair restrictions.
e If standardized rating criteria are available, this information should be provided in the vacancy announcement (i.e., what is the criteria for an A,
B, or C rating in each factor?).
If this criteria has not been standardized, it should be. In this way, each rating panel will be using the same criteria each time a vacancy occurs for identical positions.
CAREER DEVELOPMENT PROGRAM REVIEWS Over the last few years, the Agency has instituted many career development initiatives, some with the assistance of Blacks In Government. BIG believes that several of these programs have been in effect long enough to allow for critical program reviews to ascertain whether the objectives of the programs are still being met. By performing such a review, BIG believes the agency can make 3
modifications that may be necessary to keep the programs on track l
towards meeting original program goals, to determine whether the l
programs are being implemented in a fair and equitable manner, or if appropriate, to discontinue programs that may no longer be relevant. Specifically, BIG believes that programs such as the Intern program have been in existence long enough to provide sufficient data to ascertain whether the program is being used as an effective means of bringing more African-American and other technical talent into the agency and whether modifications to the program are needed.
Other programs which qualify for such a comprehensive review include the Women's Executive Leadership (WEL) program, the Rotational Assignment program, the IDP program, the i
Cooperative Education Program, and the special emphasis programs such as the Federal Women's Program and the Historically Black l
Colleges and Universities (HBCU) program. Acceptance criteria for i
there and other career programs should include whether these-I programs have made a substantial impact in preparing the NRC for the workplace changes highlighted in the " Civil Service 2000" study sponsored by the Office of Personnel Management.
Specifically, Blacks In Government recommends that OP and SBCR develop review procedures and acceptance criteria to evaluate the
+
success of NRC career development programs. The acceptance criteria should emphasize the programs ' effectiveness in helping the Agency prepare for the government workforce changes that are ahead. Blacks i
In Government would welcome the opportunity to work with the Agency in developing these procedures and acceptance criteria. BIG would i
like to see a review plan developed by the next EEO briefing.
L
1 LACK OF AFRICAN-AMERICANS ON SENIOR STAFF One of BIG's continuing concerns involves the paucity of African-Americans on senior NRC staff, both technical and administrative.
We hope that the installation of a new Commissioner will provide an opportunity for the agency to take steps to correct this ongoing problem. In addition, we would like the current Commissioners to be j
aware of the problem and make more opportunities available to l
African-American employees on their respective staffs.
l 1
AGENCY DOWNSIZING Finally, our constituents have expressed - concern regarding the effect of the recent Executive Order which mandates reductions in staff. BIG hopes that the goals of diversity, equal opportunity, and the removal of unfair and unreasonable obstacles to career advancement for highly qualified African-American employees will not be sacrificed at the expense of meeting the staff reduction targets. Specifically, BIG would like to see a clear statement by the Commission regarding this issue.
4 e
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6-r f
TABLE 1 NUMBER OF EMPLOYEES 1988 - 1992 P
A T
C 0
TOTAL AAM 78 47 12 53 12 202 l
AAF 50 80 26 325 15 496.
AsM 167 1
2 2
9 181 ASF 18 7
4 24 5
58 l
HIM 38 8
0 6
2 54 HIF 8
6 0
20 2
36 NAM 3
3 0
0 1
7 l
NAF 0
1 0
7 0
8
+
WHM 2310 439 49 57 78 2933 WHF 329 303 63 729 37 1461 TOTAL 3001 895 156 1223 161 5436*
- - 5437 records in database. I record could not be categorized.
I i
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TABLE 2 i
% OF PATCO CATEGORY 2988 - 1992 P
A T
C O
TOTAL I
i AAM 2.6 5.3 7.7 4.3 7.5 3.7 i
AAF 1.7 8.9 16.7 26.6 9.3 9.1 ASM 5.6 0.1 1.3 0.2 5.6 3.3 I
ASF 0.6 0.8 2.6 2.0 3.1 1.1*
f HIM 1.3 0.9 0.5 1.2 1.O*
HIF 0.3 0.7 1.6 1.2 0.7*
NAM 0.1 0.3 0.6 0.1*
l NAF 0.1 0.6 0.1*
h WHM 77.0 49.0 31.4 4.7 48.4 54.0
[
- )
WHF 11.0 33.9 40.4 59.7 23.0 26.9 l
TOTAL 100 100 100 100 100 100 i
< 2% of total NRC workforce U
I I
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I
. =
t i
e 1 l TABLE 3
% OF EEO/ GENDER CATEGORIES f
1988 - 1992
?
A T
C O
TOTAL AAM 38.6 23.3 5.9 26.2 5.9 100 r
AAF 10.1 16.1 5.3 65.5 3.0 100 I
ASM 92.3 0.6 1.1 1.1 5.0 100 t
ASF 31.0 12.1 6.9 41.4 8.6 100 I
HIM 70.4 14.8 11.1 3.7 100 t
I HIF 22 16.7 55.6 5.6 100 NAM 42.9 42.9 14.3 100 q
NAF 12.5 87.5 100-r WHM 78.9 15.0 1.7 1.9 2.3-100 l
WHF 22.6 20.7 4.3 50.1 2.5 100 i
i r
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P
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m
,a 9 TABLE 4 AVERAGE GRADE LEVEL 1988 - 1992 i
P A
T C
0 AVG AAM 13 13 9
5 5
3 ')
AAF 13 12 8
6 4
8 ASM 14 9
6 5
13 ASF 13 13 10 6
5 11 HIM 13 11 4
5 11 HIF 11 13 7
5 9
NAM 14 11 7
11 NAF 13 6
7 WID{
14 13 11 5
5 13 WHF 13 12 9
7 5
9 AVG 14 13 9
7 5
12 No grade was identified in the database r
't
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L a
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t l LEGEND l
EEO CATEGORY PATCO CATEGORY AAM: African-American Male P - Professional t
AAF: African-American Female A - Administrative l
ASM: Asian Male T - Technical
{
ASPS Asian Female C - Clerical l
HIM: Hispanic Male 0 - Other
[
HIF: Hispanic Female NAM: Native-American Male i
]
NAF: Native-American Female WHM White male WHF White female i
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i 1
JOB SERIES - PATCO RELATIONSHIPS I
P - PROFESSIONAL 0131 - INTERNATIONAL RELATIONS 0170 - HISTORY 0180 - PSYCHOLOGY 0401 - GENERAL BIOLOGICAL SCIENCE 0410 - ZOOLOGY 0510 - ACCOUNTING l
0511 - AUDITOR 0601 - HEALTH SERVICES / ADMINISTRATIVE 1
0801 - GENERAL ENGINEERING ENVIRONMENTAL ENGIN.
0804 - FIRE PREVENTION ENGINEERING 0806 - MATERIALS ENGINEERING 0810 - CIVIL ENGIN. HYDRAULICS, CONSTRUCTION, INS 0819 - SANITARY ENGINEERING 0830 - MECH ENGR WEAPONS & COMP NUCL POWER PLTS 0840 - NUCLEAR ENGINEERING, REACTOR DESIGN AND OPERATION 0850 - ELECTRICAL ENGINEERING i
0893 - CHEMICAL ENGINEERING i
0904 - LAW CLERK 0905 - GENERAL ATTORNEY 0935 - HEARING EXAMINER 1102 - CONTRACT AND PROCUREMENT 1301 - GENERAL PHYSICAL SCIENCES ENVIR. SCIENT.
1306 - HEALTH PHYSICS 1310 - PHYSICS 1
1313 - GEOPHYSICS 1315 - HYDROLOGY 1320 - CHEMISTRY 1321 - METALLURGY 1350 - GEOLOGY 1410 - LIBRARIAN 1520 - MATHEMATICS 1529 - MATHEMATICAL STATISTICIAN 1530 - STATISTICIAN 1550 - COMPUTER SCIENCE 1701 - GENERAL EDUCATION AND TRAINING 1710 - EDUCATION AND VOCATIONAL TRAINING A - ADMINISTRATIVE 0018 - SAFETY MANAGEMENT EMERGENCY PREPAREDNESS 0080 - SECURITY ADMIN. PHYSICAL / PERSONNEL SECURITY 0132 - INTELLIGENCE 0160 - EQUAL OPPORTUNITY 0201 - PERSONNEL MANAGEMENT 0212 - PERSONNEL STAFFING 0221 - POSITION CLASSIFICATION 0233 - LABOR RELATIONS 0235 - EMPLOYEE DEVELOPMENT 0301 - GENERAL CLERICAL AND ADMINISTRATIVE 0334 - COMPUTER SPECIALIST 0340 - PROGRAM MANAGEMENT 0341 - ADMINISTRATIVE ASST. AND OFFICER 0342 - OFFICE SERVICES MANAGEMENT & SUPERVISION 0343'- MANAGEMENT ANALYSIS 0345 - PROGRAM ANALYSIS (NO LONGER EXISTS) 0391 - COMMUNICATIONS MANAGEMENT 0393 - COMMUNICATIONS SPECIALISTS 0501 - GENERAL ACCOUNTING CLERICAL & ADMINSTRATIVE 0505 - FINANCE MANAGEMENT
,,.-..--,--.----.....,.-~~~---r
~-
i 4
i 0560 - BUDGET ADMINSTRATION 0602 - MEDICAL OFFICER 0950 - PARALEGAL SPECIALIST 1035 - CONSUMER AFFAIRS 1071 - AUDIO VISUAL PRODUCTION l
1082 - WRITING AND EDITING 1083 - TECHNICAL WRITING AND EDITING l
1084 - VISUAL INFORMATION 1176 - BUILDING MANAGEMENT 2412 - TECHNICAL INFORMATION SERVICES l
1640 - FACILITY MANAGEMENT 1654 - PRINTING MANAGEMENT 1801 - GENERAL INSPECTION, INVESTIGATION, AND COMPLIANCE 1810 - GENERAL INVESTIGATION 1811 - CRIMINAL INVESTIGATION l
1910 - QUALITY ASSURANCE SERIES 2003 - SUPPLY PROGRAM MANAGEMENT 2005 - SUPPLY CLERICAL AND TECHNICIAN 2030 - DISTRIBUTION FACILITIES & STORAGE MANAGEMENT 2150 - TRANSPORTATION SPECIALIST J
e T
TECHNICAL 0110 - ECONOMIST i
0203 (GG >5) - PERSONNEL CLERICAL I
0335 (GG >6) - COMPUTER AID AND TECHNICIAN 1
0344 (GG >6) - MANAGEMENT TECHNICIAN 0642 - NUCLEAR MEDICINE 0802 - ENGINEERING TECHNICIAN 0808 - ARCHITECTURE 0855 - ELECTRONIC ENGINEERING, NUCL INST & CONT
[
1001 - GENERAL AR2S AND INFORMATION 1020 - ILLUSTRATOR
~
1040 - LANGUAGE SPECIALIST 1101 - GENERAL BUSINESS AND INDUSTRY 1105 - PURCHASING 1160 - FINANCIAL ANALYSIS 1311 - PHYSICAL SCIENCE TECHNICIAN 1413 - LIBRARY TECHNICIAN 1F15 - OPERATIONS RESEARCH 2001 - GENERAL SUPPLY f
4402 - BINDERY WORKING 4417 - OFFSET PRESS OPERATING 4742 - UTILITY SYSTEMS REPAIRER / OPERATOR i
5703 - MOTOR VEHICLE OPERATOR I
I C - CLERICAL i
0203 (GG 1-5) - PERSONNEL CLERICAL 0302 - MESSENGER 0303 - MISC. CLERK & ASST. SERIES-0304 - INFORMATION SPECIALIST I
0305 - MAIL AND FILE 0313 - STENOGRAPHER OR TYPING SUPERVISION f
0318 - LECRETARY 0322 - CLERK-TYPIST 0326 - WORD PROCESSING OPERATOR 0332 - COMPUTER OPERATION 0335 (GG 1-6) - COMPUTER AID AND TECHNICIAN i
0344 (GG 1-6) - MANAGEMENT TECHNICIAN 0382 - TELEPHONE OPERATING i
0392 - GENERAL COMMUNICATIONS 3
i
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. 0394 - COMMUNICATIONS CLERICAL 0503 - BUDGET AND FINANCE ASSISTANT 0525 - ACCOUNTING TECHNICIAN 0530 - CASH PROCESSING 0540 - VOUCHER EXAMINING 0544 - PAYROLL 0561 - BUDGET CLERICAL AND ASSISTANCE SERIES 1087 - EDITORIAL ASSISTANCE 1106 - PROCUREMENT CLERICAL 1802 - COMPLIANCE INSPECTION AND SUPPORT 2102 - TRANSPORTATION AIDE 2132 - TRAVEL 0 - OTHER 0099 - STUDENT TRAINEE 0299 - PERSONNEL MANAGEMENT STUDENT TRAINEE 0399 - ADMIN AND OFFICE SUPPORT STUDENT TRAINEE 0599 - ACCOUNTING STUDENT TRAINEE 0899 - ENGR. & ARCHITECTURE STUDENT TRAINEES 0999 - LEGAL OCCUPATIONS STUDENT TRAINEE 1199 - CONTRACTING AIDE 1399 - PHYSICAL SCIENCE STUDENT TRAINEE 3506 - SUMMER AID / STUDENT AID I
9999 - STUDENT VOLUNTEER I
l I
Ga\\ BIG 21116.EEO l
i STATEMENT SUBMITTED BY FEDERAL WOMEN'S PROGRAM ADVISORY COMMITTEE FOR THE PERIODIC BRIEFING ON NRC'S EEO PROGRAM DECEMBER 1993 Thank you for the opportunity to present the Federal Women's Program Advisory Committee's (FWPAC) views on and suggestions for NRC's EEO program.
FWPAC has three recurring areas of concern:
- 1) provision of i
career-onhancing opportunities for secretaries, 2) representation of women in the SES and feeder grades, and 3) improvement of workplace quality.
~
Career-Enhancino Opportunities for Secretaries Periodically, FWPAC offers seminars on the Certified Secretaries and Administrative Skills Enhancement Programs, and we recently sponsored a panel discussion by employees who had moved out of the clerical field.
The seminars are always well-attended and indicate the interest of NRC's secretaries in refining their skills and pursuing avenues for advancement.
Unfortunately, we continue to see obstacles to those goals.
An ongoing concern is that secretaries' requests for training and j
rotations often are denied, with the reason given that there is inadequate office coverage.
Solutions ranging from imaginative management focussing on teamwork for short-term office coverage while a secretary is away to utilization of OP in matching up interested parties for rotations can address this concern.
Additionally, periodic statements by management reiterating the agency's support for training for all grades of employees would be useful.
The possibility of FTE ceilings restricting NRC's hiring capabilities offers a unique opportunity to use the in-house talent of NRC's administrative employees.
Many of the secretaries have or are pursuing college degrees, so they could i
be a resource pool to tap for job openings.
FWPAC strongly
~
encourages that the NRC make widespread use of retraining existing employees to fill future needs since these employees already have detailed knowledge of the NRC and are proven dedicated employees.
Representation of Women in the SES and Feeder Grades FWPAC shares the NRC's continuing concern about the low representation of women in the SES and feeder grades.
The picture is even bleaker for minority women, since they arc not represented at all in the SES.
In response to concerns at the last Commission briefing about the lack of applicants for GG-15 and SES positions from women and minorities, we are actively
seeking ways to encourage more women and minorities to apply for
[
these jobs as well as to stress programs in the workplace which make the NRC an attractive place to be and stay employed.
i Specifically, we provided suggestions to OP on ways to improve l
the application process for the SES and the Supervisory Candidate Development Programs to make them welcoming to a broad range of
(
applicants.
We suggested that OP state explicitly that volunteer work can be used to demonstrate competencies in the executive activity areas.
The NRC's application package was silent _in this area, leaving the impression that only one's job experiences are valid.
Some employees have not had the opportunity to demonstrate all of their leadership potential-in their NRC jobs, but have had challenging volunteer experiences outside of the workplace, be it through church, community service organizations, or school groups.
Furthermore, we encouraged the inclusion of photos depicting a diverse workforce.
OP plans to incorporate our suggestions in future program issuances.
t Additionally, we are planning a seminar in the fall to highlight NRC's two above programs as well as OPM's Women in Executive Leadership and Executive Potential Programs.
Through the seminar, we hope both to encourage women and minorities to apply and to address concerns which have arisen regarding the interaction of the various programs.
At SBCR's suggestion, we will work with the other advisory committees in planning the seminar in order to reach as broad an audience as possible.
We hope that the above efforts will assist the agency's efforts to recruit and retain women and minorities and that program selection will reflect the diversity of qualified employees who are capable of becoming the agency's future managers.
Part and j
parcel of those efforts, of course, are the attractiveness of the r
workplace, which segues into our next concern.
cuality of Workplace Issues
.f Day Care Center FWPAC wants to commend the NRC for the progress of the day care l
center in Two White Flint North.
We have been kept apprised of its development and feel confident that a bright, nurturing, safe, and fun center is planned for the children.
Now that the Center has been designated as a CFC charity, we look forward to working with the Board in their fundraising efforts in order to provide as many scholarships as possible so that all income levels at the NRC can afford to utilize the Center.
The availability of such convenient day care will be a plus for l
recruitment and retention of working parents.
An issue at the other end of the spectrum which FWPAC plans to examine in the future is eldercare.
We are interested in whether there was any feedback from the employee survey on this topic.
4
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i
)
Parentina Workshoo on that same note, FWPAC applauds OP's continued offering of the
" Parenting: Balancing Work and Family" workshop.
Parents at the NRC benefit not only from the advice on strengthening parenting skills, but also from the opportunity to network with other parents.
The NRC benefits because the workshop contributes to i
the development of a family-friendly workplace by indicating the l
agency's recognition of the work and family balancing act that its employees perform daily.
j Flexiolace FWPAC continues to be supportive of Flexiplace, a successful program endorsed by OPM whereby well-motivated employees in certain job categories can, on a continuing basis, alternate
{
performing their duties at home and in the office.
This program should not be confused with the much more limited work-at-home i
I program which is intended only to meet the short-term crisis needs of an employee (a program which we also support).
i When OPM completed its recent positive Flexiplace pilot program, i
it commented that the main challenge is not administrative, but rather, " overcoming management reluctance to participation."
A carefully crafted program could produce.the following benefits:
j promotion of welcoming work arrangements for, among others, disabled persons and working parents; increased productivity; mitigation of traffic to White Flint; reduced commuting costs and time; and improved utilization of office space.
We encourage the I
NRC to follow the lead of OPM and offer this effective program.
We would note that policies that assist employees in balancing work and family such as compressed schedules, flextime, family and medical leave, work-at-home and flexiplace are not fully beneficial if those who use them are viewed as being less committed to their careers and the agency's mission than others.
If the policies are offered, but not-so-subtle messages are given questioning one's career commitment if they are utilized, a truly family-friendly workplace has not been created.
Sexual Harassment i
FWPAC provided extensive comments to SBCR on the agency brochure,
" Prevention of Sexual Harassment."
We are convinced of the agency's determination to send the message that sexual harassment-
{
will not be tolerated, but we are concerned about the delay in i
distribution of the brochure which would help to communicate that i
message.
Confusion reigns about what constitutes sexual r
harassment and what the proper avenues are for reporting it, and
)
we hope the brochure will soon be distributed as a reference source.
1 i
This concludes FWPAC's statement.
We look forward to continuing to work with SBCR on developing an effective EEO program.
STATEMENT OF THE HISPANIC EMPLOYMENT PROGRAM ADVISORY COMMITTEE (HEPAC)
TO THE COMMISSION DECEtGER 1993 Hispanics continue to be the most under-represented minority group, at all levels and in all categories, within the agency.
For example, there are no Hispanic females in the Senior Executive Service (SES), and only two Hispanic males. Recognizing the limitations on future hiring, the Hispanic Employment Program Advisory Committee (HEPAC) recommends the following in an effort to retain and advance the agency's Hispanic employees:
HEPAC recommends that the Office level program reviews conducted by the EDO and the program Office Directors include data to reflect Hispanics, male and female, as separate categories of minority employees.
We feel this change would be a significant step in raising the consciousness of the NRC management to the continuing under-representation of Hispanics in the agency.
HEPAC will be working closely with the Office of Small and Disadvantaged Business Utilization and Civil Rights (SBCR) to ensure that the data base for EEO statistics is accurate and up to date.
HEPAC recommends that Hispanic representation be increased in formal development programs such as the Senior Executive Service development program, Federal Executive Institute I
seminars, Hanagement Development Center training courses, Supervisory Development-training programs, and in government-wide initiatives, such as the Women's Executive leadership program.
For its part, HEPAC is encouraging NRC Hispanic employees to apply for such opportunities when they are announced by the Of fice of Personnel (OP).
In turn, HEPAC wants to encourage first-line supervisors to consider Hispanics for the rotational assignment program, as well as, when work groups or task forces are created.
HEPAC would like to draw your attention to the first recommendation that we made in July 1992 (SECY 92-235), and to reiterate it.
We quote,
...ince a significant percentage of the Hispanics at the NRC are in non-technical series (even though they perform technical work), we believe that the nature of the work performed should be considered when looking at position requirements rather than automatically requiring a specific educational background, or automatically placing the position in a series with specific mandatory technical qualifications.
(Let's not misunderstand this proposal, it does not mean that the job / position needs to be less technical, it simply suggests a different, more flexible way by which~to ascertain technical qualifications).
Therefore, HEPAC reco= mends the establishment of very broad mandatorv qualifications."
HEPAC continues to support this recommendation.
~.
HEPAC recognizes that it is difficult for senior management officials to participate in the culture Diversity training i
program that has been developed by the Office of Personnel.
[
However, HEPAC has anecdotal information of continuing l
insensitivity to Hispanic values and traits, e.g.
inappropriate remarks regarding " accents". Therefore, HEPAC recommends that a training session on cultural sensitivity i
be included in the annual SES program.
Since the inception of the agency, there has been Hispanic
{
o representation on the staff of both OP and SBCR.
- However, HEPAC notes that, currently, there are no Hispanics in
}
either office.
We believe there should be. SBCR, i
especially, should reflect the diversity of the agency.
HEPAC intends to work with these offices to ensure that r
viable candidates are identified when vacancies occur.
Mr. Chairman, Commissioners, HEPAC looks forward to working with you and NRC senior management on these important recommendr.tions.
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Analysis of EEO Data as of 9-30-93 from a HEPAC perspective l
(Excludes Consultants) l t
Hispanic permanent staff on board at 9-30-93:
f 1
Median Grade Males 35 59%
GG-14 Females 24 41%
GG-9
[
Total 59 100%
GG-13 i
Hispanics make up less than 2% of the NRC work force.
i Distribution of Hispanic Permanent staff by grade and gender at the end of FY's 91-93:
FY 1993 FY 1992 FY 1991 M
E B
E B
E GG-5 0
1 1
1 3
1 f
GG-6 1
1 0
1 0
1 GG-7 1
5 2
5 1
12 GG-8 0
4 0
4 0
0 I
GG-9 2
1 1
4 0
1 GG-10 0
1 0
1 0
2 GG-11 1
6 2
2 1
1 GG-12 4
1 1
1 1
1 GG-13 7
1 6
2 8
3 i
GG-14 10
.1 13 1
12 0
I GG-15 6
2 5
2 4
2 SES/SLS 3
0
_3_
_Q
_1
._0 l
Total (Gender) 35 24 34 24 32 24 Total 59 58 56
'r This may exclude employees on board as of 9-30-91 and who
[
separated in FY 92.
i Hispanic supervisors and managers as of 9-30-93:
Supervisors Manaaers Males 3
2 Females p
p i
Total 3
2 i
Distribution by of fice of 59 Hispanic permanent staff on board as of 9-30-93:
OIG 3
OGC 1
AEOD 2
OC 1
OSP 1
IRM 2
ADM 3
NMSS 5
RI 2
RII 6
RIII 4
RIV 12 RV 3
I
.1 4
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s.
t 2
i Partic.pation in Executive Potential Program.
No Hispanic participants in the six FY's (86-91) prior i
to FY 92.
One Hispanic male participant in FY 93.
One Hispanic female participant in FY 92 who left NRC in FY 93.
l Participation in the Women's Executive Leadership Program:
No Hispanic participants in the nine FY's (85-93).
'I Participation in the SES Candidate Development Program:
.i No Hispanic participants ever selected.
l Changes in Hispanic permanent employment in FY 1993:
Employees Designated as Hispanic at 9-30-92 56 Changes in designation in FY 93 for employees on board at 9-30-92, net
+2 Hispanic employees on board at 10-1-92, adjusted 58 j
Hispanics hired in FY 93
+5 Hispanics separated from the NRC in FY 93
-4 i
Employees designated as Hispanic at 9-30-93 59 Distribution of Hispanics by PATCO and gender at 9-30-93:
[
Male Female Total PROF 31 5
36 ADMIN 3
5 8
9
'M 1
1 2
_0 n
n 35 24 59 l
9 to OPM PATCO definition changes, two employees l
AldVe been TOClassified from Clerical to technical.
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JO?AT LABOR MANAGEMENT EQUAL EMPLOYMENT OPPORTUNITY COMMITTEE PRESENTATION TO THE UNITED STATES NUCLEAR REGULATORY COMMISSION Mr. Chairman and Commissioners, I am Larry Pittiglio, the current Chairman of f
the Joint Labor Management Equal Employment Opportunity Committee (JLMEE0C).
The Committee was established by the Nuclear Regulatory Commission and the National Treasury Employees Union (NRC/NTEU) Collective Bargaining Agreement to advise the NRC on matters about equal employment opportunity (EE0).
Since our last Commissioning briefing, the Committee membership has remained the i
The current members are Lisa A. Shea, Ronald B. Uleck, Michael F.
same.
Weber, Mindy S. Landau, Dawn D. Moss, Ann E. Garcia, and David B. Matthews.
We thank you for this opportunity to discuss EE0-related matters and welcome any comments you or your staff may have.
1 Before discussing the Committee's current initiatives, I would like to-take this opportunity to identify two of the Committee's initiatives that have been completed. During the past two years, one of the main focuses of the JLMEE0C has been in developing educational programs in EEO-related areas. Although it has taken almost two years, we are pleased to note that the Office of Personnel has completed an information brochure describing the NRC's services l
available to assist the disabled. The --tual writing of the brochure was done t
by the Office of Personnel and the Wort
- '*oup for Persons with Disabilities.
In addition, since the 1.si briefing, the JLMEE0C has established contacts and a mechanism to enhance communications with the Regions regarding EE0 matters.
Since the last briefing, the Committee's primary current initiatives focus on sciual harassment training, EE0 aspects of the career development program,-and increasing management support of EE0 initiatives. With regards to sexual harassment training, the Committee is continuing to evaluate the sexual harassment training program because it is an excellent program and can provide significant benefit to all employecs.
Currently, the Committee is evaluating, as a result of attending the sexual harassment training and discussions with personnel trained in this area, whether to ra immend expansion of the training l
i i
to include a discussion on self-assertiveness as a means of discouraging sexual harassnent.
The Committee is still concerned about delays in issuing j
the Policy Statement on Sr.ual Harassment.
This concern-has-been identified at the last two Commission briefings. We understand that the delay has been caused by an extensive review and attempts to resolve issues.
We appreciate i
the Commission's interest in this policy.
The JLMEE0C strongly believes the Policy Statement needs to be issued in a timely and effective manner.
Secondly, the Committee is continuing to evaluate the EE0 aspects of NRC's Career Development Program, the Intern Program, the Fellowship Program the Women's Leadership Program, and the Executive Potential Program.
The JLMEEOC believes that these programs may be an excellent mechanism for promoting equal employment opportunity. The Committee has made little if any progress in this area since the last briefing because of delays in obtaining the requested information from SDBU/ ' to support the Committee's work in this area.
It appears this problem has been resolved and during the next year the' Committee will be interviewing participants and graduates from these programs and developing recommendations to improve these programs.
In addition, the l
JLMEEOC will moniter how successful the programs are in providing I
opportunities to minorities.
While the JLMEEOC believes that EE0 initiatives are strongly supported by the Commission, the JLMEE0C continues to be concerned about a perceived lack of i
i support by some managers in EEO-related areas.
This issue was identified at j
the last two Commission briefings and was recently intensified by a management j
memorandum criticizing the work of one of the members of this Committee, and a
'{
management memorandum taking harsh exception to proposed sectarial training.
This type of severe criticism of a volunteer member of the JLMEE0C was i
unwarranted, and this type of management action has adversely affect the JLMEEOC's recruitment efforts.
i'otential members are reluctant to volunteer to participate in an activity that may be severely criticized and that could negatively impact their careers. Any committee is only as good as the members who volunteer to serve.
In addition, the management memorandum regarding sectarial training, at a minimum, greatly increased the perception that management does not support EE0 initiatives. While the J!MEE0C understands that resources are constrained, this type of response could have been more i
e
appropriately communicative and coordinated to fulfill the training objectives without needless harsh comments by management.
i The JLMEEOC recommends two approaches to help improve the poor perception problem that currently exists with some SES managers.
First, the committee believes that the SES performance element related to EE0 should be revised to accurately reflect positive work in the EE0 area.
This should include specific identification of these EE0-related activities and appropriate recogr:ltion given to SES individuals who support those activities.
It is important that an appropriate systems of checks and balances be included in the evaluation of the EE0 performance element.
For example, the Connittee i
strongly believes that proper recognition should be given all SES individuals who support EE0 related activities. However, if an SES individual complains about the time devoted to EE0 initiatives during the year but takes full t
credit for the activities at appraisal time, the perception problem will not 1
be resolved and may worsen. The JLMEEOC plans to follow throagh on its initiatives to develop guidance on evaluating performance under the EE0 element.
In addition, the committee recommends that any future response related to EE0 issues be carefully evaluated before being issued with the objective of furthering EE0 initiatives.
In summary, the Committee believes that progress has been made by the NRC to help resolve several concerns raised in the EE0 area. However, many critical areas still need to be addressed. During the next year the Committee will continue to focus its efforts in the areas discussed above.
i Thank you for your time.
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D OFFICE DIRECTORS / REGIONAL ADMINISTRATOR STATEMENTS I
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i EE0 PROGRAM 0FFICE OF ADMINISTRATION DECEMBER 1993 l
i The Office of Administration (ADM) is currently developing plans for streaulining operaticas in an effort to achieve the objectives established for reducing staff levels within the agency, and to take advantage of the efficiencies outlined in the National Performance Review. These plans provide i
an excellent opportunity to continue and enhance ADM's long-standing upward mobility program.
A few years ago, ADM was beginning to face the challenge of continuing to provide quality service to the Agency with fewer staff. During a planning retreat, the ADM managers developed a pilot program for eight rotational assignments within ADM in an endeavor to encourage office wide staff mobility and to further develop the promising employees within our organization. All of the eight participants were able to gain valuable experience from their assignments for future career advancement in positions at NRC. For example, we discovered that a branch-level secretary had a Master's degree in English; she was offered a rotational assignment as an Editorial Assistant.
This opportunity and subsequent developmental assignments have resulted in her advancement to a GG-13 Technical Writer-Editor Position in ADM. Since that time, NRC began an agency-wide rotation program. ADM has continued its in-house rotations, as well as becoming an active participant in agency sponsored cross-office rotations.
I would like to address ADM's activities in the following key areas:
Enhancing Opportunities for recruiting Women and Minorities in Professional Positions.
t ADM is unique in that many of our professional positions lend themselves to upward mobility training, as opposed to a requirement for a specialized degree. Thus, we have been able to offer opportunities for career enhancement through rotational a:,signments for many women and i
minorities throughout the agency. ADM has also been successful in establishing " upward mobility" opportunities in all of our divisions.
These positions have provided capable women and mino:ities at lower level positions with the necessary formal training anc! experience to be eligible to compete for professional positions in ADM and other NRC offices.
We are currently recruiting for three Contract Trainee positions targeted at the GG-5/7/9 level. These positions are geared especially toward women and minorities in the clerical area. Although some higher-graded clerical employees may have to accept a lower grade, these positions provide a means for getting the training and experience necessary to be eligible for future career ladder positions as Contract Administrators or Negotiators at the GG-12/13/14 level. Four women and three minorities currently in ADM have advanced to these positions from the trainee level. Two women originally in contract upward mobility positions are now GG-14 Technical Assistance Project Managers in a
4 provam office. ADM has four women and one minority now at the GG-12/13 level in FOIA Officer positions.
These employees were re uuited from lower graded clerical positions within NRC. ADM also has eleven women and six minority employees formerly in clerical positions, now in career ladder positions (promotion potential to GG-ll/12/13) in the areas of building management, security, the NRC's drug program, rulemaking, management directives, technical publications, visual information and audio visual production.
l Expanding the Pool of Women and Minorities Eligible for Supervisory, Management and Executive Positit,ns.
In addition to the efforts just described, ADM has actively enn. 'ged employees to apply for the Executive Development programs spor..
ad by the agency. We have been successful in having one woman and two minorities participate in the Women's Executive Leadership Program, a woman and a minority in the Executive Potential Program and a woman in this year's Supervisory Development Program.
Three women and two minorities have attended the programs at OPM's Executive Seminar Center.
Attracting and Retaining Disabled Employees.
As part of ADM's commitment to providing service in support of the agency's mission, we have given special attention to the need to e
accommodate the specific needs of disabled employees.
These efforts I
have included the alteration of work areas, lengthening of the card reader door opening times and installation of automatic door openers on the P2 and P3 levels of the 0WFN garage. Assistance has also been provided with specialized chairs and stand up desks to accommodate unique needs, special telephones for hearing impaired employees, and arrangements for sign interpreters at meetings and improved evacuation procedures for disabled employees. We also assisted the Office of Personnel in the preparation of an NRC brochure on " Working with People with Disabilities."
Providing Training and Developmental Opportunities.
l ADM managers are committed to the development of Individual Development Plans for their employees in order to establish the proper sequence for training and developmental opportunities necessary to achieve future goals. All ADM employees have been encouraged to development an IDP.
We have worked with the OP training staff to establish a series of college level courses which the agency can fund, in cases where employees are interested in obtaining their college degrees.
ADM currently has three women and three minorities enrolled in college level courses to obtain degrees or certification in the following areas:
Paralegal, Information Systems Management, Computer Science, Masters of
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Public Administration, Contracting and Facility Management. One female employee is currently participating in NRC's Librarian Certification Pilot Program.
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9 COMMISSION EE0 BRIEFING OFFICE OF NUCLEAR REACTOR REGULATION DECEMBER 1993 Since the inception of the Reactor Engineer Intern Program in 1988, NRR has made the conscious decision to focus on intern recruitment as the most fruitful way to increase the representation of professional women and minorities in NRR. The pool of competitive female and minority applicants in the engineering and scientific fields is greatest among people now leaving college.
Furthermore, as our interm progress professionally and technically, they will be promoted and eventually be in a position to compete for supervisory positions within NRC. Over the long term, intern graduates will increase the overall pool of qualified candidates for supervisory, managerial, and executive positions.
We have been successful in recruiting a total o. o6 interns, including 35 female and minority interns (9 White females, 7 African American males, 9 African American females, 6 Asian males,1 Asian female, 2 Hispanic males, and 1 Hispanic female). To date, 29 interns have completed the program requirements, including 20 females and minorities (6 White females, 4 African American males, 6 African American females, 2 Asian males,1 Asian female, and 1 Hispanic male). Of the remaining 27 interns expected to graduate over the next two years,15 are females and minorities (3 White females, 3 African American males, 3 African American females, 4 Asian males, I Hispanic male, and 1 Hispanic female). To date, only 3 intern graduates have left the agency, including I White female.
EE0 statistics of interest in the six key areas on which the staff has focused its efforts are summarized below.
1, & 2.
Enhancing opportunities for recruiting Hispanic employees in all occupations as well as recruiting women and minorities in professional positions.
NRR's total hires during FY 1993 for professional positions was
- 40. Of that number 16 were outside hires including seven Reactor Engineer Interns. Of the 40 professionals hired, five were Asian i
males, one was a Hispanic male, and one was an African Amtrican male.
Three of these seven minorities are interns. No cemale i
professionals were hired in FY 1993.
f NRR, in collaboration with OP, has planned early FY 1994 recruitment trips to universities and colleges expected to yield high-quality women and minority candidates for the intern program.
We will continue to actively participate in recruitment initiatives, job fairs, and recruitment seminars at universities i
where there is a high number of Hispanic and other minority i
students for other professional positions.
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Expanding the pool of women and minorities eligible for supervisory, management, and executive positions.
Eleven staff members are currently participating in the 1993 Executive Development Programs: four in the SES Candidate Development Program and seven in the Supervisory Development Program. Of these, one female and one Asian male are in the SES Candidate Development Program and two females and one African l
American male are in the Supervisory Development Program.
During FY 1993, one SES female project director was promoted to an assistant director position. NRR promoted a total of 15 individuals to GG-15 and GG-14. Of these, two females and three minority males (two Asians and one African American) were promoted to the GG-15 level and two females and three minority males (two Asians and one Hispanic) were promoted to the GG-14 level.
4.
Attracting and maintaining disabled employees.
One intern hired in FY 1992 is disabled.
In addition, NRR has about 15 individuals who are disabled, including three who use a 3
wheelchair. Work planning and accommodations by management are made when assigning work to these individuals.
5.
Providing a dynamic training and developmental program including rotational opportunities to enhance job performance and support affirmative action.
NRR continues to take advantage of opportunities to use details, k
reassignments, rotational assignments and increased training to j
develop its employees.
l In FY 1993, 75 rotational assignments of NRR employees occurred, of which 36 were for minorities and women. Additionally, 125 detali at;ignments of NRR employees occurred, of which 24 were for minorities and women. One SES female branch chief completed a rotation as a deputy division director. One female GG-15 was l
datailed as a section chief; two females and one Asian male GG-15s were detailed to SES positions; and one female secretary is currently detailed as a licensing assistant. Two female secretaries were selected for para-professional positions.
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Improving communication about EE0 and affirmative action objectives, heightening awareness, and evaluating progress.
NRR continues its tradition of support to the EE0 programs through employee participation on the various advisory committees and organizations. Currently, NRR employees participate in the following organizations:
Affirmative Action Advisory Committee Committee on Age Discrimination Labor-Hanagement/EE0 Advisory Committee Blacks in Government Federal Women's Program Advisory Committee Hispanic Employment Program Advisory Committee f
In addition, NRR has three employees who currently serve as EE0 counselors for the Agency.
i New supervisors in NRR continue to receive the required EE0 and affirmative action training.
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r COMMIS" EE0 BRIEFING ION IV DL nBER 1993 I work closely with the Deputy Regional Administrator, Division Directors, Regional Personnel Officer and the RIV EE0 Committee in tracking accomplishments and maintaining appropriate management attention to assure implementation.
While some of our goals are long term, we continue to strive to accomplish all goals identified in the addendum to our operating plan.
With limited recruiting this past year, we focused on internal actions which resulted in many EE0 achievements.
A summary of activity in the six key areas on which the staff has focused its efforts is provided below:
1.
Enhancing Opportunities for Recruiting Hispanic Employees Region IV continues to support the Agency recruitment effort by participating in minority job fairs. During FY 93 we participated in 8 recruitment trips. We have found these trips to be very successful in recruiting Hispanic employees, especially for jobs in the Region IV office. While it may be difficult for some college students to relocate to Washington, DC, they are willing to relocate to Arlington, TX. While external recruiting was limited during FY 93, Hispanics were selected for the 2 technical vacancies filled through external sources.
Region IV was recognized by the Hispanic Employment Program Managers (HEPM) with an award for our support of the HEPM Council of the DFW Federal Executive Board.
2.
Enhancing Opportunities for Rec:aiting Women and Minorities in Professional Positinr.;
With limited outside recruiting, we had to use creative strategies in our efforts in this area. An emergency response assistant position was established which resulted in providing career development for a female secretary whose long-term goal on her IDP is to become an emergency response coordinator. Of 4 resident inspector vacancies filled in FY 93, 2 selections were women.
3.
Expanding the Pool of Women and Minorities Eligible for Supervisory, j
Management, and Executive Positions We increased our number of female resident inspectors this fiscal year l
by two, and one of these is a minority. Since most senior resident irspectors are filled by employees with prior experience as a resident inspector, we are therefore expanding our pool of women and minorities eligible for supervisory positions. Presently, one senior resident inspector position is filled by a woman.
In addition, a woman was selected for the Supervisory Development Program and a minority was selected for the Executive Potential Program for Mid-Level Employees.
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Attracting and Retaining Disabled Employees In FY 1993, Region IV recruited at the Veteran: Job Fair in Dallas, i
Texas. We made contact with Goodwill Industries in an attempt to make a match between one of their disabled employees and a position in RIV. We were not successful in our recruitment this year but will continue our efforts in this area. Recently members of the Personnel Staff attended a local seminar on the workplace and persons with disabilities in order to network with the agencies that are a source for providing candidates for this program. There is no public transportation available in Arlington, TX, which has eliminated some candidates that have been identified.
This is an obstacle that may be unique to Region IV for recruitment of the disabled.
5.
Providing Training and Developmental Opportunities We strongly encourage the use of IDP's to support career development and to document training needs. A majority of our employees utilize this tool. The percentage of women and minorities with IDP's increased this year from 30 to 53 percent. The percentage of minorities with IDP's is 73 percent, and the percentage of women with IDP's is 47 percent. Since IDP's are not mandatory, to assure all employees are given the L
opportunity to obtain trainicg, we revised our training policy guide to assure that each employee has a training plan that is reviewed and updated as necessary, and at least annually. The training plan is designed to record the employee's mandatory and developmental training for the next year and is prepared concurrently with the annual performance evaluation.
In-house training courses were provided for Region IV employees throughout the year. These courses are designed to enhance the staff's knowledge of procedures and activities needed in the performance of daily duties.
Excluding in-house and TTC training, of a total of 101 courses attended by Region IV employees, 62 percent were female participants and 9 percent were minorities.
Rotational assignments are encouraged, and many administrative and technical Region IV employees have participated in this program. He have utilized rotational assignments when possible to fulfill staffing needs and provide career development of employees. Of 13 employees on i
long-term rotational assignments, 38 percent were minorit'es and 15 percent were women.
6.
Improving Communication and Evaluating Progress i
A notice of the quarterly EE0 Advisory Panel meetings is sent to all employees encouraging them to voice any concerns of a general nature or suggestions to the EE0 Advisory Panel members. The Panel serves the EE0 interest of both management and the total workforce by functioning as a t
l continuing link of communication on matters of an EE0 nature between the i
staff and the Office of the Regional Administrator. The EE0 Counselors,
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Federal Women's Program Coordinator, Regional representative for HEPAC l
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and the Committee on Age Discrimination, Regional Personnel Officer, and representatives for the Resident Sites, URF0, and each Division are members of the Panel.
Annually, a Regional Office Notice is issued to inform employees of the objectives of the NRC's EE0 program and to set forth the Region's initiatives toward meeting those objectives. The Notice affirms that the responsibility for meeting the EE0 objectives is shared by every manager and supervisor in the region with my personal leadership in support of carrying out a continuing affirmative program designed to promote equal employment opportunity.
A Regional Office Notice was issued to all employees to remind each employee of his or her responsibility to be sensitive to what is, or can be interpreted as, sexual harassment so that it can be avoided. Several sessions of Sexual Harassment training were conducted in the Regional office and the URF0 office as mandatory training for all employees.
To improve the effectiveness of supervisory leadership ability and to build skills in communications and interpersonal relations, I personally took an active role in assuring that supervisors and managers in Region IV were provided supervisory training courses including EE0 for Managers and Supervisors, and Cultural Diversity.
Routinely, I have met with the EE0 counselors, the Federal Women's Program Coordinator, and the EE0 Advisory Panel Chairperson to discuss employee concerns.
I have also met with the EE0 Advisory Panel to express my support and to discuss the Region IV initiatives in meeting our EE0 program objectives.
In addition, I hold meetings approximately once a month with all regional staff to discuss current activities in Region IV and the NRC.
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