ML20062H890

NRC Futures Jam Summary and Analysis of Results

ML20062H890
Person / Time
Issue date:	03/02/2020
From:	D'Agostino A, Stephanie Morrow Office of Nuclear Regulatory Research
To:
Morrow S
References
Download: ML20062H890 (19)

Text

NRC Futures Jam Summary and Analysis of Results Stephanie Morrow, Ph.D.

Amy DAgostino, Ph.D.

Office of Nuclear Regulatory Research 1

2,163 staff signed on to Yammer at least once

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

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

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

Ive never felt more connected as an agency!

Excellent initiative please have more forums like this.

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

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

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

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

Feedback received on Day 3 of the Jam...

3

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

0 300 600 900 1200 1500 06/18/2019 06/19/2019 06/20/2019 User Activity during the Jam Users Liking Users Posting Users Reading Sustained Levels of Activity in Yammer Over All 3 Days of the Jam

• New users joined each day of the Jam

• 40% of staff who engaged in the Jam actively participated by posting 5

2111 1820 1575 4725 4164 4367 0

500 1000 1500 2000 2500 3000 3500 4000 4500 5000 0

500 1000 1500 2000 2500 06/18/2019 06/19/2019 06/20/2019 Message Activity during the Jam Number of Messages Posted Number of Likes

Over 500 Topics were Introduced using Hashtags 6

Most Frequently Used Topics

1. Messages*

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

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

The Jam Main Group, Our Workforce, and Technology had the most Activity Jam Group

1. of Conversation Threads

1. of Messages

1. of Participants

1. of Likes Main Group 147 1844 503 5691 Our Workforce 40 486 190 1172 Technology 61 521 180 1028 External Stakeholders 17 214 73 371 Risk-Informed 21 155 83 323 Our Mission 12 119 55 314 Decision making 11 100 52 165 Our Business Model 5

49 22 129 7

Polls Indicate a Need for Change 8

Do we need to change our culture?

Is career advancement fair?

Over 76% of staff were satisfied with the Jam experience 9

Majority had positive perceptions of value added and would participate in the future 10 I believe the Jam added value to our agency I would participate in a Jam in the future I would use a social media tool like Yammer in my daily work

Key Themes CONSOLIDATION OF REAL-TIME ANALYTICS INSIGHTS 11

Vision

• Define risk-informed

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

• Promote/advertise what the NRC does

• Empower staff 12

Decision making

• Push decision making to lowest level

• Consider diverse viewpoints to make better decisions

• Explain "why" a decision was made

• Risk-inform our concurrence process 13

Workforce

• Matrix organization to leverage resources

• Increase developmental opportunities

• Promote career advancement opportunities

• Communicate expectations for different grades

• Reward and recognize depth of experience

• Maintain work-life balance

• Provide greater opportunities for staff development in leadership roles

• Clarify succession planning

• Identify knowledge/skills gaps to prepare for the future

• Use the skills marketplace to advertise opportunities 14

Technology

• Enable e-concurrence

• Increase use of knowledge management databases

• Increase mobility to work from anywhere, especially inspectors

• Leverage wi-fi and cloud technology for collaboration

• Use AI to connect related information in disparate data sources

• More communications/training on use of SharePoint

• Improve search capability in ADAMS

• More training on Office 365

• Increase use of Skype, including outside NRC

• Increase efficiency and streamlining in technology and work processes

• Improve ways to share files and communicate with external stakeholders/contractors securely

• Use IT to help standardize budget process 15

Culture

• Reward trying new things and reduce fear of failure

• Communicate clear expectations from Leadership

• Facilitate teamwork

• Empower and trust our staff

• Recognize desired behaviors to facilitate change

• Increase ownership/accountability at all levels

• Take time to celebrate accomplishments

• Show people their efforts are appreciated

• Promote/advertise how the NRC helps the country by carrying out its mission

• Motivate Self-learning 16

External Engagement

• Improve communications with stakeholders

• Balance plain language with ensuring message is technically sound

• Develop tools to enhance communications around challenging topics

• Increase communication about what the NRC is and what we do

• Use technology to improve stakeholder access to information

• Use new technologies for public meetings (e.g., Skype) 17

How We Work

• Risk-inform concurrence process

• Automate licensing process

• Focus on enabling inspectors to use risk insights

• Help identify the most important information for inspection

• Push decisionmaking to lowest level

• Clarify expectations and communications

• Increase staff exposure to different parts of NRC to have better understanding of our mission

• Greater standardization in budget process

• Internal budget oversight based on metrics

• Improve tracking of resources needed to perform specific jobs/tasks 18

Leadership

• Ensure follow-through

• Facilitate teamwork

• Trust and support staff

• Recognize accomplishments

• Recognize desired behavior to facilitate change

• Be accountable

• Stay open to feedback

• Stay objective

• Communicate clear expectations 19