ML20090G704

Career Planning

ML20090G704
Person / Time
Issue date:	01/31/1992
From:	NRC OFFICE OF PERSONNEL (OP)
To:
References
NUREG-BR-0165, NUREG-BR-165, NUDOCS 9203130056
Download: ML20090G704 (52)

Text

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CAREER PLANNING U.S. Nuclear Regulatory Commission Ollice of Personnel A

January 1992 Shk3Ihhkkh 920131 WR-0165 R PDR

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1 FOllEW0llD Staff development at NRC is essential for the ongoing success of the Agency, The NRC is committed to assisting its employees in developing the 6 kills, knowledge, r.nd abilities needed to achieve a rewarding career at the Agency, and in support of this commitment has developed a pracucal handbook, Career Planning.

Career Plaening prtwides usefulinformation that will help you as you establish carect goals and prepare your Indnidual Development Plan. Keep in mind that successful carects do not just happen: they take a grett dcal of hard work, motivation, and dedication. You must be withng to make an honest assessment of your capabihties, request advice from knowledgeable supervisors.and mentors, and estabhsh clear, manageable career goals.

I encourage you to read Career Planning as your first step in career development.

Your abihty to develop a rewarding and successful carect at the NRC will firmly arsist the Agency in accomplishing its mission.

i Ivan Selin Chairman i

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CAREl'it Pl.ANNING Pay Part I Career Planning for NHC Technical Staff introduction..,

1 General Guidance........

1 Career Development 2

Flow Chart for Technical Staff...

5 Technical Positions.........

6 Management Career Progres3 ion.

7 Part 11 Career Planning for NRC Administrutise and Legal StafT introduction..............

11 General Guldance............,.

11 Carcer Development 12 Flow Chart for Administrative and Legal Staff..,..............,,,

15 Administrative and Legal Positions..

16 Management Career Progression......

18 Part 111 Career Planning for NRC Secretaries and Administrathe Assistants In t rod u ction................................................

21 General Guidance........

21 Career Development 22 Develop nental Programs.............,.......

23 Secretarial and Administrative Assistant Positions.

26 Part IV Career Deselopment Tools Rotational Assignments......,..........

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- Quaiifications for the Ser.ior Executive Service 31 Individual Deselopment Plans..

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Career Planning for NRC Teclinical Staff

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CAllEER PLANNING l'Olt NRC TECIINICAl, STAIT Introduction -

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De flexible-realire that there is generally more than one option. Your first choice foi an assign.

The following guidance is prtwided to assist NRC techni-ment may be in NRR.110 wever, a better posi-cal emphiyees with their developmcot of earcer objectives.

Lion may open up in AEOD. Do not be so *r ar-r, election of tn.ining and rotational esperiences, and iden-tow"in yout career sidun that you min tification of possible career paths These guidelines ad-opportunities and alternate paths towards your dress general issues sucn as initiative. job pciformance, career goal, and self. confidence, as well as derclopmental issues such

. as training and rotational assignments. Finally, examples 3.

Ite realistie in,wur espectations. Don't expect to ic-of career paths of successful NRC technical staff are pro.

ceive a pmmotion every year or to acquire a top level vided with this guide, management position in a short period of time.

Don't expect promotion offers from branches in at-cas where you aren't fully qualified. Revynize your General Guidance real stic career possibiht'ies and limitations based on Completion of stdfic ua!nine requirements, rotational Y "*Pience and trainm8 and P an your career l

assignments, and specialized t'raming undertaken to in-mth this background in mind whuc nt the r,ame time crease one's knowledge and skills n both techmcid and endeavonng to more fully qualify yourcif.

non technica! reas can enhamce an individuars qualifica-4.

Ile aggresshe in pursuing your goals. Search for and tions and potential for advancement. Individual initiative take advantage d all opportunities. Don't turu down m furthermg one's level of education and preparation wdl assignments that may assist you in schieving your further enhance onei qualifications, However. these goals. See the potential for learning and exposure to traimng and developmental achievements do not guaran' management in every project you undertake. Don't

. fee the attainment of one's ideal position or eawer goal passively wait for assignments or rotations; make bther factors. lcss concrete and tangible than the compic' oders aware of your aspirations, availability, and tion of a training series, can signibcantly influence carcer eagerness to learn.

development. Therefore, it is important to address these factors,in addition to focusing on training and develop-5.

Don't be discouraged, Everyone gets turned down for mental expenences, desired positions during their career. Learn from these experiences. Identify any weaknesses that may 1,

perfoem your best. Regardless of the significance of have prevented you from receiving that posttion and the task or pmject. always do your very best. Top work to strengthen these areas. Continue to apply for performance is noticed by your Une mantgement, as apptopriate positions and always maintain a positive well as other managers, and contributes to your ad-attirade and your self confidence.

vancement potential Although cducation. training, and broad experience are irnportant in qu tlifying for

& De3elop an understanding of the screening / selection advancement, the number one factor will always be process. Sometimes, being in the right place at the your record of performance in whatever position you -

right time will enhance your opportunity for a posi-hold or have held.

tion. The ideal position inay open just as you become fully qualified, or competition for a particular posi.

-1 Set short term and long tera goals, For example if tioti maa be completed just before you are qualified.

your long term goalis to be a branch chief in a tech-nical office, identify what you can do now to help you 7.

Ite prepared to releente. Often, it is necessary to ac-achieve this goak Short term goals could include cept rotations or positions in other headquarter of.

completing rotations in either NRR. AEOD. NhtS$.

fices or regions to achieve broad exposure and devel-or Regions, as appropriate.

opmental experiences.. Knowledge of the functions of both headquarters and regions is important for ad-

a.. Be aware of your own desires and career goals.

vancement to senior managerial positiont

. Not everyone has the aspiration or potential to be a supervisor or senior manager. There is 8

Don't stay in a position too lonl;. When jobs become nothing wrong with remaining in a non-supervi-too comfortable, learning becomes minimal and pera sory technical position. if that is where you find formance often diminishes. There is no rule for the the most satisfaction.

length of time to stay in a position; you. in consulta.

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tion with yout supeniwr,. re the bc>t judge of w hen poup that training operiences un be moq varied he a change is in your best internt seconJ poup focuses on non-SIS septnisory positions

'I rainmp in this poup should be oriented towards those 9 Take udsanlage of N RC-prmidtd career counsehng-areas that enhame managerial'esecutise capabihtics he lhscussions with these career counsekits or senior third pmup resiews training at the $bS level to promote managers withm the NRC can provide infonnation noement thmugh the S!;$ to the upper rnanarcmcm on planning Sour caren. Insights anJ guidance from p% mim succmfulindmda m ehen be hc!pid ibeuw L Non enpeniwr3 Pmilions your goals w tth your management A supporuve manager with > cars of expownu is of ten a saluable

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source of informanon ano puWaner 'i out hne man-W tou@ nonappeMon pousn3 h pe agement can help you select appwpnate tra:nmg and nons are noro.aly imm thc GG-5 to the GG-15 level In rotadonal ampnments to fachtate attainment o.,

addition. the NRL, has a Semor locl System for em;11oy-sour goa!x tes uho perform work wluth subst ntia!!y cuecds the bel of wod enSMed b a M4 Mm the $cnior 10 lle mission oriented. H.ne a simng wmmitment and unJerstanJing of the spccific anJ genoal missions of Leul Splem are sescra! bands whkh datinguish the compku3 of the wo:L NRC employees ( m apply for your organdanons your oloce. and the agenct Dunonstrate to management that sou are a team thne pmioons throgh the competiuve pmcess. hovided btlow a m!ormation that wdl assist in career ladder pro-pgy7 pre m on.

Career Denelopment A Mcadquarters-Reponal Requirements L lechnical Trymng. Staf f should cor..plete Figure 11 prmides a flow chart depictmg career path ep.

tions for technical employees. TaNe I 1 provides a more tcctmcal trainmg identified by the pmgram detailed breakdown of poutions at the s a :ous t rade lee offwe or region for their respectne posh els. Table 12 provides a bauc matrix of dculophental tions his trainine include,lechnical actmues relanJ to various management peutions While 1 ram m' Ct nier (tlc) t aining imern pm.

this mformatioiis not exhausuve,it doca p:ovidc a yen, gram requirements. if appbcaNe. and re.

eral overview o the typical positions as one propcoe, quired participatien in on thcooh training through the say sus offices and indicates to at all leuh aetmues such.". mspections.

within the orp Uation. there is an opponumty to mme to d.fferent of tes and regbns. cither as a lateral assign.

pku appmpriate non techn!f should com.

Non4cdnwallranng Sta cal trainmg fol.

ment or,if apiyt ipnate. for promotion lowmg the traming guidehnc> of the pro-pam offwe unh a special tmphasis on organizauon a hpostoons enst the hieber one goes in an Fewer high le, consequently there'wdl be more com denufied weaknesses his training may adJmu such areas as technical writing, peution for thi : hmited positions. Management career deseloprnent sL mld bicus on broad esperience gained mmmumcanon sMs. interpersonal skilk through daerse assignments obtameJ by postuons m a B Idvidurd De elopment number of ddfmnt NRC organ,uanon> to enhance pm.

motional opport umbu lhflerences in educational backpmund and pnor experience can be addressed thmugh the com.

A general disemsion of required anJ non requ: red tram-pletion of an Indmdual Devclopment han (IDP) ing for enhanced propession up the career ladder is pn*

(NRC Forrn 3:1) usmg NL' REG!IIRM6 Revi.

uded below. in particu!ar, the im;wtance of setung one's sion 1 The IDP Prnms, a a guide. Career career goals. developm; an Indiudea! Deulopment han plannins with one's supervisor can identih m as l

(IDP). completing rotauonal auignments, and apphink o! strenjth and weakness. Specific traininh be.

for appropnate promotions er lateral posinons are ad-Sond that required n structured for each indi-dressed sidaal's unique needs and cartrr ;aals.

This discuuion is f acused on broad career raths withir L lechnial Traininz An indindua thould the agency anJ idenufies gennal trammg and develop.

stnagthen technial know? ~ ce m m v mental activibes needeJ 10 rnme to the next levei m an where pnor npenence and edusanon n ay e[! ort to attain one's career pW The first proup ad.

be hmiRJ. For esande, a staff member dresus a!! non surenisory staff positions it u m this wnh a degree in mechameal engmeermg ga._w,_wp mr=~

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' with no cornmercial nuclear power plant -

sources to bear on immediate problems.

i background may request to take additional possible arcus for rotations include:

training in reactor theory and nuclear, power plant operations a Regional Offices: To gain knowledge of abo critical for m; This techmcal trainmg is dhiduals without a co!lege -

regional acuvities and experience on degrce and for mdividuah with degrees in g

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. non engmeermg areas such as psychology or resident inspectors, and headquarters.

chembtry. Enhanced techmcal trairing for A regional rotation could result in an t

these individuals is necessary understanding of the operator licensing, performance and understandm,for optimal g of nuclear powrr An individual should assess the n cessity or dairobihty of undertakmg md",e'

b. AEOD'NhtSS/NRR/RES: To gain vidual graduate education at local mstitu-knowledge of the functions and respon-sibiinies d other branches and Mfices

tions of higher learning, This can be within the NRC.

spxscred by the NRC during off duty j

- hours or, as appropriate, thro,igh adjust-

c. Commission /EDO. To gain knowledge ment of working schedules. Non degreed -

and understanding of the function of the

- individuals should obtain a technical de-Commission and EDO and of the man-grew agement of broad NRC wide programs.

2.

Non-technical Training: An individua;

d. Resident inspector:To gain knowledge should strengthen any areas of non-techni, of the NRC role at a facility and of the

- cal ski!b necessary for enhanced job per, daily interactions with the licensee, the formance or in anticipation of future needs.

regional office, and headquarters. In far example, developing computer skills, addition, the site work enhances the oral and writing skills, and supenisory skills wer,all understanding of operational ac-are usually appropriate areas for improve, tivities.

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Promotions / Laterals: New pesitions should be considered in the same manner as rota, 4

3.

Privare Sector and Inter-governmental tional assignments. Accepting a promotion Training: Training programs offered within.

or lateral transfer to a different branch, of -

and outside the NRC should be evaluated-fice, or region could broaden one's knowl-Programs offered through OPK USDA edge base and exposure to the various roles Graduate School, the NRC, etc., include and functions of the NRC and substantially training in basic supervisory, management.

enhance the potential for advancement.

sad leadership skills. Thb training may be appropriate for individuals desiring to tran-

' !!. Non SES Supervisors sition amo supemsory positions' Non-SES supenisors typically have completed suffi-1 4-Universit)' Coursework: The NRC will aI-cient techn,ical and non technical training. Ilowever, l

prove sponsorship of collegelunhersity further trammg is usually scheduled to enhance the

( courses if they are rehted to one's job *

. unique dcwlopmental needs of the individual. This '

- Computer science courses. for example, may traininp is primarily focused on broadening the un-be needed to strengthen an individual 5 derstanding, outkiok, and perspective as a govern-knowledge of reactor theory and concepts' ment manager, as well as hands on management and supervisory skills. To maximize potential for SES po _

sitions, rotational assignments should be considered i Rotational Assignments: Rotational assign

• as an important and necessary derclopmental com-ments are used (1) to enhance employees' ponent as well as development of knowledge, skills,-

understanding of NRC programs:(2Mo and abilities directiv related to the six SES compe-L

- provide employees with broader experience-tency areas. These competency areas are described in

- new cha!!enges; and contacts that may en-Part IV of this guide.

hance career opportunities; and (3) to focus p

staff resources on new : asks and projects.

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Technical Training-This training.hould con-presiding a quick and efficient way of tinue as the individual needs dictate. Non-bringing the correct mix of limited' rem degreed people should obtain a technical degree.

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4 PART IV Career Development Tools

1 Non-technical Training: This training is ieflected of positions will kad to greater understand:na of in levds 1,11. and 111 of the blandatory Supeni-these speciahies.

sory Devdopment Program outlined in Appen-dix'41$0 of hianual Chapter 4150, I;mployee Ilh Emuthe Desclopment Arthitics fue 51'.S N1 embers Deselopment and Training hiany forms of man-SES development typically begins at the branch chief agement and supervisory training continue to be II(#\\"Pl in the repons where it begins at the offeted by NRC, OPht, USDA Giaduate School.

deputy division director level) and progresses to sen-university schools of continuing educanon, etc.,

ior management. T raining at this level 15 primarily in and should be obtained as needed by the indi-vidual Supervisors who wish to mercase their the tonn of SES specialped training and totations between branches, dmstons, and of fices to enhance earh potential for SLS positions should be expertise and gather a full appreciation for overall awa're of the training recommended by OPhl to agency achvitiet Ukewue, traimng at the Federal dewlop the six SES manageriat competemy ar, Executice Institute and a variety of short courses and

,3 seminars such as those given by the Brookings Insti-tution, many universities, American hianagement Asweistion, OPhi, associations, and societics help in

.T. Rotations: Section leaders / branch chiefs may broadening the executive's perspective, knowledge of rotate to EDO staff assignments and should to-government practices, and execative manacement tate to other sections and branches to broadeh skills. At the sery senior man:gement level"!,7uch exposure and knowledge, These rotations are programs as the Senior hianagers in Government usually assigned by or coordinatqd with upper (llanard JFK School of Government). Carnegie blel-management. New supervisors who aspire to lon, and Wharton becutive Seminars contrit 2te to higher management need to obtain a general un-further rounding out the executive's background.

derstanding of support functions; e g., budget, personnel, and pobey development. Supenisory Examples of technical carect paths for senior agency training may only provide a portion of this un-officials are provided with this guide. You will note derstanding. Focused functional tre.ining fol-that these individuals have had varied program, of-lowed by rotational assignments in those types lice, and regional werk experiences.

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FLOW CHART FOR TECHNICAL STAFF TYPICAL GRADE LEVELS TYP! CAL ORADE I EVELS l PROFESS'ON AL CAntERinACKl 0G-5to 00-13 00 5 to C0-13 l'

ASSESS

' RELR GOALS AND ENTIA 1f L'NDERTAKE OMLOPMENTAL l

DEMONSTRATE HIGM PERFORMANCE lh MANAGEMEP(TMCHNICAL ACTMTIES If l

l ADVANCE IN CAREER PATH l

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ORGA N!ZAflON ALAIN E/PROJE CT/ PROGRAM TECHNICAL MANAGEMENT f

1r SR.RES INSPECT 1 PROJECT MAN AGER TECHNICAL gg,9 4 GG PESE ARCM ENGR /SCIENTISy REACTOR ENQg -

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&ECTION LEADER SENIOR SENIOR 0G-1$

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PROJECT MGR TECH. AS51st CG-15

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EACH POS! TION AND SELECTION AEQ'JtRES Al"V1EW BY ERB AND EDO APPRCn/AL'

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i TAllLE I 1 Technical l'ositions (GG 13-15)*

Grade Office Position Title GG-D AEOD Reac:or Technology Instructor, Reactor Systems Specialist, Reactor Systems Engineer, Reactor Operations Engineer NhlSS Project Manager NRR Technical Reviewer, Project Engineer REG Resident inspe ctor, Regional Inspector RES Research Engineer /Scien:ist G G-14 AEOD Operations Officer, Reactor Technology Instructor, Reactor Operations Engineer, Reactor Systems Engineer NNISS Technical Assistant, Project Manager NRR Technical Assistant, Project Manager REG Senior Resident inspector, Project Engineer Senior inspector RES Research Engineer /Scient st G0-15 AEOD Senior Reactor Operations Engineer, Senior Reactor Systems Engineer NRR Senior Technical Assistant, Senior Project Manager, Senior Reviewer NMSS Senior Project Manager, Senior Staff RES Senior Research Engineer / Scientist m-OCM/EDO Technical Assistant-GG-15 AEOD Operations Officer Section Chief, TTC Branch Chief, Diagnostic / Division of Safety Section Chief NMSS Section Leader NRR Technical Section Leader REG Branch Chief RES Section Leader

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NOTE: Prior to selection into SES. there should have been a career broadening assignment to the EDO or Commission Staff.

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PAIIT II Career Planning for NRC Administrative and Legal Staff u

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- cal (1:l:lt Pl.ANNING l'Olt NitC AllMINISTitATIVI: ANI) Ll:GAI, STAIT

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Introttuctiott timry professional position, if that is wherc yw f nd the most satisfaction.

The following guid mcs is pnnided to amst NRC adm n-b.

lie fleuNe-realise that these is generally more

' isuative and legal p.pfosionals with theit devdopment of than one option. While first choice for a tota.

career objectivn, selection of uainmg atid relational n.

tion:d anignment may be in one office. a bettet peritnces. and identification of puiNe career paths.

positam may open up in another. Do not be so Thue guidchnes addren generalinuo such h initiatise.

Tanow" in vour career vision that you miss job performance, and Adf.coniidence, as well t.s develop-oppertonitic' and alternate paths towards your s

mentalinues such as training and totational amgnments career goat haally, nampics of career paths of tucccuful MC ad-ministrative and legal staff are provided with this guide.

1 11e realistic in your npectations. Don't egpect to receive a promotion every year or to acquire a top-level non-supenisory r* managernent position in u 5h"" PC'i"d OI from breiches m. time Nm't npect pmnotion onen General Gttidance areas where you aren't fully quali.

fied. Recognite voor realistic career ponibihtin and Completion of specific training requirements tota:ional hmitations baseil on > cur experience v.d training anignments, and specialized training undertaken to in*

and plan tout carect with this backpound in mind crease one's knowledge and r,Lills in professional ed re#

while at IIic same time endeavoring to more fully lated areas ran enhance an individual's quahfications and qualify younelf. De aware of the qualification rei potential St advanecment. Individual initiative in further-quirements in related occupational fields and spe.

mg one's level of education and preparation will further c alintions.

enhance one's qualifications, However, these training and developmental achievements do not guarantet the attain-A Be aggrenhe in pm suing your gonia. $ catch for ment of one's ideal position or career gxL Other factors, and take advantage of all opportunities. Do.Tt turn

.less concrete and tangible than the cornpletion of a trair9 down assignments that may assist you in achieving ing series can significantly influence career devdopment.

your goals. See the potential for learning and expo-

. herefore. it is important to addren thu e facton in ad, sure to manarcment in every project you undertake cition to focusing on training and derdopmental operi.

Don't passisely wait for anignnwnts or rotaions;

. eness.

make others aware of your aspirations, attulability, and eagerness to learn.

lJ perform your best. Regardins of the ognificance of U""8"'* *"

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f r desired pos! raged. Egeiyone gett turned down

- the task or project, always do vout veS but Top mont durmg their carect.1xarn ftom performance is noticed by you'r hne manapment. as well as other managers, and contributes to your ad-these experiences. Asi about and identify any weak-vancement potential. Although cducation, training.

nesses that may have prevented yJu from recemng-and broad operience are important in cualifying for that posmon and wmk to crengthen these atras.-

advancement, the number one factor will always be Don't be afraid to seek assistance in both identify-

- vuur record of performanc;in whatever position you ing weaknoses and m developing strategies to over*

' hold or have held.

come them Contmur to apply for appropriate posi-tions and aheays teamtam a positny attitude and i Set short term and long term goals, For evample. if ywr seM coWence-

- your long term goalis to be a branch chief identifF-4 Dndor an undentandirg of the screening' selection what you can do now to hdp you achine this goal process. Sometimes, being in the right place at the

' Short term F iala could include completing rotations right time vill enhance your opportunity for a posi-in subject matter rdated offices or in the Regions-tion. The idei, position may open just as you be.

- as appropriatei come fuHy quMified, or competition for a particular..

position may be completed just before you are ac He aware of your own desires and career goals-qualified.

Not everyone has the aspirauon or potential to be a superinor or senior rnanager. There is.

7.

De prepared b rdotale. Often. it is necevaty to nothing wrong with remaining in a norMuper.

accept rotations or positions in <Aher headquarter 11

offices or regions to achieve bmad nposure and earcer ladder is p.ooded k> low. In particulat, the impor.

developmental experiences. Knowledge of the func4 tance of setting one's carttr goals, docloping an Indisid-tions of both headquaners and tryions is impottant ual Development Plan (lDP). completing rotational as-for advancement to senior managerial positions.

signments, and applying for appropriete promotions or lateral positiom are addressed, S.

Don't become complacent in a pmition. % hen jobs no hmpet offer a challenge or become too comfort.

This discussion is focused on broad carect paths within abic, learnin; becomes mininul and performance the agency and identiftes general training and develop-often diminishes. There is no rule for the length of mental activities needed to move to the next levelin an time to stay h a position; you,in consuhation with effort to attain one) careet goal.De first gmup ad-you supmhor, are the best jud;e of when a change Jrvues Cl notsurenisory staff positiont it h in this is m your best interest,

. group that training experiences can be most varied. De second group focuvs on non SES supenisary positions.

. 9f Take avhantage of NRC.pru ided career toumeling.

Training for this group shou!d maximite attainment of

,c Decussions eith these career counselors or senior SI S quahficauon.The third pmup roiewr training at the f

nunagen/ mentors within the NRC can preside in-SES kN(1 to pronote movement throgh the SES to the formation on planning yout carect. Insights and npper management positions.

guidanet fam succes3ful individuals can often be I,

Nm Supenisor) pushions helpfnl Discuss your goah with yous r?anageraent.

I A suppo'tive manager with years of ecpetience is NRC admmistrathe and legal staff can fully develop a often a valuable source of informatbh and guidance.

carect wW) tk agercy through non supemsory ponuens.

Your line managernent can help you select appropti-Dese p sitiom are normally imm the GG-$ to the ate training and rotational assigr[ments to fa:ilitate -

GG-U loel In addition, the NRC has a Senior L.evel q

attainment of your,aah.

System for employees who perform work which substan-tially exceeds the level of wmk estab!ished for a GG-15.

10. fie vnhdon oriented. Have a strong commitment Within the Senior Levc3 System are several bands which and understanding of the specific anJ general mh-dbtmguish the complexity of the Work, NRC emphyees sions of Sour organizations. Sour office, and the can apply for these positions through the competithe :

agenev. Demonstrate to man'agement that you are a process. Provided below is information that will assist in team player, career ladder progtession.

^^

1. N"*

'9" l

Career Deteloptuettt.

1.

Jcb-specific Training: Staif should com-

. Figure H 1 prov' des diow chart depicting possible career plete tequired functional ' raining identi-t path options far administrative and legal pmfeuionak.'

fied and available for their respective po-Table H.1 provides a more detailed breakdown c! posi+

sitions.This training may lodude some tions at the vuieus grade levels. Table 11.2 provides a ba-desirable 1TC training needed to farra

. sic roatrix of developmental activities related to various larize oneself with the Ageney's activities,

- management positiont Mtne this information is not ed intern program reqturements,if such a haustive it does provide a general overview of the typical program has been established, and any positions as one prea;resses through the various offices -

additional training guidelines of the office and indicates that at all lesch within the organization or region to which assigned. Staff should there s an opportunity to move to diffeient offices and acknowledge that in view of the highly i

reions. either as a lateral assignment or,if appiopriate.

technical nature of the NRC's activities,it

'fo: promotion.

is essential that non-technical employrs take every opportunity to become famdiar Fewer hign leet positioris nist the higher one gaes in an with thne activities and the procedures otpnization< and. consequently, there will be more com-and terminology associated with them.

- peition for Ibese limited positions. Management career Many intemal NRC training courses will

- doelopment i ovid abo focus on broad experience help in doing thit pained through diverse assignments obtained by positions -

in a numberaf diffe ent NRC organizationt 1 - Non job-specific Training: Staff should -

complete appropriate non job-specific A general discumoc of the completion of required and training folkming the training guidelines non-required raining for enhanced progression up the of their office / region with a special 12 w-h r

m v

---f-

--,->y g

y g 7 re 9.-

s.-

emphasis on identified weaknesses his are, appropriate for a particular individ.

i training may address such areas as tech-ual.

nical writing communication skills, inter.

personal skills, etc.

3.

Private Sector and Inter.pwernmental Training: Training programs offered

- It Individual Doelopment within and outside of the NRC should be evaluated. Programs offered through OPM, USDA Graduate School, the NRC, Differences in educational background and prior experience can be addressed through the etc., include training in basic supenisory, completion of an Individual Development Plan management, and leadenhip skills. Dis (IDP)(NRC Fotm 321) using NUREO' training may be appropriate for indnidu-BR4086 Revision 2. The IDP Procces. as a als desiring to transition into supervisory positions.

guide. Carect planning with one's supenisor can identify areas of strength and weakness.

(

University Coursework: ne NRC will ap-

. Specific training beyond that required is struc*

j tured for each individual's unique needs and puwe sponsorship of c0!!cge/univenity career goals.

counes if they are related to one) job.

I Computer reience counes, for example, may be needed to strengthen an individu-1.

Job-specific Training: An individual ars knowledge of information manage, should strengthen functional knowledge in ment theory and concepts.

areas where brnited. For exampic, a staff.

5.

Rotational Assignments: Rotational as.

rior experience and educa-tion may be me. tiber with a liberal arts degree with no signments are used (1) to enhance em, budget, accounting, or analytical back.

- ployees' understanding of NRC programs

. ground may request to tal e additional and to integrate expertise in technical, education and training in those areas if

- policy, administratwe, and international they are employed in the Office of the activities within the various participating Controller or in a position where knowl-offices and regions:(2) to prmide em.

edge / understanding of such functions was

- ployees with broader experience, new required or desirable. An individual-.

challcrces, and contacts that may en.

should assess the necessity or desirability hance ccreer opport mities; and (3) to fo-

- of undertaking 19dnidual graduate educa-cus staff resources on new tasks and pro-tion at localinstitutiorts of higher learn-jects, providing a quick and efficient way ing. This can be sponsored by the NRC of bringing the correct mix of limited re-during off-duty hours or, as appropriate, sources to bear on immediate problems.

_ through adjustmtnt of working schedules.

. Possible areas for rotations include:

Additional occupationally related courses and seminars offered by professional as.

' sociations are also desirable < nis type of

' a. ' Regional Offices: To gain knowledge education and training is also critical for of regional activities and experience 3

on how regions interface with the li-individuals without a college degree. En-hanced functional training for these indi-censee, resident inspectors, and -

s viduals is necessary for optimal perform-headquarters. His would foster a ance. Non-degreed individuals should ob-better understanding of the manner -

- tain a degree in which the agency's mission is ac-complished as well as Faining an un-derstanding of administrative and 1:1 Non job specific Training: An individual support requirements and applica-snould strengthen any areas of non-tions at the regional level.

c technical skills necessary for enhanced Job performance or in anticipation of fu-

b..- ADM/lRM/OP/OC, etc.: To gain ture needs. For example, developing com-knowledge of the functions and re-puter skills, oral, wrinng and listening sponsibilities of administrative

skills,jnterpersonal and negotiating skills, branches and offices within the and supervisory skills may be, and usually NRC.

a,

1. l 13 e

5 1

'I a -.

~c.

r.

Suptnwory Deve'eninent Program outlined,n Appenda 4150 of Manual Chapter 450, Dw A1:OD NMSS NRR/RES To gain ployer Urwlopitient and haining Many forrm know! edge of the fuoctiors and te.

e=

of management and smeahor,, traimng con-spmsibihties of teduticalbran&s tinue to be offered by NRC. OPM, USDA and othces within the NRC.

Ondaan School, univer3ity schoots of cc,tinu-f hg eduation, etc., and should be obtained asneede ComminiordDO:To gain knod t ~

d.

edge and understandmg of the func-i tion and operaVen of the Commb-to increde th& carly potemial for SES pos -

tbne should be aware of -the trairdng recom-sion and EDO. and of the n.anage-ment of broad NRC-uide progr.um mewed by OPM to duelop t'e six SES mana-genal campetency z u ao Other Agmeiet To pin knowledye Rotadons: Section leaders / branch chiefs may and uruerstandin; of smular fune c.

wtate to EDO stafl auignmerus and should to-1 sium in mhet gtwernment agencie' for cumple, miguments at lead late to other sections and br.n:hn to broaden expmmt and knowledge. Thue rotations areuwa!!y a agencies such n OpM for penounct, DMB for budget or GSA fe' manapment to maimize the indniduali catect procurement or infarmation nanage-pah We at W sanx he Mpg new in-

"F

(" dHL

" N "#

I Prorretions/t;aterals: New pmitions acpite to higher managment need to yt a general undentanding of support func.uAet, ptsonud pok son w should tw considered in the u.me manne r as rotational atsignmentt Accepun; a tom + u "E *D promotion or lateral trarda to a differ-NN

1. E**** e a portion of tlus understanding.

ent branch, office, or reg:oa could onb pm broaden one's knowledge base and exp 3-sure to dw various roles and fundoos of Euemiw Deselopment Actidties for SES Members the NRC and substamially enhance the Us.

SES development may begin at the division director potential for advancemem levet but more typically begms at the Office Director lod fa administrative and support offiees.Tra(ning at this level B primarily in the form cf SES special-1L %m.SES Supenisors ired traitung and rotations between d; visions and NondES superdaars typically hate completed suf5, ckat functional Db4;4cific $nd noniob specific o$ce m enhance exprnse and pathtr u full appre-e d

training. Howeser, torther traisdng is usuaHy sche,

uled to enhecc the unique developmental needs of at the f~ederal Ewcuuve Institute and a variety of the individual This trsoing is primatily focuse sinxt munes and seminars such as those given by d on broadt-ing the undersiandmg. outlook. and perspec, the bkings Insbuauon, many umversmes, Amen-tive as a Eovernmem ruanae r, as weU as handvon can Managemer.t Association. OPM, associations rnanagement and supcpEy skins.To muimize po, and societus help in broadening the executive 4 per-d witial for SES positions, rotational aisignmems spectht, knowledge of government practices, ati should be considcted as an important and ne;essaryd veloumental component a executive management skiHL At the very semor man-agernent levels. such programs as the Senior M knowledge, skilh. and abilides daccth related to the ment). Carnepe Mellon, and Wharton Executive sis SES commteney areas.These competency areas are described in Part IV of this guide, Stminars comribute to further immdmg out the ex-

~

Job-speci'ic Training: This training should con.

ecutive's ba,Lgtound l

tinae as approprbte to the individual. Non-faamples of administrative and legal career paths

[

L depeed people should obtain an appropnatefor senior agency officials are provided with this guide. You will note that these mdmduah have had degree.

Non-job-specific Training: This training is re-varied work experiences, flec!cd in Lesel L Il and JH of the Man & tory 1

14

FLOW CHART FOR ADMINISTRATIVE AND LEGAL PROFESSIONAL GTAFF TYPf C AL GRADC LIVELS

_TygAL GRADE LEVttf' b(ES$ONAL CAREER TRACK l GG-5 to GG 13 GG-5 to CG 13 1/

A!!E Ri!R GLAG AND POTLN 1r UNDER7ak.E DEVELDPMf 4TAL l-DEMONSTRATE NtGH PERfCRMANOE lM MANAGEMENT / TECHNICAL A0TMTIES l

ADVANCEP4 MER PATH l

l l

ORGAM14TCA A!,A,1NE ADM:NiSTRAINE AND LfGAL WAAASEMfNT PROF f SSION AL W rAFF t

t set.tDN CHIEF GG-14 BRANCH CH!EF

-gr Spf C;AgST GG.14 TEAM CHIEF 1r 1r BRANCH CHIEF SENCR GG-15 DEP DN OtRECTOR SPECIAUsT GG-15 DNIStON DsRECTOR COMM1EDO staff aggn_..... m......... rvrrrryg A rrrarv n_......... - -a EACH POSmON AND $&LEOTCN RE00'RES REVIEW BY ERB AND EDO APPROVAL 1r 1r Dfg OtRECTOR ES 1-3 DEP'JTY & ASST SENIOR EXPEF.T SENIOR DN DIRECTOR BAND 1 1r 1r DEPVfY OFFICE SEMOR AGE

".D E EB1-4 DieECTOR EXPERT BAND 2 1r p

NAtt0NALLY SENIOR ES 1-5 CFF;CE DIRECTOR RECOGNIZED BAND 3 EXPERT F1gure 11.1 15 P

TAllI.E 11,1 Adminhtrathe and legal l'ositions (GG 12-15)*

- Grade Ofike Generic Position Title GG-12 ADM Senior Property Management Specialist, Section Chief.

Transportatun Specialist. Branch Chief, FOl&PA Specialist, Personnel Security Specialist IRM Communications Specialist, Management Analyst, OC Dudget Analyst, Unit Chief, Section Chief, Accountant OGC 1.aw Librarian, Attorney

.OP Personnel Specialist, Personnel Staffing Specialist, Position Classitication Specialist Employee Relations Speciahst, Employee Development Specialist SECY Correspondence Review Officer, Reference Librarian 00-13 ADM Contract Negotiator, Section Chief, Contract Administrator, Technical Writer Editor, Program Manager, Security Specialist IP International Relations Specialist IRM Financial Manager, Communications Specialist, Computer Systems Analyst. Management Analyst (Various), Unit Chief OC Dudget Analyst, Systems Accountant, Section Chief, License Fee Examiner / Analyst OGC Attorney, Litigation Attorney 01 Investigator OP Employee Relations Specialist, Personnel Program Analyst, Satellite Team Leader, Personnel Data Analyst, Training and Development Specialist PA Field Public Affairs Officer GG-14 --

ADM Senior Contract Negotiator / Administrator, Section Chief, Facilities Manager, Bran::h Chief, Senior Security Specialist (Various)

CA-Congressional Affairs Officer IRM Senior Program Analyst, Section Chief, Senior Computer Systems Analyst 01 Senior investigator OC Section Chief. Staff Chief, Senior Dudget Analyst, Senior Program Analyst OGC

~ Attorney, Litigation Attorney

.OP Senior Specialist, Recruitment Officer, Education & Training Specialist, Occupationalllealth and Safety Manager i

D01 allainclukht 16 l

l I

---+-;

I i.

TAllif.11,1 (continued) i l

Grade OfDee Generic Position Title GG-15 ADM Senior Program Manager. Deputy Division Director, liranch Chief OC Deputy Disisjon Director,13 ranch Chief, Staff Chief i

OGC Senior Attorney, Senior Supenisory Attorney I

IP Senior Program Manager, Senior International Policy Officer IRM Senior Analyst, Deputy Division Director Ilranch Chief. Section Chief OCM/EDO Special Assistant,l_egal Assistant 01 Director Field Office l

OP Component Chief. Financial and Administrative Resources Manager PA Senior Public Affairs Officer SECY llistorian,11 ranch Chief NOTE:

Prior to. election into SES. there should have been a career broadening assignment i

to the EDO or Commission Staff.

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l'AltT 111 Career I'lanning for NRC Secretaries and Administrative Assistants

__m.. m l CAltEER l'LANNING FOlt NRC SECRETARIES AND ADMINISTRATIVE ASSISTANTS - Introduction posihon, if that is where you find the most sat-isfaction. The following guidance is prmided to, assist NRC secre-b. De flexible-realize that there is generally more taries and administrative anistants with their desebp-than one option While ihst choice for a tota-ment of career objectnes, identification of possibic caree' tional assignment may be in one office, a better paths, and selecuan of traimng and devebpmental pro-poshion may open up m another. Do not be so t prams. These guidelina address general f.aues such as .'natow* in'vour career vision that you miss mitiaive, job performance, and s, elf confidence, as well as opportunitic's and alternate paths towards your developmental issues such as trammg and rotational as' career goM. - signmems. Finaliy. examples of career paths of succe>sful NRC secretaries who have pursued careers as secretaries 3. Ile realistic in 3uur espectations. Don't expect to and carters in administration are provided with this recche a promotion every year or to acquire a top.

Fulde, level non supenisory or management position in a short period of time. Don't expect promotion offers from branches in areas where you aren't fully tpali-General Guidance fied. Recognize your realistic career possibilities sud limitations based on your experience and training and plan your career with this background in mind Complet en of specific training requiremems, rotational while at the same time sndeavormg to more fully t

J anignments and specialized training undertaken to in. qualify yourself. Be aware of the qualification re-crease one's knowledge and skills can enhance an indi-vidual's qualifications and potemial for advancement. In. quirements in related occupational fields and spe-eiMizauons. , dividual initiative in furthering one's level of education . and preparation wi,li further enhance one's qualifications. A N Mb S h im flowever/these traimng and developmental achievements and take advantage of all opportunities. Don't tuin do not guarantee the attamment of one s _ ideal position or down assignments that may assist you in achieving career goal. Other factors,less concrete and tangib!c than our goals. See the potential for learning and expo-the comp!ction of a training series, can significantly influ-sure to management in every project you undertake. - ence career deselopment. Therefore, it is important, t Don't passhelv wait for assignnaents or rotations; address these factors m addition to focusing on trammg o irMimA avaiMilin', . and developmemal expenences. and eagerness to learn. ,L perform your best. Regardless of the significance of 5. Don't be discouraged. Everyone pets turned down the task or project, always do your very best, top for desired positions during their career. learn from performance a noticed by your line management. as these e.\\periences. Ask about and identify any weak- . well as other managers, and contributes to yout ad-nesses that may have prevented you froni receiving vancement potential Although education, training - that position and work to strengthen these areas. and broad experience are important in qualifymg for Don't be afraid to seek assistance in both identify. advancement. the number one factor will always be ing weaknesses and in developing strategies to oJer-vour record of performance m whatever position you come them. Continue to apply for appropriate posi-hold or have held" tions and always maintain a pos:the attitude and I" ** ' 2. . Set short. term and king. term goals For example,if your long-term goalis to be a contract administra-6. Develop an understanding of the screening! selection - tor, identify what you can do now to help you - process, Sometimes, being in the right place at the achieve this goal. Short. term goals could include right time will enhance your opportunity for a posi-comp!cting rotations 'in subject matter related of-tion. The ideal position may open just as you be-fices or in the Regions, as appropriate., come fully quahfied, or competition for a particular position may be completed just before you are . a, Be aware of your own desires and carect goals-qualifiedJ Not everyone has the aspiration or potential to be a supervisor or senior manager. There is 7. De prepared to rebcate. Often. it is necessary to - nothing wrong with remaining in your current accept rotations or positions in other headquarter 21

ethces or regmm to whiese hnod esposure and deplee with no budget, accounting. or analyti-developmental experiences. cal background may request to take additional education and training in those areas if they Don 1 become wmplacent in a position. When jobs are emplo>cd in the Offke of the Connolkt or no longer olki a challenge or btcome too comfort-in a position where kmledge! understanding abic. leatnmg becomes minimal and pctiormece of such functions is required or desirable. This ofwn dimimshes, There h no rule for the length of type of education and training is also critical time to stay in a posnion. Sou, m con uhation with for indisidual; without a college depree En-a vour supersisor, are the twt judp of when a change hanced functional training for these individuals is in your best interest is necessary for optimal performance An indi-vidual should assen the necessity or desirabib u. Take mhantage of NRC prosided cuner enunwling. itv of undertaking individual undergraduate or Do.eussions with these cateer counen or senior graduate education at kicalinstituuons of managen! mentors within the NRC can proude in-higher learning. His can be sponsored by the formation on planning your career, ins:ghts and NRC during o!f duty hours or, as appropriate, guidance from successtul individuah can often be throuch adiustment of working schedules. Ad-he pful Dncuss your goah with your management. ditionil occupational!y related counts and A supportive manayr with years of exp;tience a seminars offered by private contractors are of ten a valuable murce of information and guidam aho desirable. War line manapn:ent can tre@ you select appropri-ate trairung and rotatior.al assignments to tacilitate 2 Nondob-Specific Training. An individual attamment of your goA should strengthen any non technical skilk areas necessary for enhanced job performance Itt ite rnission nriented, Have a stiong committnem or in anticipation of future needs. For cumple, and understandmg of the specif c and general mis-developing computer Ailb, oral, wTiting and siom of your organizatims, your office. and the hstening dilh, interpersonal and negotiating agency. Demonstrate to manapment that you are a dilk may be, and usually are, appropriate for team playe' a particubt individual. 3 hivate Sector and Inter governmental Train. Career Deielopment ng: Training programs offered within and out-side of the NRC should be evaluated. Table 111.1 provides a listing of secretarial and adm..nn-trative assistant positions at various grade levels. White 4. University Counework: The NRC will approve this information is not exhaustitc,it does provide a pen-sponsorship of college / university courses if cral overview of the typical positions as one progreues they are related to one's job. Computer science through the various offices und indicates that at alllesch courses. for example, may be needed to withm the organizauon there is an opportunity to move to strencthen an indhidual) knowledge of infor-different offica and regions either as a lateral assign-rnatEn manacement themy and concepts. ment or, is appropriate, for promotion. 5. Rotational Assignments: Rotational assign-A. Individual Deselopment ments are used (1) to enhance employees' un-Differences in educationu} backcround and priot derstanding of NRC programs and to integrate cxpenence can be addressed thr'ough the completion expertise in technical pohey, administrattw. of an Individual Develo;3 ment Plan (IDp)(NRC and international actnhies within the variour. Form 321) using NUkEGGR-W6 Revision 2, The participating of fices and regions: G) to preside 1DP Prueen, as a guide. Career planning with one's employees with broader experience, new chab supenisor can identify areas of strength and weak-lenges, and contacts that may enhance care:r ness. Specific trainmg beyond that required is struc-opportunities; and (3) to focus staff resources tured for each indWidears uruque needs and career on new tasks nnd projects. providing a quick goa:3. and efficient way of bringing the correct ma of limited resourecs to bear on immediate prob-L Job 4pecific Training: An indnidual should tems Possible areas for rotatiom include: strengthen functional knowledge in areas where a ADWIRM/OP/OC, etc.: To gain knowb priot experier.ce and education may be hmited. For cumpk, a staff member with a liberal arts edge of the functions and responsibihties Y

~. of administrative branches and offices A commitment to the CPS Program pnwides a sec-within the NRC retary with a rneans of obtaining education and training in subject areas somewhat outside the very b. AEOD/NMSS/NRR/RES: To gain narrowut wnfines of the secretarial duties, knowledge of the functions and responJ. bilities of technical branches and office, NRC's program is designed to assist thme individu-within the NRC, ah who wish to prepate for the two-day CPS exami-nation. The NRC don not pay for the examina-c. Commission /EDO. To gain incatedge tions, but does pay for courses in six rumination and understandmg of the function arid areas. operation of the Commission and EDO, and of the management of broad NRC, h y anticipated that studying to pass the six exami-wide programs, natum areas listed below ull benefit NRC secretar-ies who uttend courses m these disciplines and the 6. homotion/Latcrals: New p,sitions snould be NRC: considered in the same manner hs rotauonal assignments. Accepting a promotion or lateral SchmsaWciencc 1n Business tots the princi-e transfer to a different branch. office, or regmn plo of human relations and organizational dv-could broaden one's knowledgt base and ap "

• da in the work phee,It focuses on necdi, sure to the various roles and functions of the ruotiation, nature of confhet: problem 4olving NRC and substantially enhance the potential techniques, essentials of supervi6on and com-for advancement.

munication, leadership stvl:$. and an under-standing of the informal organization. . Deselopmental Programs Busmets few measures the secretary's knowl. e edge of in) the principles of business law and (b) the effect o! governmental controls on busi-To improve career opportunities for secretaries and ad-ness 1)nderstanding the historical setting in ministrative assistants, the Office of Personnel has three which these controls developed is emphasized special programs 'he Certified Professional Secretary over specific names and dates. Program, the Adn.mistrative Skills Enhancement Pro-gram, and the Computer Science Developrnent Program. Economics And Management consists of 35% All three enable clerical, secretarial, and administrative ec normes and 65% management. Emphasis is support staff to enhance and develop their knowledge and placed on understanding the basic concepts skills by taking Government training courses and college underlying business operau ns. Included are courses in order to meet the NRC's organizational needs. key economic and management principles, as well as the latest government regulations m Participants in any of the programs must understand that

business, the programs are developmentalin nature and provide no guarantee of promotion or other upward mobihty action, Accounting measures (a) knowledge of the ele-e ments of the accounting cycle (b) ability to Each of the three programs is identified and described anaW Snandal smemem acemms,(c) aW.

below.Rese prograrns are managed by the Office of Per. I" I" "#* * * "' "P"#" "*

• sonne 1 Organizational Dcvelopment and Training (ODT) with acc unting and computing interest and

1. "" 8' "" W" staff. Should you have any questions or wish to partici-pate in these programs, please contact a member of the "I

ODT staff at (301) 49N400, Ofcc Administration And Commumcation e L Certified Professional Secretary Program measures proficiency in subject matters unique to the secretary's position: (50% affice admini-De goals of the Certified Professional Secretary stration) executive travel, office msuagement. (CPS) Prograrn stem from the objective to upgrade and records management; and (50% written the secretarial profession by encouragmg secretanes business communication) editing, abstracting, to raise their own standards of professionalism, To and preparing communications in final format attain success and recognition as professionah, sec. retaries must be prepared to devote time to contin. O$cc Technolop covers the secretary's re-o ued learning. sponsibilities created by data processina, 23

communications media, advances in off ee administrative assktants (GG 5-12) who meet the manageme, ', technokTical apphcations. ad fomsing chgibiiny criteria: records management technology. The granting of a CPS rating is nidence of the ful-full or part time permanent Ni<C employee fillment of a prescribed program of education. satie e factory secretarial experience, and the successful Continuous one year emph ment with NRC completion of a two day compnhensive esamination 9 e in the sh subject matter arcat A secretan is ab l'uhy satisfactory performance appraisal kmed sit yean to compkte (pau) all sh parts of the e program. CPS is a taung not an awaid or a degree. I'.mpl gees applying for this program should prmide Should a secretary, othervise quahfied for the pro. a written staterra on to their supeniw outhning ho v the emph eci participation in the program will gram, not be imerested in studying for and takmg 9 the examination, studying the six subject areas bcnefit both the NRC.ind the employre. would still be beneficial to mmt secretaries and NRC will pay for courses closely related to the sit Supenison will prmide a wtitten recommendation disciplinet to the Office of Personnel nominating the NRC em-ployee for the program ahmg with a copy of the em-ph eciIndhidual Developmrnt Plc Supenison Any NRC secretary 60-3 and above may apply if i the ernployee meets the folhiwing eligibihty c.iteria: will establish a begirming and reahstic ending date (no more than four yean' Gration for the emire liigh school graduate program) e Full or part time pe manent NRC employee 3 Computer Science Develo;iment Program e - Continuous one year employment with NRC The Coinputer Science Doelopment Program is de-e signed to enable NRC emphryces to broaden the I ully satisfactory performance appraisat scope of their computer training te meet NRC's fu-ture needs. To accompFsh this goal, the NRC will EmpLgees applying for the Certified Professional utihre the NRC Information Technology Senices Secretary Program shou!d und a memorandum to Training laboratory (ITS Lab) kicated on the third the Office of Personnel stating their interest in par-floor of the Woodmont Building,8120 Woodmont ticipating in this program. Although not required. it Avenue, Bethesda. MD. to provide training to meet is strong!y encouraged that CPS applicants develop NRC's needs today. After completing training in the and forward an IDP with their memorandum-ITS Lab, program participants may attend off site educational and training institutions to alert them to Administrative Skills Enhancement Program new trends and scope of c.irnputer capabilities and The Administrative $ tills Enhancement Program is designed for secretaries and administrative assis-The Computer Science Development Program is tants who wish to develop admmistrative skilh to open to NRC see.etaries and administrative assis-meet NRCi future administrathe needs. tants (GG 5-12) whn meet the following eligibility ' Candidates for the Administrathy Skills Enhance-ment Program should identify an administraGe 11 gh school gradnate e area in which they desire to pursue a career and de-velop an IDP which clearly identifies the traininC Full or part time permanent NRC employee e and developmental anignments that will auist them in achieving their career goal. NRC provides admin-Continuous one year employment with NRC e istrative skilh enhancement in a number of areas. such as: Accounting. Uudget and Finance, Contract Fully satisfactory performance appraisal e-Procurement. Personnel, and Paralegal Participants and supervison must be committed to the IDP _ Emphiyees applying for this program should proside agreed upon and work together to achieve the goah a written statement to their supenisor outlining how . identified in the IDP.

• Die Administrathe Skills En-the employce's Participation in the program will hancement Program is open to NRC secretaries and benefit both the NRC and the ernployee.

28 i

m ......._____._.._.__._,__________,.,_.m.___,._,_,,__,__., I l l - Supervisors will provide a written recommendation Training lab and those computer science courses to . to the Office of Personnel nominating the NHC em-be taken at local Institutions. Supen'isors will estab- - pklyre for the program along with a copy of the em-lish a beginning and realistic ending date (no more - playec's Individual Development Plan. The IDP. than four years' duration for the entire program). - should list those covises to be taken in the ITS 4 - hE f r b l L I

e r s TAlli.1: 111.1 l Secretarialand Administrathe Assistant l'ositions (GG 5-11)' I Grade Omce Pmition 11tle GG-$ All Sectetary ADM Supply Clerk IRht Computer Aide. Computer Cletk RLS hlall & Records Cluk 00-6 . All Secteary i ADM Property Management Specialist. Mail Clerk. OC Cashier, Comrnercial Voucher Clerk, Payroll Technician OGC Docket Clerk - NRR Administrative Assistant RES Ncal Auistant i OG-7 All Secretary ADM FOl/PA Assistant, Security Processing Clerk, Printing Assistant 1RM Communications Assistant, Office Automation Assistant NRR Emergency Preparedness Anistant OC Travel Coordinator,IJcense Fee Assistant OGC Correspondence Services Autstant RES Administrative Anistant Technical Reader 1 ^ k 00-8 All Secretary ADM Transportation Assistant, Procurement Auistant CA Congressional Alfairs Assistant. Congressional Research Anistant IRM Senior P.eference Assistant,IJbrary Technician NMSS Information Management Assistant-OC Travel Anistant, Fiscal Accounting Assistant OP Personnel Assistant. RES-Research Programs Cooidinator Assistant SECY Records and Communications Assistant A ~_ l} i L

WEinctum, li 1

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9; V TAlllE 8Ts.1 (continueti) Grade Ofnet Position Title 00-9 All Secretury ADM Contract Management Aulstant. Personnel Secosity Proceuing Auistant IRM Computer Auistant. Senior 1.icensing infortnation At.istant NMSS Program.Anii. tant NRR/itES - Manutement Assistant OC l'inancial Anistant, fludget Auis. tant. Accounting Technician OOC Paralegal specialist OP Senior Personnel Auistant GO-10' All Secreta'y AEOD incidence Response Coordinator IRM Data G iality Anurance Technician NMSS Utensing Auistant NRR Information Managernent Assistant. SafeFuards Ucensing Assistant RES Regulatory Development Auistant SP Senior State Anistant I 0 0 -11 OCM: Administrative Secretary ADM Program Auistant l-NRR/NMSS - Ucensing Assistant OGC Paralegal Specialist j PA Public Affairs Research Assistant l l' t i i.. l f !. 27 1 i. (.. l: ,..-,--,,,-,n...,....n., .,-.=..,..-.-v..,.,_.. .nm... a $..-n- .,.,nA-,-,.,,v,

n,

-.a. l' ART IV I l l Career Development Tools i I. l ,.,+ w 4 e b i l - l - -... i. ; ~

CAlti:l:lt Ill' I:1.OPMINII OOI.S X D's sh tion of the guide pronda 6upp6rtrientalinforma-pernne! offktr)if you att inttrnttd in rotatioNu p!M c-tion to anist NRC tmph en p thry utabhsh thtit t a-enrnt Iour perstmncl rtpnstntative wiu work with you. 9 f ort roah and prepart thtir Individual 1)nclopou nt your suptrvisor, and ptisonnel contact 6 in other of htn han. IndujeJ m ilus t.cc, ion is inhumation on relat onal to f anhtate inutuaHy bentfacial rotauomd opportunitit t Putynmtuts, quahfiutiora for the benwr f accutive Son-ke. and two sample Indnidual !Mth'pment plans I mph 9ers ruay be trktted noncompetitatly (1) through a tohcitation of internt for a specihr position,(2) by but nLed to urre on a temporary tatL fone or I(Ollitiollal AHigillfl0 lith (3) throgh thtir appropritite persowcl contacts who will anatch tmployte rotational inttints with thoLt el otht-r The Nuclear Regulatory Commission is committed to(n-mployen or the needs d other NRC components. hancmg the utibration of its sta!! tesourco as wtll in to gg. g3 ggg proudmg (aitri oppmtunion and job cnskhment for its competition _ lhmettr,if the reauignment is to a position employ 0rt Rotati mal am,yryments can serve both the woh hight r tiromotion potential tht n competition woulJ Agenc) 6 and the indnidual s bt 51 trittents in accom-be tr uired. phthmg thne ['oalt jtaSkaHy, a folational anignment is a tarett dCythipni(nl fWC mphntes are encouraged to take the initiath e in gggg gg'a relation } urther, %VptrYisolii und ruanaf-g j,p p tod for emphiytta and a mechanism for rDanagers to f uHy utihre employees to rmet organitational and Stalbog trs tcc rsputtd to play an active role in Hcommtnung mpi en for roution when it wwld benefit the Arrney tiefdt Through its Usc. tmploytn can he fylnted latf 5 and the croplopt AUy to a posibon with rio thanpc in promonon potential and trained for positions in ddfctrnt NRC offices and tscupationt l'.rnph en may either $rne on a temporary Qualificatioits for the Senior lhoruthe 9 anignment from 3 anonths in 2 yrars and then returri to their previous off ce or be pctmanrntly tranipotd to a

b. CIT ICC i

new of fke. In accaldance with the intent of the law citablishing the 'the purpoi.es of rotational assignments are: Scnior 12ecnthe $rrvice ghES). OpM has dcfined necu-tive quahhcations in terrns of reneric manntenant func. To t.ihance employeci undert,andmg of NRC prD-tions and competencio assocuted whh SLS levtl jobt e grams and to inttgrate operthe in tn hnical, policy. NRC emphiyees internted in assening and developin; administ.rathe, pohtical and international activities their quahfications for an SES twit;on should develop within the various participating ofhse and rtgions. the hLiiltu knowkdpe, and abihtics dirtctly related to the thereby promotmg more dicctne cooperation with SLS comp 6cncy arcat other pans of the Apeng Listed below are the sh SES competency areas ioentified To pro ide crnployro with broadcr esperience. by OpM. For each competency area. Sampk activitics an e stimulatmg new challengn. new arenas in which to $11S enember Sir uld be able to perform and anignments demonstrare skills and abihtitt and Nmhets which which ruay belp individuals develop the required compe. may snhance career opportumtin tency are prtnidrd o To focus staff icsourco on new tads and piojests, L INetration of Internal aid nrrenal Prgram-providmg a qv;ck and efficient way of bringmg the pohc3 luucs-Involves sednt that Ley national and coricct nny of hmited remuren to btar on immodo agency wide goals, prior ticA salues, and other k. ate probkmt son are (onudctrd in making program dctn. ions. To participate in a rotational assignmtnt, discuu with Sampic Activ' tin: your superviwr specific rotational aui nments at any t time, but parthu!arly durir.g the mid-par et end-of year ldcutifying and integrating Ley inun effecting e performance appraisal mec ing. After this imtial discus-the organization. *lhne inues include puttical, Sion with your supenhor, contact your personnel repte-econeic, social, technolockal and athninis-50ntatiYe (e.g, prrsonnel haltlhtf (tam kader or regional trahve factors 31 1 l l

--..- - - - -....-- - - - - ~ ~ -.-.. - - n I l i i e Working with and through the national poliep e Auignment to a new or reorganizing ofganira. rnakhig implernentation structure and proce-tion with the task of dneloping procydures to dures (e g4 l'residentiallcadership and pohti. improse vmking relationships with outside cal pmitions, legislative processes, judicial organitations. . Iniew) and, ari relevant, other gorrrnmental Aulgnment as a special auistant to a Ley pol. jurisdictiom and private stetor organizadons. e icy executive, with responsibihty for draftmg i Developmomal Auigntnents: sperthes, pupatir g the executive for question i and answer nuions and participating in nega-e Anignment as a special auisinnt at the esecu-

tiations, tive lorl or to a task force wo Ling on writing polig or programs whkh deal with those is, Auigm.wnt to an interagency task group.

e sues at a bureau or higher level. 111. (Hrcilion and Guidance of Programs, Projects, or Aoignrnent to organizations whose miuton Polic) llesclopmeu-Involves methities s elated to e requires a d;fferent or grenier awarenus of establishing program policy goals and the structure and sensitivity to these inuet and proccues necessary to carry them out. ) l Assignrnent on the Hill or to an agency Con. Sample Activities: e grcuional relatium office, Planning.r.ettirq goals, objectives, and priori. e Anignment to an organization that requires ties: integrating short. and lone term goals; frequent intera-' ion with chent groups. Identifying contingencics, strategies, resource needt 11 Organizational Hepresentation and I,laison-Fo-Assening program, policy, ptoject feasibihty. e cuses upon the external communications aspects of execulive positions, including bcing a npresentative e i for the work unit and/or organization and coordinal-fung cuerdveness, efficiency, and productiv. ing with other work uniu and mganizations. sty standardt Organizing structure and work. e Sample Activities: Iteprescating(e. presenting, negotiating sell. "P"'"I" ^"E""*"* ing. defending) t e organization before a vari

• Auignment to a new organization that is deal-e ety of people, including agency heads and ing with these issut5, or an old organization other pohtical and career esceutives, members that is reexamining these luues because of a and staff of Congress, the inedia, thentete, and reorganimion, profculonal groupt Antgnment to an offke specializing in produe.

e Working in groups and teams,' conducting tivity, performance appraisal or evaluation. e briefings and other trwetingt IV. Acquisition and Administration of l'inan*lal and Dtablishing and maintaining working relatic'" Material itesounes-Concerns acthities and procc-e ships within the organization (e g., with other dures related to obtaining and allocating the finan-program aren and staff support functions) cial and material resources newssary to support and with relevant external groups and organi' progsam or policy implementation. zationt Sample Activities: $ecing that reports, memot and other docu. e ments renect the pmition of the organization. Managing the budgetary process-preparing. e Justifying, operating through organitatmnal Developmental Assignnnals: and congressional proerdures, administering. Anignment to an office that regularly makeri Ovenecing procurement contracting proce, e formal public presentations, or espects to pre-dures and processe; pare and present Congressional testimony dur. ing the auignment period. ~ Directingcordinating logistical oper ations. + 32 m, ,w.- -,-c- ,,rw,.. -*-e.,e, -.~rr-.-* ~w r----r+ -ir, 7-r-- e-,

I j Auignmerit to the training and doclopment e Dntlopmental Anisments. office or to a supervisory job in an offwe with l Aniynment to an organitation during budot high staff turnover. planrung tirne at a sufficienti) idgh level for VI. Resien of hnplementatwn and flesults-Invohes espmure to Congrenional proceduru activities and procedures for seeitig that prograrns and policies are being implernented adjusted as Auignment to an organitation tbst foresces nectuary, and that the appropriate results are being i moic tbn the averap procuremerit activity achirved Major competencies within this petivity durir:g the auignrnent period. area are; Y Otilltaljon billuman Resourcel +frivohts acW'Itiel bampic Activities: and pmccues for ensuring that people are approprl-ately empkyed. effectively and efficiently utihred, ' Monitoring wtuk status through formal and developed, and dealt with in a fair and equitable informal incans. ruant!ct, Diagnosing and consulting on problem alcas o r Sample Activitim relating to implementation and goal achieve-ment Acquiring staff tLiough appropriate staffmg e Evaluating technical and non-technical pro-procenes-workforce planning, restuitment and selection. including offirmative action and gram outcomes and irnpacts. T.EO. Aucssing overall cilectiveness, cfficiency, and e productivity of the organizational unit. Dele ating work among sulmtdinate gtoups e and ndividuals. Do@M Mme Conducting performance appraisals and pro' Auignment to a management or program e viding appropriate rewards and'or diwiphnary evaluation office, an intra office evaluation, action. team or imestigative task force or cornmission. Assening individual capabilities and needs e and prmiding coaching, counseling, and carect development opportunities, Iriditidual Development Plans Rosohing conflicts and attending to morale ne Indnidual Development plan (!DP)is a map on e arid organizational climate issues. which to chart and logically plan for the training and cd perience you may need to develop your NRC carect. Developmental Auignments: Working through the IDp process helps you set reason-able career goals, asseu your strengths and weakneues, Auignment to a supervisory job that involves and ident!!y ways to obtain the skibs know!rdge and e assignment of many different tasks to many abilitieri neccuary for you to achine your earcer goals. people. Two sample IDps are provided below. For additionalin-Auignment to head up a project work group formation on how to prepare an IDp, read The IDp proc e with a heny warkload, ess. NUREG/DRM186, 33 .-.- - -_- - ~..-,, - -, - _ -. _.. -

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g,m y n k%s .. ~ ~. . n. -, sm. u ~ ~ ~ - , e~....- 1. To tecm a Senior Quality Assurance Engioerr. 1. To 6 velec 1py potential fer entry into a superviso*y position. 1 l a

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Mr. Jarnes G. Partlow's Career Path i Region 1 Region 1 BS-Engineering ) inspector Section Chiel, 4 MS-Physics m M8A Safeguarda Inspection "afeguerfs inspection Navy Nuclear Program for Fuel Faclittles for Fuo4 FaclHttes 3 years 1 year 9 NMSS l& E !& E Licensing & Safeguards Chief. Deputy Director, m DMston of + inspection for Fuel Performance Apprailsel Facility and Brmch inspection Programs Material Control Brorsch 4 y6ers 2 years 2 years I i&E NMR OSp

Dhreetor, Direetor,

Direetor, DMston of U

Reactor inspection O Office rif + Inspection Programs and Safeguards DMslon Special Projects 2 years 1 year 1 yeer NRR Associate Director Prejects Figure 1.2 y n*-m we e,-upm.---w1mm m-mg.u gw m w se, e-'a-e r-

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Dr. Thomas E. Murley's Career Path University AEC Westin0 house 't AEC gg ng, + Fellowship -~ Mi r-;'hD NATO enlor clenist + Genior Scientist, Fellowship NAs)Dn of Reactor + Developrnent & Technology 1 year 2 years 3 years Comrnt.%%n ERDA ERDA Techrdcal RES + Deputy Assistant Assistant to + Assistant Director, Commissioner Director, Clinch 4 River Breeder Clinch River + Deputy Director, floactor Program Breeder Reactor Division of Reactor

• Propct Safety Research 2 years 1 year 1/2 year 1 year RES NRR f

EDO Region I Divist of eactor + + Safety Research Divis ( ) f ofety llegionalO erations + I Technology and Generic + 4 years Requiremento Staff 1 year 2 years 4 years NRR Director '.\\ Figuro 1.3 _ _ _ ~ ~ - ~ ~ - - - - - m_

Mr. James H. Snlezek's Career Path T Region lli 1&E BS-Engineering inspector, m m Reactor inspection m Navy Nucicer Program Power Reactors & Research Reactors Specla!!st 3 years 2 years Director of Regulation I& E I&E Special inter-Office =

Chief, Assistant Director 4

m Task Force Light Water Reacto. for Branch Field Coordination 6 months 3 years 2 ycars l&E 1&E l& E Okar; tor,

Director, m

Deputy Director Division of DMalon of Fuel Facilities & Reactor Inspection Materials 2 years 2 years 2 years EDO EDO NRR

Director, O

Regional Operations & Deputy EDO for ? Deputy Director + Ocneric Requirements Regional Operations & Staff Generic Requirements 2 years 2 years 3 years EDO Deputy EDO for Nuclear Reactor Regulation, Regional Operations & Research Figure 1.4 ~

Mr. Robert M. Bernero's Career Path KAPL KAPL B.A. B. Ch E. O-Fluid Systems Field Construction A M. Ch E. Design Engineer and Test Engineer i 4 years 3 years UE SPACE AEC NMSS l Project Manager & Senior Fuel Cycle 4 Section Manager = Reactor Licensing Space Nuclear Project Manager Licensing Project Systems Manager 6 years 3 years 1 year l NMSS OSD RES

Chief, Assistant Director, y

Director, 4

m m Fuel Cycle Material Safety DMalon of Risk Licensing Standards Analysis l 1 year 2 years 5 years t-l NRR NRR NMSS l Directof.

Director, m

m m Dt.puty Director + DMalon of Systems DMalors of BWR integration Ucensing j 1 year 2 years 2 years HMSS 4 Director Figure 1.5

l Ms. Patricia G. Norry's Career Path AEC 3C Admin. Office DA-Psycholo91 Staff Assistant ? Staff Assistant t> 2 Year Grad. Study and Supervisor, to the Chairman Clinical Psycholo9V Reactor Development and Technology Division ~ 3 years 6 years AEC AEC Mid-Career Environmental

Chlet, Fellowship Analyst and Staff y

Program Support, 4 m 4 Program Assistant to Director, Reactor Safety (Stantord University) Environmental Affairs Research Division Division 1 year 3 years 1 year RES ADM ADM pclal Assistant 3 Deputy Director Director --4> to Director I 4 years 4 years 7 years IRM ADM Acting Director Director 1 year Figure ll.2

Mr. Edward L. Halman's Career Path AEC-Region 111 AEC-Region lil HA-History m m m Management intern Assistant Contract MA-Publ! Policy Administrator 1 year 6 years AEC AEC ADM A Contract Specialist 3 Co tracts a d' sion $f 4 Procurement Contracts 1 year 1 year 13 years ADM ADM ADM Dir eetor,

Direetor, U

Division of 3 Acting Director ? Division of W Contracts and Contracts and Property Management Property Management 2 ytars ' 1 year Figuro 11.3

1 i Mr. Jesse L. Funches' Career Path U.S. Army Office of the Secretary of Defense ~ BS-Mathematics m m m Executive Intern MS-Mathematics Computer Programmer MBA 1 year 1 year Omco of the Secretary Commission NRR of Defense

Chief, 9

Operations Research 5 Assistant to Analyst Commissioner / Chairman Planning and Resource Analysis Branch 6 years 2% years 1 year NRR NMSS OC

Director, Director, Planning and Program 3

Program Management, 3 Deputy Controller m Analysis $!aff Policy Development and Analysis staff 5 years 3 years Figuro 11.4

h F Martin G. Maisch's Career Path NRC-ORD BS-Physics Holly Cross College Legalintern to JD-Univ. of ~*> = ep y Irector Senior Attorney, OGC Rulema Ing Division Connecticut School Licensing and of Law Hearing 6 years 2 years OELD OGC OGC Deputy General 4 D>ector, = Deputy General m Rulemaking DMalon Counsel Counsel, Licensing & Regulation 4 years 6 years 2 years 010 OGC Inspector General Deputy Geeral A Counsel, LicenWng (Acting) - aid 3egulation i 1 year Figure 11.5 . - ~

Joseph F. Scinto's Career Path P b INDUSTRY BS-Chemical Harvard Law School Engineering ? Chemical Bucknell University Engineer j i gg 7 years St. John's 4 University LL.B. AEC AEC New York State New York State Office of Atomic Dept.of Commerce Sp ce Development, Honor Law + Staff Attorney + Graduate Asst. Dept. Counsel Counsel 1 year 3 years 3 years 2 years AEC-OGC AEC-OGC NRC-OELD OELD Senior Staff Asst. Chief Special Asst. Deputy Chief - 4> Ch Hearing Hearing Counsel Attorney Hearing Counsel 1 year 3 years 2 years 8 years OGC OGC Deputy Asst. Deputy General Counsel General Counsel 3 years Figuro 11.6 ..--a-m---,z ,.--.,--.,,ww,., ,_--,,g y. ,y. .-g, w-,.,,7 yg .w-,-,g._r e 7_ p-e g g,-iy p- -w

Ms. Geraldine P. Schuetze's Career Path Federal Agencies The White House Strayer Secretarial Business Secretary College Assistant 6 years 1 year AEC OPE Bresk in Secretary + Government ~h m Service for Office Director Secretary 11 years 7 years 1 year Commission SECY SECY = Administrative = Administrative Corresponoence Assistant Assistant Review Officer 2 years 6 months 2 years Comrnission. Commission 4 Executive Secretary y Personal Assistant to the Chaltman to the Chairman 8 years Rgure Ill.1

Ms. Lillian van Santen's Career Path l U.S. Navy Private Sector W. A.V.E. WaWngton Seaman to Yeoman SCh001I0' Legal / Executive D Secretarles 1st Class Secretary 12 years Private Sector AEC/NRC Secretary 4 AA-American Studles = Executive Secretary to Senior Partners for Divlslon Director 4 years 2 years Commission ADM ADM Administrative Secretary Training 4 m m Secretary for TYalning Assistant ^ to the Chairman Director 1 year 6 months 2 years ADM M A-Human Resources DA-Arnerican Studies O Employee Development Development Speciallat 8 years OP Senior Training & Development Specialist Figure 111.2 we ,,}}