Text

the NRC Guide to Learning Opportunities
	ML20134L311
Person / Time
Issue date:	02/19/1997
From:	; NRC OFFICE OF PERSONNEL (OP)
To:	;
References
	NUREG-BR-0017, NUREG-BR-0017-R11, NUREG-BR-17, NUREG-BR-17-R11, NUDOCS 9702190013
	Download: ML20134L311 (49)
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' Additionally the Technical Training Division publishes information about courses sponsored by the Technical Training '

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- Continuous learning is a key building block to a high i

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o wide variety of learning activities, the NRC has made a tangible commitment to developing its employees and to !

Improving both individual and organizational performance. ;

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4 CONTENTS Page Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Section I General Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Policy............................................................3 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 G uidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 I

SectionII OP Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4 Section III OP Computer Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Section IV Individualized Learning Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Section V Technical Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 j Section VI Agency Sponsomd Graduate-Level Programs . . . . . . . . . . . . . . . . . . . 33 Multidisciplinary Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Technical Management - Johns Hopkins University . . . . . . . . . . . . . . . . . . . . . . 33

, NRC Graduate Fellowship Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

NRC Senior Fellowship Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Resident Inspector Development Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 l

Senior Resident Inspector Development Program . . . . . . . . . . . . . . . . . . . . . . . . 36 j Intern Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 6

[ Section VII Executive / Management / Supervisory Development Courses . . . . . . . . 39 4

Executive Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 1 SES Candidate Development Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 l Managerial and Supervisory Development Program . . . . . . . . . . . . . . . . . . . . . . 40

Level I-Mandatory Basic Supervisory Core Coursos . . . . . . . . . . . . . . . . . . . . . . 40 Level II-Managerial Skill Building Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

, Level III.Public Administration Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Supervisory Development Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 NRC and Its Environment Seminar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 j Women's Executive Leadership Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Section VIII Programs for Secretarial / Clerical / Administrative Assistant Employees 45 Certified Professional Secretary Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Administrative Ski!!s Enhancement Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Computer Science Development Program . . . . . , . . . . . . . . . . . . . . . . . . . . . . . 46 t

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t CONTENTS (Cont'd)

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Section IX Organizational and Individual Development Programs . . . . . . . . . . . . 51 l 1

l Organizational Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Career Counseling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 ;

Mentoring Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 ;

Upward Mobility Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 i l Section X Interagency Training Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 l

Office of Personnel Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 !

, General Services Administration (GSA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 The Graduate School, U.S. Department of Agriculture . . . . . . . . . . . . . . . . . . . . 55 4

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1 4 l SECTION I GENERAL INFORMATION l 1

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l t SECTION I skills needed to perform their currentjob effectively.

GENERAL INFORMATION To provide training and development programs for employees to broaden their POLICY capabilities to meet future skill needs of the i It is the policy of the Nuclear Regulatory "E " I' Commission to provide training that improves GUIDELINES l individual and organizational performance to assist in achieving the agency's mission and For detailed training policy, guidelines, and !

l performance goals. Therefore, NRC plans, restrictions, please refer to MD 10.77, Employee l develops, establishes, implements, evaluates, and Development and Training Directives and I j funds training and development programs Handbook, dated August 27,1996, which designed to improve the quality and performance includes the following:

of the workforce.

Part I - GeneralTrainingInformation and OBJECTIVES Provisions PartII - InternalTechnicalTraining In providing tram. .mg to NRC employees, the Part 111 - InternalNontechnical Training NRC has the following objectives:

PartIV - ExternalTraining Part V - Employee Development

To provide training and development Programs programs for employees whose positions include formal qualification requirements.

To provice training and development programs for employees to maintain the 3

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l SECTION II OP TRAINING i

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SECTION II

Send the request form to the PDC, T3 B5, EnroHment will be confirmed by ODT OP TRAINING Course Proj,ect Manager.

e Upon receipt of a course enrollment The courses listed have been developed and are confirmat,oni from OD/ODT, part,cipant i l offered by OP for NRC employees m. response to

. should carefully review class dates. In the identified needs. (Computer courses are listed

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in Section III.) resultmg m a .cancellation, Personaltheorconfirmed agency emergenc participant must notify the OP/ODT project Information on TTC Techm. cal Tra. .mmg can be

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found in Section V.

Training classes are conducted in the To register for OP/ODT in- . house courses:

Professional Development Center on the third floor, TWFN. For more information call the e Fill out a request form available weekly n.n the Weekiv Announcements, PDC at (301) 415-7750.

e Sign and have supervisor sign.

Course Title Target Group Description Hours

Acquisition for Project Project omcers/ project The following 10 workshops provide an overview of Managers Workshops managers of contracts, the Acquisition Process; the "how to" of developing an interagency agreements Independent Covernment Cost Estimate (IGCE); the and work orders "how to" of developing proposal evaluation criteria; steps for Source Evaluation Panel (SEP) procedures; negotiation of project terms and conditions; contract administration; property management; closing out projects; dealing with organizational conflict; and preparing statements of work (SOWS).

Overview -Workshop 1 Project omcers/ project Workshop serves as the primer for the other 8 managers of contracts, workshops in the acquisition training program. The interagency agreements workshop familiarizes participants with the entire NRC and work orders acquisition process including FAR/FIRMR applicability, commercial contracts, and DOE l laboratory interagency agreements, and concentrates I on those areas which involve or are the responsibility l of the Project Manager, the Contracting Officer, and l the Designating Official.

I Developing an Project offic,:rs/ project Workshop focuses on the importance of establishing 4 Independent Government managers of contracts. an independent Government cost estimate; the Cost Estimate - interagency agreements mechanics of the process and components which can Workshop 2 and work orders be used in its development.

Developing Proposa! Project omcers/ project Workshop covers the importance of developing the 4 Evaluation Criteria - managers of contracts, appropriate technical evaluation criteria for a Workshop 3 interagency agreements procurement action. Discussions include the and work orders relationship of technical and cost evaluation and "best buy" analysis. Workshop participants develop evaluation criteria.

' Undergoing revision.

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l Course Title Target Group Description Hours Source Evaluation Panel Project officers / project Course focuses on the duties and responsibilities of 8 Procedures Workshop 4 managers of contracts, SEP members, effective evaluation of proposals from interagency agreements commercial organizations, determination of and work orders competitive range, and contractor selection.

l Negotiation of Project Project officers / project Workshop covers procedures and techniques to 8 Terms and Conditions - managers of contracts, successfully negotiate project costs, technical Workshop 5 interagency agreements approach, and project terms and conditions.

and work orders

! Contract Administration- Project officers / project Workshop focuses on monitoring project results and 8 Workshop 6 managers of contracts, costs both from commercial contracts and DOE l interagency agreements laboratory agreements.

and work orders Property Management - Project officers / project Workshop covers approval and trackir.g of contractor- 8 Workshop 7 managers of contracts, acquired property, govemment-fumished property, and interagency agreements property reporting requirements.

and work orders Closing Out the Project - Project officers / project Workshop covers closing out procedures and process 8 Workshop 8 managers of contracts, for both interagency agreements and for commercial interagency agreements contracts.

and work orders Organizational Conflict of Project officers / project Workshop discusses agency policy regarding 4 Interest - Workshop 9 managers of contracts, organizational conflict ofinterest both for commercial interagency agreements contracts and agreements placed with Department of and work orders Energy (DOE laboratories.)

Preparing Statements of Project officers / project Workshop is designed to adequately prepare project 8 Work Workshop 10 managers of contracts, managers to develop succinct and complete SOWS to interagency agreements ensure that contractors and DOE laboratories fully and work orders understand project scopes, work objectives, and deliver useful products in a timely manner and at a reasonable cost.

Acquisition for Managers and This 4-hour seminar is designed to reflect current NRC 4 Supervisors and Managers supervisors of project policy regarding the roles and responsibilities of managers supervisors and managers who manage acquisition project managers.

Administrative Control of Designated allotment Covers NRC's system for the administrative control of 6 Funds Financial Managers and funds, defm' ed in Management and Handbook 4.2.

any employee interested in NRC's procedures for controlling funds Age in the NRC Workforce All employees Provides participants with an understanding of the 4 various laws and Federal regulations related to an discrimination; an understanding of various rtereotypes and myths about older members of the workforce, and a foundation for reducing individual and organizational stress which may result from changing workforce demographics.

' Undergoing revision.

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Course Title Target Group Description Hours l

l Analyzing Human All employees Uses performance analysis approaches developed by 24 l

Perfonnance Problems Mager, Rummler, Gilbert, and Kepner Tregoc to help supervisors and managers identify performance i problem causes and how to develop plans for overcoming them. Performance problems are evident in three areas including lack of skill ar.d knowledge, i deficiencies in the environment, and lack of motivation l by employees. !

Applied Statistics Employees who need to Providesjustification for methods used in statistical 40 1 perform statistical analyses, illustrates techniques from a wide variety of analysis or review technical and non-technical applications. Discusses statistical materials where statistics are misused.

Lasic CPR and First Aid All NRC employees, Teaches CPR and Fi? Aid techniques for choking and 12 l

i especially those assigned other respiratory emergencies for adults, children, and duties in the occupant infants.

emergency evacuation plan Beginning Federal Service FERS employees with Covers Federal employee retirement system (FERS) 8 six months to five years benefits, Thrift Savings Plan, social security of Federal service implications, and financial planning.

Clear Writing All employees - Senior Course covers the three steps in the writing process; 24 resident inspectors planning, writing, and editing. Participants will team how to write for specific purpose; write for a specific audience; gather material in a logical manner, edit a document for style; and edit a document for grammar, punctuation, and mechanics.

1 Coaching & Counseling Supervisors, managers Course teaches supervisors and managers how to use 16 i Workshop and executives coaching and counseling techniques to improve the performance of their staff. Participants will leam performance analysis techniques, action planning, and developmental strategies. j Conducting and All employees Provides tectmiques for effective meeting 16 Participating in Meetings management. Course participants willlearn the procedural elements of meetings, techniques and strategies for gaining involvement of participants, the role and effect of climate on mec*ing behavior, and presentation / delivery techniques.

Conflict Resolution All employees This course teaches how to deal with conflict in a 16 positive mnner. You will study the forces that generate cuiflict and the consequences of conflict upon different employees as well as ho r to recognize conflict resolution styles and the benefits of a win-win -

problem-solving approach. ,

Cultural Diversity at NRC All employees Program discusses how cultural differences among 4 NRC's workforce may affect work and how to mar. age personal interactions across cultures.

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Course Title Target Group Description Hours !

l EEO at NRC - Allemployees Workshop is designed to help participants understand 4 1 Federal laws, policies, and mandates governing EEO; understand the discrimination complaint process, including the rights of employees involved in allegations of discrimination; and understand sexual '

harassment, affirmative action, age discrimination, and I disability issues. I EEO for Managers and Supervisors and Wo-kshop covers cultural diversity at NRC and 16 Supervisors managers (LevelI management's responsibilities regarding equal j mandatory course) employment opportunity. Course content includes:

Federal laws, NRC policies, and other mandates -

goveming EEO; the manager / supervisor's role and responsibility related to implementing EEO; the I discrimination complaint processes, including rights of ;

officials involved in allegation of discrimination; and i methods of dealing with human and employee i relations problems. The course also provides managers and supervisors with an understanding of ,

NRC's rich cultural diversity.

Effective Briefing Employees required to Workshop provides participants with the in-depth skill 24 Techniques prepare and deliver and techniques required to make effective oral briefings presentations. At the conclusion of the course, participants will be able to identify the purpose and objectives of an efTective presentation, analyze the intended audience, select and organize materials.

Course activities include the use of videotapes, brief lectures, role playing, films, and group discussions.

J Effective Communication Inspection team Workshop focuses on improving communication with 24 for NRC Inspectors members and leaders licensees, including techniques to improve exit inspection bricfings. This course uses videotape feedback to help participants improve their presentation techniques.

Effective Listening Skills All employees Course designed to facilitate effective communication. 16 Provides participants with an understanding of the listening process, attitudes that interfere with effective listening, techniques and understanding of the listening process, attitudes that interfere with effective listening, techniques and strategies that willimprove communication behavior and skills necessary for becoming an effective listener.

Ethical Decision Making All employees Course provides participants an opportunity to better 8 understand ethical decision making and the implications of failing to make ethical decisions.

Exploration ofindividual values and personal ethical constructs will be discussed.

Ethics Training (Annual) Employees who file a Training focuses on standards of conduct, conflicts of I financial disclosure interest and the llatch Act as it relates to NRC statement and others employees.

designated by Office Directors l

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Course Title Target Group Description Hours Facilitation Techniques All employees Workshop teaches participants how to use groups to 16 solve problems or make decisions without losing control of a meeting or letting it drift into endless discussion. This workshop assumes participants already have a basic understanding of conducting a meeting, group dynamics, communication skills, and conflict resolution.

Financial Management Section Leaders, Branch Seminar is designed for branch chiefs, and above to 4 Concepts Chiefs, and above help them acquire and manage the resources necessary to accomplish their business.

Financial Management All employees, Seminar provides an overview of both the Federal and 16 Seminar especially, those NRC budget process, fundamentals of appropriation assigned financial law, and NRC's financial management policies and management duties. procedures. This course will be ofinterest to all employees with financial management responsibilities such as program budgeting and contract / project management.

Ga:hering Inspection Inspection team Workshop is designed for NRC inspectors and 24 Information Through members and technical staff who must conduct interviews at nuclear Interviews professional employees facilities to gather accurate, reliable information. The course teaches interviewing skills such as how to phrase questions and listening techniques and discusses the challenge of conducting an interview in a potentially adversarial atmosphere.

Interest-Based Bargaining Partnership Committee Course takes an interest-based approach. It covers 16 members preparation for negotiations / discussions, opening statements and lists ofissues to other party, your issues / interests. As well as potential solutions to satisfy interests, criteria to judge potential solutions, and agreement on the most appropriate solution based on the criteria.

Interviewing Skills All employees Provides techniques for conducting effective. 24 interviews. Participants will leam a structured approach to interviewing and will be given ample opportunity to practice their new skills under the direction of a professional facilitator. Interview situations such as performance appraisals, inspections, investigations, general informational gathering, and employment interviews will be videotaped.

Management Workshop Supervisors and Workshop helps participants identify their personal 24 managers (LevelI management style. Several managerial diagncstic mandatory course) instruments are used to provide participants with real data from subordinates, peers, and superiors. The course facilitator will help tue participant interpret and understand the results. Supervisors and managers who plan to attend must schedule their time and the time of their subordinates to complete pre-courst r.taterials prior to the first session.

, Managing Other People's Supervisors and Course teaches managers and supervisors how to 16 Writing Managers improve the writing process in their branch. The course provides a review of basic writing standards and how to provide constructive feedback to the writer.

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1 Course Thie Target Group Description Hours I Managing Transitions in All employees OfTers techniques to (cal with long and short-range 24 the Work P! ace changes within an organization (technological, social, political, economic, etc.). Cor. tent of this course includes: techniques to build readiness for change, ;

methods used to anticipate and plan for change, the !

critical role and skills needed during times of l I

organizational transition, and various strategies to '

implement change.

Media Training Workshop SES employees, resident Intensive course provides participants with techniques 8 inspectors and and practical experience on how to effectively employees who regularly communicate with the news media. This course interact with the news includes 3 videotaped exercises per participant and media one-on-one instructor feedback.

Mid-Career Planning Employees with more Course is designed for employees mid-way through 16 than five years Federal their career and highlights the benefits available within service the Federal service and explores options to maximize them. The course covers all aspects of FERS, transfers, CSRS, CSRS offsets, and uses a common l sense approach to enable employees to take the fear j out of financial planning and becoming a wise j financial consumer.

Negotiation Techniques: All employees Course provides employees with proven strategies in 16 )

How To Gain Agreement how to conduct successful negotiations. Participants will learn how to identify negotiation interests, how to build trusting relationships, how to identify negotiation options, and how to diffuse anger and I hostility from others. This workshop discusses negotiating such areas such as regulatory compliance, inspection activities, performance appraisals, interagency agreements, and issues between intra-agency groups.

NRC Inspection Team Inspection team leaders Course is designed for persons who lead or coordinate 24 j Leader Workshop and members, resident temporary project or inspection members, dealing with l and senior inspectors responsibihty without official supervisory authority; promoting open communication among team mem-bers so they make effective team decisions; identifying leadership style and use of power in an effective manner; assessing team resources in relation to task requirements; planning for Ocxibility and changing conditions; and identifying the characteristics of an effective team and indicators of team prublems and dysfunction.

NRC: What It Is and What All employees Course is a series oflectures from various NRC senior 16 It Does managers. Participants gain a basic understanding of ;

NRC's history and mission, the roles and responsibilities of offices with NRC, and the interactions between offices within the NRC.

Nuclear Reactor Concepts All employees Course provides an overview in lay terminology of 16 nuclear power generation including the fission process, the sources and biological effects of radiation, Pressurized Water Reactor (PWR) and Boiling Water Reactor (BWR) olant systems, and a discussion of reactor emergencies.

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Course Title Target Group Description Hours Orientation to NRC Office All new secretarial and Provides participants with an introduction to NRC's 24 Procedures clerical employees office procedures. Topics include NRC correspondence procedures, records management, the NRC mail system, telephone techniques, and how to '

prepare time and attendance cards and travel forms.

Performance Appraisal Supervisors and Workshop teaches how to write good performance 8 Workshop managers (LevelI clements and standards, how to systematically evaluate !

mandatory course) employees and how to write the evaluation portion of I the performance appraisal. This course emphasizes the interaction between the supervisor and employees

throughout the performance appraisal process. j

, Participants will actually write elements, standards, !

4 and evaluations and will learn to use the link between i these evaluations and Individual Development Plans.

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Performance Management Supervisors, managers Course focuses on how to manage work performance 16 Workshop and executives (Levci11 utilizing performance analysis techniques, problem i

course) strategies, action planning, and developmental !

strategies. This workshop is a logical follow-up to Supervising Human Resources and Performa sce l

Appraisal Workshop.

Personnel Management Supervisors, managers Course provides a complete review of current NRC 24 Practices and executives (Level 1) personnel practice and policy. Topics include position management and evaluation, staffing, performance appraisals, leave administration, employee development, discipline, recognition, equal opportunity, and labor relations.

Planning for Retirement NRC employees and Course helps employees to plan for retirement. 24 their spouses contem- Through lectures and group discussion, you will learn

plating retirement within the components of a comprehensive retirement plan; ten years key issues in financial planning; Federal retirement, Social Security, and Thrift Savings Plan benefits; the effect of tax and legal issues on your retirement and savings benefits; and the personal health and psychological effects of retirement. Spouses may I accompany employees attending this course. I Problem Solving and All employees Utilizes the Kepner-Tregoe problem-solving approach; 40 Decisionmaking (KT {

provides useful techniques for identifying and solvmg course) technical and non-technical problems. :

Process Engineering All employees Process reengineering, like TQM, has become en 16 Principles and Techniques import'nt activity in government agencies. This course will introduce participants to basic process reengineering principles and practices and discuss the historical perspective and recent developments related to the National Performance Review. Participants will understand work process and how to radically modify such processes as applied in the NRC.

Quality Customer Service All employees Workshop participants will learn the techniques of 8 Workshop quality customer service. The 14 key aspects of customer service will be presented in addition to the 6 aspects of quality service. This workshop is open to all employees, and is recommended for employees who work together as a group, unit or team.

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l Course Title Target Group Description Hours Records Management All employees Course reviews NRC's records management policies 16 Review and procedures including a definition of records j management, an understanding of the applicable laws and regulations, objectives for the NRC records management program, roles and responsibilities of managers and employees, components of records management, records life cycle.

Regulatory Process, The All employees Course describes NRC's authority and responsibility 16 as an independent regulatory agency, focusing on legal requirements and the application of relevant statutes to licensing, rulemaking, inspection, and enforcement at l the NRC.

Retirement Planning Employees who plan to Course covers the retirement application process, 4 l Review retire within four months Thrift Savings Plan withdrawal, survivor benefits, i Federal Employees Group Life Insurance, Federal ,

Employees Health Benefits, and Social Security. i Sexual Harassment All employees Workshop provides broad overview on subject of 4 Prevention sexual harassment. The presentation includes statutory information; the rights, responsibilities, and remedies that victims have and can exercise; and management's roles and responsibilities.

Situational Leadership Supervisors, managers Course provides participants with a working 8 Workshop and executives (Level!! knowledge of situational leadership, a process by course) which managers adapt their style ofleadership behavior to meet the particular work situation and the needs of their employees. The course discusses how to select appropriate leader behaviors for various situations, diagnose the competency and commitment of employees to perform work related tasks, and differentiate various styles ofinfluence.

Small Group Dynamics All employees Course explores how small work groups function and 16 how individual members can modify their behavior to improve the group's dynamics. Course participation will provide participants an opportunity to increase their comfort in group situations, understand and recognize various developmental stages of groups, and identify individual personality types and how different types interact.

Stress Management All employees Course teaches what stress is, how to identify 16 symptoms of stress and assess one's own level of stress, how to identify managerial practices that promote unhealthy levels of stress and some resolutions, and how to create one's own personal plan for dealing with stress.

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Course Title Target Group Description Hours i

Supervising Human Supervisors and Course helps newly appointed supervisors to learn 40 Resources managers (LevelI principles and develop competencies that are essential mandatory course) for effective supervision. These principles and competencies are the foundation for future supervisory and managerial development. Course content includes I supervisory function and roles, leadership, motivation, ;

communication, problem solving, performance goal '

and standard setting, coaching and delegating. As part of this course, the immediate manager of the 4

participant will be asked to attend one module of the Course. ]

1 i Time Management All employees Workshop is designed for individuals who want to 16 j

develop ways to use their time more productively. It i focuses on practical techniques for controlling time and discusses the reasons why the management of time has become increasingly important.

Working in Self-Managed All employees Course will help NRC employees better understand 16 Teams how to work in a self-managed team environment and provide team work skills. Much work in the future will be accomplished while participating in teams.

Often the team you will assigned to will be self- ;

managed; the team members will decide how to j organize the work of the team. I Working with People with All employees Workshop helps raise the awareness levels of all 4 Disabilities employees regarding disabilities in the workplace.

Participants will learn how the Americans With i Disabilities Act affects the workplace and how it J relates to physical and learning disabilities. j I

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SECTION III OP COMPUTER TRAINING 1

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SECTION III UPon receipt of a course enrollment confirmation OP COMPUTER TRAINING fr m the PDC, carefully review your class dates.

Because of varying demand, class dates are subject to change. You will be asked to confirm While some employees have advanced only as your attendance before the class is scheduled by far as powering up, sending e-mail messages, and contacting the PDC at (301) 415-7750 or e-mail:

drafting a simple note, the majority have started PDC.

down the path to using computers as valuable l tools to accomplish work. Location Computer courses provide employees with the Training classes are conducted in the means to make the most of the NRC's ever- Professional Development Center on the third expanding computing capabilities. These flvor, TWFN. Individualized training is course, are designed to teach, in a minimum available et the Individualized Learning Center amount of time, what a computer can do to help (ILC), located in the PDC. For more information perform job tasks effectively, quickly, and easily.

call the PDC at (301) 415-7750. For more information on the entire computer training The NRC's computer training programs cover program, call the Project Manager, Carolyn hands-on instruction on the most useful aspects Bassin, OP/ODT: (301) 415-7093.

of workstation capabilities. Courses are generally short in length (half days or full days) Access: Advanced Forms and Reports and narrow in scope so that employees can select only those modules they need once they have A follow-up course for users seeking to learn mastered the basics. The course materials serve more about forms for inputting data and the as effective desk references after class, offering sophisticated report features of Access.1 Day explanations, examples and in-course exercises.

Access: Advanced Queries For those who prefer using individualized training programs, a wide selection of computer A course focusing on complex queries and training is available at any time in the macros for databases. I Day Individualized Learning Center (ILC), located in the Professional Development Center (PDC). Access: An Omview ILC courses and lending information is published quarterly in the PDC Catalog, and the A course for new users of Access that illustrates ILC is open from 8:00 a.m. to 5:00 p.m. For the full scope of what Access does and additional ILC information, call the ILC at (301) demonstrates how it works. % Day 415-7744 or (301) 415-7750.

How to Register for Instructor-Led Computer Classes A course that emphasizes the use of filters to ,

create and modify queries and how to search and !

Fill out a request form available weekly in sort subsets of records. % Day I the Weekly Announcements. l

Sign and have your supervisor sign.

A course targeting users who need to filter and

Send the request form to the PDC, T3 B3. group data for graphs and translate data into Enrollment will be confirmed on a first- useful charts.1 Day, come, first-served basis.

19

Access: Creating Tables extensions and how to use PC to access an NRC remote site. I Day A course for Access users to learn how to create tables and why they are the heart of the software. dBase III Plus Advanced 1 Day A course designed to provide instruction in Access: Data Maintenance relational databases and batch command processing. I Day A course that teaches how to perform action and i archive que:ies and perform routine maintenance dBase III Plus Intermediate tasks. % Day A course for current users of dBase III who wish Access: Defining A Relational Database to learn more of the dBase commands. 2 Days i

An important conceptual overview of relational dBase III Plds Introduction I databases and the gateway course to the Access series. % Day A course for those responsible for designing and i maintaining databases. 2 Days l Access: Intermediate Queries !

DOS Advanced Commands j A course that enables participants to link tables l usingjoin properties and to use more A course for the DOS user who wants to learn sophisticated queries.1 Day more about file attributes and how to write and edit DOS batch files.1 Day Access: Simple Forms and Reports DOS Fundamentals A course geared toward less experienced users seeking skills in form and report generation using A course for those who have used a computer the Access-Wizard" feature. I Day and want to learn more about how to manage their information using paths and directories.

Access: Working with Data from Other 1 Day Applications; The Multi-user Environment Harvard Graphics 3.0 for DOS Advanced An advanced course working in a multi-user environment covers how to import data from A course focusing on the enhanced Draw Feature dBASE, Lotus and Wordperfect, Object Linking and use of macros. I Day and Embedding (OLE) and Dynamic Data Exchange (DDE). % Day Harvard Graphics for W.udows 2.0 AUTOS and Wordperfect Office An introductory course presecting how to access Harvard Graphics features in tla Windows A workshop on all the features of Wordperfect environment. I Day Office, including mail calculator, scheduler and the notebook. I Day HTML Advanced Techniques Changing Role of Telecommunications at the Covers advanced IITML formats.1 Day.

NRC, The HTML Documents for the World Wide Web Addresses TCP/IP Internet protocol, data exchange, modem, WWW browser, sending e- A course for those needing to make information mail via Internet, compressing files that have zip available on the Internet's WWW. I Day.

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Harvard Graphics 3.0 for DOS Introduction UNIX: The Basic Operating System For the user with version 3.0, a course in creating A technical overview of the operating system, the text, bar, line, pie, and text graphs. 1 Day environment, basic functions and tools of the UNIX system. 2 Days INFORMS Using Windows 3.1 A course on how to use NRC's automated forms !

filler, save, and print. % day. An introductory course for inexperienced )

Windows users covering mouse use and how to l Introduction to Communication at NRC work with icons, buttons, and menu bars. I Day l A survey course of telecommunications options Windows: Advanced Techniques at the NRC. Intended for novices, it covers Crosstalk and Pro Comm+ software packages.1 A course for experienced Windows users.

Day Topics include customizing the Windows environment, and developing efficiencies. I Day Internet: Fact and Fiction Windows: File Manager,The A demonstration class for newcomers to t!r Internet with discussion on its use and A course on Windows file management relationship to the NRC. % Day capabilities and simplified information storage.

% Day.

Lotus 1-2-3 for Windows: The Basics Word Perfect 6.1 for Windows: Basics, The A course covering techniques for producing effective spreadsheets. 2 Days For individuals with no working knowledge of -

word processing. I Day Lotus 1-2-3 for Windows: Intermediate Word Perfect 6.1 for Windows: Columns Follow up of Lotus 1-2-3 for Windows Basics Uses several different features to format Netscape: Introduction documents into columns. I Day A full introductory course to software for Word Perfect 6.1 for Windows: Desktop browsing the World Wide Web.1 Day. Publishing NUDOCS/AD A Course for beginners who prepare basic documents and want them to look professional.

Ilow to search, select, retrieve, and browse i Day through documents. The Nuclear Document System / Advanced Design is an online retrieval Word Perfect 6.1 for Windows: Formatting system.1 Day Agency documents UNIX Programming Languages User will learn how to format agency memos, letters and reports. I Day Code development and maintenance tools-Fortran 7, C, C++, and PERL. 3 Days 21

Word Perfect 6.1 for Windows: Graphics Word Perfect 6.1 for Windows: Working with Long Documents Covers images, text art, borders and lines to emphasize message and attract readers attention. Users learn to define and generate tables of I Day. contents; create tables, define cross reference and jump from one document to another.1 Day Wordperfect 6.1 for Windows: Macro Programming Wordperfect GroupWise Participants learn when a macro is a better tool Send and receive mail schedule meetings, and why macros are so powerful.1 Day maintain calendars. For novices to NRC's AUTOS environment. I Day Wordperfect 6.1 for Windows: Mail List and Labels Wordperfect Office for Windows Participants will learn skills needed to sort and A full basic introduction the use of this software select discrete information. I Day for e-mail, appointments, tasks, notes, and calendar. % Day.

Wordperfect 6.1 for Windows: Making the Transition Wordperfect Office for Windows: Plus A course designed for experienced Wordperfect After the fundamentals- this course enhances users who need to maintain their comfort level understanding, efficiency, and use of special while moving to the Windows environment, features. I Day 1 Day ZyIndex for Windows Wordperfect 6.1 for Windows: Math and Special Functions A course on how to use complex search criteria to locate frequently used regulatory documents Tables are useful for managing numerical data on the Standard Review Plan Update and useful for wide applications. % Day Development Program text retrieval server.

I Day Wordperfect 6.1 for Windows: Tables, Introduction A course specializing in the useful and versatile tables capability. % Day 22

SECTION IV INDIVIDUALIZED LEARNING CENTER

SECTION IV 2. Send the completed Registration Request on INDIVIDUALIZED the PDC / LLC at T3 B3.

LEARNING CENTER 3. Your request will be directly confirmed by the ILC. Ifyou cannot attend during your The ILC is located at: reserved time, be sure to cancel so others may use the equipment.

Individualized Learning Center Professional Development Center 4. If you wish to be scheduled immediately, Room T3 B1,TWFN gain approval from your supervisor and call (301) 415-7750 or (301) 415-7744 the ILC to be sure there is space available.

Mail Stop T3 B3 Bring the completed registration request with The Individualized Learning Center (ILC) offers a training alternative to classroom instruction at To borrow self-study materials from the ILC NRC. Video and audio tapes, ccmputer-based instruction, and multi-media training are No supervisor signature is required.

available.

Almost all programs listed in the catalog are You have a choice of using training programs at available through the Lending Library. Those the ILC or borrowing materials for use in your not available will be clearly marked with an office.

asterisk (*).

Programs in the Learning Center are designed to We encourage you to borrow materials, but with individualize instruction to meet your needs, the Lending Library program, we assume you Training is described quarterly in the OP know how to use VHS video player or computer Quarterly Catalog and is available in:

equipment or can learn how by visiting the ILC or obtaining assistance in your office. You will Communication and Performance Skills need to be able to follow the instructions for Computer Skills using the materials on appropriate equipment.

Employ : Assistance Equal Employment Opportunity 1. Select the program you need and fill out the Management and Supervisory Skills Lending Library Request. A copy of the Project Management Lending Library Request can be found at Secretarial Skills the end of the catalog.

Additional Programs

2. Send the completed Lending Library To use self-study materials while in the ILC Request to the ILC at T3 B3.

(3B1)

3. Your request will be processed and you will Supervisor signature is required, EXCEPT receive the program as soon as it is available.

during lunch time.

This is a first-come, first-served registration, so request early if you can. Remember that

1. Select the program you need and fill out the all courses are available for study in the ILC.

Registration Requt.st. A copy of the ILC You will be able to borrow two programs at Registration Requeet can be found at the one time. If you register for more than two end of this catalog. l'or use during office programs, the additional programs will be hours, you will need approval from your mailed to you upon return of the first supervisor, excepi during lunch time (11:30- program.

1:00). Indicate the program you wish to use and when you wish to use it.

25

4. Computer-based training programs, audio in a timely manner may result in suspension programs, and workbooks are available for of privileges to borrow at a later date. Please loan for a two-week period, and videotapes be responsible.

are available for a one-week period. You will receive materials in the mail. The 5. Headquarters employees return materials by material must be returned on time, as others mail to the ILC at T3 B3. Regions and site are waiting for the program. If additional locations return materials by an insured mail time is needed, please call the ILC at 415- delivery (United Postal Service [UPS),

7744 and request an extension. Extensions Federal Express, etc.). Be sure to include will be granted when others are not waiting your Completion Card and Course for the course. A failure to return materials Evaluation with the materials.

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SECTION V TTC TECHNICAL TRAINING

SECTION V Provided by specifically designated individuals TTC TECHNICAL TRAINING fmm within the agency staff.

Background alning headas The NRC technical program is managed by the ' "atius chosen for curse presentations are Technical Training Division (TfD) which petermm.ed based on a number of factors coordinates with the NRC headquarters offices includmg dependence on trammg aids or special and regions in policy development and

e

*"". len@,

cane mtensity, and implementation of formal technical staff I ca .e in en au ce. eactor qualification and training programs. Technical tednology canes that am dependent on the use training is provided to meet the integrated f ma tor s,unulaton or nam, mg aids are training needs defined by formal NRC staff c nducted at the TTC. Specialized techm, cal qualification and training programs. The TTD training c urses that require special contractor manages the Technical Training Center facility a Hities are typically presented at those and associated capital assets. Although located facilities. Numerous courses without special in Chattanooga, TN, the TfD is part of the NRC facility requirements are presented m headquarters organization within the Office for headquarters and regional offices.

Analysis and Evaluation of Operational Data (AEOD). TTD Course Catalog Reactor technology curriculum areas are The TTD Course Catalog provides a description implemented in each of the General Electric, feach course, meluding course length, Westinghouse, Combustion Engineering, and mskuctional han, location, prerequisites for Babcock and Wilcox reactor vendor designs. attendance, and applicability. Specific tram, mg These curriculum areas include a spectrum of requirement f r the various technical positions courses involving both classroom and simulator can be found in documents such as NRC training. Reactor technology courses are Inspection Manual Chapters 1245 and 1246, Exammer Standards, and Office Directives. The typically presented by TTD staff members.

There are presently five full scope reactor Nne atal 8,is Published semi-annually training simulators located at the Technical and provides a description and schedule of the Training Center (TTC), modeling the General cann Een h rthrmgh thM Betwem Elede BWR/4 and BWR/6, Westinghouse, Publishings, changes to the TTD Course Catalog Combustion Engineering, and Babcock and are made as needed to reflect course data Wilcox reactor vendor designs. change, course additions, or course cancellations. Notification of changes is "Ihe specialized technical training curriculum n rmally made to training coordinators or through the use of all hands network bulletms.

areas are implemented in engineering support, radiation protection, safeguards, fuel cycle gistratim technology, probablistic risk assessment, and regulatory skills. The TTD provides specialized techmcal trammg through presentation of courses Registration of students into courses conducted developed by the TTD staff, presentation of or coordinated by the TTD is accomplished courses by TTD contractors, coordination for THROUGH THE TRAINING COORDINATOR slots in courses that are presented by other of the region or NRC office concerned.

Government agencies, and identification and Individual supervisors who want their personnel promotion of commercially available courses that assigned to a given course must do so through NRC personnel can attend as mdividual tram, m, g their appropriate training coordinator.

opportunities usmg the NRC Form 368 process Registration of students in classes controlled by managed by the Office of Personnel. Fw many the TTD is normally done via E-Mail by the of the contracted courses, NRC perspectives are training coordinator. Registration will be on a 29

"first-come first-served" basis unless the class is training coordinators. This notice is normally overbooked. In this event, preference will be sent via E-Mail. All personnel still in standby given to personnel with required training defined status for the course at this time will be notified by formal qualification or development by E-Mail that they are not included on the final programs. This determination will be made eight course enrollment roster.

weeks prior to the course start date. Classes that have insufficient enrollment for presentation will Examinations be canceled at this time, and students and training coordinators will be notified by E-Mail. Examinations are given at the end of most TTD For classes that are not filled at the eight week courses. Students required by NRC Inspection period but meet minimum enrollment, TTD will Manual Chapter 1245 (or other formal continue to accept, on space-available basis, requirements) to complete a course as part of enrollment any time prior to the course start date. their qualification program must pass the examination. The passing grade for all TTD Approximately eight weeks before a course courses is 70% except for Site Access Training begins, the names of students who are enrolled in and Site Refresher Training which require a courses are announced in an enrollment score of 80%. Some employee qualification confirmation notice which is sent to the enrolled programs may require a higher or lower passing students, their immediate supervisors, and their grade for some courses.

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SECTION VI AGENCY-SPONSORED GRADUATE LEVEL PROGRAMS l

SECTION VI TECHNICAL MANAGEMENT AGENCY-SPONSORED JOHNS HOPKINS UNIVERSITY GRADUATE-LEVEL supervisory and management positions in PROGRAMS scientific and engineering organizations are usually awarded to staff members who have MULTIDISCIPLINARY PROGRAMS earned the respect of management and coworkers by excelling in their areas of technical expertise.

The NRC recognizes the organizational need to They then act as " lead scientists" or lead provide for training in: (1) a multidisciplinary engineers," directing the work of other scientists approach to the study and application of safety or engineers. Although they have proved they and health aspects of accident prevention; and have goodjudgment in strictly technical matters, (2) a multidisciplinary program in the use of a it may well be that nothing in their past systems approach to management, human education and little in their work experience has factors, and systems technology. In the latter prepared them for supervisory and management case, there are options of applicability in responsibilities. The overall objective of this information systems, research and development, program is to prepare individuals trained and and safety management, as well as engineering experienced in science or engineering in the systems analysis and management. elements of managing technical projects and organizing and supervising technical personnel.

Though training in these areas may be pursued The program is organized along three parallel through individual courses ofinstruction, it must tracks:

generally be taken on off-duty hours, represent- '

ing a heavy personal, voluntary commitment of PROJECT MANAGEMENT applies to the an employee's time. These NRC-approved and organization and directly to special technical funded programs involve the pursuit of a full projects.

program of study, potentially leading to a master's degree in Project Management, System ORGANIZATION MANAGEMENT applies Engineering, or Organization Management, if an to organization and supervision of people to individual completes the program. The programs accomplish technical objectives.

will no doubt appeal to the more senior managers and technical specialists responsible for SYSTEM ENGINEERING applies to the establishing standards for, and regulating, the technical oversight and coordination of the highly complex nuclear industry and for whom development and production oflarge, complex this training is most applicable. These programs technical systems.

satisfy an organizational need as well as an individual need. Training within these programs Applicants must meet the general requirements will be requested on Training Request and for admission to a graduate program and must Authorization (NRC Form 368), will require have a degree in a science or engineering field approval by the Office Director, and will be with a minimum of five years of appropriate full-authorized by Organizational Development and time work experience in that field. Applicants Training (ODT), Office of Personnel. Regional must submit a resume to the University with their offices shall have the same opportunity to application for admission.

participate in similar programs iflocally available.

All students complete ten one-term courses within a five-year period.

The following information briefly describes the thrust of the approved courses of study. Fcr further information regarding these programs call Lillian W. van Santen (LWV), OP/ODT, on (301) 415-7099.

33

NRC GRADUATE FELLOWSHIP Selection Process for NRC Employees and PROGRAM Coops The NRC Graduate Fellowship Program A senior management NRC screening panel will sponsors employees who wish to pursw full-time make recommendations for selection to the graduate work to develop technical expertise in Executive Director for Operations who will health physics and specialized engineering approve all selections. The selected NRC .

disciplines. The program provides an additional employees will apply to graduate school after f means of obtaining needed technical expertise to successful work performance has been k help reduce the impact of attrition and help determined.

ensure that the NRC will have an adequate supply of highly qualified health physicists and Program Completion engineers in the future.

Upon completion of the program, errployees will The NRC Graduate Fellowship Program is an be assigned to an NRC position determined by entry- to mid-level program targeted for the Executive Director for Operatior.s, based individuals in technical positions at the GG 11 upon input from appropriate office directors and level and below who want to undertake full-time regional administrators.

graduate work at the Master's degree level to meet NRC's needs. Applicants must have an Application Procedures engineering, health physics, or scientific background and an interest in pursuing In addition to an NRC Graduate Fellowship additional education. The program is open to Program application, eligible NRC and COOP current NRC employees and participants in the applicants must submit an updated SF-171, NRC Cooperative Educational Program, as well undergraduate and graduate transcripts, Graduate as men and women outside the agency. Records Examination scores, a copy of the latest Applications from internal candidates are Performance appraisal, if available, and a solicited annually through an all-employee supervisory /managerisi recommendation. These announcement. applications will be submitted via the Office Directors / Regional Administrators. Employees Program Elements interested in the NRC Graduate Fellowship Program should call Office of Personnel for Employees selected for this program will go on general information and application materials.

leave without pay status and receive a monthly stipend as well as full payment of tuition, fees, NRC SENIOR FELLOWSHIP and books. NRC will be responsible for travel PROGRAM costs associated with the program. However, these employees must comply with a continued The NRC Senior Fellowship Program is service agreement. designed to advance the expert status of NRC employees through advanced education in Program Conditions disciplines critically needed to support the agency's mission. This program is targeted at Each fellow, upon successful completion of the employees in grades GG-14 and above who have program, will be expected to comply with the scientific or engineering backgrounds, and an following continued service obligation interest in pursuing additional education at the agreement: for every academic year of the graduate level, or other studies, in specialized =

fellowship, the fellow is expected to work for engineering or scientific disciplines that have NRC for two calendar years. A signed been identified by NRC management as a critical agreement to this effect will be executed prior to need. The successful candidate should generally commencing the fellowship. have five or more years of directly related work experience at the time the program begins, l

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including three years as an NRC employee Fellowship Program must include endorsements Applications for the Senior Fellowship Program provided by the candidate's management are solicited through all-employee including Branch Chief, Divi.sion Director, and

, announcements issued by the Office of Office Director / Regional Administrator.

3 Personnel.

Program Completion Program Elements Upon completion of the program, employees will Through the Senior Fellowship Program, the be assigned to an NRC position determined by agency will sponsor NRC employees in a the Executive Director for Operations, based graduate-level program, or other studies, in upon input from the appropriate office directors j specialized engineering or scientific disciplines. and regional administrators.

If the fellowship is to be undertaken at an institution of higher learning, selectees would Application Procedures have to seek their own acceptance at the approved institution, and would be required to in addition to the Senior Fellowship Program coordinate major research or thesis topics with application, eligible employees must submit an

the sponsoring office. If the fellowship is to be updated SF-171, a copy of their three latest i undertaken at a national laboratory or research performance aporaisals, three written center, the NRC will help the selectee establish recommendations that support selection for the

, the necessary relationship. During non-academic program based on performance, and professional l periods, such as summer break, and when and academic accomplishments, and research permits, participants who have not management endorsements as indicated in the relocated would be expected to work in the Senior Fellowship Application. Applicants are sponsoring NRC headquarters or regioni office. also required to develop a program plan which PrMeipants who have relocated would be contains the applicant's proposal for designing a i expected to contii.ae to perform reseaxh or fellowship program to meet the agency's critical

, undertake other appropriate studies. Fellowship need in the discipline area chosen. All selectees will retain their current appointments, applicatioen will be submitted through the Office and NRC will be responsible for the salaries, Directou7egional Administrators and include benefits, temporary subsistence or relocation, if endorsements from the candidate's Branch Chief, required, and tuitior., fees, and books. Division Director, and Office Director / Regional Administrator. Employees interested in the NRC Program Conditions Senior Fellowship Program should contact Mary Louise Roe, OP/ODT, via E-mail MLR1, or on Each fellow will be expected to comply with the (301) 415-7084, for general information and following continued service obligation application materials.

agreement: for every academic year of the fellowship (for every two semesters, or RESIDENT INSPECTOR approximately eight months) at the institution of DEVELOPMENTFROGRAM higher learning, the fellow owes NRC two calendar years of work. A signed agreement to The Resident Inspector Development Program this effect wi!! be executed prior to commencing trains qualified individuals in nuclear the fellowship. technology, inspection, and NRC regulatory affairs sufficient to certify them for Selstion Process noncompetitive selection as resident inspectors.

This program helps NRC maintain a pool of Selections will be made by the Executive certified candidates for assignment as resident Director for Operations based on the inspectors.

recommendations of the Executive Development Comrrutee. Applications for the Senior 35 3

The Resident Inspector Program is open to The Senior Resident inspector Development current NRC employees as well as men and Program is typically 12-24 months in duration women outside the agency. Applicants, must depending upon the initial qualifications and i have the knowledge of scientific principles, experience of the participant.

theories, and practices equivalent to that gained through a B.S. degree in engineering or science Once the NRC announces a call for nominations, and two years experience. The experience may employees interested in panicipating in this have been gained through commercial, program must apply and then be competitively government, or military nuclear experience. selected. Upon completion of the program, the employee will be reviewed by an Oversight The Resident Inspector Development Program is Panel that will certify participants who have typically 12-18 months in duration depending successfully completed all their requirements, upon the initial qualifications and experience of Ce*ified graduates of this program may be it oarticipant. selected noncompetitively for senior resident inspector positions within the agency. He Once the NRC announces a call for nominations, Resident Inspector Development Programs are employees interested in participating in this managed by the Office of Nuclear Reactor program must apply and then be competitively Regulation.

selected. Upon coupletion of the program, the employee will be reviewed by an Oversight INTERN PROGRAM Panel that will certify participants who have successfully completed all their requirements. The NRC can develop and sponsor intern Certified graduates of this program may be programs to recruit and train entry-level )

selected non-competitively for resident inspector employees and provide them with a broad ;

positions within the agency. exposure to NRC's work and the role of NRC in the regulatory process.

SENIOR RESIDENT INhiPECTOR !

DEVELOPMENTM10 GRAM As an entry-level program, participants a e recruited primarily from colleges and He Senior Resident Inspector Development universities; however, the program is open to Program trahis qualified individuals in nuclear both internal and external candidates. Typically, technology, inspection, and NRC regulatory NRC sponsors technical intern programs.

affairs sufficient to certify them for Applicants for these programs usually are noncompetitive selection as senior resident Bachelor's or Master's degree candidates or inspectors. This program helps NRC muntain a recent graduates in the fields of nuclear, pool of certified candidates for assignment as mechanical, electrical, environmental, materials, senior resident inspectors. or human engineering; chemistry; reactor physics; molecular or radiation biology; or health The Senior Resident Inspector Development physics.

Program is open to current NRC employees as well as men and women outside the agency. Upon completion of the Intern Program, Applicants must have the knowledge of scientific participants will assume permanent assignments principles, theories, and practices equivalent to in headquanerr or the regions, based upon their that gained through a B.S. degree in engineering academic background, personal career or science and five years experience. This preferences, and the needs of the agency. For experience may have been gained through more information on the Intern Program, please ,

commercial, government, or military nuclear see Management Directive 10.78. The Intern j experience. Program is manged by the Office of Nuclear Reactor Regulation.

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a - - s,-6 -,,c & x A 2 - . b) - skn '.-o-m - 4 m+ --A,-u. m -.wmA h

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SECTION VII EXECUTIVE / MANAGEMENT / SUPERVISORY DEVELOPMENT COURSES l

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SECTION VII Seminar, panicipation in a Manager Roundtable EXECUTIVE / MANAGEMENT / Group; or in other ways oflearning about management agreed upon by the mdividual and SUPERVISORY DEVELOPMENT his/her supervisor.

The NRC has a comprehensive executive, The supervisor has responsibility for providing management, and supervisory development learning activities to his/her employee, and the cmriculum that includes a mandatory supervisory employee has the responsibility to complete development prograrh designed for new learning activities which will enhance supervisors; managerial courses which provide performance. Executives, managers, and continuing development; a long-term supervisors should discuss with their superiors Supervisory Development Program designed for the learning activities to be undertaken and how prospective supervisors, and an SES-Candidate new ideas gained could further the mission of the Development Program designed for prospective agency and promote development of the senior executives. In addition to a wide variety individual. An appropriate time for discussing of internal courses, the NRC utilizes external speific learning activities for the forthcoming training provided by government and private year is during the performance appraisal sector sources to develop its executives, planning meeting. Appropriate time for managers, and supervisors. discussing the content and relevance of the activity is at the performance evaluation meeting, The Executive Director for Operations although other times may also be appropriate.

memorandem, " Continuing Training for Agency Supervisors, Managers, and Executives," signed At the begirining of the appraisal cycle, each October 12,1995, requires all supervisors, supervisor, manager, and executive will plan and managers, and executives (i.e., Section Leaders, schedule with his or her supervisor individual

Branch Chiefs, Division Directors, Office learning activities to be completed during the Directors, Directcrs, and Deputies) to participate year. Executives, managers, and supervisors in at least 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> of continuing learning should complete, a Learning Activity Record activities each year specifically related to form for each activity they complete. Records of management issues as opposed to technical all completed learning activities will be concerns. The range of acceptable management maintained in the NRC Automated Training learning activities should be flexible enough to System.

allow for individual differences in how people )

learn and an individual's learning need. Learning To support a continuing learning effort, the

^.

activities related to management can include a Office of Personnel will support internal NRC l

formal classroom learning program (for example, developmental activities consisting of the I attendance at Brookings Insti ition, OPM following- I Management Development Centers, OPM Federal Executive Institute, college / university .NRC Executive Forum: Executive Forums managerial courses, etc.); a self-directed learning consist of a series of half-day presentations and ;

activity (for example, completing a self-study facilitated discussions by leading executives in '

course" in the NRC Individualized Learning government, business, legislative, and academic Center, reading and reporting on a management organizations. i related boo;. or article, viewing and reporting on l a management related TV show or video, eVideocorderence Program: NRC will participation at a conference or seminar related to subscribe to commercially available management issues, etc.); participation in one of videoconferences ofTering management the learning programs held in-house (for presentations on current issues of concern to example, attendance at an NRC management executives. Videoconferences will be made course offered in the Professional Development available to all supervisors, managers, and Center, participation in an NRC Executive executives. Sessions will be half or full days in Forum, panicipation in an NRC Leadership 39

l I

duration and will provide for interactive EXECUTIVE DEVELOPMENT I presentations with executives from both the ;

private and public sectors throughout the U.S. A number of Federal and non-government !

Pre-registration will be required. Video- educational institutions provide a variety of conference programs will be offered in-house executive-level courses which NRC senior after the videoconferencing equipment is executives attend. Among these are the Federal installed in the NRC Professional Development Executive Institute (OPM), Brookings Center. Institution, and Harvard University. These courses contribute to the growth of conceptual

Leadership Seminars: Consists of special skills by exposing the executive to a spectrum of half-day or full-day Leadership Seminar analytical perspectives on public policy issues.

programs which are related to cutting-edge managerial concerns affecting a wide spectrum SENIOR EXECUTIVE SERVICE of managers in the agency. CANDIDATE DEVELOPMENT

Manager Roundtable Groups: Roundtables consisting of executives, managers, and This program will not be offered in FY 1997.

supervisors will be formed to discuss, with a training facilitator, current management concerns MANAGERIAL AND SUPERVISORY ,

related specifically to NRC work issues. l DEVELOPMENT PROGRAM

Supervisory and Managerial Skill-Building The NRC Supervisory and Managerial Series: A series of half-day skill-building ,

Development Curriculum includes several learning larograms will be Tered on a regular unique features designed to improve individual j and contir,uing basis desigi.ed specifically for emPl oyee Performance as well as overall !

managers and supervisors. Each program is rganizat,on i pufonnance. h carriculunt designed 1.o supplement and reinforce more consists of a systemat,c i approach to develop, mg i traditiced classroom courses to help participants managerial personnel and is based upon current develop skills in specific areas related to and long-term human resources needs of the supervtsing people. Managers and supervisors agency. In order to ensure that all supervisors may tegister for any number of modules during and manegers avail themselves of appropriate the year.

learnmg activities, certain courses have been made mandatory for all newly appointed

Mandatory Supervisory Training: New supervisors and moagers within NRC. The supervisors are required to complete a series of curriculum has been designed using a sysmmat,c i seven courses related to basic supervisory ructure c nsistmg of three developmental principles, personnel, EEO, sexual harassment ,,*

prevention, and a drug-free workplace.

Other Continuing Learning Activities: The LEVEL I-MANDATORY BASIC NRC will provide a great variety ofin-house SUPERVISORY CORE COURSES courses and learning programs through the Professional Development Center, the This level consists of a series of seven core Individualized Learning Center, and the NRC supervisory courses:

Library. In addition, the agency will support external programs offered through colleges and (1) Supervising Human Resources universities, other government agencies, private training organizations and programs offered by (2) Management Workshop professional associations.

(3) Personnel Management Practices (4) Performance Appraisal Workshop 40

(5) EEO for Managers and Supervisors requirement may be completed before the Level I courses are completed.

(6) Drug-Free Workplace for Supervisors LEVEL III-PUBLIC (7) Sexual Harassment Prevention ADMINISTRATION COURSES These corrses focus on the basic principles and practices of effective supervision in NRC. The Level Ill courses provide an understanding of content and approach are designed to create concepts necessary to strengthen the capability of awareness and build knowledge about one's own supervisors to manage in the public sector. >

managerial approach and how to meet the needs Areas of emphasis include integrating the

! of subordinates, the expectations of the supervisor'sjob with regulatory processes and individual manager and of the organization.

helping participants better understand the role of Level I courses are concerned with the theory public administrator. Level Ill courses are not and practice of motivation, communications, role mandatory, but am included in the program to

. definition, personnel practices, performance emphasize the desirability to continue appraisal, management style, equal employment management development beyond the basic opportunity, and other subjects. Because of the minimum level. Supervisors may begin taking nature of their design, these courses are open Level III courses any time and complete those only to employees who are currently supervisors courses they find particularly useful in meeting in NRC. S spervisors must complete Level I their individual developmental needs, within 12 months of appointment. i 4

The NRC presents two courses, "The Regulatory I LEVEL II-MANAGERIAL SKILL Process" and "NRC and its Environment," which BUILDING COURSES cover Level III objectives. There are many additional courses given by non-NRC This level consists of courses and workshops organizations such as OPM's Management directed toward the application of techniques for Development Centers and local cohges and improving supervisory performance and overall universities that also fulfill Level 111 objectives.

organizational effectiveness. These courses are designed to further an understanding of the For additional information about the Supervisory balance between managing both NRC's human and Managerial Development curriculum, call and material resources. The learning activities August K. Spector, OP/ODT, on (301) emphasize enhancing knowledge and skill in 415-7080 or E-Mail: AKS.

supervisory communication, decision making, problem solving, and management of material SUPERVISORY DEVELOPMENT l resources. Most of these courses are open to PROGRAM employees who are act currently in a supervisory position. Individual course descriptions specify This program will not be offered in 1997. 1 the intended audience. l NRC AND ITS ENVIRONMENT In order to encourage continuing managerial development, supervisors / managers must SEMINAR complete at least two Level Il courses within th The NRC provides a 3-day seminar entitled first 24 months of appointment. A course in Acquisition for Supervisors and Managers of NRC and its Environment for supervisors, managers, execut.ives, high-level staff ass.istants, Project Officers" or " Acquisition for Project and NRC employees m agency-sponsored Managers" is required in addition to one other ,

development programs. Participants of the managerial course. Depending upon he learning seminar are Provided w'ith an appreciation of need of the individual supervisor /nanager, this major organizations external to the NRC that affect the way the NRC conducts its business.

41

Such organizations include the Congress, other WOMEN'S EXECUTIVE LEADERSHIP Federal agencies, the courts, the media, and PROGRAM i spu.ial interest groups. Where possible, the operations of external organizations are The Women's Executive Leadership (WEL) discussed to indicate their impact upon NRC's Program is a developmental program that policies, programs, priorities, and goals. provides supe:visory/ managerial training and '

development opportunities for high-potential This seminar is given on Capitol Hill, in the Federal employees, preparing them for future Rayburn House Office Building, Room B-369, opportunities as supervisors and managers.

Washington, DC, by the Government Affairs Institute, the Brookings Institution,1775 Designed for women and men in non-supervisory Massachusetts Avenue, N.W., Washington, DC positions, or new supervisors with less than one 20036. year's experience, at the GG-ll/12 level, the WEL Program is tailored to the participant's own To cttend the seminar, applicants must submit a developmental needs, focusing on those l completed NRC Form 368, " Training Request," competencies and effectiveness characteristics l to Lillian van Santen, MS T3 D45. Completion needed to be a successful supervisor or manager.

of this seminar counts toward the 24-hour required annual learning activity for managers Under the direction of the Graduate School, and supervisors. USDA, the WEL Program is to be completed in 12 months. For further information on this For more information about this seminar, contact program, call Lillian van Santen on (301)

Lillian van Santen, OP/ODT, telephone number 415-7099.

(301) 415-7099 or e-mail LWV.

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SECTION VIII PROGRAMS FOR SECRETARIAL / CLERICAL /

ADMINISTRATIVE ASSISTANT EMPLOYEES

SECTION VIII examination fee, but does pay for courses in the PROGRAMS FOR six examination areas. l SECRETARIAL / CLERICAL /

BEIIAVIORAL SCIENCE IN ADMINISTRATIVE ASSISTANT BUSINESS tests the principles of EMPLOYEES human relations and organizational dynamics in the work place. It focuses The NRC provides three developmental on needs, motivation, nature of conflict, programs to help employees expand their Problem-solving techniques, essentials of <

spectrum oflearning opportunities. While supervision and communication, I employeejob satisfaction is an underlying factor leadership styles, and an understanding in these programs, the main purpose of the of the informal organization.

programs is to enhance and develop the

knowledge and skills of participants to meet the

BUSINESS LAW measures the NRC's organizational needs. secretary's (a) knowledge of the principles of business law and (b)

These programs are open to all employees who knowledge of the effect of governmental meet.the established eligibility criteria for each of controls on business. Understanding of .

the programs. Program participants must the historical setting in which these !

understand that these programs are controls developed is emphasized in developmental in nature and provide no Preference to names and dates.

guarantee of promotion or other upward mobility action.

ECONOMICS AND MANAGEMENT consists of 35%

These programs are managed by Lillian van economics and 65% management.

Santen, OP/ODT. Her telephone number is Emphasis is placed on understanding the (301) 415-7099 or E-mail LWV. basic concepts underlying business operations. Included are key economic Each of the three programs is identified and and management principles, as wc!! as described below: the latest governmental regulations in l' business.

CERTIFIED PROFESSIONAL SECRETARY ACCOUNTING measures (a) knowledge of the elements of the The Certified Professional Secretary Program accounting cycle; (b) ability to analyze helps secretaries obtain training and education in financial statement accounts; (c) ability 1 creas somewhat outside the very narrowest to perform arithmetical operations confines of secretarial duties. Based upon associated with accounting and professional requirements established by computmg mterest and discounts; and Professional Secretaries International, this (d) ability to summarize and interpret program supports training in the areas that financial data.

secretaries must demonstrate competency t

OFFICE ADMINISTRATION AND become a certified professional secretary. These -

I competency areas are: behavioral science in COMMUNICATION measures business, business law, economics and Proficiency m subject matters unique to 1 management, accounting, office administration the secretary's position: (50% office and communication, and otTice technology. administration) executive travet office management, records management, and NRC's program is designed to assist those repr graphics; .nd (50% written individuals who wish to prepare for the two-day busmess commumcation) editmg, CPS examination. The NRC does not pay the 45

I.

abstracting, and preparing communications

High-school graduate in final format.

Full or part-time permanent NRC employee

OFFICE TECHNOLOGY covers the sevetary's responsibilities created by data

Continuous 1-year employment with NRC ,

processing, communications media, )

advances in office management,

Fully successful performance appraisal j technological applications, and records management technology. Participuits of the Administrative Skills Enhancement Program must understand that this 1 The Certified Professional Secretary Program is is a noncompetitive program that is i open to NRC secretaries GG-3 and above who developmental in nature and, therefore, provides j meet the following criteria: no guarantee of promotion or other upward )

mobility action upon completion.

High school graduate l Employees applying for this program should

Full- or part-time permanem NRC employee submit to their supervisor a proposed IDP and a memorandum outlining how their participation in

Continuous 1-year employment *vith NRC the program will benefit both the NRC and the employee. ,

Fully successful performance appraisal J After reviewing this info:mation, supervisors, Participants of the Certified Professional wishing to support employees for this program l Secretary Program must understand that this is a must send a memorandum to the Office of noncompetitive program that is developmental in Personnel nominating the NRC employee, along nature and, therefore, provides no guarantee of with a copy of the approved IDP. Supervisors l promotion or other upward mobility action upon will establish a beginning date and realistic I completion. ending date (no more than four years' duration for the entire program).

ADMINISTRATIVE SKILLS ENHANCEMENT COMPUTER SCIENCE DEVELOPMENT The Administrative Skills Enhancement Program helps secretaries and administrative assistants The Computer Science Development Program obtain training and education in a specific helps secretaries and administrative assistants administrative area to help furtha the obtain training and education'in a computer area employee's career goals as well as help meet to help further the employee's career goals as NRC's future administrative needs. Employees well as help meet NRC's future computer needs, who wish to participate in this program must Employees who wish to particip.ite in this identify a specific administrative area in which program raust identify a specific computer area they desire to pursue a career. The following aie in which they desire to pursue a career, such as examples of administrative areas that employees telecommunications or computer programming.

may pursue: accounting, budget and fm' ance, contracts and procurement, paralegal, and The Computer Science Development Program is personnel. open to NRC secretaries and administrative assistants GG 5 through 12 who meet the The Administrative Skills Enhancement Program following criteria:

is open to NRC secretaries and administrative assistants GG S through 12 who meet the

High school graduate tollowing criteria:

Full- or part-time permanent NRC employee 46

J e Continuous 1-year employment with NRC memorandum outlining how their participation in the program will benefit both the NRC and the

Fully successful performance appraisal employee.

- i Participants of the Computer Science After reviewing this information, supervisors,

Development Program must understand that this l wishing to support employees for this program i is a noncompetitive program that is ir.est send a memorandum to the Office of developmental in nature and, therefet e, provides Personnel nominating the NRC employee, along no guarantee of promotion or other upward with a copy of the approved IDP. Supervisors mobility action upon completion. will establish a beginning date and realistic ending date (no more than four years' duration Employees applying for this program should for the entire program). ,

submit to their supervisor a proposed IDP and 47

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1 SECTION IX

! ORGANIZATIONAL AND INDIVIDUAL i

DEVELOPMENT PROGRAMS i

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SECTION IX and communication, and enhancement of the ORGANIZATIONAL AND success f the new leader.

INDIVIDUAL DEVELOPMENT Any manager interested in taking advantage of PROGRAMS these services should call August Spector, OP/ODT, on (301) 415-7080 or E-Mail : EBM.

ORGANIZATIONAL DEVELOPMENT CAREER COUNSELING AVA!LABLE Organizational Development (OD) services AT NRC HEADQUARTERS

~

provide consultation to managers to help them and their staff better deal with work-related The NRC career counseling program provides issues. At the operational level (Division, employees an opportunity to explore career-Branch, and Section), these services include related issues in a confidential manner.

process facilitation, team building, leadership Available to all NRC Headquarters employees, transition planning, strategic planning, and the counseling is conducted in a private conflict resolution. In addition, organizational conference room located in the Professional development consultation services are available Development Center at Two White Flint North, for organization diagnosis, systems design, data In four 50-minute sessions, employees are given analysis, process re-engineering, and Total assistance in identifying and dealing with Quality Management (TQM). personal strengths and weaknesses. The counseling covers a wide range of subjects l One of the major differences between training including:

and OD interventions is that OD focuses on the i real-time work of the clients. Rather than e how to make effective career decisions l simulations and case studies, OD operates with work relationships that are in progress. e ways to set short-term and long-range goals i Staff team building is a service to assist the o means of career advancement manager in assessing the effectiveness of the work team. The assessment considers the team's e methods of investigating new work options mission, goals, roles, and general interaction.

Facilitated sessions are then designed to address a ways to develop new skills

the needs identified by the assessment.

Assessment tools often used in the sessions are e strategies for making a career orjob the Myers Briggs Type Indicator, the Thomas- exchange Kilmann Conflict Mode Indicator, and the Teleometrics International Diagnosis e how to deal with conflicts about career Instruments. planning L eadership transition planning is offered to e how to develop an individual development incoming managers and supervisors to reduce the plan organizational disruption and downtime which occurs with most changes ofleadership and e retirement career issues structure. Specific assistance is usually in the l form of a short transition process activity To register, obtain permission from your preceded by data gathering and feedback to the supervisor and E-mail your request to Barbara A.

manager. Benefits of a planned transition are Mack (BAM).

reduction of anxiety and confusion, clarification of roles and responsibilities, establishment of goals and priorities, enhancement of teamwork 51

l 1

1 MENTOlUNG PROGRAM Once an office or region has decided to sponsor l an Upward Mobility position, applications are I NRC 's Mentoring Program provides NRC solicited through the NRC Vacancy ;

employees an opportunity to discuss their career Announcement system. Applicants will be rated j goals and aspirations with experienced NRC and selected for Upward Mobility positions employees who volunteer to serve as mentors on under NRC merit qualification and rating a one-to-one basis. The Mentoring Program procedures. Due to the developmental nature of objectives are : this program, rating factors for these positions address employee potential. Some indicators of e Improvement of staff members' productivity potential are: career progression, interest in the and potential for advancement through regulatory process, interpersonal effectiveness enhancement of theirjob skills and abilities; dealing with all levels of employees, and efforts at self-development through internal and external e Support for the upward mobility and training or education.

rotational assignment process by providing employees with guidance and information Should an employee accept a downgrade to that will assist them in career development; participate in this program, the employee's salary will be retained.

Improvement of staff morale by providing satisfying career development experiences This program is typically 12 to 24 months in through participation in the program; and duration, depending on the initial quali0 cations and experience of the participant. Participants e Meeting affirmative action objectives and who attend NRC-sponsored external training and equal employment opportunity goals by educational programs to develop the skills, enhancing advancerm nt and career potential knowledge, and abilities needed to perform the ;

for women and minorities. Upward Mobility position, are required to sign a 1 continued service agreement. Payback of the For more information on becoming a mentor or a continued service obligation shah I ' i on the mentee (both of which are voluntary), please first workday after employees et ete their contact Barbara Williams on 301-415-7388. program.

UPWARD MOBILITY PROGRAM Upon completion of the program, employees will 1 be considered fully qualified for th position they i The Upward Mobility Program provides occupy. Placement of participants who do not employees at lower grade levels with complete the program will be handled on a case-developmental opportunities that will eventually by-case basis. For example, the employee may qualify the participants for technical and , be returned to a position similar to the one held administrative positions within the agency. This before entering the program, voluntarily accept a program is open to current NRC employees who reassignment at a lower grade level, or be i hold permanent appointments at or below the allowed to remain in the position if the position i GG 9 level and have completed any probationary has no greater promotion potential.

period.

For information about this program, please contact Sherry Dunn, OP,301-415-3830.

52

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i SECTION X INTERAGENCY TRAINING PROVIDERS

l SECTION X areas but also the reasons behind the changes. I INTERAGENCY The training also provides alternative operating techniques to enhance employee knowledge and TRAINING PROVIDERS skills needed to run government programs more cost-effectively. Nominations for courses must OFFICE OF PERSONNEL be received by GSA three weeks before the first MANAGEMENT day of class. Cancellations must be received by GSA two weeks before first day of class. If GSA The following Office of Personnel Management frers the same course as is offered by the NRC, organizations provide managerial and executive the course must be taken in-house.

development training:

THE GRADUATE SCHOOL Federal Executive Institute (FEI) U.S. DEPARTMENT OF AGRICULTURE U.S. Office of Personnel Management (202) 447-4419 1 The Federal Executive Institute '

1301 Emmet Street The Graduate School, USDA, is located at !

Charlottesville, VA 22903-4899 600 Maryland Avenue, S.W., in Washington, l Phone: (804)980-6200 D.C. The school offers a wide range of courses.

Fax:(804) 979-3387 It is a nonprofit organization and receives no ,

appropriated funds. Its principal source of l Management Development Centers (MDCs) support comes from tuition fees for the education j and training services it renders.

U.S. Office of Personnel Management Eastern Management Development Center The name " Graduate School, USDA" was chosen P. O. Box 1579 in 1921, when the school was established. The Lancaster, PA 17608-1579 schaol serves adults who have " graduated" from Phone:(717) 399-0112 full-time schooling and who want to continue to Fax: (717)399-0115 learn throughout life. The objective of the 0 aduate School, USDA, is to provide a dynamic '

U.S. Office of Personnel Management continuing education program and thus help:

Western Management Development Center 3151 South Vaughn Way, Suite 300 e individuals to improvejob performance, Aurora, CO 80014 further their careers, and enrich their lives; Phone:(303) 671-1010 Fax: (303) 671-1018 e organizations to increase their efficiency, effectiveness, and productivity.

GENERAL SERVICES ADMINISTRATION (GSA) Since 1995, the school has performed many of (703) 603-3216 the training functions formerly conducted by the Office of Personnel Management, providing the The GSA Training Center is located at: opportunity for a nationwide training delivery 12U Jefferson Davis Highway, Crystal network.

Gateway 4, Suite 900, Arlington, VA 22202, provides quality training programs to help The Graduate School, USDA, provides day, Federal employees gain and strengthen work- evening and weekend programs in Auditing, related skills. GSA has a wealth of knowledge in Applied Management, Computer Sciences, information resources management, procurement Procurement and Property Management, tnd supply management, real and personal Communication Skills, Correspondence Courses, property management, and travel and and International Programs.

transportation management. The GSA courses provide not only policy changes in these program 55

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