ML20138D118

Informs Commission of Status of Equal Employment Opportunity Program at NRC

ML20138D118
Person / Time
Issue date:	02/01/1993
From:	Taylor J NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO)
To:
References
SECY-93-022, SECY-93-22, NUDOCS 9302040208
Download: ML20138D118 (88)

Text

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POLICY ISSUE.

(Information)

February 1,1993 SECY-93-022 For:

The Commissioners From:

James M. Taylor Executive Director for Operations Sub.iect :

EQUAL EMPLOYMENT OPPORTUNITY (EEO) BRIEFING Puroose:

To inform the Commission of the status of the EE0 Program at the NRC.

Backaroun_d:

The Energy Reorganization Act of 1974, as amended, requires the NRC's Executive Director for Operations (EDO) to report to the Commission at semi-annual public meetings on the problems, progress, and status of the Commission's equal employment opportunity efforts.

Since that time, the EDO has been holding semi-annual EE0 Commission briefings.

In advance of the EE0 briefing of July 29, 1992, I provided the Commission an information paper comprising Agency objectives and demographics, EE0 Advisory Conunittee issues NOTE:

TO BE MADE PUBLICLY AVAILABLE AT THE COMMISSION MEETING ON FEBRUARY 8, 1993 CONTACT:

William B. Kerr SBCR 492-4665 Paul E. Bird, OP

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492-4661 pq-g3g j y

b 1 and recommendations and staff responses, as well as the full statements of EE0 Aovisory Committees. This approach was viewed as an efficient means of presenting data, discussing issues, and reporting on the status of ongoing activities.

Therefore, I am again providing the Commissicn an information paper in advance of our next EE0 briefing scheduled for February 8, 1993.

The information provided in this paper is divided into four parts. discusses six key areas on which the staff has been focusing its efforts to achieve the affirmative action objectives outlined in SECY-91-382, "HRC Affirmative Action." Enclosure 2 provides related demographic data. is the responses to the Staff Requirements Memorandum of August 10, 1992, issued after the July 29,1992, EE0 briefing. comprises issues and recommendations presented by the Committees and staff responses to these issues and recommendations.

provides the full statements of the seven EE0 Advisory Committees including a statement from the newly established Asian Pacific American Advisory Committee.

Discussion:

A summary of activity in the six key areas on which the staff has focused its efforts is provided here:

1.

Enhancing Opportunities for Recruiting Hispanic Employees An examination of trends in Hispanic employment in the last five years shows that the number of professional, clerical, and administrative employees has increased slightly; and most of the increase has been in the number of professional employees.

In FY 1992 we visited 13 campuses with high Hispanic enrollment to recruit entry-level employees, and attended 8 career fairs at which the focus was recruitment of mid-and senior-level Hispanic professionals. Although our recruitment activity has been extensive for Hispanics, our efforts to meet the targets for FY 1992 (20 Hispanic women and men combined for all PATC0 categories) has resulted in the hiring of only two professional Hispanic men during this reporting period (FY 1992).

We are not satisfied with this success rate, and the actions we are taking to improve in this area are discussed in Enclosure 1.

We hired four Summer Faculty members from institutions affiliated with either Historically Black Colleges or the Hispanic Association of Colleges and Universities, including a Professor of Electrical Engineering from the University of

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Puerto Rico in Region II. Additionally, we hired a nuclear engineering Master's degree candidate from the University of New Mexico in Region V for the summer program.

describes the additional efforts we are undertaking to recruit Hispanic employees.

2.

Enhancing Opportunities for Recruiting Women and Minorities in Professional Positions An examination of the hiring trends for professional occupations for the last five years shows an increase in the number of white, African-American, llispanic, and Asian women, and the number of Hispanic men. The largest increase has been in the hiring of professional white women, an area of underrepresentation at the NRC.

.We have implemented a new advertising campaign -in which Agency women and minority engineers and scientists are featured as role models. Candidates throughout the country are contacting these NRC employees directly to inquire about job opportunities.

For entry-level professional positions, we are recruiting at Hispanic Association of Colleges and Universities (HACU),

Historically Black Colleges and Universities (HBCU) campuses, and those having a significant minority enrollment and strong programs in science, engineering, and math. At mid and higher levels, we are participating at professional-conferences. provides details about continuing efforts to recruit professional women and minorities.

3.

Expanding the Pool of-Women and Minorities Eligible for Supervisory, Management, and Executive. Positions Appointment of women and minorities to executive and senior level positions has continued, but at a. slower pace than we would like.

In FY 1992,~one nonminority woman was selected for the SES, and one SES nonminority woman left the Agency.

In October 1992 another nonminority woman was selected for the SES.

The Executive Resources Board' Review Group, appointed by the Executive Director for Operations to review the availability of qualified women and minorities for all-SES and Senior Level positions and all non-bargaining unit positions at the GG-15 level, has continued to examine selection certificates for these positions.

Its review has spotlighted the lack of women and minority applicants for many GG-15 and senior and executive level positions.

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5 To ensure that all applicants for supervisory, management, and executive positions are receiving fair consideration, we are making an extra effort to include women and minorities on the panels that review and rate applicants.

provides strategies for enhancing opportunities for women and minorities to compete for supervisory, management and executive positions.

4.

Attracting and Retaining Disabled Employees A plan to focus on recruitment of persons with disabilities was put into place in January 1992. A working. relationship was established with local and national organizations for the disabled such as the President's Committee on Employment of Persons with Disabilities and the Paralyzed. Veterans of America.

Contacts were made with potential applicant sources such as Gallaudet University and Coordinators for Disabled Services on Campuses, and the Agency is recruiting disabled students for Co-operative Education positions for fiscal years 1993 1

and 1994.

NRC has placed advertisements in Careers and the Disabled, and the Office of Personnel recruited at a career fair for the disabled sponsored by the Office of Personnel Management (OPM) in May 1992.

A working group has been established that focuses on recruitment and reasonable accommodations for the disabled.

Other strategies for recruiting and retaining employees with disabilities are described in Enclosure 1.

5.

Providing Training and Developmental Opportunities The staff is taking advantage of increased training and developmental opportunities, including rotational assignments, as a viable means of supporting affirmative action goale. There is an upward trend in Agency training with 9,653 instances in-FY 1992 as compared to 7,931 instances in FY-1991.

The Agency's mentoring program, sponsored originally by BIG, provides a means for employees to receive career advice and guidanca from experienced senior staff. The Agency's career counseling program provides for one-on-one discussions about how to make effective career decisions, how to set' career goals, and how to prepare Individual Development Plans.

(IDP's).

In FY 1992,-147 employees participated in the Agency's formal career counseling program.

Rotational opportunities continue to be an extremely popular i

vehicle for broadening career possibilities. New procedures for obtaining rotational assignments have been incorporated in the NRC/NTEU Collective Bargaining _ Agreement.

A new Supervisory Development Program was announced in November 1992 for preparing GG-14's and 15's for first-line supervisory positions. The program will commence in June 1993 and should provide an additional tool for developing women and minorities for leadership positions in the Agency. provides details and statistical data on these and other training initiatives.

6.

Improving Communication and-Evaluating Progress Communication is an essential ingredient of an effective EE0 program. There must be a clear understanding of the principles, goals, objectives, and strategies of the program, and a commitment from top management to adhering to

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the principles and achieving the objectives. Then this commitment must be communicated down the line through the management chain.

In addition, senior management must hear what staff is saying and perceiving, and the staff must know and understand what actions are being taken, what activities are under way, and what successes have actually been achieved. The NRC has established these lines of-communication.

Communication also takes place through our EE0 discrimination complaint and counseling process.. NRC has a network of 30 trained EE0 counselors at Headquarters and the Regional Offices.

In FY 1992 eight new EE0 complaints were filed. There are currently 19 discrimination complaints pending disposition.

The Office of Small and Disadvantaged Business Utilization / Civil Rights (SBCR) is a principal communicator about EE0 principles and programs.

SBCR co-sponsors with the EE0 Advisory Committees several presentations during the year in observance of specific EEO-related events.

The establishment of the position of Assistant for Minority.

Recruitment and Career Development in the Office of Personnel has provided another means of enhancing two-way communication about EE0 concerns and achievements.

A primary vehicle for heightening awareness is the EE0-related courses we are providing to supervisors and employees throughout the Agency.

In addition'to EE0 for Manaaers and Supervisors, Eoual Employment Oooortunity at 1

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i tiRC, Cultural Diversity at NRC, and $9xual Harassment f

year, Ace'in the NRC Workforce.

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Prevention, we are providing a new course offering this-r Although the Agency has been offering ' sexual harassment prevention training since 1983, we have recently renewed our efforts to-train all supervisors and employees in this important subject.

Since April-of 1992 we have' trained.

approximately 30% of the staff.- Sessions.will be offered -

continuously throughout this year and next year until allL supervisors and employees have,had an opportunity to. attend, We are also communicating the Agency's sexual harassment' policy to all employees through publication and di_stribution of an Agency brochure, Prevention of-Sexual Harassment.

In-this document employees are-given concrete advice about identifying the offensive behavior and dealing with it. The Agency's responsibilities, the supervisor's responsibilities, and the employee's responsibilities are described, and sources of information.and assist 6nce are.

provided.

Additional guidance on responding to complaints of sexual harassment has been provided to all managers and.

supervisors. Actions _to be taken by management when a complaint is lodged or offensive behav_ior is observed are outlined in this document.

The Agency is dealing aggressively with: allegations of

- sexual harassment.. In FY 1992 one-formal grievance was filed, and five complaints outside_ of the formal complaint process or' grievance procedure.were brought to management's attention.

In each.of these instances, management took action including initiating disciplinary action where appropriate, to ensure that the offensive behavior was stopped and.that the feelings of the~ aggrieved parties were understood by the offenders.

In an effort to enhance _ communication ^about other EE0

~ ^

issues, the staff is planning to administer an all-employee.

survey in early spring 1993.- This survey is described in more detail-in Enclosure 1, along with other initiatives to-enhance communication and evaluate progress.

The Agency's EE0 Advisory Committees have provided strategies for improving our position in these areas.

Their.

insights and suggestions are included in the material:that follows.

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. The next semi-annual EE0 briefing is scheduled for February 8, 1993. The ideas and initiatives presented in this paper will be further amplified at that forum.

7 pmesM.Tayfor fxecutiveDirector for Operations

Enclosures:

1.

Affirmative Action Objectives 2.

Demographic Data 3.

Responses to Staff Requirements Memorandum 4.

Issues, Recommendations, and Responses 5.

EE0 Advisory Committee Statements DISTRIBUTION:

Conunissioners OGC OCAA OIG OPA IP OCA OPP REGIONAL OFFICES EDO ACRS ACNW ASLBP SECY t

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AFFIRMATIVE ACTION OBJECTIVES On November 26, 1991, NRC AFFIRMATIVE ACTION (SECY-91-382) was published, informing the Commission of the Agency's strategy for achieving affirmative action objectives.

Since that time the staff has focused on achieving progress in the following six areas:

(1) enhancing opportunities for recruiting Hispanic employees in all-occupations; (2) enhancing opportunities for recruiting women and minorities in professional positions; (3) expanding the pool of women and minorities eligible for supervisory, management, and executive positions; (4) attracting and retaining disabled employees; (5) providing a dynamic training and developmental program including..

rotational opportunities to enhance job performance and-support affirmative action; and (6) improving communication about EE0 and affirmative action objectives, heightening awareness, and evaluating progress.

In reporting on these objectives, we are using data reflecting workforce demographics for permanent employees as of the end of FY 1992 (September 30, 1992).

It is also important to note that,'in determining areas of underrepresentation of women and minorities throughout the Federal workforce,.

the Equal Employment Opportunity Commission (EE0C) uses the following occupational categories:

Professional:

Occupations that require knowledge in a field of science or-learning characteristically acquired through education or training equivalent to a college' degree in the particular field. NRC examples: engineers, scientists, attorneys.

Administrative:

Occupations that involve the exercise of analytical ability, judgement, discretion and personal responsibility and application of a substantial body of knowledge or principles, concepts, and practices applicable to one or.

more fields of administration or management. NRC examples:

budget analyst, program' analysts, contract specialists, personnel specialists.

Technical:

Occupations that involve work, typically associated with and supportive of a professional or administrative. field, which is non-routine in nature and which involves extensive practical knowledge, gained through on-the, job experience 1.1

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and/or specific training less than that represented by college graduation.

NRC examples:

fiscal accounting assistants, personnel assistants, program assistants.

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(Note that the EEOC uses " Technical" to describe technician and para-professional support positions. The NRC uses " Technical" to refer to engineers and scientists who are included by EE0C in the " Professional" category.)

Clerical:

Occupations that involve structured work in support of office, business, or fiscal operations performed in accordance with established policies, procedures, or techniques and requiring training, experience, or working knowledge related to the tasks to be performed. NRC examples:

secretaries, word processing clerks, mail and file clerks.

These are known as the PATCO categories (Professional, Administrative, lechnical, Clerical Occupations), and the definitions above-apply to this report unless otherwise noted.

It is also useful to note that the acronyms and abbreviations used in various charts throughout this paper refer to the following groups:

WH = Whites HSP = Hispanics ASN = Asian Pacific Americans A/A - African Americans N/A = Native Americans W

- Women M

- Men 1.

Enhancing Opportunities for Recruiting Hispanic Employees Status An examination of trends in Hispanic employment in the last five years shows that the number of professiona, c er ca, and administrative employees-has l

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l increased slightly; and most of the increase has been in the number of professional employees.

Chart 2.1 (Enclosure 2) depicts this trend, in SECY-91-382 recruiting targets were describe'd for FY 1992-1993 for Hispanic men and women in all occupational categories. These targets are aimed at-overcoming the underrepresentation of Hispanics at the NRC as determined by EEOC in the PATC0 categories-based on 1980 census data (the latest available data which is required for use by the EE0C).

In FY 1992 we visited 13 campuses with high Hispanic enrollment to recruit entry-level employees, and attended 8 career fairs at which the focus was recruitment of mid-and senior-level Hispanic professionals.

These career fairs were sponsored by local chapters of the Society of Hispanic Professional Engineers, the Mexican American Engineers and Scientists, and other Hispanic 1.2 1

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organizations.

Although our recruitment activity has been extensive for Hispanics, our efforts to meet the targets for FY 1992 (20 Hispanic women.and men combined for all PATC0 categories) have resulted in the hiring-of only two professional Hispanic men during this reporting period (FY 1992). Offers made to several other Hispanic candidates for professional positions were declined since the candidates did not wish to relocate to the Washington, DC, area. We are not satisfied with this success rate, and the actions we are taking to improve in this area are discussed below.

Strateay In response to the Commission's recommendation to take a proactive approach to exchanging technical information and expertise with colleges and universities, we hired four Summer Faculty members from institutions-affiliated with either-Historically Black Colleges or the Hispanic Association of Colleges and Universities, including a Professor of Electrical Engineering from the University of Puerto Rico in Region II. Additionally, we hired a nuclear engineering Master's degree candidate from the University of New Mexico in Region V for the summer program.

To enhance our recruitment of Hispanic employees, several strategies have been implemented. We have identified and contacted the member colleges of the Hispanic Association of Colleges and Universities (HACU) that offer majors in engineering, science, and math and, using data provided by Oak Ridge Associated Universities (0RAU), have identified other colleges having a high.

Hispanic enrollment. We are targeting these schools for recruitment through campus visits, mailings, and advertisements placed in campus publications.

Recruitment advertising in periodicals for FY 1992 focused on a new campaign that featured the photographs of NRC employees from culturally diverse groups.

These included eight Hispanic employees (three females, five males) in enginecring and professional administrative positions. NRC-placed thirteen advertisements in six Hispanic publications in FY 1992 and plans to continue featuring a culturally diverse group of employees in its advertising. A revised recruitment brochure featuring a diverse group of employees.will be printed early in 1993.

The Office of Personnel has devised a recruitment plan to attract more Hispanic-students to the Cooperative Educatisn Program, Intern Program, and the Graduate Fellowship Program. This plan includes participation in the Co-op in Residence Program under which a Co-operative Education student is hired from one of the HACU schools. This student will serve as liaison between NRC and the school and will participate in the strategic planning for recruitment from the HACU's.

We have invited members of the Hispanic Employment Program Advisory Committee (HEPAC) to work with us in developing recruitment strategies and identifying Hispanic staff members who can effectively serve on recruitment teams. HEPAC' members have been included on recruitment teams and are scheduled for future recruitment events. An orientation was held for recruiters from HEPAC and elsewhere in NRC.

1.3 i.

Representatives from HEPAC and the Office of Personnel established a strong link with the University of Puerto Rico in December 1992. They met with the Dean of Engineering to develop a strategy for closer liaison with the university.

Several students were interviewed to identify candidates for the l

Cooperative Education Program.

The liaison program established with the University of Puerto Rico will serve as a model for liaisons with other HACUs.

HEPAC will also work with us to establish a Memorandum of Understanding with the HACU to facilitate recruitment, encourage faculty and employee exchanges, and target NRC positions for which HACU students and professors might qualify.

In addition to the effort to attract professional Hispanic employees, the-Office of Personnel is now working with the Spanish-speaking community of Maryland to build a bridge between NRC and the Hispanic community.

In November 1992, we placed advertisements for secretarial positions in three community Hispanic newspapers. We are also actively working with the Career Development Office of Bell Multi-Cultural High School to attract highly qualified applicants for underrepresented administrative and clerical positions.

NRC will attend a job fair at Bell in Spring 1993.

One of the main impediments to filling positions from these two sources of employees is the low number of potential applicants who are U.S. citizens.

Finally, we will continually evaluate our recruitment events and strategies to measure success achieved and to ensure follow-up on decisions regarding applicant employment.

2.

Enhancing Opportunities for Recruiting Women and Minorities in Professional Positions Status An examination of the hiring trends for professional occupations-for the last five years shows an increase in the number of white, African-American, Hispanic, and Asian women, and the number of Hispanic men.

The largest increase has been in the hiring of professio'ial white women, an area of underrepresentation at the NRC.

There was no increase in Native American men, and there was a decrease in Native American women.

Chart 2.2 (Enclosure 2) illustrates this trend.

The recruiting target for NRC professional occupations (engineers, scientists, and attorneys) was 29 women and minorities.

In fiscal year 1992 we hired 102 professionals:

29 were a men, 21 were minorities. The demographic data are l

displayed in Chart 1.1.

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CHART 1.1 PROFESSIONAL HIRES FOR FY-92 l

ETHNICITY WOMEN MEN TOTAL WHITE 21 60 81 AFRICAN AMERICAN 5

4 9.

ASIAN 3

7 10 l

HISPANIC 0

2

.2 NATIVE AMERICAN 0

-0 0

TOTAL 29

-73 102 The Office of Personnel uses the automated Applicant Review System (ARS). to.

screen and' track incoming applications for professional positions within NRC.

The system is used to identify individuals from underrepresented groups'so-that additional emphasis can be placed on _ hiring minority and women applicants. The resulting pool of professional talent-can then be-reviewed to ~

fill vacant positions within NRC. The d::mographic data for the Applicant' Review System in FY 1992 are displayed in Chart:1.2.

(The 797 applicants ~who did not self-identify or whose-ethnicity is not known are not included.).-The system is being enhanced ~ so~ that reports can-be generated that enable 'us~ to track progress in the recruitment, referral, and selection of minority ~and.

women applicants more efficiently. Other enhancements to our Applicant. Review System will enable us to track the sources of minority and women applicants for FY 1993. This will provide-valuable data for evaluating the effectiveness of our recruitment efforts.

CHART 1.2 APPLICANT REVIEW SYSTEM FOR FY 92

-ETHNICITY WOMEN MEN-TOTAL WHITE 184 478 662 AFRICAN AMERICAN 47 66 113 ASIAN 22 190 212 HISPANIC 6

79 85 NATIVE AMERICAN O

O O

TOTAL 259 813 1072 1.5

4 Strateay We have implemented a new advertising campaign in which Agency women and minority engineers and scientists are featured as role models. These advertisements have been placed in Black Enainear, B112anic Enaineer, and Woman Enoineer.

Candidates throughout the country are contacting these NRC employees directly to inquire about job opportunities.

In order to attract women and minority applicants for the Honor Law Graduate Program, which is comparable to our engineering and scientific Intern Program, the NRC visits law schools that have high enrollments of women and minority students.

For next year's program (recruitment of third-year law students for entry level positions), we received 517 applications of which 210 were from women. We received 97 minority applications (34 African-Americans, 29 Hispanics, and 34 Asians; 51 of the minority applications were from women included in the 210 total above).

Final selections are still pending.

To attract minority applicants, we recruited at the Hispanic Job Fair in Colorado, the National Black Law Students Association in Arlington, VA, the University of Miami, Emory University, and the Southeastern Law Placement Consortium. We also recruit en campus at all the local area law schools including Howard University. Appropriate materials are sent to placement offices at all 178 accredited law schools.

For entry-level professional positions, we are recruiting at Hispanic Association of Colleges and Universities (HACU), Historically Black Colleges and Universit'as (HBCU) campuses, and those having a significant minority enrollment ano strong programs in science, engineering, and math. Women and minority professional employees serve as members of recruitment teams.

Recruitment visits include attendance at career fairs as well as networking with engineering and science faculty and administrators and personal contact with members of the student engineering societies on campus. During these visits, women and minorities are encouraged to. apply for the FY 1993 Graduate Fellowship Program, the Intern Program, and the Co-operative Education Program. The Intern Program has been particularly successful in attracting and hiring women and minorities.

The demographics of the Intern Program in FY 1992 are displayed in Chart 1.3.

Demographics of the Co-operative Education Program are displayed in Chart 1.4.

We anticipate that our proactive strategies will further increase our representation of minorities in these two programs.

1.6

CHART 1.3 INTERN PROGRAM FOR FY 92 ETHNICITY WOMEN MEN TOTAL WHITE 22 31-53

+

AFRICAN AMERICAN 7

6 13 ASIAN 4

4 8

HISPANIC 3

3 6

i NATIVE AMERICAN 0

0 0

TOTAL 36 44 80 CHART 1.4-COOPERATIVE EDUCATION' PROGRAM FOR FY 92 ETHNICITY WOMEN MEN TOTAL

- WHITE 13 21-

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AFRICAN AMERICAN

'4 3

7 ASIAN 1

4

- 5 HISPANIC

-1 1-2-

NATIVE AMERICAN

-0 0

0 a

TOTAL 19 29 48.

At mid and higher levels, we are participating at'.- professional _ conferences-including those sponsored-by the Society of Women Engineers,. Association for--

Women in Science,: the National Society of. Black Engineers,-National Technical Association, Black Engineering and Science Student Association,; National:

Organization of Black Chemist / Chemical Engineers,- National Council of Black--

Engineers and Scientists, the Hispanic Alliance for Career Enhancement, Society for. Advancement of Chicano and. Native Americans, Mexican American 21 Engineers and Scientists, Hispanic Engineer Organization,-National. Association of. Hispanic Executives, _. National Conference of Puerto Rican Women, and the Society of Ilispanic Professional Engineers; and.we continue to advertise in the professional. journals of these organizations as well, l.7 T

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i Blacks in Government (BIG) and HEPAC support a proactive recruitment and promotion strategy to move more women and minorities into engineering, scientific, and attorney positions. This strategy would entail maintaining and enhancing our relationships with colleges, universities, and professionti societies; increasing the representation of minorities at recruiting events; and broadening the criteria for certain professional positions so that minorities with excellent technical but broader-based backgrounds can qualify.

We will continue to look for ideas, strategies, and resources from these Committees to help us achieve our affirmative action objectives..

3.

Expanding the Pool of Women and Minorities Eligible for Supervisory, Management, and Executive Positions Status Appointment of women and minorities to executive and senior level positions has continued, but at a slower pace than we would like.

Chart 2.3 (Enclosure 2) shows the distribution of women and minorities in the'SES.

In FY 1992, one nonminority woman was selected for the SES, and one SES nonminority woman left the Agency.

In October 1992 another nonminority woman was selected for the SES. As a result of establishing a dual track career system in the Agency, incumbents of positions higher than GG-15 were converted to the Senior Level System (SLS).. Five women (four white, one Asian), two Asian males, and one Hispanic male moved into these SLS positions.

(One of the white women later entered the SES.) Since the original conversion, one Asian male has entered the SLS.

In assessing the potential for women and minorities to move into supervisory, management, and executive positions, the size of the feeder groups (GG 13-15) is an important variable. Charts 2.4 - 2.8 (Enclosure 2) depict the trend of women and minorities in Grades 13, 14, and 15.

Strateav The Executive Resources Board Review Group, appointed by the Executive Director for Operations to review the availability of qualified women and minorities for all SES and Senior Level positions and all non-bargaining. unit positions at the GG-15 level, has continued to examine selection certificates for these positions.

Its review has spotlighted the lack of women and minority applicants for many GG-15 and senior and executive level positions.

The Review Group has addressed this situation with individual Office Directors and Ragional Administrators and has encouraged them to broaden their recruitment " net" to attract more applicants from the targeted groups. At' approximately the mid-point of fiscal year 1993, the Review Group's -findings for the previous year will be compiled into summary form. We expect that their observations will provide valuable insight into progress made in this area.

.To ensure that all applicants for supervisory, management, and executive L

positions are receiving fair consideration, we are making an extra effort to include women and minorities on the panels that. review and rato applicants.

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4 Several strategies have been proposed by the EE0 Advisory Committees to increase the pool of women and minorities # agible for selection to supervisory, management, and executive positions. -Among these are obtaining commitment from the Commission to diversify their senior staffs, increasing utilization of women and minorities in " acting" capacities, and reviewing the balance of technical and managerial skills required for management and supervisory positions.

4.

Attracting and Retaining Disabled Employees Status A plan to focus on recruitment of persons with disabilities was put into place in January 1992. A working relationship was established with local and national organizations for the disabled such as the President's Committee on Employment of Persons with Disabilities and the Paralyzed Veterans of America.

Government agencies with strong hiring programs for the. disabled, such as the Office of Personnel Management and the Departments of Agriculture cad Labor, were contacted for an exchange of ideas-and strategies.

Contacts were made with potential applicant sources such as Gallaudet University and Coordinators for Disabled Services on Campuses, and the Agency is recruiting disabled students for Co-operative Education positions for fiscal years 1993 and 1994.

NRC has placed advertisements in Careers and the Disabled, and the Office of Personnel recruited at a career fair for the disabled sponsored by the Office of Personnel Management (OPM) in May 1992.

A Program Coordinator was designated in the Office of Personnel to serve as the primary contact for disabled applicants. The Program Coordinator also serves as liaison with other NRC administrative offices that provide reasonable accommodation services required by a disabled applicant or employee. Special equipment has been put in place that allows communication with the deaf so that potential applicants can receive information about career opportunities.

Strateov A working group has been established that focuses on issues related to the disabled and veterans. With representatives from several of the administrative offices, the Affirmative Action Advisory Committee, Joint Labor-Management Committee, and several disabled employees and others, the group has focused on identifying issues related to recruitment and reasonable accommodations for the disabled.

The group quickly identified the need to communicate the special services available to disabled applicants during the recruitment process and orientation to the Agrncy. A brochure will be published in April 1993 that identifies these services.

Brochures will become part of our standard recruiting materials, and an information sheet on interviewing the disabled 1.9

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will be added to the recruiter's manual. The working group also suggested that a mentor be assigned to each new disabled employee to assure a smooth transition to the NRC work environment.

The EE0 Advisory Committees have contributed to developing several strategies for hiring and retaining disabled employees. Among these are marketing the NRC as an Agency with a handicap-accessible facility; using the Co-operative Education Program as a vehicle for recruitment; maintaining and enhancing our network with colleges, organizations, and placement centers; and.using our mentoring program to support disabled employees.

5.

Providing Training and Developmental Opportunities Status The staff is taking advantage of increased training and developmental opportunities, including rotatic.a1 assignments, as a viable means of supporting affirmative action goals.

There is an upward trend in Agency training with 9,653 instances in FY 1992 as compared to 7,932 instances in FY-1991.

Charts 2.9-2.12 (Enclosure 2) illustrate training and rotation distribution by gender and ethnicity for FY 1991 and FY 1992.

The Agency's mentoring program, sponsored originally by BIG, provides a means for employees to receive career advice and guidance from experienced senior staff.

The demographics of the 136 employees currently participating are shown in Chart 1.5.

Mentoring forums were also held monthly to provide-additional information about career development.

The Agency's career counseling program provides for one-on-one discussions about how to make effective career decisions, how to set career goals, and how to prepare Individual Development Plans (IDP's).

In FY 1992, 147 employees participated in the Agency's formal career counseling program. The demographics of participants are displayed in Chart 1.6.

CHART 1.5 MENTORING PROGRAM FOR FY 92 ETHNICITY WOMEN MEN ITOTAL WHITE 28 24 52 AFRICAN AMERICAN 57 21 78 A$iAN 0-3 3

HISPANIC 2

1 3

NATIVE AMERICAN 0

0 0

TOTAL 87 49 136 l

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4 CHART 1.6 CAREER COUNSELING PROGRAM FOR FY 92

-a ETHNICITY WOMEN MEN TOTAL WHITE 55 43 98 AFRICAN AMERICAN 30 7

37 ASIAN 2

8 10 HISPANIC 1

1 2

NATIVE AMERICAN 0

0 0

TOTAL 88 59 147 Strateay IDP's have proven to be an effective tool in mapping out career paths and planning short-and long-term professional goals.

In FY 1992 we held IDP workshops in NP.R and Region II. We also held seminars on the Administrative Skills Enhancement Program and the Executive Potential'and Women's Executive Leadership Programs. The Agency will sustain its emphasis on encouraging employees to prepare IDP's and to follow through on their implementation.

Rotational opportunities continue'to be an extremely popular vehicle for broadening career possibilities. New procedures for obtaining rotational assignments have been incorporated in the NRC/NTEU Collective Bargaining Agreement. These procedures include solicitations for rotational opportunities which will be used to match Agency needs with employee interests. Managers will respond to these requests for rotations in order to improve communication about existing opportunities. _The FWPAC sponsored t'.so seminars to acquaint employees with the new process and management -

perspectives on rotational assignments.

A new Supervisory Development Program was announced in November 1992 for preparing GG-14's-and 15's for first-line supervisory positions. The program will commence in June 1993 and should provide an additional tool for develoning women and minorities for leadership positions in the Agency.

Strategies proposed by the EE0 Advisory Committees for using training and developmental opportunities to support affirmative action objectives include.

increasing minority representation and participation in rotations; mentoring; the Executive Potential, Women's-Executive Leadership, and supervisory development programs; and the Graduate Fellowship Program. A follow-up to participation is monitoring and evaluating the results:

What are the benefits of program completion, and where are the participants several years after program completion?

1.11

4 6.

Improving Communication and Evaluating Progress Status Communication is an essential ingredient of an effective EE0 program. There must be a clear understanding of the principles, goals, objectives, and strategies of the program, and a commitment from top management to adhering to the principles and achieving the objectives.

Then this commitment must be communicated down the line through the management chain.

In addition, senior management must hear what staff is saying and perceiving, and the staff must know and understand what actions are being taken, what activities are under way, and what successes have actually been achieved. The NRC has established these lines of communication.

Another important means for maintaining a two-way flow of information about EE0 concerns is the monthly meetings of the EE0 Advisory Committee representatives with the Director of the Office of Personnel and the Director of the Office of Small and Disadvantaged Business Utilization / Civil Rights.

The meetings provide a forum for receiving feedback on the EE0 program, clarifying issues and perceptions, defusing problems before they become major items of contention, and building strategies for achieving the Agency's affirmative action objectives.

Ccmmunication also takes place through our EE0 discrimination complaint and counseling process.

NRC has a network of 30 trained EE0 counselors at Headquarters and the Regional Offices. These counselors are available to any employee who may have questions or concerns regarding EE0 matters.

In FY 1992 eight new EE0 complaints were filed.

Trend data since FY 1988 are displayed in Chart 2.14 (Enclosure 2). Of the eight filed this year, two were based on age, three on age and sex, two on reprisal, and one on national origin.

There are currently 19 discrimination complaints pending disposition.

The various bases for these complaints are displayed in Chart 2.15 (Enclosure 2).

The Office of Small and Disadvantaged Business Utilization / Civil Rights (SBCR) is a principal communicator about EE0 principles and programs. SBCR co-sponsors with the EE0 Advisory Committees several presentations during the year in observance of specific EE0-related events. Knowledgeable speakers and civil rights leaders provide information and ideas about civil rights activities.

In addition, SBCR semi-annually publishes a newsletter,

" Opportunity," that highlights accomplishments of women and minorities and is distributed to all employees.

The establishment of the position of Assistant for Minority Recruitment and Career Development in the Office of Personnel has provided another means of enhancing two-way communication about EE0 concerns and achievements. The incumbent of this position provides monthly updates to the Executive Director for Operations on problems and progress in implementing the Agency's career development initiatives. She also meets with the Executive Resources Board Review Group and employees and managers throughout the Agency to provide advice and guidance on implementing these initiatives and on specific issues, strategies, and programs available.

1.12

M Heightening awareness of equal employment opportunity and affirmative action principles and objectives is also a key element of our affirmative action strategy. A primary vehicle for heightening awareness is the EE0-related courses we are providing to supervisors and employees throughout the Agency.

In addition to our two-day course required for all new supervisors, EE0 for Manaaers and Suoervisors, and our half-day workshops open to all NRC employees

-- f aual Employment Opoortunity at NRC, Cultural Diversity at NRC, and Sexual Harassment Prevention -- we are providing a new course offering this year, agg in the NRC Workforce.

The Agency has been offering Sexual Harassment Prevention since 1983. This workshop, recently revised and currently being presented by OPM and representatives from the Office of Personnel and the Office of the General Counsel, provides statutory information about sexual harassment; management's roles and responsibilities in preventing inappropriate behavior and in dealing with it; and the rights, responsibilities, and remedies that victims of sexual harassment have and can exercise. Since April of 1992 He have trained approximately 30% of the staff.

Sessions will be offered continuously throughout this year and next year until all supervisors and employees have had an opporturity to attend.

We are also communicating the Agency's sexual harassment policy to all employees through publication and distribution of an Agency brochure, Prevention of Sexual Harassment.

In this document employees are given concrete advice about identifying the offensive behavior and dealing with it.

The Agency's responsibilities, the supervisor's responsibilities, and the employee's responsibilities are described, and sources of information and assistance are provided.

Additional guidance on responding to complaints of sexual harassment has been provided to all mariagers and supervisors. Actions to be taken by management when a complaint is lodged or offensive behavior is observed are outlined in this document.

The Agency is dealing aggressively with allegations of sexual harassment.

In FY 1992 one formal grievance was filed, and five complaints outside of the formal complaint process or grievance procedure were brought to management's attention.

In each of these instances, management tore action, including initiating disciplinary action where appropriate, to ensure that the offensive behavior was stopped and that the feelings of the aggrieved parties were understood by the offenders.

Aae in the NRC Workforce will be offered in January and then periodically throughout the year as long as there is interest in and concern about recognizing the value of our older employees and taking full advantage of the institutional knowledge and expertise they can provide to the Agency. The course focuses on the changing demographics in the workforce with respect to age, an understanding of the laws and Federal regulations related to age discrimination, a discussion of stereotypes and myths about older members of the workforce, and strategies for reducing individual and organizational stress that may result from these changing workforce demographics.

1.13

Finally, evaluation of progress made in achieving EE0 and affirmative action objectives is an essential component of our overall plan. Accountability and evaluation of progress made are reflected in performance plans for all supervisors, managers, and executives. Monthly meetings with the Executive Director for Operations and th6 Assistant for Minority Recruitment ani Career Development provide a forum for discussion and evaluation of individual performance on the part of supervisors and managers.

Strateay In an effort to further enhance communication about EE0 issues, the staff is planning to administer an all-employee survey in early spring 1993. The survey will consist of multiple-choice questions derived from a governmentwide survey conducted by the Office of Personnel Management (0PM) in early?l992.

The results of the survey will provide employee opinions on a_ number of work-related topics including job and career satisfaction, performance appraisals, rewards, and training.

The results will be analyzed by occupation, grade, office / region, gender, ethnicity, and age; and the answers provided by different demographic groups should give us insight into perceptions of_

fairness, equity, and discrimination at the NRC.

The results of the survey will be evaluated against results from the OPH governmentwide survey in an effort to determine how NRC responses compare. We propose to administer this survey periodically so that.we can establish trend data and develop proposals in areas where responses may indicate we need work.

Both the Affirmative Action Advisory Committee (AAAC) and BIG have asked that more emphasis be placed on improving communication of EE0 and affirmative action objectives and evaluating progress made. Specific recommendations included identifying organizational units that are making progress and those that are not, holding managers more accountable for supporting the Agency's EE0 goals, improving communication to mid-level and first-line supervisors through formal training, and assessing managers' EE0 awareness and commitment during the annual appraisal. Other proposed strategies are developing and communicating good listening techniques; and improving feedback on EE0 issues,.

problems, and concerns. We will continue working in all these areas until our affirmative action objectives are achieved.

1.14

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DEMOGRAPHIC DATA s

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Chart 2.1 DISTRIBUTION OF HISPANIC STAFF BY PATCO CATEGORY WITH FY 1992 TARGETS PERMANENT STAFF

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Chart 2.2 NRC DISTRIBUTION OF EEOC IDENTIFIED UNDERREPRESENTED GROUPS IN THE PROFESSIONAL CAREER FIELDS PERMANENT STAFF j

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1 THE AGENCY ACHIEVED APPROXIMATELY 76% OF ITS FY 1992 OVER ALL TARGET.

Chart 2.3 SES WOMEN AND MINORITIES PERMANENT STAFF FY 1988 THROUGH FY 1992 PERMANENT STAFF

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Chart 2.4 WOME \\1 GRADES 13-15 PERMANENT STAFF FY 1988 THROUGE FY 1992 PERMANENT STAFF

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$ d w w ! .p/r-v 100^ ? u /,/ t ~ / // O // // 0_ i i i TOTAL GRADE GRADE GRADE 13 14 15 FY 1992 384 155 14 9 80 FY 1991 %x 354 150 136 68 FY 1990 l' I 317 140 11 4 63 FY 1989 E 276 120 11 5 41 FY 1988 I I 273 130-104 39 DURING FY 1992. THE WOMEN'S SES FEEDER POPUL ATION INCRE ASED BY 30 WITH *.lGNIFICANT INCREASES IN EACH GR ADE.

Chart 2.5-s 5 AFRICAN AMERICANS GRADES 13-15 PERMANENT STAFF FY 1988 THROUGH FY 1992 PERMANENT STAFF / ,/ ) / / ,/ i S;! / / / 140 ,e j j / / 120 - . iw+*$ i f / g e 100-l l / / 80-l, / / / B /- / / """'f' 60 - / 7 40 - b / / -k%SMS\\\\g ',/ Iff 4 l 2' /'{1 @y 20 - s / /- /,' // ,/ / 0 i TOTAL GRADE GRADE GRADE 13 14 15 FY 1992 126 52 53 21 FY 1991

1. E 119 47 53 19 FY 1990 L I

11 3 49 44' 20 FY 1989 Ed 105 48 40 17 FY 1988 I ] 105 49 39 17 THERE HAS BEEN SOME MOVEMENT WITHIN THE AFRICAN AMERICAN SES FEEDER GROUP. IT HAS OCCURRED IN.THE MOVEMENT OF 12*S TO ~ 13'S AN D 14'S TO 15'S. 4 =

Chart 2.6 HISPANICS GRADES 13-15 PERMANENT STAFF FY 1988 THROUGH FY 1992 PERMANENT STAFF ,/0' / /r / ,/' &f l / -/ lf f - - ~ 30 - / / p\\Mgg / / 2f f 25 - 7- ~. M 20 - i / /g' 15 - ,4 g] j77 4 73 4 / A "6 'Rl// 10 - 47 (l i l / 5- !? ? e / // // // / 0 i i i TOTAL GRADE GRADE GRADE 13 14 15 FY 1992 29 8 14 7 29 11 12 6 FY 1991 FY 1990 l I 26 10 11 5 FY'1989 E 25 9 10 6 FY 1988 I I 22 7 10 5 DURING FY 1992 THE TOTAL NUMBER OF HISPANICS IN GRADES 13 THROUGH 15 DID NOT CH ANGE. ....... ~..

Chart 2.7 j l ASIANS GRADES 13-15 PERMANENT STAFF FY 1988 THROUGH FY 1992 PERMANENT STAFF / ,/, / / / ,/ (J 160 f / I 140- / / / / c / / v-if 100-l f 80-Y / g / = / /. 60 - T 2 ) ll 40 - / A ~A 20- / /) l// // ', // 0 i TOTAL GRADE GRADE GRACE 13 14 15 FY 1992 M 144 24 6s ss 138 22 63 53 FY 1991 4' FY 1990. L I 118 -16 56-46 -t FY 1989 E 112 13 52 47 FY 1988 I I 11 3 14 62 37 DURING FY.1992, THE TOTAL NUMBER OF ASI ANS INCREASED BY SIX EQU ALLY ACROSS-ALL GR ADES. 9

Chart 2.8 NATIVE AMERICANS-GRADES 13-15 PERMANENT STAFF FY 1988 THROUGH.FY 1992 PERMANENT STAFF ./1 / l ,/ r L / / l l / 5-i / / / MsMag lj / / / / M 4 44 2 3 j / i 9 - j j ,i 31 g 7 3 3 J, mangy,. / -twssw // y / v /t 2,; g / , j_ p {,f. a n seem3 1 1 !I mssum$)k i l f ! / / / ki ~ b i 0 (,;- /, /,' f,/ // i i i ! TOTAL GRADE GRADE GRADE i 13 14 15 FY 1992 M 4 2 o 2 FY 1991 Ml 3 1 0 2 FY 1990 l I 4 1 1 2 FY 1989 lid 4 1 1 2 FY 1988 I I 4 1' 1 2 DURING FY 1992, THE TOTAL NUMBER OF N ATIVE AMERICANS IN GR ADES 13 THROUGH 15 INCRE ASED BY ONE (1) GRADE 13.

..~ Chart 2.9 TRAINING AND ROTATIONS BY GENDER FOR FY.1991 WOMEN WOMEN 43 36% 0 36% uEN MEN 5089 64% 172) e4% INSTANCES PEOPLE OF TRAINING TRAINED t*- WOMEN WOMEN US43% -1208 37% hh " ' ~~h ? ?Yb ym,x,;p %;::::;__ m _,,a MEN / ME 2052 e3% ROTATIONAL POPULATION ASStGNMENTS DISTRIBUTION DURING FY 1991, WOMEN PARTICIPATED IN ROTATION AL ASSIGNMENTS AT A HIGHER RATE THAN WOULO BE EXPECTED ON A STRAIGHT POPUL ATION DISTRIBUTION. l l

' Chart 2.10 TRAINING AND ROTATIONS BY GENDER FOR FY 1992 WOMEN 40% WOMEN 37%- 3891 o45 n_ --QY ^ MEN 60% MEN 63% 1763 5762 INSTANCES PEOPLE OF TRAINING TRAINED I-l WOMEN -WOMEN %w ^ " 61% 63% 32 2172 ROTATIONAL POPULATION l ASSIGNMENTS DISTRIBUTION 1 WOMEN S INSTANCES OF TR A> NiNG AND PA A fiC) PAT *0N IN T HE AOf Af ron pnOGA AM EXCEE03 f Mein PE ACENT 05 TMF DOPUL AtiON l I l

Chart 2.11 l l TRAINING AND ROTATIONS BY ETHNICITY FOR FY 1991 HSP 2% ASN 6% HSP 2% ASN 5% ,M-. < syth h hh!h kk WHITE 8'i% WHITE 82% INSTANCES PEOPLE OF TRAINING TRAINED ' HSP 1% ASN 6% HSP 2% ASN 5% ^ / A 18% 5% WHITE 81% ROTATIONAL POPULATION ASSIGNMENTS DISTRIBUTION 6 NATIVE AMERICANS H AD 18 INSTANCES OF TRAINING AND NO ROTATION S. ALL ETHNIC GROUPS H AD TR AINING COMPARABLE TO THEIR PERCENT OF THE POPULATION. ETHNIC GROUPS WERE WELL REPRESENTED IN THE ROTATION PROGRAM.

-Chartf2[12: TRAINiNGfAND ROTATIONS BY ETHNICITY:- FOR FY-1992 r HSP 2% HSP 2%. ASN 5% I ASN 6% 6 62k/A 12% 15%/A' 11% ' s. 111 5 ' \\\\\\\\ 318 WHITE 80% WHITE 82%~ 7707 2291 ~ INSTANCES - PEOPi? -- ~ OF TRAINING

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Chart 2,33 NRC MihORITIES PERMANENT STAFF FY 1988 THROUGH FY 1992 PERMANENT STAFF /h ,/ / / / Q 500-( ,( / 400- !I / 000 ~ l / / /// s#/ /. / 200-l, ms. , pf 1 ~ i; -/ / /// // "%72 a>7' t _/ / O // /,4 l'/ 0 i i i i A/A ASN HSP N/A FY 1992 E 403 186 56 '8 FY 1991 W 398 173 58 5 FY 1990 I I 390 149 52 6 FY 1989 in# 386 137 47 7 FY 1988 I I 393 139 44 8 DURING FY 1992, THERE HAS BEEN AN INCREASE IN ALL PROTECTED GROUPS, EXCEPT FOR HISPANICS.

Chart 2k14~- NUMBER OFLEEO COMPLAINTSL FILED BY FISCAL YEAR-PERMANENT STAFF / 13.- g _f / -/] 12 - 10 - p .g / / 7 3,- ~ / / 6 / / 6-4" 2. / / 21 if hl l fl l 0 i i i i i FY 88 FY 89 FY 90 FY 91 FY 92 DATA AS OF SEPTEMBER 30,1992

Chart 2.15 ACTIVE DISCRIMINATION COMPLAINTS-BY COMPLAINT BASES l Nat.Or./ Age 5% Race /Cir/Nat.Or./ Age 5% 1 1 l [i ji: l f . Sex & Age 16% 3 Age 42% 8 __% IOM%K: Nat. Origin-5% l Reprisal 16% 3 ~ Sex 5% Race / Sex / Age 5% 1 1 DATA AS OF SEPTEMBER 30,1992 TOTAL ACTIVE COMPLAINTS: 19

. -u ,,y. N e RESPONSES TO STAFF REQUIREMENTS MEMORANDUM-b e N I-(.. 7.. l. A' o !r =- i

REQUEST #1: Provide an update of the comparison of NRC staff statistics with local area and national PATC0 statistics when the-1990 Census data becomes available. Reassess whether there is any " manifest underrepresentation" of minorities at.NRC based on the 1990 Census data.

RESPONSE

1990 Census data is not yet available from the Equal Employment. Opportunity Commission (EE0C). The 1980 census data-was provided to the Commission in SECY-91-382. The staff will respond to this question as soon as EE0C 1990 census data is available. t 'O

L REQUEST # 2: Provide progress report on activities of the EDO Executive Resources Board overseeing promotions.

RESPONSE

On April 28, 1992, the Executive Director for Operations established an Executive Resources Board Review Group to examine the rating and selection process for SES and GG-15 positions. The purpose of this review is to ensure that equal employment opportunity principles are applied to selections at these levels. The following were appointed as members of the Board: Chairman - Patricia G. Norry, Director, ADM Clemens J. Heltemes, Jr., Deputy Director for Generic Issues & Rulemaking, RES James L. Blaha, Assistar,t for Operations, OEDO Jesse L. Funches, Deputy Controller, OC Jose A. Calvo, Assistant Director for Region I Reactors, Division of Reactor Projects, NRR The Board conducts its reviews as follows: Copies of selection packages at the SES and Grade 15 levels are forwarded to each Board member after the Rating Panel has established the Best Qualified List. The Review Board meets each week and discusses the packages with the view toward determining whether highly qualified women and minorities are represented on the Best Qua, 7ied List. Following the meeting, a memo is written to the appropriate Office Director statir.g the Review Group's conclusion as to whether a highly qualified woman and/or minority is available on the Best Qualified List. The attention being focused on these selections has helped to focus agency-wide awareness of the importance of equal opportunity in personnel selections. In addition, the selection statistics in the attached charts show that significant progress is being achieved toward this goal. 3 l l

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Request # 3: Provide a statistical sumary of.he ratings received by SES managers in the subelement of EE0 performance.

Response

A chart sumarizing SES managers' ratings in the EE0 performance sube'lement for the 1992 rating period is attached. f

FV'1992 SES RATINGS ON EE0 SUBELEMENTI By Organization: Percent Percent . Rated "0" Rated "E" Commission Staff 53% -47% E00 Staff 52% 48% HMSS 67% 33%- HRR 43% 57% RES 16% 84% Regions 43% 57% HRC 45% 55% By Position: Percent Percent. Rated "0" Rated "E" Top Hanagement 44% 56% Middle' Management 57% .43% First level Management 39% 61% All SES Managers 45% 55% Subelement: Eoual Emolovment and Affirmative Action Efforts- . Standard: Supports the goals and objectives of NRC's EE0 program and actively encourages the recruitment, retention, training, and development of minorities and women. To the extent opportunities permit and consistent with merit, selection-principles, increases -the numbers of women and minorities at all- ~ levels of the organization. ' Utilizes training opportunities to correct areas - where improvements are needed for career _ progress. Considers the rights and viewpoints of employees. without prejudice or bias.

Request-#4: Provide an analysis of promotions of GG-15 males and females, as-a function of time-in-grade. In particular, provide the distributions of time at the next two lower grades for males and females. Also, normalize the promotion statistics for time-in-grade.

Response

In this analysis, we looked at the promotion rates of men and women normalized' for time-in-grade (TIG). To do this, we took the 512 members of the GG-13 class of 1987 (those GG-13 professional employees on-board as of 9/30/87) and broke them out, first by gender, then by occupational category (Administra-tive, Engineering, Legal and Scientific). We made a further break-out to-normalize TIG as much as possible. To do this, we-divided the employees into four groups: 1 to 3 years TIG; 3 years + to 6 years TIG; 6 years + to 9 years TIG; and 9 years + and over TIG. (The attached chart shows these break-outs). 1 to 3 year aroup Across the occupational categories, women are promoted to the GG-14 level at a rate consistent with, or better than, their representation in the populations. Overall, women comprise 21% of this category and received 20% of the promotions to GG-14. Women received 32% of the promotions to the GG-15 level. 3+ to 6 year aroup In the Engineering and Scientific categories, women are promoted to GG-14 at the same rate as their representation in the populations. In the Administrative category, women are promoted to the GG-14 level at a slightly lower level than men but women received the only promotion to GG-15 in-this group. 6+ to 9 year aroup In this group women are promoted to the GG-14 level well in excess of their representation in the population across the occupational categories. 9+ and uo year aroup The women that are in this group, are all in the Administrative category and are promoted to the GG-14 level in excess of their representation in'this population. There does not appear to be any bias against women in professional occupations in so far as promotions are concerned. The distribution of time at the next two lower grades for men and women in the same cohort (the GG-13 class of 1987) is described by professional category as follows: Administrative In FY 1987, the average time-in-grade (TIG) of the control group was -3 years 7 months for women and 3 years 6 months for men.

r In FY 88, women promoted to GG-14 had average TIG of 4 yr 11 mo. while men spent an average of 5 yr. 7 mo. TIG. In FY 89, the figures reversed themselves with women promoted to the GG-14 with average TIG of 5 yr. 9 mo. and men with 3 yr. 10 mo. The men showed the only movement to the GG-15 level in FY 89 with an average TIG of 1 yr. 3 mo. In FY 90, both genders had the same average TIG for those promoted to ~ GG-14 and no promotions to GG-15 were effected. In FY 91, women promoted to GG-14 had average TIG of 6 yr. 6 mo, and men had 10 yr. 6 mo. Women had the only promotion to GG-15 in this year with average TIG of 3 yr. 6 mo. In FY 92, the average TIG of those promoted to GG-14 was 7 yr. 5 mo. for women and 8 yr. 8 mo. for men. Both groups had promotions to the GG-15 level with women having an tverage TIG of 4.yr. 7 mo. and men with 7 yr. 4 mo. Enaineer In FY 87, women had average 2 yr. 5 mo. TIG while men had 2 yr. 11 mo. In FY 88, the average TIG of those promoted to GG-14 was 4 yr. 8 mo. for women and 4 yr. I mo. for men. In FY 89, the average TIG of those promoted to GG-14 grew a little closer together with the TIG of women at 3 yr. 8 mo. and men at 3 yr. 5 mo. Men had the only promotions to the GG-15 with 1 yr. 3 mo. average TIG. In FY 90, the 3 mo. time difference held with women at 5 yr. 1 mo. and men at 4 yr. 10 mo. Again, only men were promoted to GG-15 with 2 yr. 2 mo. average TIG. In FY 91, no women were promoted to GG-14 or GG-15. Men had promotions to the GG-14 with 4 yr. 11 mo. average TIG and to the GG-15 with 3 yr. 5 mo. average TIG. In FY 92, women had no promotions to GG-14 and 1 promotion to GG-15 with 3 yr. 3 mo. average TIG. Men had promotions to GG-14 with 6 yr. 6 mo. average TIG and to GG-15 with 2 yr. 7 mo. average TIG. Leoal In FY 87, women had average 2 yr. 5 mo. TIG while men had 1 yr. 4 mo. In FY 88, the average TIG of those promoted to GG-14 was 1 yr. 6 mo. for women and 1 yr. 6 mo. for men. In subsequent years, there were no GG-14 promotions for either group and women had 1 promotion to GG-15 in FY 90 while men had a promotion to GG-15 in FY 92.

h Scientific In FY 87, women had average T!G of 2 yr. 4 mo. while men had 4 yr. 2 mo. In FY 88, the women promoted to GG-14 had average TIG of 2 yr. 8~mo., men had 5 yr 5 mo. In FY 89, women oromoted to GG-14 had average TIG of 9 yr. 4 mo. while men had 4 yr. 9 mo. In FY 90, women promoted _to GG-14 had average TIG of 3 yr, 11:mo.-while men had : :r. 2 mo. In FY 91,. women promoted to GG-14 had average TIG of 3 yr. I mo. while men had 7 yr. 1 mo.

1. woman was promoted to-GG-15_at 2 yr.-9 mo. TIG.

In FY 92, women promoted to GG-14 had average TIG at 6 yr. 7_mo. while men had 5 yr. 10 mo. The women had average TIG of 3 yr. 3 mo. to the GG-15 while men had 2 yr. 4 mo. Conclusion Overall, there does not appear to be any gender specific bias in promotions-from the GG-13 through'the GG-15 level.

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_. REQUEST #5: In future reports, differentiate the statistics. for_ minorities and women so-_that women' minorities are not " double counted." Further, in discussing " minorities," delineate applicable minority sub-categories.

RESPONSE

This report and 'its' supporting charts and graphs do not " double count" women-

' and." delineate applicable minority sub-categories" as requested. All future reports will follow this-format. 't i 1

~ Request #6: Provide the Comission with a realistic estimate of the expected' SES retiremants in the 1994 time frame. ~

Response

We have been advised by the Office of Personnel Management that average Federal employee retirement ages for optional retirement during the past-three.

fiscal years have been as indicated below. Absent firm retirement commitments from the majority of current NRC Senior Executives, the attached chart can be used in conjunction.with~the government-wide averages to estimate NRC's-expected SES retirements.

FY 89 FY 90 FY 91 Federal workforce at large 60.8 60.8 61.1 SES workforce 59.4 60.1 60.0 a-- a-- 4.. .m .m m

M Eligible, Age 60+ @ Eligible, Age <60 L.J Ineligible l Executives l 250 - /.../ / / /..-/ /.-/'""~~~ l I /../ /.... 200-([. { . Q. 150- ~ j!! / 100- ^ -/ /~ /7 1993-1995 1997 1999 2001 2003 Ineligible 160 134 125 100 73 58 Eligible, Age (60 16 28 23 30c 41 46 Eligible, Age 60+ 39 53 6.7 85 101 111 l L I

j J x h ?,_ .y z e ISSUES AND. RECOMMENDATIONS. [ :- l-

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4 . Enclosure 4 ISSUES AND RECOMMENDATIONS 1. CAREER DEVELOPMENT RECOMMENDATION I.I: "(I) Supervisors and employers should continue to be encouraged to work together to fully utilize the IDP process to define career plans for employees; (2) copies of the IDP should be maintained by the individual employee, the immediate supervisor, the Office Training Coordinator, and Personnel; (3) all-IDPs should be signed by the appropriate Division Director; (4) Division Directors should be encouraged to periodically review the progress of staff in ' implementing their IDPs; and (5) management at al_1 levels should be encouraged to communicate to-employees to the greatest extent possible the expected. long-range plans of the NRC." (AAAC)

RESPONSE

We agree. The Individual Development Plan (IDP). is a practical, effective tool not only for the individual employee but also for the line managers and staff officials responsible for staff development. OP will prepare a reminder to supervisors addressing some of the concepts discussed above. The Office of Personnel has conducted formal IDP -training for a.large number of Offices in Headquarters and the Regions..This training provides step-by- - step instruction on how to complete the IDP 'as well as the roles of the employee and the supervisor in implementing the IDP. IDP workshops are available to any group of employees or managers upon request. Supervisors, employees, and managers are encouraged, as part of this training, to work together to define and develop realistic career goals, and then take the necessary steps to implement and achieve these goals. All levels of management in an office should get involved in using agreed-upon.IDPs as a basis for integrated planning of training, rotations, and other career development activities for the staff. Similarly, providing copies of IDPs-to OP helps in planning the overall training and development-program, and'- facilitates tracking and evaluation of the progress of career development initiatives. Improved communication is one of the agency's principal goals. Specific information about projected NRC workload and human resource needs can be found in the Agency's Human Resources Strategic Plan, which isLbeing provided to Branch Chiefs and will be accessible and available to employees. 4.I

ISSUE 1.1: "While upper level management has generally expressed a strong support for the IDP process, there are some perceptions that lower level management (Section Chiefs and Section Leaders) are often less receptive to its actual implementation. -Lower-level managers, pressed with tight deadlines for completing assignments, are very often unable to release staff for developmental assignments. Some employees have not developed an IDP because they believe it will never be adequately implemented." (AAAC)

RESPONSE

f it is true that lower-level managers, pressed with tight dead'ines for completing assignments, are very often unable to release staff for developmental assignments. That does not mean they are not supportive of ^ rotational assignments and training; it suggests the difficulty of having to balance mission accomplishment with staff develement. IDPs can help overcome such obstacles by providing. upper as well as lower-level managers a planning tool for pooling resources -both human and financial - to provide more effective support for training and developmental assignments. 2. MERIT SELECTION RECOMMENDATION 2.1: " Encourage management support (all levels) of African Americans' participation in the recruitment program administered by the Office of Personnel." (BIG)

RESPONSE

The Office of Personnel currently has 14 African American employees on the FY 93 recruitment schedale. At the beginning of FY 93, a memo from the Director of Personnel to the Office Directors and Regional Administrators asked for support for this major NRC effort. Regarding decisions on which technical employees may accompany personnel recruiters on trips, the Office of Personnel compiles a list of putential technical recruiters from suggestions made by BIG, employees who volunteer, and suggestions from current recruiters. Recruiters t.re tentatively selected for trips, but actual participation is subject to the approval of the-immediate supervisor depending on the work demands of the office. RECOMMENDATION 2.2: " Increase the recruiting efforts at Historically Black Colleges and Universities (HBCU's) and African-American technical conferences."- (BIG)

RESPONSE

~ The Office of Personnel is scheduled to attend career events: sponsored by HBCU's, other colleges having a high African American enrollment,. and technical organizations such as the National-Technical Association and the Nationa' Society of Black Engineers. The FY 93 recruitment schedule includes-participation in career events sponsored by seven HBCU's. 4.2

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The Office of Personnel is seeking to build a strong relationship with the HBCV's through the building of partnerships. These partnerships may include an agreement to engage in special outreach activities such as classroom presentations and other flRC-sponsored events on campus. Our newly hired recruiter, who worked previously at the Office of Personnel Management, has experience in this area and is currently working on a partnership proposal. ISSVE 2.1: "Preihinary reviews of recent hiring trends appear to indicate that insufficient numbers of African-American scientists and engineers are coming into the f4RC (particularly at the GG-12 and GG-13 levels). This may be due to the lack of management support for hiring entry-level and experienced candidates. The long-term c-implications of this trend are disturbing and perhaps corrective L actions should be taken." (BIG) RESP 0f1SE: Targeted recruitment effo*ts for FY '93 focusing on mid-level scientists and engineers include participation at career fairs and conferences sponsored by such professional organizations as the flational Society of Black Engineers I (f1SBE). These events attract African-American scientists and engineers at the mid to senior levels and have proven to be a good source of applicants. Likewise the NRC attends career fairs sponsored by the student chapters of NSBE at colleges and universities throughout the country. African Americans from the NRC, along with members of other minority groups, are participating in the NRC recruitment campaign focused on diversity. A total of fifteen advertisements using African American role models will appear in professional journals and college publications this year. Likewise, African American employees are represented on the recruitment tea 6ns sent to colleges and universities and to events sponsored by professional organizations. Our recruitment plans are dynamic, and we pursue new recruitment sources as they are discovered. Office Directors / Regional Administrators need to become more involved in the selection process by assuring that all minorities, including African Americans, are sought and given bona fide consideration for NRC positions. Although the technical Intern Program in FY 90 and FY 91 was particularly successful in bringing African Americans into the workforce at the GG-7 and GG-9 levels, thus increasing the GG-12/13 feeder group, new hires in FY 92 and FY 93 have been at a much slower pace. ISSVE 2.2: "HEPAC made six recommendations in SECY 92-235, e.g. creation of positions and identification of Hispanics for NRC Human Resources Plan. We know that some of these recommendations have been effectuated in some instances, We know nothing about others.... The HEPAC will monitor these recommendations in the coming year. However, it is evident that more is needed." (HEPAC) 4.3 %,wi.e-r

RECOMMENDATION A: "Look at the proposed mandatory and desirable technical qualifications of a position to determine if such qualifications preclude the selection of individuals who could perform effectively in the position. Since a significant percentage of the Hispanics at NRC are in non-technical series (even though they perform technical work), we believe that the nature of the work performed should be considered when looking at position requirements rather than automatically requiring a specific educational background, c automatically placing the position in a series with specific mandatory tchnical qualifications.... Therefore, HEPAC recommends the establishment of very broad mandatory qualifications. Specific technical qualifications should be reviewed to determine if they can be made into desirable qualificatiuns or eliminated."

RESPONSE

The Agency has to assure that consistent and high level standards exist for those individuals entrusted with the responsibility for regulating the civilian nuclear industry. Technical positions are " professional positions" that generally require knowledge in a field of science or learning characteristically acquired through education or training equivalent to a college degree in the particular field. The requirements of a particular position are outlined in the position description. These requirements cannot be separated from the qualifications required in the vacancy announcement. In other words, the requirements of the For position drive the qualifications required to perform in the position. some positions broad qualifications are acceptable to meet the needs of the mission; other positions require more specific technical qualifications. Selecting officials and personnelists consult prior to the posting of In some positions to determine the skills needed to perform a set of duties. cases, this discussion is elevated to the OD/RA level. Recently, OP has posted several positions using broad qualifications and multiple occupational series. The prime thrust of the NRC's qualifications requirements for engineering and scientific positions is to assure that incumbents are professionals possessing a thorough understanding of the theories and principles of the hard sciences which are applicable to their occupations as exemplified by the university / college level degree (s) earned. The TTC curricula and other ' Agency technical training courses are designed to build on this professional knowledge, and thus bridge the gap between theory and operational practice These with an emphasis on system design functions and integrated operations. courses are not intended to and do not provide students the required basic understanding of scientific principles. RECOMMENDATION B: " Establishment of lower entry-grade bridge positions for Hispanics." 4.4 i

4

RESPONSE

Bridge positions (e.g., Upward Mobility positions) are established agency-wide. Presently, we have nine such positions in the Agency. All employees are eligible to apply. It would be inappropriate to establish bridge positions solely for Hispanic employees. RECOMMENDATION C: " Placement of Hispanics on selection panels."

RESPONSE

We strive, whenever possible, to include at least one minority and one female on all rating panels. Personnel representatives are reminded of this on a continuing basis. RECOMMENDATION D: " Identification of viable Hispanic candidates for 1.s human resources plan and assessing qualifications for positions."

RESPONSE

Enhancing recruitment of Hispanics and expanding the pool of Hispanic applicants are major Agency affirmative action objectives. With respect to assessing qualifications for positions, as discussed in the - responses to Recommendation 1, above, the requirements of.a position drive the qualifications required to perform in-the position. Selecting officials and personnelists consult prior to the posting of positions to determine the-skills needed to perform a set of duties. Recently OP has posted several positions using broad qualifications and multiple occupational series. RECOMMENDATION E: " Positive action to increase Hispanics at SES/SLS and feeder groups to offset expected high SES/SLS attrition."

RESPONSE

In anticipation of potential SES attrition within 18 to 36 months, the NRC's Executive Resources Board decided in FY 1992 to announce the SES Candidate Development Program (CDP). The CDP will open for applications in early 1993, and selectees are_ expected to-begin program activities in July 1993. All levels of senior agency management involved in the CDP selection process (the Executive Resources' Board, the Executive Development Committee, and the EDO) are sensitive to the-role these selections will play in increasing diversity. among the SES ranks as the projected retirements occur and CDP graduates are eligible to move noncompetitively into SES positions. SLS attrition is not projected to be as rapid as for the SES, but as stated elsewhere in this paper, the agency is committed to increasing diversity at all levels and for all underrepresented groups. RECOMMENDATION F: "The COOP program be a target of Hispanic affirmative actions." 4.5 m m

RESPONSE

OP has developed a 1992/1993 university recruitment schedule which includes five HACU schools plus numerous others which have a high concentration.of Hispanic students in engineering and scientific disciplines. NRC recruitment teams also attend numerous student and society job fair. which specifically target minority students including Hispanics. Cooperative Education students are recruited at each of these events. In addition, the I;RC is working with HACU to recruit a student for the Coop-in-Residence Program. Under this program, a Co-operative Education student is hired from a HACU school, serves as liaison between NRC and the school, and will participate in strategic planning for recruitment from the HACUs. RECOMMENDATION 2.3: Implement EE0C measures to correct Hispanic underrepresentation; prevent net losses of Hispanics in retention and grade level; end Hispanic underrepresentation at most grade levels by 1995. (HEPAC)

RESPONSE

As noted in Enclosure 1 of this paper, enhancing recruitment of Hispanics and expanding the pool of women and minorities, including Hispanics, in professional, supervisory, management, and executive positions are major Agency affirmative action objectives. The NRC will continue, and where possible increase, the successful efforts that have led to an increase in Hispanic employment in the last five years, but cannot realistically set a target date to eliminate underrepresentation. We also anticipate that the heightened awareness throuahout the Agency of the importance of affirmative action, as well as the continued offorts of the Executive Resources Board Review Group, will continue to improve both the recruitment success and the selection / promotion rates of all minorities, including Hispanics. RECOMMENDATION 2.4: Focus on creative ways to retain and advance current Hispanic employees, especially in categories from which role models are drawn; for example, in the Senior Level Service, the Senior Executive Service, and at the GG-15 level. (HEPAC)

RESPONSE

As stated on page 1.8 of this paper, the Executive Resources Board Review Group, appointed by the EDO, examines all merit selection packages for GG-15 and above positions. Office Directors and Regional Administrators are advised in writing of the availability of women and minorities on the Best Qualified List. We believe that these efforts will ensure bona fide consideration:of all candidates, and this will improve the advancement of Hispanics as well as other minorities. 4.6

~- The NRC has only recently begun recruiting to fill new positions in the Senior Level Service. As of the end of FY 92, no Senior Level (SL) positions had been filled other than by conversion of individuals currently on board in either SES or "supergrade" positions. As establishment of ard recruitment for SL positions gain momentum, the recruitment efforts for these positions will be subject to the same emphasis on attracting women and minority, including Hispanic, applicants, and the same scrutiny from the ERB Review Group, as recruitment for other higher level positions. Efforts will also continue to ensure that Hispanic employees are used on rating panels whenever feasible. RECOMMENDATION 2.5: " Expand the Intern Program to include experienced professionals outside of the nuclear field (e.g., non-nuclear technical professionals.)" (BIG)

RESPONSE

The Agency has always utilized experienced professionals outside the nuclear field (e.g., electrical, mechanical, materials, and chemical engineers, and health physicists). We have hired these individuals in large numbers. The majority of African Americans hired have experience or educational credentials in disciplines outside the nuclear field. Experienced professionals that have been hired have the skills needed to perform in the positions for which they were selected. They may need a period of time to become oriented to the standard operating procedures of the Agency and that is normally provided by the immediate supervisor. Any operational training, if needed, including training at the TTC, can also be provided. TTC courses that are normally taken by inspectors and interns may also be taken by experienced professionals if management determines that such a need exists. This type of training it normally approved in order to enhance or augment existing knowledge and experience. ISSUE 2.3: "How are rotational assignments to be credited toward rating factors for future job positions? Will the AUTO Lan system be utilized for rotation assignment posting by management for short term task functions?" (BIG)

RESPONSE

Experience gained while on a rotational assignment may be credited toward meeting the qualifications for a position as well as toward enhancing one's overall rating if the experience is applicable to the position being filled and if the applicant includes such experience in the application package. Generally, however, rotations to " ungraded" duties cannot be credited toward meeting time-in-grade requirements. We are planning to utilize the AUTOS system for advertising vacancies as wall as rotational opportunities as appropriate. 4.7

1 3. COMMUNICATION OF EE0 G0ALS AND OBJECTIVES ISSUE 3.1: While the committee believes that EE0 initiatives are strongly supported by the Commission, the JLMEEOC is concerned about a perceived lack of management support in EEO-related areas. This issue was raised at the last Commission briefing and the JLMEEOC believes it has not been resolved. (JLMEE0C)

RESPONSE

The effort to communicate the agency's commitment to EE0 and affirmative action to all levels of management and to all employees is ongoing. The particular concern raised at the last Commission briefing was a perception that spending time on EE0 matters was viewed negatively by some managers. Discussion of limiting the amount of time an employee could spend on EE0 committee business had the unfortunate effect of reinforcing that perception, notwithstanding the ultimate adoption of a more liberal standard. ISSUE 3.2: Written EE0 policies and procedures are not maintained in a central location. (CAD)

RESPONSE

SBCR, with the assistance of OP and 0GC, will develop an index of documents that set forth HRC EE0 policies and procedures and makt them available at a convenient central location by April 1,1993. ISSUE 3.3: " Enhance communications with the Regions regarding EE0 matters and receive input to the JLMEE0C from the Regions." (JLMEE00)

RESPONSE

Regional EE0 Committees, Federal Women's Program coordinators, or other employees such as EE0 counselors serving as Regional contacts for Headquarters committees will be encouraged to provide input on various issues as appropriate. SBCR will ensure that useful information such as minutes. of meetings will be provided, if this is not currently being done. RECOMMENDATION 3.1: "Once the sessions on Sexual Harassment Training are completed, a similar program be developed to explain the EE0 process. Training in the EE0 areas is a major initiative for the current committee." (JLMEE0C)

RESPONSE

As described on p.1.13 of this information paper., offers a full complement of EE0-related courses that explain the EE0 process. EE0 for Manaaers and Supervisors-is a two-day course for new managers and supervisors that includes discussion of EE0 laws and regulations. the EE0 complaint process, and a module on cultural diversity. EE0 at NRC is a half-day course, open to all NRC employees, that also explains the EE0 process including the role of the 4.8

-8 EE0 counselor in resolving EE0 concerns. Other EE0-related courses described in more detail in other sections of this paper are Cultural Diversity at_11RC, Sexual Harassment Prevention, and Aae in the NRC Workforce. Additionally, three supervisory courses offered by OP -- Interviewino Skills, Eupervisina lipman Resources, and Performance Appraisal -- include discussion of pertinent EE0 case law and relevant Agency EE0 issues and policy. RECOMMENDATION 3.2: Coordinate sexual harassment policy statement with the EE0 Advisory Committees and revise to reflect comments received. (FWPAC,JLMEEOC)

RESPONSE

All EE0 Advisory Committees were given a draft copy of the sexual harassment policy for review and comment. Comments were due to OP by January 22, 1993, and will be incorporated as appropriate. Comments received from the FWPAC have already been reviewed and incorporated. ISSUE 3.3: Specific questions should be asked in the upcoming employee survey on the utilization and implementation of the IDP process and on age-related issues. (AAAC and CAD)

RESPONSE

In the spring of 1993 the Office of Personnel will administer an all-employee-survey n how employees view their work, jobs, and careers. Most of the questions in the survey will.be extracted from surveys administered by the Merit Systems Protection Board and the Office of Personnel Management so that we can compare NRC responses with responses from the rest of the Federal-government. If there are areas of concern for which there are no comparable data, we will work with the EE0 Advisory Committees to structure some questions that do address their concerns. 4. VALUING EMPLOYEES ISSUE 4.1: "The Committee on Age Discrimination believes it is significant that about 75 percent of the NRC's active EE0 complaints (as of September 30,1992) are based on age. There are 19 active complaints, and 14 of these are age-related. Eight are based on age alone, while 6 are based on age along with other' protected classes. We believe the agency needs to determine why there are so many age complaints and,.where possible, take action to correct the situations that are causing these complaints." (CAD)

RESPONSE

We $arce that the agency needs to pay close attention to concerns about real or srceived instances of age discrimination. SBCR will continue to review investigative reports stemming from complaints for insights into the causes of complaints and for indications of patterns of behavior that have-potential for generating complaints. 4.9

l We expect to gather additional insights into attitudes about the effects of age in the workplace through the employee survey to be conducted in the spring of 1993. In the meantime, the agency is offering employees a new training course, aae in the Workplace. Feedback from course participants may provide additional information on how age is perceived as a factor in the utilization of agency staff. RECOMMENDATION 4.1: "There is a need for developing a creative approach to change the stereotyping or perception that APA staff are only competent as technical personnel and are not considered for potential management positions." (APA)

RESPONSE

One approach we can -- and do -- use is to discuss stereotypes in our course entitled Cultural Diversity at NRC. Stereotypes and myths about different ethnic groups are a major focus of this workshop; and a considerable amount of time is spent on Asian Pacific Americans, since this is a group well represented in NRC's workforce. Cultural Diversity at NRC was offered several times in FY 1992, and will continue to be offered in FY 1993. We will ask the instructor specifically to address this particular stereotype in future sessions. Cultural diversity is also a module in our two-day course, [E0 for Manaaers and Supervisors, which we hold in Headquarters and +' Regions throughout the year. Again, in response to the Committee's i ommendation, we will focus some discussion on this particular stereotype. 5. EVAL.VATION OF EE0 EFFORTS ISSUE 5.1: In order to analyze performance appraisal experience, the Committees have requested the development of a consolidated data base containing basic, non-identifying employee information for the periods 1987 to present. (Ct.D)

RESPONSE

OP staff is working with IRM contractors to develop a method of combining the existing historical performance appraisal data bases into a form that will be of use to the Committees. We estimate that the new program will be available in March 1993. ISSUE 5.2: Have OP provide basic non-identifying, employment data about employees who were rated "A" for NRC-wide competitive selections in FY 93 and future years. (CAD)

RESPONSE

Merit selection data is not available in automated form at this time. OP is currently working with IRM to design a system to automate the preparation and processing of merit selection certificates. We expect the system to be operational in FY 1994. When in place, it will support demographic and cohort analyses of merit selection processes and results. 4.10 l

.9 ISSUE 5.3: Examine " pertinent statistics on the demographics and socioeconomic representation of Asian Pacific Americans as they-may relate to inadvertent discrimination and barriers to equal opportunity at NRC." (APA)

RESPONSE

At present, OP is attempting to develop a data base with ten years of historical data on the NRC workforce. This data base will be provided to all of the EE0 Committees thriugh SBCR. The Committees will receive data files that will allow them to produce demographics and economic analysis. -These data should be available in April 1993; the specific data requested by the' APA committee will be available in May 1993. RECOMMENDATION 5.1: Determine th? effectiveness of career development programs in achieving the Agency's EE0 goals by tracking the career paths of participants. (JLMEE0C,FWPAC, BIG)

RESPONSE

We agree with the Committees that it will be useful to track the career paths of participants in the Intern, Women's Executive Leadership, and Executive Potential Programs, and the newly created Supervisory Development and SES-Candidate Development Proorams. We will provide the Committees with information about our tracking system once it is in place. It is important to note that in creating the Supervisory Development and SES Candidate-Development Programs, one of the objectives is to-create a pM of qualified employees that are ready for first-line supervisory or SES positions. This pool represents one source of candidates for such positions. - Completion of one of these programs, however, does not guarantee or suggest eventual promotion to or placement in suci'.- positions. With respect to BIG's recommendation to identify " key parameters which will aid in performing a high-quality evaluation of the rotational and Supervisory Development Programs," the key parameters will differ for rotational assignments and for the Supervisory Development Program, since rotational assignments may be career enhancing but are not part of a formal career development program. We will work with BIG on developing-a high-quality evaluation of rotational assignments and the Supervisory Development Program. 4 4.11

h e EE0 ADVISORY COMMI1 TEE STATEMENTS i .m m ___________m__._____.m..________m_.______:_________

. _ ~. _. v _ 4 SEMIANNUAL EE0 COMMISSION' BRIEFING NRC AFFIRMATIVE ACTION ADVISORY COMMITTEE PAULINE BROOKS, CHAIR FEBRUARY 1993 i DISCUSSION 4 The Affirmative Action Advisory Committee.(AAAC) believes that the Commission and the EDO are committed to providing equal employment opportunities. (EE0) he for all employees at the NRC. Response'to'this commitment is evidenced by t recent gains in the number of women and minorities-promoted _to GG-15.. These recent gains offer the potential for future. additional increases in the number of women and minorities promoted to supervisory positions, a continuing-concern of the AAAC. While the AAAC is encouraged by the commitment and response of the Commission and the ED0 to EEO, the members of the AAAC, all with different educational backgrounds,'different levels of seniority and holding different positions'at the NRC, have a major concern. The AAAC is concerned that the commitment-espressed by upper level management may not be fully expressed at all levels of management. The AAAC would like to see better communication of EE0 affirmative action goals throughout the management structure to ensure that all managers. understand and support the program. As an example, over the last year, upper managementoat'the.NRC:has placed a strong emphasis on staff development,: especially as a means of increasing-the. number of women and minorities promoted to. management: positions. The-emphasis on staff development has been expressed primarily in' terms of' encouraging staff members to develop lan Individual Development Plan (IDP).' The AAAC believes that the IDP.-process has the potential to be an excellent-tool for developing a well-trained staff with capabilities to handle' future challenges within the nuclear industry. IDPs, properly-used, ;not only cant help to improve the overall competency of thef staff, but also they can aid ~in developing a staff that appropriately reflects our national diversityLat all= levels of the NRC staff. However, the IDP process will not effectively help bring about the. desired ? progress unless all levels of' management fully support it. While ' upper level.. management has generally expressed a strong supp~ t for the IDP process, there are some perceptions that lower level management (Section Chiefs and Section. Leaders) are often less receptive to its actual' implementation. Lower-lever ~ managers, pressed with tight deadlines for complet.i.ng assignments, are very of ten unable to release staff for developmental assignments. ' Some employees have not developed an IDP because they believe it will never be adequately implemented. i N w -.mm w-g.- m 4 me w, w.,,, ,,#9 q,.p,. "TW*W--*pt'

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e RECOMMENDATIONS l The AAAC recommends that the first step to be undertaken to ensure that the IDP process is most effective is'to gather additional information on the utilization and implementation of the IDP process. Specific questions should be asked, in the upcoming NRC Employee Survey, to identify some of the problems that employees are encountering in the IDP process. Pending results of the survey, (1) supervisors and employers should continue to be encouraged to work together to fully utilize the IDP process to define career plans for employees; (2) copies of the IDP should be maintained by the individual employee, the immediate supervisor, the Office Training Coordinator, and Personnel; (3) all IDPs should be signed by the appropriate Division Director; (4) Division Directors should be encouraged to periodically review the progress of staff in implementing their IDPs; and (5) management at all levels should be encouraged to communicate to employees to the greatest extent possible the expected long-range plans of the NRC. This information will be useful to staff in shaping their career goals so as to help NRC achieve its long-range goals. Additional changes to the IDP process may be appropriate depending upon the outcome of the survey. The AAAC believes that the future of the NRC rests in the recruitment and retention of the highest caliber individuals. As the percentage of minorities and women in the nation's workforce increases, it is important to utilize these individuals more effectively. We believe that effectively implementing IDP programs on an individual basis with proven results for all protected groups is one way to assure that NRC can maintain pace with the changing work force and meet its mission. We further believe that a very significant step in achieving this objective is to ensure that all levels of management are fully committed to IDP implementation. We therefore urge the agency to implement the above recommendations. 7 m -.y._ m.

SEMIANNUAL EEO COMMISSION BRIEFING NRC COMMITTEE ON AGE DISCRIMINATION SHARON R. CONNELLY, CHAIR FEBRUARY 1993 The Committee on Age Discrimination believes it is significant that about 75 percent of the NRC'S active EEO complaints (as of September 30, 1992) are based on age. There are 19 active complaints, and 14 of these are age-related. Eight are based on age alone, while 6 are based on age along with other protected classes. We believe the agency needs to determine why there are so many age complaints and, where possible, take action to correct the situations that are causing these complaints. In July 1992 the Committee presented a briefing paper to the Commission in which we noted three key points: (1) the median age of Federal employees in the workforce is expected to increase from age 41 in 1987 to age 44 by the year 2000, and this trend is expected to continue during the early years of the 21st century; (2) the number of older workers will increase dramatically during the early years of the 21st century, and (3) the national resource pool from which Federal employees will be selected will be maturing, thus perpetuating a mature Federal labor force. We emphasized the importance of training and development programs that are sensitive to the needs of current employees and the need to offer a work environment that will challenge, motivate, and encourage employees to stay in the workforce instead of retiring prematurely. We identified four objectives as our highest priorities: Identify ways to avoid real or perceived age o discrimination Review personnel statistics to identify existing and o emerging patterns and trends in personnel actions, including performance appraisals, awards, assignments, promotions, and training Heighten awareness of staff and managers on rights and o responsibilities under the age discrimination laws o Inform managers about perceptions in the NRC workforce regarding age discrimination The Committee has undertaken several projects to achieve these objectives. These projects are intended to result in constructive recommendations to the NRC. Our progress in completing these projects is provided below. i

2 Statistical analyses This is an area of considerable concern to the Committee. The Committee is authorized by its charter to received timely statistical information on the NRC's employment profile that is available in OF's data base. In order to analyze performance appraisal experience, the Committee has, for more than two years, requested a consolidated data base containing basic, nonidentifying employee information for the periods 1983-1990. We recently modified our request to cover the more limited period of 1987-1991. To date, we have not received this information. We have been advised that OP is developing a system to capture information from "A" candidate lists develope 3 as part of the employee selection process. We have requested basic, non-identifying, employment data about the employees who were rated- "A" for NRC-wide competitive selections made in FY 93 and future years. When it is available, this information will facilitate analyses of the EEO characteristics of persons selected for competitive positions. In a memorandum dated October 6, 1992, the other EEO Committees joined us in our request for basic employment information. A-copy of the memorandum is attached. We continue to believe an analysis of_this information is needed to identify any areas where improvements are needed. Education of manaaers and staff We are continuing to explore ways to educate NRC's managers and staff on how to recognize and prevent age discrimination. The-Committee would like to ensure that NRC employees understand what constitutes age discrimination and its attendant stereotypes and that employees are aware of their rights and responsibilities under the age discrimination laws. We are pleased to note that OP has developed and scheduled a half-day workshop on age in the NRC. We would encourage all employees, and particularly managers, to attend this training. Review of NRC's EEO trainino crocrams The Committee has reviewed several of the NRC's EEO training programs to determine whether we have any recommendations-with respect to the coverage given to the prohibitions against age discrimination. We have found that, generally, appropriate coverage is being given to age discrimination issues. Review of NRC's. formal EEO colicies and procedures We have initiated a review of-written EEO policies and procedures in the NRC to ensure that age is included along with other EEO categories. We.have found tho+. these policies and procedures are i

e. 3 not maintained in a central location, so the Committee has begun an agency-wide search to find documents that formalize guidance pertaining to EEO matters. Advise acency with respect to activities that have notential for ace discrimination In August the committee advised the Director, SBCR that the award of grants to " promising people" between the 27 and 35 under the International Affairs Fellowship Program might constitute age discrimination. In response to the committee's concerns, the agency declined to participate in the: program until guidance was received from the office of General Counsel. We also reviewed and provided advice from an age perspective on a recent employee announcement. Assess employees' oerceptions about ace discrimination The Committee has continuing concern about the dominance of age as a factor in active EEO complaints within the NRC. Several months ago, the committee developed a brief questionnaire to be completed by NRC employees regarding their views on age discrimination, but a decision was made by management to obtain the information as part of an "all employees" questionnaire from OP covering a broad range of subjects. The op questionnaire, in its current format, does not answer the same questions-as the Committee's proposal and provides only a very limited coverage of discrimination issues. However, representatives of the Committee are working'with OP to help develop questions relevant to age-related issues. We are concerned over_the delay in gathering this information and would encourage the' prompt development and distribution of the all employees' questionnaire. The Committee held its annual election of officers and new members in November. Sharon Connelly will continue to chair the Committee in the coming year, Thomas Bergman will serve as vice-chairman, and Marc Harper will serve as secretary. The Committee looks forward to assisting the agency in age-related matters over the coming year. In closing, we would like to thank Bill Kerr for the support and guidance he has given the Committee over the years. We wish him well in his retireuent.

.f,pa ttogie, UNITED STATES I g NUCLEAR REGULATORY COMMISSION >n l WASHING TON. D. C. 20555 o' %.'.'.../ OCT 0 31992 MEMOPANDUM FOR: Paul Bird, Director Office of Personnel THRU: William B. Kerr, Director Office of Small and Disadvantaged Business Utilization and Civil Rights FROM: Pauline Brooks Affirmative Action Advisory Committee Sharon Connelly, Chair Committee on Age Discrimination Cardelia Maupin, Chair NRC Chapter of Blacks in Government Clare V. Defino , Chair Federal Women's Program Advisory Committee Maria E. Lopez-Otin, Chair Hispanic Employee Program Advisory Committee Clayton L. Pittiglio, Chair Labor-Management /EEO Advisory Committee

SUBJECT:

EEO INFORMATION In previous EEO Commission briefings, Chairman Selin has expressed his interest in cohort analyses with respect to the agency's EEO achievements. We believe that the competitive personnel selection process lends itself to cohort analysis, since people on the "A" candidate lists have similar characteristics and have been identified as the best qualified group of applicants for a particular position. As discussed in your September 23rd meeting with the EEO committee chairs, the Office of Personnel is establishing a system to capture information from the "A" candidate lists that will be provided to the EEO advisory committees. The Committees would like to obtain information from the "A" candidate lists used in personnel selections in order to-compare the EEO characteristics of the employee selected for each position with the EEO characteristics of the employees who were not selected. Accordingly, we request that you-provide the basic employment data (as identified below) for all employees who. ware rated "A" for all NRC-vide competitive selections to be made in FY93 and futura years, including an identifier to note the successful candidate. If feasible, we would like to receive the data on a quarterly basis.

4 1 With respect to other EEO-related matters such as performance appraisals, additional cohort-type analyses cannot be carried out with the annual data that is now being provided; a consolidated data base containing employee information for a period of years ] is required. The Committee on Age Discrimination (CAD) has previously requested a consolidated data base containing employee information for each individual who was employed at any time during the period 1983-1990. The CAD recently modified its request to cover the period 1987-1991. We have reviewed the CAD's request and believe that the information requested will be useful to all~the committees. Therefore, we request that the following basic employment information be made available: Status - Manager / Supervisor /Non-Supervisor Occupational Code No. Grade Veteran Preference Office l EEO Category (Coded Letter Designation) Gender Dat.e of Birth NRC Employment Date Service computation Date Promotion History Performance Appraisal History (for consolidated data base only) Any questions regarding this request can be referred to Sharon Connelly, telephone 492-8184. I JAh Pauline Brooks, Chair Sharon Connelly, Chair Affirmative Action Advisory Committee on Age - [' Discrimination Committee I {(Carde11a Maupin, CIAir bytii V. Defino Chair NRC Chapter of Blacks-in Mderal Women's Program Government Adviso 4tte J. - )/ 3 - c/ L' _Ab l Mm Maria E. Lopef-Otin, Chair CM tori jL. PiptigJio, Chair-Hispanic Employee Program or-Management /TEO Advisory Committee CommittoV (/' f s.-s-s ,e--

ASIAN PACIFIC AMERICAN ADVISORY COMMITTEE STATEMENT THE UNITED STATES NUCLEAR REGULATORY COMMISSION POSITIVE ACTION The Asian Pacific American Advisory Committee (APAAC) was formed ar.d chartered in September 1992. We believe that the approval of APAAC is recognition of the contributions and concerns of the APA staff by the EDO. Although it is too early to draw definite conclusions, it is evident that NRC has heightened its awareness of the concerns of the NRC APA staff. We are encouraged that the chartered APAAC is a visible commitment of NRC management's willingness to work with the APA staff. It was.through the spirit of cooperation and close coordination with the Civil Rights Office that a highly successful program was presented during Asian Pacific American Heritage month in May 1992. This was an opportunity for.the APA staff to demonstrate its leadership to formulate and present a meaningful program creating a greater understanding of the diverse APA staff at NRC. INITIATIVE Although we have been newly chartered, we have yet to establish a data base to. define a profile for the diverse APA staff at NRC. We are extremely interest-ed in examining pertinent statistics on the demographics and socioeconomic representation of Asian Pacific Americans as they may relate to inadvertent discrimination and barriers to equal opportunity at NRC. We have taken the initiative to request such data in our memorandum of December 3, 1992 to the Director of the Civil Rights Office. RECOMMENDATIONS There is a need for an effort to improve placement of qualified and experi-enced diverse APA staff on Commission staffs, Senior Executive Service, and Senior level positions. There is a need to increase the number of qualified and experienced diverse APA staff in various offices at NRC at the GG-15 and management positions. There is a need for developing a creative approach to change the stereotyping I or perception that APA staff are only competent as technical personnel and are-not considered for potential management positions. The recruitment program should include ' colleges and universities with diverse APA students and national. conferences held by numerous Asian and Pacific American organizations. I There is a need to include APA staff on panels to review and rate applicants for supervisory, management, and executive positions to ensure fair consider-l ation.

m NRC CHAPTER OF BLACKS IN GOVERNMENT (BIG) PRESENTATION TO UNITED STATES NUCLEAR REGULATORY COMMISSION A. POSITIVE ACTIONS

1. Increase in numbers of African Americans in GG-15 and Section Chief position.

We feel that the recent promotions to GG-15 and Section Chief positions reflect a serious initiative by NRC senior management to reward superior professional achievement without regard to race. Although it is still too early to draw definite conclusions the feedback from the Executive Review Board (ERB) review process seem to have heightened the awareness of those involved in the rating and selection of GG-15 level positions regarding the availability of highly qualified women and minority applicants. We are encouraged by the use of the ERB review process as a tool to monitor progress in the promotion of black employees. We hope that African-American employees will continue to be fairly appraised and promoted in recognition for their outstanding achievements.

2. Increase in technical staff in EDOs and Commissioner Selin's office.

Both Mr. Taylor (the EDO) and Commissioner Selin have shown outstanding leadership in placing African-Americans on their technical staff. The lack of African-Americans on the Commissioners' staffs has been an outstanding concem in past briefings and we commend Commissioner Selin on taking this initiative within a few months of assuming his term. B. PROBLEM AREAS

1. Need continued improvement in placing African-Americans on the Commission and senior management technical staff.

Although we have seen progress recently in olacing African-American employees on the staffs of_ senior managers, much work is yet to be done. Blacks in Govemment has asked for several years that the Commissioners and senior managers consider placing qualified African-Americans on their technical staffs. With the few exceptions noted earlier, this still has not taken place to any significant degree..We believe that African-Americans can bring new and creative approaches and perspectives in the resolution of current and future technical, administrative, and politicalissues related to the effective regulation of nuclear power.

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2. Lack of incoming African-American employees.

Preliminary reviews of recent hiring trends appear to indicate that insufficient number of African-American scientists and engineers are comino into the NRC q (particularly at the GG-12 and GG-13 levels). This may be due to the lack of management support for hiring entry level and experienced candidates. The long-term implications of this trend are disturbing and perhaps corrective actions should be taken. C. RECOMMENDATION

1. BIG believes that implementation of the following recommendations will have a significant positive impact on the increase of African American technical employees at the agency, s.

Expand the Intem Program to include experienced professionals outside of the nuclear field (e.g. non-nuclear technical professionals). There are many capable African-American scientists and engineers who have excellent technical backgrounds which could easily be adapted to nuclear regulation. By exposing these candidates to nuclear-related classroom training and rotational assignmerits throughout the agency, their skills and experience could quickly and effectively be utilized by the agency to accomplish its safety mission. b. Encourage management support (all levels) of - African-Americans participation in the recruitment program administered by the Office of Personnel. Management at alllevels must become aware of the value and importance of the African-American role (especially technical professionals) b NRC-sponsored recruiting efforts. Currently, there is some confusion as to which technical employees may accompany personnel recruiters on recruiting trips. c. Increase the recruiting efforts at Historically Black Colleges and Universities l (HBCUs) and African-American technical conferences, i HBCUs and technical conferences hosted by such groups as the National l Society of Black Engineers and the National Technical Association provide fertile ground from which to recruit African-American scientists and engineers.

2. BIG believes that emphasis should be placed on identifying key parameters which will aid in performing a high-quality evaluati 3 of the rotational and Supervisory -

Development Programs. Because these programs are in their initial stages, we - would like to work with the program developers in instituting a comprehensive review program to ensure that the goals of these programs benefit all segments of the agency community. 1 2 li N

~

D. OUTSTANDING ITEM FROM THE JULY 1992 EEO BRIEFING At the July 1992 EEO briefing, BIG was asked to provide more information regarding the benefit of participation in the rotational program for African American employees. Given the extensive nature of the modifications which have occurred to the old program, comments would not be relevant at this time. There are issues which should be addressed by the new program which is why we request additional interface regarding the measurement and assessment of the program's effectiveness. For example, how aro rotational assignments to be credited toward rating factors for future job position? Will the AUTO LAN system be utilized for rotation assignment postings by management for short term task functions?- t E. FUTURE ITEMS

1. BIG will put additional emphasis on the review and analysis of career development programs and upward mobility trends for African-American employees in clerical-and administrative occupations.

2. BIG will also devote additional effort to the review of NRC career development programs, particularly the improved rotational program and the Supervisory Development Program (SDP).

1 3 l

e s STATEMENT OF THE FEDERAL WOMEN'S PROGRAM ADVISORY COMMITTEE (FWPAC) TO THE COMMISSION FEBRUARY 1993 Chairman Selin, Commissioners, my name is Clare DeFino, Chairperson of the Federal Women's Program Advisory Committee (FWPAC). On behalf of the Committee, I am pleased to have this opportunity to address you. Since the last briefing, the Committee has focused its efforts on several key issues concerning women including, sexual harassment, career developmant and the child care center. Sexual harassment in the workplace is of increasing concern, and FWPAC welcomed the opportunity to participate in NRC's pilot sessions of_ sexual harassment workshops now being offered to all employees. FWPAC-also provided detailed comments on the draft NRC policy statement on sexual harassment. We hope our suggested changes will be incorporated in the final statement so that comprehensive information about the roles and responsibilities in dealing with sexual harassment is clear-to all employees. The Committee has sponsored several career development workshops during the last six months, including two seminars on the rotational assignment program, and a session on the Administrative Skills Enhancement Program for secretaries. NRC managers and the Office of Personnel provided extensive support for these programs to provide information on opportunities for career enhancement. Additionally, FWPAC sponsored two in its continuing series of networking luncheons to provide opportunities for personnel to broaden their agency contacts. We commend the Agency for its continued support of career development programs such as the Executive Development Program, ' he Women's Executive Leadership Program, and the recently-c created Supervisory Development Program. These programs are excellent vehicles for preparing qualified women and minorities for senior level positions. The Committee recommends, however, that the utilization and success'of these program in achieving-the Agency's EEO goals for women and minorities be monitored in order to determine their effectiveness. The Committee has also been actively monitoring the development of the Child Care Center, by serving as an auxiliary member of the Child Care Center Committee.- We are pleased with the progress made thus far, and plan to continue our involvement. Wei appreciate the office of Personnel's efforts to keep us informed. As discussed at previous meetings, when looking towards the future, the agency needs to continue to be aggressive in_its pursuit of a management structure that is-representative of the emerging culturally diverse work force. Progress continues to be l. l

4 d-slow in promoting women and minorities to SES positions, and there has been a minimal percentage increase in the number of. + women in the " feeder group" (GG13-15) positions. Furthermore, FWPAC is concerned about the lack of siinority women in the SES. We are pleased that there has been a significant improvement over the past four years in the GG-15 group where the percent of women has increased from 5.5% to 10.5% of the total number of GG-15s. Again, however,-minority women are minimally represented in this group. With this increase in the pool of qualified women for managerial positions, FWPAC expects that there will be an increase in-the representation of women, including minority women, in SES positions in the near-term. Finally, the Committee commends the NRC for its< recruitment and-career development initiatives to increase the representation of women and minorities in management and senior level. positions. We are pleased to see continued commitment to this goal. We appreciate your support and this opportunity to meet with you; we look forward to exchanges in the future. -y,

STATEMENT OF THE IIISPANIC EMPLOYMENT PROGRAM ADVISORY COMMITTEE (HEPAC) TO THE COMMISSION FEBRUARY 1993 - - j In November 1991, the NRC began to focus on Hispanics at she NRC in terms of their numbers. -We are gratified that in the current paper, the under-representation of-Hispanics at the NRC in all occupational categories and grade levels is recognized and that the term under-representation is used. His term is important, as it allows NRC senior management, if they desin, to implement creative measures, sanctioned by the ~ Equal Employment Commission (EEOC) to rectify this under-npresentation.= J ne under-representation of Hispanics at the NRC has been historical and we ati HEPAC would like to commend present agency management (i.e, the Commission,- EDO and OP) for bringing Hispanic under-representation into the open. Hispanics are the j only sex or minority group that is consistently under represented in the EEOC's _ compilation of data comparing current representation of women and minorities in the NRC with their availability in the civilian labor force. Recognition of a problem is the first step towards its resolution. Corrective actions must follow. In this ngard, HEPAC recommends that a "tw& pronged" strategy focussing both on recruitstal and retention be established. RECRUITMENT: De HEPAC sotes and applauds the efforts being made to recmit qualified Hispanics. We have participated in recruitment trips and strafegy sessions and offer our continued assistance in this endeavor. I RETENTION / CAREER ENHANCEMENT: l l However, " recruitment" is but half our strategy. De HEPAC would like the - L same effort and energy that is being spent on recruitment, to be given to efforts-l at retention and advancement of Hispanic personnel already on Board. cHe need ~ for these efforts is critical. For evample, there are only two Hispanic males in - the Senior Executive Service, one Hispanic male in the Senior level Service, and : no Hispanic females on either category. At the GG-15 level, the NRC only has four Hispanic males and two Hispanic females.--Since most of our recruitment efforts are targeted at the latern program, unless we focus on cuative ways to adrance the Hispanics on board we will continue to be under-represented in - these highly visible categories from which role models are drawn. - [ l l l 'we.d= wm-b elip. q g es. ,e.,,e g. m ey

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m 4 2 HEPAC made six recommendations in SECY 92-235, e.g., creation of " bridge" positions and identification of Hispanics for NRC Human Resources Plan. We know that some of these recommendations have been effectuated in some instances. We know nothing about othen.. (This may be a case of the tne falling in the forest" with no one there to hear hs fall, so inclusion and communication with HEPAC would be beneficial). The HEPAC will monitor these acommendations in the coming year. However, it is evident that more is needed. RECOMMENDATIONS: Unless we want to be hen year after year discussing NRC's continue " ~ under-representation of Hispanics (even as the Hispanic population in the U.S. increases) the HEPAC would like to see: e A Commitment from the Commission and NRC senior management to. hnplement measures recommended by the EEOC to correct under-repnsentation.

• A Commitment from the Commission and NRC senior management to-institute proactive measures designed to prevent net-loses of NRC Hispanic employees in terms of both retention and grade level.:

e A commitment to end under-representation of Hispanics at the NRC at most grade levels, if not in all categories, by 1995. L-p c. 4

l JOINT LABOR MANAGEMENT EQUAL EMPLOYMENT OPPORTUNITY COMMITTEE PRESENTATION TO THE UNITED STATES NUCLEAR REG'JLATORY COMMISSION Mr. Chairman and Commissioners, I am Larry Pittiglio, the current Chairman of the Joint Labor Management Equal Employment Opportunity Committee (JLMEE0C). The Committee was established by the Nuclear Regulatory Commission and the National Treasury Employees Union (NRC/NTEU) Collective Bargaining Agreement to advise the NRC on matters about equal employment opportunity (EE0). Since our last Commissioning briefing, the committee membership has changed because many of the previous members' appointments expired. The current members are Lisa A. Shea, Ronald B. Uleck, Michael F. Weber, Mindy S. Landau, Dawn D. hoss, Ann E. Garcia, and David B. Matthews. We thank you for this opportunity to discuss EEO-related matters and welcome any comments you or your staff may have. Since the last briefing, the committee has focused its efforts on four specific areas related to EEO. The change in membership has resulted in a minor change in focus of the JLMEEOC's activities. During the past two years, one of the main focuses of the JLMEE0C has been in developing educational programs in EE0 related areas. Significant progress has been made by the Office of Personnel in this area. l The Sexual Harassment Training is an excellent program and will provide significant benefit. Two key points that the committee has raised as a result of attending the Sexual Harassment Training are a lack of understanding of the EE0 process by both management and the staff, and the lack of a Policy Statement on Sexual Harassment. The committee has participated in the pilot session on Sexual Harassment Training and will continue to evaluate this

program, in addition, the committee has evaluated the current draft Policy Statement on Sexual Harassment prepared by the Office of Small and Disadvantaged Business Utilization and Civil Rights, SDBU/CR, and recommends that this policy statement be coordinated with the committees and revised to reflect the comments received. The JLMEE0C is recommending that the current statement not be issued in its current form because it will not be effective

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and does not necessarily. reflect the concerns of the parties affected.- -In -

addition, the'JLMEEOC is recommending that-once the sessions on Sexual Harassment Training are completed, a similar program be developed to explain .the.EE0 process. Training in the EE0~ areas-is a major initiative for the current committee. l A new initiative that the committee has selected to work on during the next-year is to develop a-mechanism to enhance communications with the Regions regarding EE0 matters and receive input to the.JLMEE0C from the Regions < Work-has recently been initiated and the committee does not have ar.y ~ recomendations at this-time. - However, the committee feels it-is important that Regional views and concerns be addressed and that an-integrated EE0J l program that incorporates the regional offices-be developed. The committee is also continuing to evaluate the EE0 aspects of NRC's Career-Development Program, the Intern Program, the Fellowship Program, the Women's i Leadership Program, and the Executive Potential Program. The JLMEE0C believes that these programs are an excellent mechanism for hiring and. promoting-minorities. Significant improvement has been made in these programs during-the past year. The Office of Personnel has recently developed a system to-track intern participants. The JLMEE0C suoports this initiative to determine -the effectiveness of these programs by tracking the career paths of the-participants. During the next year,-the committee will be interviewing participants and graduates from these programs and make recommendations to improve these programs. In addition, the JLMEEOC will monitor-how successful- [ the programs are in providing opportunities to minorities. The committee will be working to. attempt to resolve any concerns and to obtain-informatio' on the n hiring and promotional progress. Also, at the last. Commission briefing, the! JLMEE0C made several recommendations for_ improving these programs, and the-committee will continue to monitor the progress made in addressing. pas' concerns. While. the committee believes that EEO, initiatives are strongly supported by. the Commission, the JLMEE0C is concerned about the a' perceived lack of management support in EE0-related areas. This issue was initially raised atl -~ the last Commission Briefing' and the JLMEEOC believes-it has not been .-&+ .-s-. ,er 4*. .=e, w wr,.e. ,r n#-, iw'-, ,,--n--w w r e ,y < se

i resolved. This issue has been intensified by a draf t SDBU/CR Memorandum -recommending that all' committee time allowed for meetings be restricted to one hour per month. The one hour limit stirred considerable controversy and had a significant impact on,all committees. For example,. it has adversely effected the JLMEEOC's recruitment efforts because some potential members were reluctant to volunteer to participate in an activity that may not be supported at the management level, and may have a negative impact on their careers. The ather committees have stated concerns regarding lack of management' support and the one hour limit. Since the initial SDBU/CR draft recommendation, it is the committee's understanding that an agreement was reached between the EDO and SDBU/CR that-allows the committees' up to four hours per month for meetings, and allows ariditional time for external committee activities. This has resolved the initial concern about the one hour time limit. However, there still continues to be the concern about the lack of support of the EE0 efforts of the committees tnd the heightened perception that EE0 areas are not supported by management. In summary, the. committee believes that considerable progress has been made by the NRC to resolve several concerns raised in the EE0 area. However,.many creas still need to.be addressed. During the next year the committee will continue to focus its efforts in the areas discussed above. Thank you for your time. e}}