ML20210K419
| ML20210K419 | |
| Person / Time | |
|---|---|
| Issue date: | 07/22/1999 |
| From: | Travers W NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| To: | |
| References | |
| SECY-99-190, SECY-99-190-01, SECY-99-190-R, NUDOCS 9908060105 | |
| Download: ML20210K419 (63) | |
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...../ . .......... .....oeeena POLICY ISSUE July 22.1999 SECY-99-190 FOR: The Commissioners FROM: William D. Travers Executive Director for Operations
SUBJECT:
EQUAL EMPLOYMENT OPPORTUNITY BRIEFING l
l PURPOSE:
To inform the Commission of the status of the Equal Employment Opportunity Program at the NRC.
pACKGROUND:
The Energy Reorganization Act of 1974, as amended, requires the Nuclear Regulatory Commission (NRC) Executive Director for Operations (EDO) to report to the Commission, at semi-annual public meetings, on the problems, progress, and status of the Agency's Equal Employment Opportunity (EEO) Program. For the next briefing, scheduled for August 5,1999, the staff is providing an assessment of the impact of organizational change on the EEO Program at the NRC. During the last five years, FY 1995 to present, the Agency has
- undergone major changes in many areas including: 1) organizational structure, 2) downsizing,
- 3) budget reductions,4) supervisor to employee ratio, and 5) performance appraisals and ,
employee feedback. The focus of this briefing paper is the impact of these changes on the Agency's EEO Program and workforce diversity. The paper also addresses current strategies
. in place, and challenges the A.gency faces in achieving an EEO Standard of Excellence as we move toward the new millennium, (
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FC: lowing the last briefing on December 8,1998, the Commission requested, through a Staff Requirements Memorandum (SRM) dated February 23,1999, that the staff respond to eight issues: 1) management's role in assessing employees' performance fairly and objectively and in providing tools to improve employee skills,2) require all managers to be trained in Managing Diversity,3) encourage use of Individual Development Plans for all employees,4) encourage promotion from within the Agency,5) provide upward mobility opportunities for employees (with degrees or special training) who have been underutilized,6) encourage employees to set goals, and aim high,7) encourage seasoned employees to volunteer as mentors, and 8) provide
Contact:
Irene P. Little, SBCR (301) 415-7380 9 h, - 1 b '
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' "" j Paul E. Bird, HR QQQQQ7 p~
(l ,I (301) 415-7516 A- .] t 1 b (C^'
9908060105 990722 PDR SECY
2 demographic data on applicants for the Agency's intern Program. These issues were addressed in our response dated April 7,1999. A copy of the SRM and our response are provided in Attachment 1. ,
I Additionally, during the last briefing, the Commission requested that staff provide an assessment of the impact of downsizing on women, minorities, and older employees. This briefing paper presents an assessment of the impact of downsizing and other organizational changes on the Agency's demographics.
This report also includes a statement by Ellis Merschoff, Regional Administrator, Region IV, on implementation of the EEO program within his region (Attachment 2). Also included are EEO complaint data and workforce profile data by grade, ethnicity, gender, occupation, and age for FY 1995 thru FY 1999 (Attachment 3); and a joint EEO committee statement from the six EEO Advisory Committees and the Joint Labor Management Equal Employment Opportunity Committee (Attachment 4). !
DISCUSSION:
Organizational Structure Through the end of calendar year 1996, the day-to-day management of the NRC was vested in the EDO with two deputies. A new organizational structure was put in place in early 1997. The major components of the new organization include, in addition to the Office of the EDO, an <
Office of the Chief Financial Officer (CFO) and an Office of the Chief Information Officer (ClO) established as Commission level offices. The three Directors of these Offices (EDO, CFO, ClO) collectively make up the Executive Council, which is charged with setting the strategic direction of the Agency. The Office of Small Business and Civil Rights (SBCR) is included along with the Office of Human Resources (HR) and the Office of Administration (ADM) under the Deputy Executive Director for Management Services. One of the purposes of this structure is to facilitate more effective team interaction between and among organizations having similar functions.
This new organizational structure included additional senior management positions. Staffing these new positions and the backfills resulted in promotions for 4 White women,1 Asian woman,4 White men, and 3 African American men; and the hiring of 2 White men.
The new organizational structure complements the Agency's efforts, over the last three years, I
to implement a strategic approach to Agency planning and mantgement. Consistent with this strategic approach is the Agency's development of an Affirmative Employment Plan, which 1 establishes the strategic direction for the Agency's EEO Program. The guiding principles i included in this Plan form the basis for the EEO goals and objectives in the offices' operating l plans. These guiding principles also feed into elements and standards for executives, l
i managers and supervisors, and are used to assess EEO managerial performance and office achievements. i l
l The management challenge continues to be improving and monitoring Agency-wide EEO i
activities, providing timely feedback to managers and supervisors, and recognizing extraordinary EEO achievements. The current strategy is for the Director, SBCR, to meet with j
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l each office director early in the fiscal year to discuss EEO goals, objectives and initiatives for l
the upcoming year. The Director, SBCR, will review EEO activities reported in the operating i plans and provide feedback to office directors and regional administrators. An assessment of I office accomplishments for office directors and regional administrators will continue to be provided to the EDO on an annual basis. Office accomplishments will be consolidated and included in one of the biannual EEO briefings to the Commission.
Downsizing From its inception in 1975 to the late 1980's, NRC enjoyed a period of steady growth, in this growth environment, the Agency was able to put in place severalinitiatives and programs which provided opportunities to facilitate career development and enhance Agency diversity (e.g., 1 Graduate Fellowship Program, Upward Mobility Program, Technical Intern Program, Computer i Science Program, Administrative Skills Enhancement Program, and Professional Secretaries '
Program). The Agency is continuing to reap some of the benefits of these initiatives and programs. However, since 1995, the Agency's authorized full-time equivalent (FTE) resources have decreased by more than 10 percent (322 FTE staff years). To achieve this reduction and maintain an appropriate skill mix, restrictions were placed on hiring and some career development activities. As a result, several of these initiatives have been significantly reduced and some have been eliminated.
l Organizational change can create an atmosphere of uncertainty and employee concern I regarding career growth and job security. This can lead to an increase in EEO complaint activity. However, as reflected in the following data, there has been no significant change in the number of formal discriminatien complaints filed:
Fiscal Year Number of Complaints ;
1995 17 1996 11 1997 7 1998 12
. 1999 (3* qtr.) 10 Additionally, there has been no significant impact on the types of issues and bases alleged in formal complaints. Allegations of reprisal (30), race / color (24), and age (22) discrimination were the bases most frequently raised in formal complaints filed from FY 1995 through the 3*
quarter of FY 1999. For additional details on the EEO complaints, see Attachment 3, Chart 1.
The SBCR staff are working with the EEO counselors and managers to place greater emphasis on resolving issues early in the process. As a result,9 complaints have been settled to date in FY 1999.
I The EEO Advisory Committees have continued to be concerned about the impact of downsizing on minorities and women in the workforce, specifically representation in supervisory, management, and SES positions. These issues are important to all employee groups. The Offices of SBCR and HR have engaged in ongoing discussions with the Committee Chairpersons and have shared with them the data discussed in this paper.
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l NRC's response to downsizing has been proactive and progressive. The Agency has been i
able to avoid a reduction-in-force and utilize less obtrusive means (such as early retirement and i l targeted buy outs) for managing staff reductions. The Agency has managed this process very J
) tightly and during the past year has reinstituted a limited technical intern piogram and moderate l
entry-level hiring. While many employees left the Agency during downsizing, the Agency's {
demographic profile has not been significantly impacted. In 1995, the makeup of the Agency's I workforce was 80% (2513) Whites,12% (385) African Americans,6% (192) Asians,2% (65)
Hispanics and 6 Native Americans. As of May 31,1999, the makeup of the Agency's workforce is 78% (2239) Whites,13% (363) African Americans,7% (196) Asians,2% (59) Hispanics and 9 Native Americans. Table A shows this breakout, and more details are included in Attachment 3, Chart 2. A workforce breakout by age is also included in Attachment 3, Chart 3.
Table A- Agency Workforce Profile FY 99 FY 98 FY 97 l FY 90 FY 95 Totale 2866 2961 3047 3104 3161 Females 1065 37% 1093 37% 1130 37% 1157 37% 1178 37%
Males 1801 63 % 1868 63 % 1915 63 % 1947 63 % 1983 63 %
African American 363 13% 374 13% 379 12% 377 12% 385 12%
Asian Pacific American 196 7% 200 7% 197 6% 196 6% 192 6%
Hispan6c '59 2% 62 2% 63 2% 66 2% 65 2%
Native American 9 .3% 8 .3% 7 .2% 7 .2% 6 .2%
White Females 74 26 % 765 26 % 797 26 % 819 20 % 835 26 %
White Males 1497 52% 1552 52% 1604 53 % 1639 53% 1678 53 %
Downsizing als resulted in a reduction of opportunities for advancement. Charts 4 - 9 in Attachment 3 show a breakout of competitive selections from FY 1995 to May 31,1999. Table B summarizes selections through the GG 15 grade level:
Table B - Non-SES Competitive Selections FY 99 FY 98 FY 97 FY 96 FY 95 Totals 90 119 165 182 114 Females 45 60% 70 69% 81 49% 95 52% 67 59%
Males 45 50% 49 41 % 84 61 % 87 48 % 47 41 %
African American 12 13% 23 19% 30 18% 34 19% 29 25%
Asian Pecific American 3 3% 3 3% 8 5% 5 3% 5 4%
Hispanlc 1 1%' 2 2% 5 3% 10 5% 2 2%
Native American 2 2% 0 0 1 1% 2 1% 1 1%
White Females 37 41 % 49 41 % 48 29% 62 34 % 42 37 %
White Males 35 39% 42 35 % 73 44 % 69 38 % 35 31 %
These data represent competitive selections made under the merit staffing process. They do not factor in the grade level of the positions. Selections for all minority groups, except Native Americans, show a downward trend from FY 1997 to W 1999. Selections for White men and White women show a gencral upward trend. There were no minority applicants for some positions filled competitively. This is an area of focus for management.
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5 While NRC management did a creditable job of maintaining diversity in the downsizing, we face a continuing challenge to attract and hire highly-qualified minorities and women, especially Hispanics, who remain underrepresented throughout the Agency. The recruitment environment is highly competitive. Generally, private industry can offer greater starting salaries and employment benefits that are not available to Federal agencies.
Our strategy is to continue focused recruitment efforts, market NRC positively by maintaining up-to-date recruitment literature, and emphasize our enhanced Federal benefits package, and NRC's family friendly work place initiatives. We continue to include women and minorities as members of our recruitment teams. Additionally, to retain employees, emphasis is placed on trairling, developing, and mentoring employees.
Moving toward a 1:8 supervisor / employee ratio Another aspect of organizational change was driven by the Federal mandate to reduce the supervisor to employee ratio. NRC established a goal to achieve a 1:8 supervisor / employee ratio. The Agency used several strategies to achieve this goal. Voluntary early outs were offered to all eligible NRC employees and buy outs were offered to eligible NRC managers and supervisors. Many vacant positions were left unfilled until reorganizations were in place in order to facilitate employee placement. Additionally, some supervisors became team leaders, and some requested assignment to non-supervisory positions. This effort was monitored closely to ensure that women and minority supervisors and managers were not disproportionately impacted.
l As shown in Table C (also see Attachment 3, Chart 10), the number of SES employees decreased from 183 in FY 1995 to 146 in FY 1999 (the number of SES positions currently authorized is 149). The number of women in the SES increased during this period from 14 to
- 19. The number of African Americans increated from 6 to 9; and Hispanics remained constant at 2. The number of Whites decreased from 170 to 131. The number of Asians in the SES decreased from 5 to 4.
Table C - SES Staff FY 99 FY 98 FY97 FY 96 FY 95 Totals 146 181 185 179 183 Females 19 13% 21 12% 20 11 % 15 8% 14 8%
Males 127 87 % 160 88 % 165 89% 164 92% 169 92 %
l African American 9 6% 9 5% 8 4% 5 3% 6 3%
I Asian Pacific American 4 3% 7 4% 6 3% 5 3% 5 3%
Hispanic 2 1% 2 1% 2 1% 2 1% 2 1%
Nettve American 0 W 0 W 0 W O W 0 W White Females 16 11% 18 10% 19 10% 15 8% 14 8%
White Males 115 M 145 m W 8m 152 8% W 85%
Since 1997, the number of employees in the Senior Level System (SLS) increased from 37 to 50, and the number of White women and White men in the SLS increased. Conversely, representation of all minority groups in the SLS decreased. See Attachment 3, Cha,rt 11.
In acnieving the 1:8 supervisor / employee ratio, the Agency's relative percentage of minority and female supervisors changed only slightly. As shown in Table D (also see Attachment 3, Chart
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6 12), the most notable change from FY 1998 to FY 1999 was the reduction of Asian supervisors from 19 to 12. The significant decrease of Asians in supervisory positions overall, and specifically in the SES, presents an area of focus for management.
Table D - Managers and Supervisors FY 99 FY 98 FY 97 FY 96 FY 95 Totals 335 399 430 449 494 Females 60 18% 69 17% 77 18% 73 16 % 81 18%
Males 275 82 % 330 83 % 353 82% 378 84 % 413 84 %
African American 28 8% 29 7% 30 7% 28 6% 35 7%
Asian Pacific American 12 4% 19 6% 21 5% 19 4% 24 5%
Hispanic 7 2% 7 2% 6 1% 6 1% 6 1%
Native American 1 .3% 0 0% 1 .2% 1 .2% 1 .2%
White Females 44 13% 49 12% 57 13% 57 13% 59 12%
White Males 243 73 % 295 74 % 315 73 % 338 75% 369 75%
A comparison of FY 1999 data relative to age shows an increase in representation for managers and supervisors age 50 and above, a 7% decrease in representation for.those age 40-49, and no change for those age 39 and under (see Attachment 3, Chart 13).
J The Agency's ongoing challenge is to develop and maintain a pipeline of diverse applicants for l supervisory positions. Managers must continue to encourage employees to seek assignments i as team leaders and as acting supervisors. The Senior Executive Service Candidate j Development Program will provide another opportunity to identify and train a diverse group of )
highly qualified candidates for future SES positions.
Budget Reductions Since FY 1997, NRC, like many other Federal agencies, has undergone significant budget j reductions. As mentioned earlier, these reductions have resulted in fewer positions and, therefore, fewer opportunities for new hires, fewer positions at the GG-14 level and above, 1 scaled down recruitment activities, and reduced training funds. The number of opportunities for rotational assignments also decreased, and funds to support employee participation in some developmental programs declined.
Since FY 1995, NRC has hired an average of 96 employees each year. This level of hiring is ,
significantly lower than during the preceding 5 years, when the average number of hires was about 185. This downward trend reflects and is driven by the reductions in FTE staff year authorizations since FY 1995. Staffing restraints like these tend to adversely affect entry-level hiring, which has been the chief source of improvement in agency diversity demographics. l With limited staffing opportunities, managers tend to prefer to select from an applicant pool of l experienced professionals, which is less diverse than the entry-level applicant pool. As shown 1 in Table E, the total number of Asians hired steadily increased from FY 1995 to FY 1997 and showed a significant increase (15 out of 116 total hires) for FY 1998. However, the percent of hires that are African Americans has remained below the percent of their representation in the NRC workforce except for FY 1996. Hispanic hires are still showing a downward trend. These trends remain an area of management focus. (See Attachment 3, Chart 14.)
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_ Table E - Hires FY 90 FY 90 FY97 FY 98 FY 96 Yof48e SG 118 109 100 86 Famelos as 46% 40 34 % 31 20% 43 43 % 26 38 %
31 S6% 76 00 % 78 72 % 57 57% 41 62%
_ '#.sies African Amerleen 3 5% 9 8% 9 8% 12 12% 6 9%
) Asian Pacif6c American 3 5% 15 13% 5 5% 5 5% 2 3%
Hispanic 1 2% 4 3% 1 1% 8 8% 6 9%
Neuve American 1 2% 1 1% 0 0% 0 0% 0 0%
Whhe Fomeios 21 38% 30 26 % 23 21 % 31 31 % 18 27%
wpm m 27 48% 57 49% 71 65% 44 44 % 34 52 %
As shown in Table F, the overall number of rotations declined from 260 to 215 between FY C96 2nd FY 1998. The percent of Hispanic and African American employees taking rotational asQnments continued to be lower than their representation in the NRC workforce. The number of White employees taking rotational assignments continues to be higher than their representation in the workforce (see Attachment 3, Chart 15).
Table F- Rotational Assignments by Genrier and Ethnicity FY 90 FY 08 FY 97 FY 96 FY 96 Totale 97 215 238 200 192 Females 44 46 % 77 30% 90 30 % 92 38% 91 47%
- 48eies 53 88 % 138 64 % 144 82 % 188 85 % 101 83 %
African American 10 10% 24 11 % 16 7% 22 8% 30 16 %
AsianPacific American 6 6% 12 6% 16 7% 15 6% 16 8%
Hispanic 0 0% 3 1% 6 3% to 4% 5 3%
Neuve American 2 2% 3 1% 0 0% 0 0% 0 0%
Whhe Females 34 35% 53 25% 68 29% 63 24% 59 31 %
Whhe heeles 45 46 % 120 56 % 132 55 % 150 58 % 82 43 %
As shown in Table G, rotations for employees in age groups 40 and above has remained relatively constant since FY 1996. There was a slight reduction in the number of rotations for employees below age 40.
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Table G - Rotational Assignments by Age
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FY 99 FY 98 FY 97 FY 96 FY 95 l l
Totals 97 216 238 260 192 56 and above 8 8% 24 11 % 23 10% 25 10% 14 7%
50 55 33 34 % 43 20 % 43 18% 40 15% 3/ 19%
40 49 32 33 % 90 42% 100 d2% 95 37 % 73 38 %
39 or less 24 25% 58 27% 72 30% 100 38 % 68 35 %
NRC managers and supervisors must continue to be proactive in encouraging employees to seek rotational assignments. The Agency's Labor and Management Partnership Committee has recently agreed on a means of allowing employees to indicate their interest in rotational I assignments through an intranet application. This process will further enable employees to express their interest in rotational assignments and receive consideration.
The Agency's challenge is to continue to attract, recruit, develop, and retain a diverse workforce with the skills necessary to carry out the mission of the Agency. Targeted recruitment efforts need to be continued with emphasis on recruitment of minorities and women, with a particular emphasis on Hispanics. We must also maintain liaison with university science and engineering departments, encourage rotational assignments as part of a career development plan, place greater emphasis on mentoring employees, and continue the process of managing diversity within the Agency. The Director, SBCR, will continue to meet with all new employees during employee orientation, encouraging them to participate in the mentoring program and work with their supervisors to develop short-term and long-term career development plans.
Greater Emphasis on Realistic Performance Appraisals and Employee Feedback The change in this area has been in the stricter and more uniform adherence to the definitions of performance levels, and greater emphasis on realistic performance appraisals. NRC has maintained a reputation of employing highly qualified employees capable of performing at the highest levels. Performance appraisals have consistently reflected this overall high level of competence. However, over time, the adherence to performance appraisal definitions may have become less stringent, resulting in inflated performance ratings. The performance appraisal data show that in FY 1995 and FY 1996, over 48% of all non-SES employees received Cutstanding performance ratings. The appraisals for FY 1997 and FY 1998 show a lower percentage of Outstanding ratings as shown in Table H (also see Attachment 3, Charts 16 thru 19).
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9 Table H - Outstanding Performance Appraisals by Gender and Ethnicity FY 98 FY 97 FY 96 FY W Totals 991 34 % 1189 44 % 1333 40 % 1385 49%
Fomeles 370 37% 628 50 % 696 65 % 687 63 %
Melee $21 32% 661 41 % 738 44 % 798 48 %
African Ame ican 91 26 % 146 40% 158 43 % 152 41 %
Aslan Pacific American 43 24 % 61 35% 73 41 % 72 40%
Hispanic 11 20% 12 23% 12 22 % 14 24%
Native American 3 43 % 2 33 % 4 57 % 3 43%
Whhe Femmies 264 41% 396 54 % 453 60% 455 58 %
Whhe Males 459 35% 572 42% 633 45% 689 48%
Table H also shows that the number of employees agency-wide who received Outstanding ratings decreased from 44% in FY 1997 to 34% in FY 1998. The percentage of African American employees receiving Outstanding ratings decreased from 40% to 26%, and the percentage of ,
women receiving Outstanding ratings decreased from 50% to 37%. The percentage of Outstanding ratings for all other groups decreased consistent with the overall Agency decrease.
As shown in Table I, Outstanding ratings for employees age 40 and above showed an average decrease of 12% from FY 1997 to FY 1998. Outstanding ratings for employees below age 40 decreased by 7% from FY 1997 to FY 1998 (See Attachment 3, Chart 20).
Table 1- Outstanding Performance Appraisals by Age FY 98 FY 97 FY 96 FY 95
]taic 891 34 % 1189 44 % 1333 46 % 1386 49%
FA and above 138 27% 197 40% 207 43% 187 41 %
B0 56 190 34 % 255 47% 259 50 % 248 49%
40 -49 336 36 % 440 45% 513 50 % 531 51 %
39 and less 227 37% 297 44 % 354 48 % 419 51 %
The number of employees agency-wide rated Fully Successful increased from 8% in FY 1997 to 12% in FY 1998. The number of Asian employees rated Fully Successfulincreased from 9% to 15%. The percentage increase for all other groups was similar to the agency-wide increase. For
- additional details, see Attachment 3, Charts 16-19.
l The challenge is to appraise employees' performance fairly, consistently, and uniformly, applying l the Agency's performance appraisal definitions. Supervisors should provide regular feedback to employees regarding their performance. They are expected to discuss wit ~n employees performance expectations, career development and opportunities, and provide feedback to employees regarding non-selection for vacancies.
SBCR and HR will continue to provide tools for employees to improve their performance. HR will continue to offer supervisory training courses. These courses will assist managers in understanding and applying the performance appraisal definitions, in supporting staff development, l
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10 and using the principles of good communication in the merit staffing process. These courses include Performance Appraisal Workshop, Supervising Human Resources, Personnel Management Practices, and Effective Management Participation in Merit Staffing. SBCR and HR are devcloping a new EEO course for Supervisors and Managers that will emphasize how good EEO principles and practices translate into effective management. New supervisors are required to complete these courses within a specified period of time. Office directors and regional administrators will ensure that their supervisors and managers receive the necessary training.
Summary and Conclusion Broad and encompassing organizational changes have altered fundamentally how NRC does its business. Planning has been institutionalized in the NRC management environment. Agency leaders, managers, and supervisors are holding themselves and employees accountable for outcomes-the results of actions, as measured by the difference they make. Performance in the EEO arena must follow the same value-added approach. The Affirmative Employment Plan spells !
out the Agency's EEO strategic framework in its four guiding principles:
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+ Create a working environment that is free of discrimination, including harassment, and is l accessible to individuals with disabilities.
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+ Ensure that Agency policies, processes, and procedures provide all employees the l opportunity to participate in mission accomplishments, and to compete fairly and equitably l
- for career enhancement and advancement.
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+ Employ a competent and highly skilled workforce, representative at all levels of America's diversity; and enable employees to accomplish the Agency's mission by providing support, tools, and a positive work environment.' 1 l
l + Recognize, appreciate, and value diversity, thereby demonstrating trust, respect, and l
concern for the welfare of a 1 employees within the Agency.
Each office's operating plan includes EEO goals and planned accomplishments. The degree to.
l which those outcomes are achieved will be reflected in the performance appraisals of executives, l managers, and supervisors. SBCR willcontinue to monitor the Agency's EEO performance. Staff L from SBCR and HR will continue to work closely with the EEO Advisory Committees, managers, l
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t w A) (F- --
William D. Travers I Executive Director for Operations i
Attachments:
l 1. 4/7/99 Response to 2/23/99 Staff Requirements Memorandum
- 2. Statement by Ellis Merschoff, Regional Administrator, Region IV
- 3. EEO Complaint and EEO Workforce Profile Data
- 4. Joint Statement by The Equal Employment Opportunity Advisory Committee and Their One l Subcommittee and Statement by the Joint Labor Management Equal Employment l Opportunity Committee l
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DISTRIBUTION:
Commissioners j OGC OCAA OIG OPA' OIP i OCA ACRS ACNW ,
ASLBP ,
, CIO l 'CFO EDO REGIONS SECY l
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1 April 7,1999, Response to February 23,1999, Staff Requirements Memorandum l
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Attachment 1
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r UNITED STATES f S g NUCLEAR REGULATORY COMMISSION wASN88HRToN. D.c. seeIMeet
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April 7, 1999 .
MEMORANDUM TO: Chairman Jackman Commissioner Olcus Commissioner Diaz CommissionerMcGa#1gan Commissioner Mentfleid __
FROM- .
, wusam D. Travem Mb N ^ -1
, Executive Director fo'r Operations i
SUBJECT:
RESPONSE TO EEO BRIEFING REQUIREMENTS (SRM M981208), Deted February 23,1999 .
In response to's Staff Requirements Memorandum (M981208, Attachmerit 1), the staff is providha the fosowinginformation:
- 1. The Staff Requirements Memorandurn was sentwith additional guidance to Office Directors -
and Regional Adrnirustnutors from that Deputy Executive Director for Management Services (Attadiment2).
- 2. The stan agreed to provide.the' Commission with the number ofIndviduals who appled to the inlem Program and a breakdown of the applicants by e mi and sex. In FY 1998,206 appGestions were received for the Intern Program, Although appucants are not requimd to idently their ethnicity,171 (83%) chose to identify .their ethnicity as fotows:
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23 men 9 women .
Asian PacNic American (APA)
- 28 men ' . 14 women AfHcan American (AA)' 3 women
- Mapanic(H) 7 men 85 men 22 women Whits (W) in FY 1998,5 e, Ay - (2 APA men,1 APA woman, i H man,1 Wwoman)were hired frorn me 200 appicants. .
Other topics addressed by the Commission at the EEO briadng are discussed beloor.
- 1. The Commission asked for animon dets about minodnes, the reasons given for leavins, and a compartoon weh other agencies.
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In FY 1998,196 permanent employees left the NRC'(attrition rate: 6.52%). Of these, 30 were minorities (minonty attrition rate: 4.65%). A breakdown by ethnicity and gender fogows:
Minoritv/ Gender Number.of Lasses AttrMian Rate AA women 11 4.25 %
AA men 3 2.54 '
AA total 14 3.71 ;
APA women 4 8.51-APA men 8 5.26 APA total ,
12 6.'03 H women 0 0.00 H men 4 . -10.00 Htotal 4 6.35 1
Native American total 0 0.00 Overall, minority attrbon was less than the attrition rate for the agency; however, APA women and Hispanic men exceeded the agency attrition rate. ', .
From the exit interview questionnaire given to departing staff, we have some data about why minorities left the agency.. Of the 30 permanent minority employees who.left the egency,13 completed the exit interview questionnaire. Their reasons were as fotows:
Of the 4 who cited retirement,3 gave no adcational reasons; 1 said his/her sidlis were not-
. fully iduirad l
Of the 6 who resigned, 3 left the woridorce cling either retuming to school, perceived lack of career advancement, quality of supervision, poor morale, or lack of meaninght work. Also of the 6 who resigned,3 went to the. private sectorwith reasons such as the work environment, perceived lack of career advancement, too much stress, poor morale, more pay, and more ,Tntyd work. One indhndual' perceived discrimination against'
. non-Navy, non-industry indviduals.
Of the 3 who transferred to other agencies,2 left.for the opportunity to advance, a promotion,'mora pay, or better utEzation of their sidus; 1 left because of NRC To compare minority attrition at the NRC with other agencies, the staff obtained inkumation fan
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the Environmental Protection Agency (EPA), the National Aeronautics and Spoon Administration (NASA), and the Department of Energy (DOE). The following table shows agency and minority j attrition ratesin FY 1998:
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ddBA01E Acency Attritiert Minority Attrition NRC
- 7% 5%
EPA .
4 4 NASA -
8 . 5 DOE 8 .
8 EPA,' NASA, and DOE have not W :l/ addressed the retention of minorities in their
- mopective woridorces; their focus with respect to EEO initiatives.has been enhanced trarung and development and targeted recruitment. DOE has established programs-to enhance diversky within its workforce and to improve diversity management.
The staff believes that afHrmative employment initiatives at the NRC are comparable and in -
some cases' more progressive than those of other Federal agencies. The intem Piogram has been a' viable recruiting program for increasing minonty and women entry level hires in ' .
professional positions. The agency's facilitated mentoring program, use of rotational assignments, upward mobility positions, and administrativehnd clerical developmental programs
. contrtsute to retaming minority and women employees. '
- 2. The Commmason asked how the Oak Ridge Institute for Science and Education (ORISE) data compares with our actual hi', .
AnnumNy we receive data from ORISE which shows (J.S. Workers in Selected Science and LW -iss %rtions by Genderand Ethnicity. The. selected science and engineering
~4=%s are Computer Speculist, Health Physics, Civil Engmeer, Electncal Engineer, Materials Engineer, Mechanical Engineer, and Nuclear Engineer. The staff compared the ORISE demographic data with NRC demographic data to determine undamepresented groups in each occupation. The tables provided in Attachment 3 show how many replacement hires would be needed in each 4y to bring NRC IrWine with ORISE data.
When we examine new hires in FY 1998, we find that 33 of 116 new permanent amployees were hired in occupations covered by the ORISE analysis:
Ocunation ' Number of Hires Ethnidtv/ Gender Computer Specialist 3 2 W men 1 W woman Heath Physicut 10 7 W men 1 AA man 1'AA woman 1 APA man Civl Engmeer 0 .
Nuciner Engineer 18 16 W men i H man 1 H woman Elecincel Engineer -
0 -
-l Medianical Engineer 2 2 APA men ,4 Materiais Engineer 0
Despite targeted recrutment at schools with diverse populations in FY 1998 and several minority and women hires in FY 1998, there was not a match between the women and minority hires in c =+; "we covered by ORISE and the undeiiv- ye groups.
- 3. The. Commission asked for inNrnation about the hiring of veterans at the NRC and in the Federal Sovamment. .
A copy of the most recent Anrumi Report to Congress.on Veterans' Employrnent in the Federal Govemment (Attachment 4) Is being provided. This report provides representation, hiring, and rice A. data for FY 1997 for Executive Departrnents, and independent Agencies.
& The Commission asked for an assessment of the impact of downsizing on women, rninorities, and persons with rs== Nun 1his assessment irill be c:rnpisted Istar this fiscal yearwhen-the impse't of the agency morganizations can be carefuty anmiyzed.
Attachments: As stated
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[N .1 g . UNmiD STATE.8 l [., } NUCLEAR REGULATORY COMMISSION wamanerou,n.c.sness.am f
%s * *4 * / April 7,1999 -
1 i
1 MEMORANCUM TO: Those on Attached List l
l l
FROM:
Patricia G. Nony /// M Deputy Executive Director for Management Services
. \
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SUBJECT:
STAFF REQUIREMENTS MEMORANDUM FOLLOWING !
l EEO COMMISSION BRIEFING !
l in a February 23,1999', Staff Requimments Memorandum (attached) following an Equal t
Employment Opportunity Program tziefing to the Commission, the Commission encouraged all i supervisors and managers to promote professional growth among their staff and to provide ,
l opportunities for employees to improve their aktis. The purpose of this memorandum is to l j inform you about the content of the Strff Requirements Memorandum as wel as provide I information about specific agency programs and initiatives that may help you and your .
subordinate managers and' supervisors in d' eveloping your staff.
- For those managers and supervisors who have'not yet attended Managing Diversity )
l training, the agency wlE be offering additional sessions at the and of FY 199g and earty l in FY 2000. You wEl be informed about dates this summer. You can also find several l . self-study videotapes about managing dversity at the Professional Development l Center (4157750 or e-mail: PDC). ,
- in conducting mid-year pei=..w.cs appraisal reviews in AprH or formal pe-fudwics l- reviews in October, coach your employees about areas in which they should improve and look for spedfic agency courses that may address their skRI needs on the NRC .
intamal home page, under Employee Development and Training.-
- Use The IDP Ptrmer* An Emp6ayee Guide ibrindddualk' ;_=,:Pfannkg' (NUREG/BRM, prepared by the Office of Human Resources (HR), to assist your employees in writing an individualDevelopment Plan (IDP). HR also provides career counsetrig for employees who seek professional assistance in assessing their own strengths and weaknesses and preparing an IDP. For more informason aboutIDPs and career counseEng, please ca5 the program manager, UEan van Santen (415- 1 709g).
- The Omco of Smas susiness and cive Rights (SBCR) sponsors a. mentoring pogram open to as ..,A.in:. Manages and 4jn: who have advanced in theircareers can provide useful advice, assistance, and career guidance to newer or rnore W employees. C,9;E,c r who wish to serve as mentors shodd contad the program manager, Barbara Wglams (4157388).
L
You'can help your employees achieve their career goals by enWg the si
- up { career counseling, to prepara an IDP, attend relevant training, look for P'='== opportunities on HR's home page, and prepara concise, Informah application packages.
. For further assistance, please call 'the appropriate program manager in HR or SBCR.
Attachment:
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Addressees - Memorandum Dated: April 7.1999 All Office Diredvis and Regional Administrators
SUBJECT:
STAFF. REQUIREMENTS MEMORANDUM FOLLOWING EEO COMMISSION BRIEFING .
Mail Stoo John T.' l.arkins, Executive Director, Advisory Committee on . T-2 E26 Reactor Safeguards / Advisory Correnittee on Nuclear Waste (ACRS/ACNW)- ,
. G. Paul Bollwerk lil, Acting Chairman and Chief Administrative Judge, T-3 F23 l Atomic Safety and Lk- Ag Board Panel ;
Hubert T. Bell, inspedur General T-5 . D28 4 Karen D. Cyr, General' Counsel O-15 B18 Annette L Vietti-Cook, Secretary of the. Commission O'-16 C1 ,
William M. Beecher', Director, Office of Public Affairs . O-2 A13 l Dennis K. Rathbun, Director, Office of Congressional Affairs O-17 A3 John F. Cordes, Jr., Actmg Director,. .
O-1G C1 Office of Commission Appellate Adjudication Janice Dunn Lee, Acting Director, Office of International Programs 0-16 C1 Anthony J. Galante, Chief Information Omcar 0-16 C1 '
' Jesse L'Funches Chief Financial Omcor
, 0-17 F3 William D. Travers, Executive Director for Operations O-16 E15 ;
Malcolm R. Knapp, Deputy Executive Director,for O-16 E15
. Regulatory Effectiveness Frank J. Miraglia, Jr., Deputy Executive Director 0-16 E15 for RegulatoryPrograms James L Blaha, Assistant for Operations, OEDO O-16 E15 James Ueberman, Director, Office of Enforcement 0-7 H5 .
Guy P. C=_pda, Director, Office of Investigations O-3 F1 Ashok C.Thadani, Director, Omce of Nuclear Regulatory Research T-10 F12 Paul F. Bird, Director, Office of Human Resources T-3 A2 Michael L Springer, Director, Office of Administration T-7 . DS9 Irene P. Little, Director, Omco of Small Business and.CMI Rights T-2 F18 Paul H. Lohaus, Diredor, Office of State Programs O-3 H2O Frank J. Congel, Director, incident Response Operations T-4 D28 Cari J. Paperiello, Director, T.8 A23 Office of Nuclear Material Safety and Safeguards
. Samuel J. Collins, Director, Omco of Nuclear Reactor Regulation O-5 E7 Hubert J. Miller, Regional Administrator, Region l REGION I Luis A. Reyes, Regionai Administrator,. Region 11 REGION 11
. James E. Dyer, Regional Administrator, Region Ill REGION 111 Ellis W. Merschoff, Regional Administrator, Region IV ,
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- 3 ANSUAL REPORT TO CONGRESS ON VETERANS'~ EMPLOYMENT i IN THE FEDERAL . GOVERNMENT
. M j FiscalYear 1997 (October 1,1996 - September 30,1997) trwes -
Omos of Service 9 unnedstenee Personnel N esensgerment september 1sse k
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[ NUC1. EAR REGULATORY COMMISSION -
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\ .g Tabruary 23, 1999 IN RESPONSE,'PLEASE e emes or yns .
- TO: M981208 -
sacasuny - -
t MEMORANDUM TO: WEEam D.Traivers
. Execudve Director for Opentions ,
FROM:
^
Annette t 'Vletti-Cook, Secretary i \Jp::C~
SUBJECT:
STAFF REQUIREMENTS - BRIEFING ON E$O PROGRAM (SECY-98-271),10:00 AM4 TUESDAY, DECEMBER 8,1998, COMMISSIONERS
- CONFERENCE ROOM, ONE WHITE R.!NT NOR'lH, ROCKVILLE, MARYLAND (OPEN TO PUBLIC ATTENDANCE) ,
The Commission was txiefed by the NRC' staff on the Equal Eingyirse Opportunity Prograrn.
The Commission requested that training on Managsig Diversity be required fWaB managers in the agency. The Commission encouraged at supervisors and managers to ensure that l cmployees are au assessed fairty and objectively and provided avenues forimproving their skies and gaining experience to promote professional. growth within the agency. To assist employees' efforts to seek advancement, the Commission requested,that managers and supervisors encoumge their employees to write Individual Development Plans (fdps). Managers and Supervisors were requested to, where appropnata, promote from within the' agency, placing partcular emphasis on promoting air $,T:: who have acquired degrees or special training and l who are not being fuBy utgtzed in their present postions. The employees that have advanced in the agency were encouraged to volunteer as rnentors for ottier einployees. AB employees were encouraged to set their own goals and objectives and to aim as high as they can.
(SBCR)
The staff agreed t6 provide the Commission with the number of indviduals who applied to the intem program and a breakdown of the applicants by ethnicity and sex. (HR). 199900025 g I es 4
. 4 en
Statement by:
Ellis Merschoff, Regional Administrator, Region IV Attachment 2
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IMPLEMiiNTATION OF EEO PROGRAM POLICIES IN REGION IV EEO COMMISSION BRIEFING -JULY 1999 Ellis W. Merschoff, Regional Administrator Good moming Chairman and Commissioners. I am pleased to have the opportunity to address the Commission today on a topic which is very important to us, Equal Employment Opportunities Wthin RIV. Region IV fully-supports the agency's Equal Employment Opportunity and Diversity Policy, and is committed to the selection and development of an effective and diverse workforce. In our Operating Plan, we have committed to the four Guiding Principles identified in the Affirmative Employment Plan. After a brief summary of our demographic profile, I will discuss Region IV initiatives and challenges in the context of these four Guiding Principles.
Demonraphics Region IV has 178 full-time and part-time employees, and has succeeded in improving the diversity of our work force over the past five years. As you know, this five-year period has been one characterized by enormous change in our organization. We have gone from the separate Regions IV and V, to a Region IV with a Walnut Creek Field Office, to a fully consolidated and streamlined Region IV organization. Specifically, the combined Region IV and Region V organizations in 1994 had a total of 23 women and 21 minorities (including 4 African Americans, 6 Asians, and 11 Hispanic individuals) in professional and managerial positions.
As can be seen in Table 1, the numbers over the past five years have held steady or slightly increased as a percentage of the total supervisory and professional pools, which is particularly impressive when considered in light of the 22 percent reduction in on board staff, and 62 percent reduction in supervisory positions over this same five-year period.
TABLE 1
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- i Women as % 15.1% (8) " 15% (3) 1 Minority as % 5.7% (3) 10% (2)
Asian 3 -
l0 4 Hispanic 0 h2 4
Women as % 14.1 % (23) 0 15.6% (20)
Minority as % 12.9 % (21) 15.7 % (20)
Asian .S 2 African American 4 6 Hispanic 11 12 These improvemente can be attributed to a management team committed to: (1) a diverse and :
effective work force; (2) aggressive recruiting; (3) an active intemal mentoring program; (4) careful attention to retention of existing employees; and (5) meaningful training and
d /;4.. erd i opportunities for current employees.
4 inittstives and Accomollehments
- 1. Create a working environment that is free of discrimination, including harassment and is hM= to individuals with disabilities.
We have appointed four new EEO Committee representatives and a new EEO counselor during the past year. AN of these individuals have attended formal EEO training. I meet with the EEO cornnutlee on a quarterly basis to discuss current issues and concems. In late May we presented two sessions of the Sexual Harassment Training.
Region IV currently employs two disabled employees (up from one in 1994). We specificaNy targeted recruitment of a disabled wipicp; to serve as our Receptionist. Both of the disabled employees are making significant contributions to our organizabon and both emmed promotions during FY 1996,
- 2. Ensure that Agency policies, processes, and procedures provide aH wpr,::: the opportunity to develop, participato and compete fairly and equitably.
in early FY 1998, the . Region presented the course entitled " Effective Management ParM~i .
In Merit Staffing" to al supervisors and managers. During the December 1998 management retreat, concem about the appearance of preselection was a major topic of riannaainn. In order to address this concem we have recendy undertaken a number of specific initiatives. We have written an article for the popular Region IV Newsletter,'the " Roundup," which describes the merit selection process in plain English. I personally appoint the rating panels and ensure that they are reflective of the Agency's diversity to the extent possible. We have expanded the use of panels, when otherwise not specificaNy required, in order to increase staff awpnanre to the rating process. We work to avoid the perception of pi::i:"-:-n by interviewmg overy carxidate on the best quellfied Bat for every position posted in Region IV. Selecting officials are required to explain to me the business rationale for each selection made. Finally, the l selecting officials persona 8y notify the non-selectees and are avaliable to present as futy as the unenena==Ni candidate desires the basis.for the selection that has been made. Just last week we presented aparias=t trainmg for interested employees which clarified further the merit soiection process and highlighted the checks and balances which are built into the process.
Since we have many new employees, this provided an opportunity for aR to ask questions and understand the process.
- 3. Employ and empower a competent and highly sidlied workforce, sw : .Me of America's great c5versity, which enables the Agency to accomplish its miselon.
Region IV has had significant recruitment challenges over the past few years. In an effort to improve the diversity of our workforce, we have targeted some of our recruitment efforts at schools and activities which typically attract minortbes. Specificaly, we have participated in the Hispanic Erigir.; dig National Achievement Awards Conference, career fairs at the University of New Mexico, Texas A&M, Prairie View A&M and the Society of Hispanic Professional '
Engmeers. Of the ten positions which we filled in 1998, two were filled by women and one was flued by an Hispanic. Addbonelly, we have completed nine recruitments in 1999 with 56 percent women (three of the five are professional women) and three are minorities (one 1
Asian and two Afncan Americans) who are either on board or reporting this month. Fina#y, during FY-1998, of the 24 rotational assignments and temporary promotion opportunities, five were performed by women and three by minorities (two Hispanics and one Afncan Ame,1c.n),
including a rotation to the Chairman's office; a rotation to the EDO's office; and selections as a Deputy Division Director, temporary Branch Chief and Senior Resident Ining. der.
In September of 1998, Region IV sponsored the " Managing Diversity" training course which all supervisors and managers attended. We are in the p*ocess of scheduling this training for all eT@y::: during the first half of FY-2000.
We require training plans for aR Region IV employees. Furthermore, ei$y::: are strongly encouraged to complete and review an Individual Cn,/4,,Tient Plan (IDP) with their supervisor.
Twenty-two worpen and 12 mmorities (five Afncan Americans and seven Hispanics) in Region IV have an IDP. Of the 59 outside training actMties paid for by Region IV under Form 368 funds,64 percent were for wornen and minorttles. This included 30 activities for women, five for African American and three for Hispanic individuals.
The February 23,1999, SRM from the last EEO Commission meeting requests supervisors to, where appropriate, promote from within the agency. Region IV has made a sonous commitment to this by estabashing three upward Mobety positions within the last year. These positions include a i'a=-;--Tient Analyst, a Procurement Agent, and a Budget and Finance Assistant. AE three selectees were female, one a cSeabled female.
Eight Region IV supervisors and managershave or are per/,cip esin a forrnal mentoring program, mentoring 13 employees. The second mentor /mentee training session was conducted in Region IV in late-September.
- 4. naoognize, WeM. and value dharalty, thereby estabilehing trust, respect, and concern for the welfare for all employees within the Agency.
Awards in Region IV are decided by a dverse Awards Committee chaired by the Regional Administrator. The value placed on the contributions of women and minorities to the Region IV team effort is particularly apparent in the nominees for this year's Meritorious and Datinguished Awards. Of the ten nominees sent forward, seven were women and one was Hispanic, with the agency's. selectee for Senior Resident inspector of The Year and the Region-Based Inspector of The Year both being women from Region IV. In 1998, we presented 91 internal awards to Region IV employees, wth 33 going to women, three to Afncan Americans and six to Hispanic ineviduais.
In order to promote cultural ca V, in Fetmry of this year, our EEO Committee sponsored an African-Arnerican Folic Fable entitled "The Frog that Wanted to Sing." This g:::. 1-ri W.,1"/ related to perseverance and determination and was exceptionaNy well received by our staff.
Region IV managers continue to focus considerable attention on ensuring that employees recolve honest and realishn feerhack on their job peikir6ance through the performance appraisal process. Our expectations are simple and clear- that employees receive fee &ack which is timely, honest and open.
PWgion IV has also been quite supportive of the Differing Professional View (DPV) process. In l
)
fact, during the past 18 months, we have processed two totally separate DPVs which have resulted in rather sivrWricerit changes to agency policies or direction. The employees involved in these actions have received Special Achievement Awards in recognition of their initiative.
Communications and Continuina Challenos We work particularly hard at communicating effectively at all levels of the organization to facilitate staff development and to avoid the percophon of preselection in our staffing decisions.
I address the entire staff every month to discuss current issues, and I meet with one Division separately each month to answer questions and address employee concerns. The Divaion Directors and Branch Chiefs hold frequent formal rr.raiveto further assure that issues and concems can be brought forward in a supportive environment.
While Region IV has achieved good results from its efforts over the past five years, there is still substantial work to be done.. One of the 10 fundamental principles which we have embraced in Region IV is to " Select the Best Person for the Job? We have made substantial progress adhering to this principle and will continue to follow it as we develop a capable, competent, and diverse work force.
O en
1 1
l EEO Complaint and EEO Workforce Profile Data
- Attachm nt 3 1
9 BASES OF PORMAL EEO COMPLAINTS FILED FY 1996 - FY 1999 BASES FY FY FY FY FY TOTAL -
1995 1996 1997 1999 1999 y
NATIONAL ORIGIN 5 2 5 12 RACE AND COLOR 8 1 5 5 5 24 GENDER 4 3 1- 2 3 13 AGE 8 4 3 3 4 22 DISABluTY 4 3 .5 4 16 REUGION 2 1 3 REPRISAL 7 6 9 4 4 30-TOTAL 38 20 18 24 20 120 ISSUES ALLEGED IN FORMAL EEO COMPLAINTS FILED FY 1906 - FY 1900 ISSUES .
FY FY FY FY FY TOTAL 1996 1996 -1997 1999 19C*
APPOINTMENT / HIRE 4' 2 1 7 ASSIGielENT OF DUTIES 6 6 2 1 15 AWARDS 2 1 1 4 REPRIMAto 1 1 2
, TERMINATION 2 '1 3 OTHER DISCIPUNARY. 2 1 3 ACTION EVALUATION / APPRAISAL 4 4 1 3 12 SEXUAL HARASSMENT 1 1 1 3 NO4 SEXUAL 2 1 2 5 HARASSMENT PROMOTION /NON- 27 4 3 7 2 43 SELEC110N
, TERMS / CONDITIONS OF 1 1 EMPLOYMENT TRAINING .
1 1 2 TIME & ATTEfCANCE 2 1 3 OTHER 2 3 3 3 11 I
TOTAL 38 20 18' 21 17 114
2 84 6 1 5 0 73 2 1 1 0 00 0 6 3
- 1 8 2 5 0 36
_ 1 2
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l Joint Statement By:
The Equal Employment Opportunity Adv!sory Committees and Their One Subcommittee Statement By:
The Joint Labor Management Equal Employment Opportunity Committee l ,
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Attachment 4 i
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% Attachment 4 I g ' UNITED STATES E, j NUCLEAR REGULATORY COMMISSION g wAsameron. o.c. mas I
May 28,1999 To-. Irene utne, tweetor Office of Smet Business and Civt Rights FROM: Raymond Holt, Jr., Ccs: hair N -
Advmory Committee for Afncan Amancans SUEDECT: JOINT STATEMENT OF BE ADVISORY COMMITTEES -
The joint statement (statement) of the advisory committees is ansched. The statementwas cocmfinated with advisory committees on May 27,1999, indindual computtee statements are bemg coordinated with your of5ce and are not attached.
4 I will ask committee chairpersons to come to your ofHce and sign this mornorandum to reflect agreementwith the statement's content.
Signatures of committee chairperson or ccH:hairperson fosow: . .
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Thc mas, ACAA Mary ,FWP C ;
U Jose Iberta, HEPAC David.Diec, AP c4 Paul Narbut, CAD ,AAAC a,mo L W L inom Copenaih*p.r on, e-apmfe=ensisubcorname :
An.enent As.m.e: ..
EEO ADVISORY COMMITTEES' JOINT STATEMENT AUGUST 1999 EEO Advisory Committees (Committees), in consultation and cooperation with the Office of Small Business and Civil rights (SBCR) and the Office of Human Resources (HR) continue to address and resolve EEO issues confronting the Agency, including the open issues identified during the December 8,1998, EEO Commission Briefing.
This joint statement summarizes the current issues before the Agency. Statements of the individual Committees are attached.
A number of issues to be discussed in the joint statement have been addressed in as many as three previous briefings. The EEO advisory committees believe that the Agency has made some progress and that this progress reflects well on both the Agency and the committees. However, we believe there is room for improvement.
The Staff Requirements Memorandum (SRM)'- Briefing On EEO Program (Secy 271) only makes one requirement of managers and supervisors - mandatory training in Managing Diversity. We believe that this type of specific mandate delivers the type of emphasis needed to accomplish agency EEO objectives.
Committees are concerned about the impact of downsizing and reorganization on accomplishments made in EEO. We recognize the diversity of the workforce and are striving to. bring about a balance in job opportunities. Nevertheless, minority managers ,
and supervisors and persons over 40 have been adversely impacted by the recent agency-wide reorganization. ,
Management missed an opportunity to demonstrate its commitment to increasing .
minority representation and meeting its EEO objectives in the recent reorganizations.
The reorganizations provided increased promotional opportunities for minority team leaders, section chiefs, and technical assistants. This missed opportunity will result in a negative image of upward mobility for minorities and make it hard to recruit and retain minorities. I Another concern that we have is that there are statistically 'very significant" trends of reduced performance appraisal evaluations for staff age 50 and older. We provided recommendations for actions to SBCR.
The EEO Advisory Committees and Subcommittees continue to work with SBCR and HR on the following long outstanding issues:
Develop and implement performance standards and elements that contain more specific and substantive criteria for evaluating the EEO performance of managers and supervisors. Require that the performance evaluation includes an assessment of EEO accomplishments.
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1 increase the number of women (especially minority women), minorities, and persons ,
with disabilities in SES, management, supervisory, and Senior Level positions; and increase the number in the feeder groups for these positions. Persons should be considered without regard to age. -
Strengthen and broaden upward mobility effods to improve opportunities for paraprofessionak nd others through a vibrant rotational program.
Encourage developmental and rotational assignments for women, minorities, persons over 40, and person with disabilities in more visible positions including the Offices of the EDO, Commissioners, and the Chairman.
Asian Pacific and Native American males experience a longer time-in-grade at the GG-14 and GG-15 levels, respectively, as compared to the agency average. Special emphasis (e.g., improve application package presentation, communication skills, etc.)
should be provided by the agency to increase the potential upward mobility of Asian Pacific, Native Americans , and other minorities.
Although not an EEO issue, we believe that NRC management should be concemed about the loss of older, exparienced staff members, as a result of downsizing, whose unique knowledge may not have been captured before they left. We, again, recommend implementing a succession plan to help preserve valuable corporate memory and institutional knowledge of our senior staff.
The EEO Advisory Committees and Subcommittees appreciate the attention that the Commission has given to Committee concerns in the past, and we implore your support
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of our current issues and concerns. It is only with management support that these issues and EEO matters at NRC can be addressed equitably.
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ADVISORY COMMTTME FOR AFRICAN AMERICANS
, August 1999 EEO Briefing Statement Once again, the Advisory Committee for African Americans (ACAA) welcomes the opportunity to address the Commission on EEO-roisted issues that affect the African American community at the NRC. We beleve that our leeues are well supported by members of the other EEO Advisory Committees, the Office of Small Business and CMI Rights (SBCR), the African American community at-large, and other ethnic groups in the Agency.
Our previous EEO rearu== inns with the Comrnission were focused on concems in three key areas. In this statement, we we address the same three areas. These areas, identified in bold text, and our'dian'% are as follows:
- 1. Develop and irnplement more specific and anharantive EEO criteria for evaluating managere and supervisors. ACAA has worked with the other EEO Advisory Committees and SBCR to identify options in support of this goal. We believe that the aMainq of a separate EEO sub-element in the elemente and standards of all SES, ;
managers and supervisors wW demonstrate significant progress toward this goal. We plan to randomly review the Agency offices' operating piens to gauge the imped of addreening EEO goals.
- 2. Increase the nunber of Afrioen American wornen in SES, %+-i4,.
management and Senior Laves positions. Also incremos the number of women in the feeder groups for these pooltions. In recent years, three minority females have moved into SES poettions. We will continue to focus on getting the Agency to aneure that downsidng and reorganizing do not lose a disproportionate number of women'and l minorttles in the SES, managerial and supervisory ranks.' We are aware of an. l unfortunate circumstance where a maior reorganization effort did not involve any participants from the AA cornmunity. However, this should not be a deterrent and the Agency should continue to work to improve i,.pw - --i of African Arnericans in management.
- 3. Encourage the ==*=he=hrnent of Upward Mobility positions for ,-..+. " M Jobs to provide opportunines for advenomment of Asrican Amarteens and other siinortues. We are piemmed with the Commiselon's Februsty 23,1999 Staff Requirements Memorandum (SRM) that addressed guireiv from within the Agency.
The SRM placed particular emphasis on ru.ivi;..g employees who have acquired deco es or special training and who are not being fuey utazed in their present positions.
The FY 1999 Upward Mobigty positions flRed bciude (1) three Administrative
- -;=i .iTrainees in the Office of Administration, (2) one Ucensing Assistent in Region IV. (3) one i"r- -;-i i.; and Program Analyst in Region IV, and (4) one Telecommunkations Technician in Region IV. We recommend that al offloes continueBy be encouraged to give serious consideration to flEng stefling positions with
. irt-house ic- Ap r who can demonstrate improved skBs and exponence and are seeldng profemelonel growth.
The ACAA is ceyi.s; of the many chagenges of downsizing and reorganidng that are facing the A0ency and is committed to support cooperadve heerfaces between SBCR, HR, the EEO Advisory Committees, and Agency management to improve aquel opportunity for African Americans and other women and minorttles in the A0ency.
1 AFFIRMATIVE AC110N ADVISORY COMMITTEE (AAAC)
BRIEFING STATEMENT August 1999 i
As reported six months ago, the AAAC cooperates fully and sucranafully with the other EEO I Advisory Committees and with the Office of Small Business and CMI Rights (SBCR).
Communication among these entitles continue to be = M particulahy with and fotowing a retreat held in April 1999, and as a result of additional knowledge gained during the recent committee training offered in May 1999. Also, the quamy of the data received and its p, n- ?+R-3 are excellent.
Based on data provided for the first half of the FY 1999, AAAC continues to recornment (1) More affirmative efforts to identify women and African Americans to fill profesmonal positions, (2) More affirmative efforts to identify Hispanics to fill positions in aR & Mvial areas, (3) More action in enhancing efforts to train and develop minorities and women eligible for .
supervisory and managerial pw 'Gr.6, and (4) Enhance efforts to identify and, where appropriate, asmst disabled . employees with reasonable accommodations.
AAAC continues to support strong NRC programs for Upward Mobility and Intem positions and recommends estabushing more of these positions throughout the Agency. These two programs have traditionally been very successful in enhancing the careers of minonties and women at the NRC. Specificauy, the Intem Program has greatly improved the representation of minortties and women in.engineenng and scientific poeidons.
The AAAC will cc,ntinue to devote considerable effort to encourage support for programs to hire, piern4., and asmst the disabled; to enhance cultural and managing. diversity; and to assess derm grahic data provided by SBCR. AAAC wit also continue to devote a sign:Reant
. amount of time in assisting SBCR in its programs and tasks.
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ASIAN PACIFIC AMERICAN ADVISORY COMMITTEE (APAAC)
BRIEFING STATEMENT The Asian Pacific American Advisory Committee (APAAC) appreciates the opportunity to addmes the Commission about EEO-related lasues that continue to affect NRC-Asian Pacific American (APA) employees. The recent aver,cy dde reorganization has a particular negative impact on APA. supervisors and managers. For example, the NRR rooig.rMi resulted in a not reduction of 2 APA SES and 1 APA supervisor.
Furthermore, despite the fact that a number of APA SES Career Development Programs (CDP) graduates, who have acted in various managernent positions, have demonstrated the potential of performing at SES level, and have repeatedly made the best-quallflod ilst for SES positions, they are among the last of the SES CDP graduates yet to be placed into the SES positions. There have been 27 graduates from either NRC or other gowsmment SES CDP in the past ten years, and three are still awaiting placement into at,, SES positions. Out of those three individuals, two are APA graduates. For future and current NRC SES CDP candidates,'we encourage the agency to, not only increase use of diversity as a basis to select qualified participants, but also actively assign them into suitable SES positions.
APAAC also wiould like to reemphasize the concerns we have raised in the past regarding the issue of longer-than-average time in which APA employees stayed in certain grade levels. Data obtained from HR show that APA males at GG-14 level spent the longest time in between grades, as compared to the agency average.
This pattom could be indicative of the career impediment facing APA employees,
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particularly APA males today. 4 I
We recommend that the Agency make more opportunities avaliable to qualified !
minorities at alllevels. In the mean time, considerations should be given to quellfled minorities having aspiration of management positions % light of office reorganizations and downsizing.
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August 1999 Commissien Bdefing Stetsment by the Committee on Age Discrimination (CAD)
The Committee on Age Discrimination (CAD) continues to enjoy the active par +1 rip =Hm of its members, and successful commurucations with the other EEO committees and the Office of -
Smal Businees and Civt Rights (SBCR).
The Age Diocdmination in Er.ipk,ymeat Act (ADEA) apples to employees over the age of 40. In receyL of the NRC's aging population, CAD studies aging leeues for several age groupings over the age of forty, inciucirs a grouping of age 55+. As the NRC workforce continues to age, CAD may extend its ah weaa to include even older groupmgs. The fui and productive use of the NRC's older employees is in the best interests of all NRC employees, managers, and the gosis of the agency. However, CAD firmly beleves that American somety cci- hdy, or uncor = rim =iy, supports the ccac.pt that a youthful workforce is better than an older workforce.
CAD believes that, even more insidiously, society subconsciously beneves that an older
. workfome is undesirable. CAD further beneves that, td some degree, society's benefs are also ingrained in NRC's thinking and practiema regarding aging employees. CAD hopes to woric with SBCR, NRC management and the Commission, to make NRC an example ofvpic C 'c ,
thinking and innovative actions regarding aging workforce issues in govemnk n', industry, and society as.a whole.
CAD has '8=e'==M some of the fotowing issues in past Commission briefings. We have been' worldng with SBCR to develop appropriate actions to adileve the desired outcomes for these leeues. We would welcome any Commission guidance and input in ac423,v our goeis.
Perintrnance Evaluation of Empioyene Aged 50 and Oider Using a sound *8=Hr=1 approach, our Data Analysis Subcommittee finailzad a study, which identified incScotions of possible age diecdmination within the NRC. An earler study, a review of flecal year 1996 data,inc5cated a concem for promotion rates for staff aged 50 and older.
Our new study, using flecal year 1997 data, shows =*=danemey ary significant trends of reduced performance appraisal evaluations for staff in the older age brackets. The new CAD analysis showed that older e6@r:: e in the top three grades received a much smauer percentage of outstaming ratings than younger staffers. A similar trend was found for scientists. In a recent letter to SBCR, CAD recommended that information about these adverse EEO + rends be provided to managers and supervisors to amours that they were aware of ttW M, and that other appropriate actons be implemented.
CAD has reconey received aimaar data for FY 1998. We wRl puform further analysis and report our findings. We are anno woridng wah SBCR 2 revise the ways that records are kept for selections for rotational assignments. The current records am not adequate for a meaningful study. o' ur sense is that rotasons are another ama where seinesons are biased toward youth.
With appropriate data, we wE be able to make fact based conciunions.
Eftests of AgameyDownstuhg The CAD is concemed fut NRC downstring has resumed in the loss of older expelenced staff members whose unique knowledge was not captured ber two they left. Further, we (and industry es wes) observed that the loss of experianood resident inspectors had even greater l
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4 potential significance. CAD noted that the loss of older expedanced staff was unavoidable h"ma downsizing was ec-T,/ t.ed by attrillon which involved generaty retir&T.et @
personnel. To counteract this loss, and to escognize the value of senior employees, CAD is '
seeldng ways to preserve the LT-rY-;-- vested in senior employees. CAD had discussed and recommended a formal, viable program of alte = m=lan planning. This pian would assist in -
maintaining the ie"el of ce,T- ixy at the sites. -
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AAendudng CAD is also e. Tit.euson a new program to find ways to.estabish an effective mentor program kTM,g older experienced stm#. Noting the loss of experience within the agency, CAD suggests that the NRC consider enhancing the existing mentor program to make it broader and include.the use of voluntow senior woridng level staff.
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. 1 CAD asserts that increased longevity will intensify trends toward a longer working lifelkne, aging W and professional advancement concerns. These issues wHl be shared by an .
Increasing percentage of the NRC workforce regardees of their ethnic origins, gender, or other diferences. These trends can only enlarge the agmg issue end present an increasing policy '
challenge to NRC leadership. CAD proposes that NRC set an example for governrnent agencies in deaRng with agmg woridorce le= =
Ascopntfos of Age h Mie past CAD had stated aging lesues shotid be in the formal agency operating pien. CAD notes tint tne agency is shifting to new planning methods using outcomes versus outputs as a goal. CAD recommends that the agency's new outcome based plannbg inwperate outcomes for NRC's aging workplace.
a nemesses CAD does not feel that it has been fully effective in accomplishing its advloory function lugardng communicating aging issues to SBCR, NRC eenior management, and the Con mission.. As we have stated in comments made atthe end of past Commission briefings, the subject of aging leaues was not ciocussed at Commission bnsfings and dd not receive an appropriate portion of Commission attention. CAD wlE strive to be more effective in the future.
We feel that attention to aging issues wE enhance the >RC's productivity, and effectivenees in
. managing oukxames. By taidng a lead in doeling with aging issues, the NRC can only enhance its rvW with its stakeholders and with its woridorce.
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FEDERAL WOMEN'S PROGRAM ADVISORY COMMITTEE EEO STATEMENT AUGUST 1999 FWPAC appreciates the opportunity to address the Cc:nmineion on EEO-related issues that
, affect women in the NRC. Our focus has remained on supporting efforts to enhance representation of women in management and senior iswel positions, ==pachay minority and profeemonal women. We have continued to foster successtui comenunication between FWPAC, members of other EEO Advisory Commettoes, the Offk:e of Small Business and Civil Rights, and the Office of Human Resources.
. We encourage continued support and commitment in managing a dversified workforce at the NRC. It has become increasingly urgent to hire and retain a highly quagfled, d6 verse, and
. rnativated staff. We recognize that there is great potential in employees which must be appreciated and maximized to successfully cany out the A0ency's objectives.
In he past two years, three minority women (two African American and one Asian PadRc American) were promoted into the SES program. We wiB continue to support initiatives tint i enhance representation of au women, especiasy minority women in profeemonal, supervisory, management, and executive positions. We wls also continue our efforts to incrosse employee ausreness of the role.of FWPAC, and to identify and address the concems of our constituency.
In addition, FWPAC wEl continue to support and increase awareness of famty-friendly -
programs already in pinos, such as work-at-home, thwipiaca, flexitime, part-time, cred hours, and others for al employees, especeily women. We also encourage support for adelonel
=W programs to help parents deal with both family and health related issues and the ccN support of management in enabtng women to participate in training / development progmms. Wo.strongly support and advocate these and other measures to promote a positive NRC wxk environment that encourages each woman to perform at her maamum potendal.
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y o-HEPAC EEO BRIEFING STATEMENT Some Hispanic employees perceive that management missed a " golden" opportunity to unhance representation of Hispanics in supervisory and management positions. This perception is based on the large number of technical career opportunities (team leaders, i section leaders, and technical assistants) recently available at the GG-14 and GG-15 grade L levels. A significant number of Hispanic employees applied for these vacancies and were rated as qualified. However, only a few made the Best Qualified List, and none were selected.
While non-selection of an Hispanic applicant may be justifiable on an individual bases, Justifying non-selection of a significant number of Hispanics is more difficult. This trend
! demands a closer look to determine whether some Hispanic applicants have been properly I rated or need additional developmental opportunities. We will continue to work with SBCR to identify appropriate strategies to enhance representation of Hispanics in technical, supervisory, management and executive positions. Increased representation of Hispanic employees at all occupation levels is needed. Faimess, real and perceived, in career development and career I-growth opportunities will remain critical to attract, recruit and retain employees.
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4 PARAPROFESSIONAL SUBCOMMITTEE STATEMENT In the Paraprofessional Subcommittee's last briefing statement, we provided. summary findings regansna two of the three issues we identined. The romaning issue involved our review of upward mobility opportunities within NRC. ' Resources of the subcommittee are not Wi=8= to conduct a ' comprehensive review of at upward mobuity opportunities in the paraprofesmonal area. We recommend that NRC management continue to encourage the establishment of these positions whenever possible.
Another issue regarding paraprofessionais has come to our attention. The Licensing Assistant (LA) position dos spris. (PDs) within NRC. In orderto perform a review to determine the accuracy and consistency of the dubes and responsibilities of the LA PDs, the subcommittee minimized its scope of review to conduct a companson of LA GG-8 through GG-11 PDs in the Office of Nuclear Matenal Safety and Safeguards (NMSS) and the C.fice of
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Nuclear Reactor R,ogulation (NRR).
Based on ourfindings, the subcommittee makes the folloung observations:
- 1. LA PDs in NMSS and NRR at the GG-11 grade level are simtar in scope, duties, and level of compinxity.
- 2. LA PDs in NMSS at the GG-10 grade level are sirnitar in scope, duties, and level of complexity. However, there are no significant differences between LA PDs in NRR at the GG-10 grade level and the GG-11 grade level.
- 3. There are significant differences in scope, duties, and responsibilities between LA PDs in NMSS at the GG-g grade level and the GG-10 grade levels. An observation was made reganing some LA positions in NRR at the GG-9. There are no significant differences between LA PDs in NRR'at the GG 9 and GG-11 grade levels.
c:Aiplexity to the GG-10 LA PDs. However, the NRR GG-8 LA PDis simBar to LA PDs '
at the NRR GG-11 grade levels,
- 5. LA,PDs for the.NRR GG4 thmugh GG 10 are similar in funcions. As written, the PDs do not clearty distinguish between the scope .of work, dunes, and level of responsibinty.
it. appears that PDs for LAs are out of date and do not represent'the more advanced technical imowledge, skils, and abiglios that have accrued and have impacted these positions in the past few years. The lack of accurate PDs has hurt the pieT,wani potential not only for LAs, but possibly for a5 NRC p .y C t- eis. 'therefore, the subcommittee recommends that LA PDs and other paraorofessional PDs be officaaly reviewed, updated, and changes be made to ele, series, and grade, if warranted.-
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- 4 JOINT LABOR MANAGEMENT EQUAL EMPLOYMENT OPPORTUNITY COMMITTEE (JLMEEOC) BRIEFING STATEMENT August 1999 The Joint Labor Management Equal Employment Opportunity Committee (JLMEEOC) was established by the Nuclear Regulatory Commission and the National Treasury Employees Union (NRC/NTEU) to advise the NRC on matters about equal employment opportunity (EEO).
The Committee is co-chaired by Rateb (Boby) Abu-Eid and Cheryl A. Trottier. Other members include Cynthia Carpenter, Sandra Frattali, Samuel L Pettijohn, and Michael Stein. We thank
. you for the opportunity to present our observations and comments to you.
As a result of the recent re-organizations of the NRC, the JLMEEOC is concemed that promotional opportunities for women and the traditionally disadvantaged groups may have been adversely impacted and constrained. Specifically, vacant positions at the GG-14/15 and Senior Level Service have been reduced and, in the long-term, may impact opportunities for women '
and rninorities if attention to EEO is not maintained. This action may also impact upon future opportunities for and progress of all NRC's employees. It is important to continue to promote diversity in the organization, and seek ways to enhance staff development and career potential.
Further, certain administrative positions (e.g. branch chief secretaries) were reduced resulting in reassignments of staff, with retention of their grades, to Ipwer level positions.
In our previous EEO statement, we recommended that the impact of the reorganizations on EEO be explicitly addressed by the Office of Small Business and Civil Rights for positions at the l GG-14 and above, and for support personnel in lower grades. SBCR provided the EEO Committees with summary information regarding the impact of the re-organization which reflects no disproportionate impact on women and minorities. However, the number of w' omen and minorities in supervisory and managerial positions decreased in some cases, espacially for Asian employees. As previously stated, it is important to promote diversity in the organization and at all levels. We, therefore, recommend enhancing efforts to increase the number of women and minorities in supervisory and managerial positions.
The JLMEEOC recommends that the staff continue to explore ways to make progress on affirmative action and enhancing diversity. Specifically, the JLMEEOC request staff to focus on the following EEO related areas:
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- 1. Review EEO related lessons leamed pertaining to NRC's reorganization. '
- 2. Enhance efforts to attract and retain women and minorities in professional positions.
- 3. Enhance efforts to improve communication skills through training and development, and, encourage employees and managers to take related courses.
- 4. Encourage more employee participation in the Mentoring Program.
- 5. Expand the pool of women and minorities for supervisory, management, executive, and senior level positions.
The JLMEEOC is encouraged by the Commission's perseverence and efforts in maintaining an effective EEO program and policies within the NRC. The JLMEEOC is confident that these efforts and policies will continue.
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