ML20211N909
| ML20211N909 | |
| Person / Time | |
|---|---|
| Issue date: | 10/14/1997 |
| From: | NRC COMMISSION (OCM) |
| To: | |
| References | |
| REF-10CFR9.7 NUDOCS 9710170167 | |
| Download: ML20211N909 (82) | |
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TRANSMITTAL 10: Document Control Desk, I'l-17 Ok'FN ADVANCED COPY T0 - _ Public Document Room, L Street DATE:- ')h/jp FROM: SECY, Operations Branch i
Attached is a copy of a public Commission meeting transcript and related meeting document (s). They are being forwarded for entry on the Daily Accession List and ;
placement in the Public Document Room, No other distribution is requested or l required.
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i Heeting Date: __/DIV/7) :
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j Original transcript with attachments is file ~ .n Correspondence & Records Branch.
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23 3 N A_
UNITED STATES OF AMERICA NUCLEAR REGULATORY COMMISSION i
Title:
BRIEFING ON EEO PROGRAM 1
l PUBLIC MEETING Location: Rockville, Maryland Date: Tuesday, October 14,1997 Pages: 1 - 72 ANN RILEY & ASSOCIATES, LTD, 12501 St., N.W., Suite 300 2 ) 842 h
DISCLAIMER This is an unofficial transcript of a meeting of the United States Nuclear Regulatory Commission held on October 14, 1997 in the Commission's office at One White Flint North, Rockville, Maryland. The meeting was open to public attendance and observation. This transcript has not been reviewed, corrected or edited, and it may contain inaccuracies.
The transcript is intended solely for general informational purposes. As provided by 10 CFR 9.103, it is not part of the formal or infor:aal record of decision of the matters discussed. Expressions of opinion in this transcript do not necessarily reflect final determination or beliefs, No pleading or other paper may be filed with the Commission in any proceeding as the result of, or addressed to, any statement or argument contained herein, except as the Commission may authorize,
e ,
a 1 UNITED STATES OF AMERICA 2 NUCLEAR REGULATORY COMMISSION 3 ***
4 BRIEFING ON EEO PROGRAM 5 ***
6 PUBLIC MEETING 7 ***
8 Nuclear Regulatory Commission 9 One White Flint North 10 Rockville. Maryland 11 12 Tuesday, October 14, 1997 13 14 The Commission met in open session, pursuant to 15 notice, at 10:04 a.m., the Honorable SHIRLEY A. JACKSON, 16 Chairman of the Commission, presiding.
17 18- COMMISSIONERS PRESENT:
19 SHIRLEY A. JACKSON, Chairman of the Commission 20 GRETA J. DICUS, Member of the Commission 21 NILS J. DIAZ, Member of the Commission 22 EDWARD McGAFFIGAN, JR., Member of the Commission 23 24 25 ANN RILEY & JSSOCIATES, LTD.
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2 1 STAFF AND PRESENTERS SEATED AT COMMISSION TABLE 2 JOHN C. HOYLE, Secretary of the Commission 3 KAREN D. CYP, General Counsel 4 PATRICIA NORRY, DEDM S IRENE LITTLE, SBCR 6 PAUL BIRD, HR
- 7 BILL BEACH, Region III 8 CARL PAPERIELLO, NMSS 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 ANN RILEY & ASSOCIATES, ITD.
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1 PROCEEDINOS i l
2 (10:04 a.m.) l 2 3 CHAIRMAN JACKSON: Good morning, ladies and 4 gentlemen. Today the Commission is meeting to discuss the 5 status of the NRC's Equal Employment Opportunity program for 6 the period of October 1, 1996, to June 30, 1997.
4 7 The Energy Reorganization Act of 1974, as amended, 8 requires the Executive Director for Operations to report to 9 the Commission at semiannual public meetings on the status, i 10 progress and any problems associated with EEO efforts.
11 The Commission held the last EEO briefing on j! 12 February 20, 1997. At the previous meeting and in a March
- 13 7, 1997, staff requirements memorandum, the Commission 14 requested that the next briefing include a presentation by 15 office directors on implementation of EEO program policies, 16 including topics on preselection, development of management
{ 17 skills, and evaluation of those skills as part of job
- 18 performance, j 19 Today the briefing will include presentations by l 20 three office directors. SECY Paper 97-197, copies of which 21 are available at the entrances to the room, contains 22 additional information and data on the status of the NRC EEO 23 program, the response to the March 7, 1997, SRM, and 24 activities of the EEO advisory committees, subcommittees and 25 the Joint Labor Management EEO Committee.
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1 Clearly the paper represents a great deal of work, 2 initiatives, recommendations and plans on the parts of the 3 3 Office of Small Business and Civil Rights, Human Resources, ,
4 the EDO's office, the advisory committees, subcommittees, 5 and the Joint Labor Management EEO Committee.
6 Further, I understand that you are continuing a 7 spirit of cooperative dialogue as you search for improvement j 8 in the EEO program at NRC. I encourage you in these 9 efforts, and I encourage you never to loose sight of the
- 10 fact that, as you've heard me say before -- it's becoming a 11 mantra -- excellence is as excellence does, and therefore
- 12 the test will lie in whether the initiatives, 1
13 recommendations and plans we implement will significantly 14 result in a more equitable work environment or the 15 perception of it for all of us at the NRC.
16 On that note, I welcome the presenters and all 17 employees in the audience who have demonstrated by their 18 presence an interest in and commitment to the NRC EEO 4
{, 19 program, 20 I look forward to hearing about the results and 21 outcomes the NRC has achieved in the EEO area, evidencing 22 that all employees can demonstrate their unique skills and
. 23 talents in fulfillment of the agency's mission, can be
- 24 evaluated fairly, and that there are enhanced opportunities 25 for development and advancement without concern of ANN RILEY & ASSOCIATES, LTD.
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preselection at all grade levels regardless of race, gender, 2 lational origin, age, or disability.
3 Do any of my colleagues have any comments they 4 would like to make? If not, Mrs. Norry, I understand you'll 5 be leading the discussion. Please proceed.
6 MRS. NORRY: Thank you.
7 Chairman Jackson, Commissioner Dicus, Commissioner 8 McGaffigan, Commissioner Diaz, good morning. We are pleased 9 to be here today to provide the Commission with information 10 on the current status of the agency's equal employment 11 opportunity program covering the beginning of the fiscal 12 year, October 1, 1996, through June 30, 1997, 13 Joining me, on my left, are Irene Little, Director 14 of the Office of Small Business and Civil Rights; on my 15 right, Paul Bird, Director, Office of Human Resources. .
16 Ms. Little will now introduce the EEO committee 17 chairs.
18 MS. LITTLE: Thank you, Mrs. Norry.
19 I would ask t.be committee chairs to stand as I 20 call your name so that you can be seen by the audience here.
21 We are really pleased to have with us today 22 representatives of various EEO committees and subcommittees.
23 Starting to my left is Sudhamay Basu, who is chair 24 of the Asian Pacific American Advisory Coramittee, 25 Mike Weber, chair of the Joint Labor Management ANN RILEY & ASSOCIATES, LTD, Court Reporters 1250 I Street, N.W., Suite 300 Washington, D.C. 20005 (202) 842-0034
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6 1 Equal Employment Opportunity Committee._ '
2 Rene Cesaro, chair of the Affirmative Action-3 Advisory. Committee.
4 Reginald Mitchell, chair of the-African Aterican .
5 Advisory Committee.
6 Sharon Connelly, chair of the Committee on Age 7 Discrimination.
8- Roxanne Summers, chair of the Federal' Women's- >
9 Program Advisory Committee.
- 10. Jose'Ibarra, chair of the: Hispanic Employment l'1 Program Advisory Cc.nmittee.
12 Larry Vick, chair of the Performance Monitoring 13 Subcommittee, 14 lAnd Subinoy Mazumdar, chair of.the Selection 15 Subcommittee, 16 Also joining us today is Jim Thomas, president of 17 the National Treasury Employees Union.
18 Thank you, Mrs. Norry..
- 19. MRS. NORRY: Thank you, Irene.
20 In addition to the commi ttee -members, we also have 21 three NRC managers participating in this briefing to-discuss =
22 their-implementation;of EEO policies.
23 They are Karen Cyr, the general counsel; Carl-24- _ Paperiello,-director'of NMSS; and Bill Beach, the regional
,25 administrator of Region III.
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7 1 At the last briefing . the Commission- was informed 2 that we plan to conduct a comprehensive review of the .
3 . agency's_EEO program and develop or realign strategies.as 4 appropriate for addressing. equal-opportunity 1for all NRC 5 . employees. This briefing is designed to provide feedback on 6 this review, provide information to the Coamission in 7 response to the1 staff requirements memorandum following the 8 last briefing, and also provide a status on the activities 9 of the three EEO subcommittees.
10 I would like to begin with our response to the SRM 11 which requested this briefing be expanded to include a panel 12 of office directors to discuss their implementation of EEO 13 programs. Specifically,'they are asked to discuss their '
14 strategies to address the perception of preselection in the 15 merit stsffing process and to discuss the development of 16 management-skills and the evaluation of those skills as part 17 .of job performance.
18 The SRM also requested that the staff consider 19 implementing-the SES candidate development and supervisory 20 development programs on a more systematic basis in concert "
21 with work force needs.
22 With regard to this last issue, the need for 23 offering the SES candidate development program will be 24 considered as part of the executive success and planning 25 initiative.
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0 4 8-1 Office directors and. regional administrators will
! 2 on an ongoing basis identify to the Office of-Human
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3 Resources SES positions that they anticipate may become 4 vacant. HR will then assess agency-wide replacement.needs 5 and recommend to the EDO whether the SES candidate 6 _ development program is needed, 7 A similar process will be followed in assessing
-8 the need to open the supervisory development program.
9 With regard to our review of the EEO program, we 10 have continued our efforts to improve this program, 11 factoring in the recommendations of the various EEO 12 committees and our dialogue with managers e.nd supervisors 13 for input into the overall process, 14 As a-result of our review, we have determined that-15 we should focus our affirmative action efforts in the 16 following four areas:
17 [ Slide.]
18 MRS, NORRY: Enhancing opportunities for 19 advancement of minorities and women in' professional 20- positions, 21- Expanding the pool of women and minorities for 22 supervisory, management, executive and senior level 23 positions, 24- Enhancing our efforts to attract, develop, and 25 retain disabled employees.
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- p. 9 j 1 Improving communication about EEO and affirmative
- 2 action objectives, improving management responsiveness, and l
3- evaluating our progress, l
{ 4 Some additional efforts underway as a result of 5 ~ our overall review are:
i t 6 (Slide )
7 MRS. NORRY: The staff has initiated efforts to j 8 update the agency affirmative action plan. At present, the a
9 U.S. Equal Employment Opportunity Commission has not yet l 10 issued final guidance for developing these new federal i
j 11 affirmative action plans. However, the staff has moved i 12 ahead to develop a plan based on draft-EEOC guidance.
. 13 Included are office and regional initiatives, as well as.the I
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14 affirmative action areas of emphasis I discussed earlier and 15 identifJed in the briefing paper.
- 16 We believe such a plan will facilitate a more f-17 strategic approach to our goals and objectives and provide
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j 18 clear information to managers and staff on the direction of 19 our EEO efforts. We hope to have this document finalized
- 20 during the second quarter of fiscal '98.
21 The staff is also developing plans to implement a l 22 managing diversity process within the agency. This is a 23 -long-term initiative specifically designed to create and
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24 maintain-an environment in which each employee is valued and
. 25 will work cooperatively toLperform at his or her highest 4 ANN RILEY & ASSOCIATES, LTD.
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'l Ilevel. :This process will be closely coordinated with the i,_
g 2 regulatory excellence efforts to utilize-results gained from ,
) 3 'the organizational culture assessment. _
[ 4 .The managing diversity pro 7ess is intended to l i
5 provide direct support to our goal of creating a diverse j 6 applicant pool and assisting managers in more effectively ,
- 7 managing a more. diverse' work force.
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8 We have continued to place a high priority on 9 maintaining an effective EEO complaint process.
i 10 May I have the next viewgraph, please.
- . 11 CHAIRMAN JACKSON
- Before you go, can you 12 elaborate a little more on the managing diversity process, i: 13 what it will consist of? Will it have training modules?.
f .
j 14 How long is it? Can you give us a little bit more?
15 MRS. NORRY: I would like to ask Irene to-discuss
- 16. that.
17 MS. LITTLE: Initially, what we would like-to do l 18 is schedule a session for the top level managers in the
- 19 agency to get what we call buy-in for the process, There 20 are several approaches that we-could take. We would like to 4.
- 21. have a presentation with an approach and get the buy-in at 22 that level. The-next step would then be to train the SES I
- '23 and~other managers in the agency.
l 24- We are planning to try to dovetail our-efforts so i:
1-25 that by that time we will have the results'of the culture i.
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11 1 survey that is being done agency-wide, and we will then 2 determine what additional training would be needed after 3 that for employees and managers.
4 CHAIRMAN JACKSON: So at this point you are 5 beginning to talk it up and develop your tools?
6 MS. LITTLE: We have done that. We have also 7 already engaged with contracts to hire a consultant to bring 8 in those first three sessions. That contract is basically 9 in place at this time, e
10 CHAIRMAN JACKSON: Commissioner Dias.
- 11 COMMISSIONER DIAZ
- On the EEO complaint process, 12 I understand you are trying to make it more effective. What 13 does that mean in terms of time? How long does it take to 14 process a complaint no , and where do we want to be as far 9
15 as the timing? Are we where we want to be?
16 MS. LITTLE: The regulation says that we should 17 process an EEO complaint within 180 days. We are trying to 18 meet that goal. Our effort to be more effective, though, is 19 geared toward trying to give management and a potential 20 complainant every opportunity to settle the complaint and 21 not go to the final stages, if that is a possibility, 22 What we are doing is inserting an additional step 23 in the process where my office will make contact with the 24 office director before the complaint goes out for 25 investigation to see if there is some way to settle the ANN RILEY & ASSOCIATES, LTD.
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12 1 complaint before it goes formal. That's how we_would like 4
2 to make the process more effective.
3 COMMISSIONER DIAZ: Some people think 180 days is 4 a long time. Sometimes complaints of our licensees take 180 5 days.
6 MS. LITTLE: It is a long time, but the process is 7 fairly complicated.
8 MRS. NORRY: It requires a formal investigation.
i 9 It is lengthy.
10 CRAIRMAN JACKSON: Would this intervention that
. 11 your office is proposing likely potentially shorten the 12 settlement of some of the complaints?
13 MS. LITTLE: We are hoping that it might provide 4
14 an opportunity to settle some of the complaints, to resolve 15 them at that stage, and we won't have to send them out for 16 investigation. That's what we are hoping. We are at the
, 17 very beginning of that now.
18 This year we only have seven formal complaints, i
19 We are hoping that we don't get a lot of opportunity to try 4
20 this. Our EEO counselors are doing a very good job and 21 resolving a lot of the issues informally. Here again, 22 because we use an outside consultant to do our 23 investigations -- and that costs money -- when it reaches my 24 level at the initial formal stage, we try to give the office 25 director and the complainant one more look-see to see if ANN RILEY & ASSOCIATES, LTD.
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1 there is.a way to' resolve the complaint.
- 2 MRS. NORRY
- If I could have slide 3 again, i
i 3 please.
- 4 -(Slide.]
5 -MRS. NOK 'Y : Just to reiterate a little bit what 6 Irene said, the good news is that we are at the lowest in 7 the last five years in terms of the total number of formal f 8 complaints, but we have the same number of contacts with EEO
- q. 9 counselors, approximately. What that says is that a lot of j 10 these potential complaints are getting resolved by the work i
- 11 of the EEO counselors. This group is really-doing an 12 excellent job. It occurs to us that perhaps at the next j 13 Commission briefing we might bring a representative.from
).
i 14 that group forward just to kind of share a little bit with 15 .yu ..t they do and how they do it.
16 Highlighting some areas of staff activity in 17 progress during 1997, the staff.has continued an overall 18 aggressive outreach and recruitment effort to attract well-19 qualified women and minority candidates of all groups.
20 [ Slide.].
12 1 MRS. NORRY: Note that 25 percent of the 66 22 professional positions filled from the beginning of the 23 . fiscal year through June 30 are minorities or women. While 24 this certainly is progress, more needs to be done to attract 25- Hispanics and Native Americans.
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14 1 To this end, we continue to participate in 2 recruitment events sponsored by colleges, universities and 3 regional chapters of the American Indian Science and 4 Engineering Society, the society of Hispanic Professional 5 Engineers, the Hispanic Association of Colleges and 6 Universities, and other such organizations. Hopefully these 7 efforts will_ result in more Hispanics'and Native Americans 8 in the applicant pool for professional positions.
9 I might also mention that we recently received a 10 report by the U.S. Merit Systems Protection Board calling 11 attention to the problem they call " addressing the barriers 12 to Hispanic participation" and noting that Hispanics remain 13 the only under represented minority group in the federal 14 work force and urging federal agencies to devote a greater 15 proportion of their recruitment efforts to increasing 16 Hispanic representation.
17 Also noteworthy during this fiscal year, women in 18 the SES increased from 15 to 19, including one minority 19 woman, and minority men increased from 9 to 14. More needs 20 to be done to develop minority women in the SES feeder 21 group.
22 I have three slides which illustrate the 23 activities of the Executive Resources Review Group during 24 this period 25 (Slide.]
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e e i j- 15 i-1 MRS. NORRY: Slide 5 showb the composition of the-3 2 22 selections as.the grade 15 and SES levels. I believe i
j 3 those speak for themselves. -Those are SES-and grade 15 4 nonborgaining unit positions,
- i. 5 (Slide.]
! .6 MRS NORRY: siide 6 shows the composition of the l .
- 7 best qualified lists for the same positions.
! 8 (Slide.]
1 k 9 MRS. NORRY: Slide 7 depicts the distribution of 10 these selections' based on the opportunity to select. This 11 one is a little hard to read, but let me just mention a I
12 couple things.
l 13' These data represent a significant change from-7 14 fiscal 1996 with regard to opportunities to select and
]-
15 selection rates for these groups. .For example, in 1996 16 -there were no African American males or Asian Pacific l 17 females appearing on the BQLs; no Asian males were selected d
18 from the four eligible applicants.
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4 i 19 As noted in this slide, in 1997 there were nine -
20 opportunities to' select African American males, and three
- 21 were selected; four opportunities to select Asian Pacific f -
22 .American-females, and one was selected; and 11 opportunities 3-5 23 .to select Asian Pacific American males, and two were i
24 selected.
i j 25 CHAIRMAN JACKSON: Does opportunity to select i
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- 1 represent the number of individuals who applied for an SES 4{ 2 or a nonbargaining unit GS-15 position?
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3 MRS. NORRY: Those on the best qualified list, i
4 CHAIRMAN JACKSON: So it's a'BQL?.
I.
5 MRS. NORRY: That's right.
6 We should continue our efforts to enhance f
1.
7 opportunities for minorities and women to advance into 8 - positions that-are in the feeder group. This is especially 3
j 9 true in the case of Hispanics, Native Americans and Asian
{ 10 females.
t I- 11 Minorities and women should be encouraged to seek l-12 out developmental assignments in areas where there is a high I, 13 probability of staffing increases.
l l 14 Additionally, management needs to be responsive to 15 requests from unsuccessful candidates for specific j 16 promotions who seek feedback on areas that could enhance j 3.7 their competitiveness, j 18 CHAIRMAN JACKSON: Let me ask you a question, Do l 19 we have statistics that are like these and representational l
j 20 statistics on women and minorities for each NRC office and a 21 further breakdown by professional category so that you have
[ 22 a better opportunity to see where you should target?
23 MRS. NORRY: Yes, we do.
j 24 Irene Little will now summarize the work of the
- . 25 - EEO advisory committees.
1 s
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<4 4 17 1 COMMISSIONER DICUS: Before~we leave that, 2 generally I've had an understanding -- maybe my 3
understanding is wrong -- that one of the problems we may 4 have with the percentage of minorities or women'is that we 5 are a technical agency. Given that, have we looked at other 6 predominately technical agencies, perhaps NASA, to see what 7 they are doing and compared notes with them on this sort of '
8- thing, to see across the federal agencies if the technical-9 agencies are lagging behind the other agencies?
10 MRS. NORRY: Yes, we have looked at that.
11 Paul.
j 12 MR. BIRD: Yes, particularly NA:A EPA, DOE,-and
' 13 others that are sort of competing with us for the same 14 groups. We talk to them very of ten at job recruitment fairs 15 and then talk to their personnel directors with regard to 16 things that they are doing to try to enhance their work l 17 force. It is heavy competition even within the Federal
[ 18 Government for minority groups in particular.
4 19 Hispanics has been a focused effort. NASA has j 20 - difficulty there. Other agencies have had more success
- (
21 because of the location of their facilities. If you look at
- - 22 the population demographics, California and Texas have high 23 populations of Hispanics. They tend to want jobs--in those 24 . areas, and if you.are in the right locations you tend to be-25 more successful than if you are trying to get-people to 4
4 i
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18 1 relocate.
2 Again, the competition is very, very stiff for 3 these technical resources. We rely heavily on Oak Ridge, 4 the ORISE, to provide us data on where to look for 5 minorities and where to recruit for minorities.
- 6 All the technical agencies tend to be at the same 7 places almost 6t the same time.
8 CHAIRMAN JACKSON: How do we fair compared to the l 9 others?
q 10 MR. BIRD: I think we hold our own. Certainly we i
j 11 have some flexibility that some of the other agencies don't 12 have in salary setting, and we apply that flexibility. That 13 gives us an advantage. We don't have the advantages to do 14 what the private sector can do, however, and they are 15 basically in competition as well at these same events and at s
16 these same campuses.
17 I think we hold our own. We do very well within 18 the government structure. _There is still room for 19 improvement and still a lot we can do.
20 CHAIRMAN JACKSON: I think it would be interesting 21 for you to provide some comparative statistics for us. You 22 can make a selection of agencies, beginning with our i
j 23 favorite, DOE, of course, and EPA, our other favorite. But 24 you can also look at NASA and some of the others.
25 COMMISSIONER DIAZ: Now that you started this ANN RILEY & ASSOCIATES, LTD.
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table of selections, _you might be-able to actually provide a 2 way of tracking these in a matrix that-looks at selection, 3,
looks at every different division, and see how personnel are 4- being-selected in different-parts of the agency. That might -
5 allow you to see areas where you need to put more effort.
6 CHAIRMAN JACKSON: That was part of the question.
7 I asked the-question about the breakdown. If you have the 8 statistics, then you might as well use them the way he's 9 . talking about.
10 COMMISSIONER DICUS: We definitely lag behind the 11 private sector. Or do we? Are we-competitive?
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j 12 MR. BIRD: They have certain advantages in 13 recruitment and in pay, I think, and they are able i
14 consistently, when we get into the bidding wars, to come out 15 ahead. They can have very focused recruitment and basically
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16 follow that with very attractive job of fers. We can reach a
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17 certain point, and at that point we are really trading on 18 the interest of people to work in the Federal Government, to
, 19- work in public service,-and to have some of the benefits i-20 that we do have.
l 21 Again, we hold our own in the government. I would
) 22 say that we are not as effective as the private sector in l 23 - some cases.
I.
j- 24 CHAIRMAN JACKSON: I think it would be i
- 25. interesting , since we are doing statistics searches here, to 1
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{ 1 actually pull--up data in terms of howLwe look relative to 1-I i 2 entry level vis-a-vis!the1 private sector versus if you look l
3 at the aging of the data, because I believe in fact there is
} 4 somewhat of a crossover point. I
- 5 MR. BIRD
- Yes, there is. We've measured the i
6 progress,. That's one thing we do when we are out marketing, j; 7 We know that for engineers and' scientists, HPs, about'four-j i
8 or five years into a career, those.that have come into the j 9 government are doing very well compared to those that came
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- 10 into the private sector. .We try to trade on that data where
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l- 11 we can and where we can get a receptive audience.
8-2- 12 Of course many people are focused on their first F
i-13 salary, particularly coming out of college. Every year we
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14 go back and reassess our entry level salaries geared 15 specifically to engineers and scientists and try to adjust 4
i 16- those accordingly. We try to maintain a position of being i
j 17 at least in the middle of the market. We don't exceed it 4
18 and.we don't undershoot it, and we adjust that regularly to i
19 try to be attractive at an entry-level, i
4 20 MRS. NORRY: Irene.
i 21 MS. LITTLE: Thank you, Mrs. Norry.
[ 22 At'this point-I would like to note the continued 1
j 23 high level of cooperation by the EEO advisory committees who i 24 have made significant contributions to the agency's EEO
- - 25 efforts.
i i
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21 j' 1 The three EEO subcommittees we reported cui during s - .
f 2 our last -EEO briefing in February have now completed their j 3 initial-assessments and-have developed a number of 4 recommendations-for consideration by the staff. I will 5 highlight a_few of these recommendations.
k '6 The Managing Diversity Subcommittee completed its 7 review and has recommended that the agency move ahead with a 8 managing diversity process as a strategic approach to full 4
! 9 utilization of NRC's human resources, i
10 I believe Mrs. Norry mentioned earlier that we are i-T
{ 11 moving ahead with this process, and we plan to complete this i 12 initial phase by end of FY-98. Again, we appreciate the
?
[ 13 support from that committee and the input that they have
! 14- provided to us.
i 15- The Performance Monitoring Subcommittee has l_
16 completed approximately half of its reviews and has made 17 recommendations to us regarding several programs that are 18 designed to impact career opportunities for minorities and c
19 female employees.
f -20' The briefing paper for this briefing _ reflects 21 .their specific recommendations. So I won't go into details t
H22 here.
{; '23 The monitoring subcommittee will complete the 24 additional reviews over-the next few months, and at the next 1
i-25 briefing we plan to report on their recommendations of those i
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22 1 reviews.
2 The Selection Subcommittee and the Joint Labor -
3 Management EEO Advisory Committee provided several 4 recommendations on the merit selection process, including-5 ways to mitigate the appearance of preselection. Some of 6 -these--recommendations-were adopted and some of them are 7 under review by staff.
8- One of the key recommendations is the 9- implementation of a checklist to be used by-personnel 10 specialists-in the merit promotion process.
11 The Office of Human Resources and the Small 12 Business and Civil Rights Office will continue re"iew of the 13 remaining recommendations and will report on their status 14 during'the next EEO briefing.
15 Thank you, f'
16 MRS. NORRY: We are confident that through these 17 types of cooperative initiatives and implementation of the 18 strategies we have discussed today'we will continue to make 19 progress in making NRC an agency that maximizes the 20- -potential of all of its employees.
21 This concludes my statement. The three managers 22 will now make their presentations, starting with Karen Cyr, 23 followed by Bill Beach, and then Carl Paperiello.
24 CHAIRMAN JACKSON: Before they begin, I actually o 25 have-some general questions that I want to ask-you on your i
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4 4 23 1 part of the program. They are somewhat statistical, and if 2 you have the answers, fine, and if you don't, then you can 3 get them for me as a follow-up.
4 You talked about 100 employees who participated in 5 rotational assignments. Do you have any breakdown in terms 6 of the representation of women and minorities? This is on 7 page 4 of the SECY paper.
8 MR. BIRD: Yes, I do.
9 CHAIRMAN JACKSON: These rotational assignments
- 10 are viewed as development opportunities, are they not?
- 11 MR. BIRD: Right.
12 There were actually 115, 47 of which were 13 minorities and women. That's as of June 30; 16 were 14 minority and 38 were women.
15 CHAIRMAN JACKSON: Then I noted the same SECY 16 paper on the same page indicates that one Asian / Pacific 17 American man was selected for the resident inspector 18 development program. Can you give me some breakdown 19 otherwise for the program, who else was in it and what 20 success or special efforts you are making particularly in 21 trying to attract Hispanics, Asian / Pacific Americans, and 22 African Americans?
23 MR. BIRD: There have been three rounds of 24 selections for.the resident inspector development program.
25 The first resulted in 14 selections, 12 of which were white ANN RILEY & ASSOCIATES, LTD.
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24 1 males, one Hisr c male, and one white female.
2 The second round, which was in 1997, resulted in 3 13 selections; 12 were white males and one Acian/ Pacific 4 American male.
5 The third round of selections has just recently 6 been completed. There were 12 selectees, all of which are 7 white males. I'm sorry to say that some of those have 8 declined our offer. We are still trying to wrap up that 9 particular round. As you know, this particular program will 10 not be continued in the future. I think there are some 11 alternatives that may have better results.
12 MRS. NORRY: One of the things that this, among 13 other things, tells us is that if we are going to have 14 success in attracting women and minorities, we are going to 15 have to start with some entry level positions.
16 These resident inspector programs are very 17 important, but they have very, very high qvalifications, 18 understandably so. -We hope in the future to get more of our 19 people, this program as well as others, from some entry 20 level efforts that are now ongoing.
21 CHAIRMAN JACKSON: Of the 40 SLS, how many work 22 for Commission offices and therefore are temporary versus i
23 staff offices?
24 MR. BIRD: Twelve work for the Commission offices; 4
25 12 work for Commission level offices; and 15 work for EDO ANN RILEY & ASSOCIATES, LTD.
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1- level offices,2for a total of 39. I believe that's as of 2 June 30. It may.have fluctuated a little, but not a lot.
--- 3 -CHAIRMAN JACKSON: Basically they aren't in the 4_ staff offices other-than in the-EDO office?
5 MR. BIRD: Right.
6 CHAIRMAN JACKSON: I'm talking about out in the 7 land. Once you get beyond the EDO, 8 MRS. NORRY: We didn't mean the EDO's office per 9- se; EDO level offices as distinguished from Commission level 10 offices.
11 MR. BIRD: And they are pretty widely dispersed.
12 MRS NORRY: That includes program offices.
-- 13 CHAIRMAN JACKSON: All right.
14 Then there was attachment 1, page 1.1. It 15 indicated that more than 50 employees were enrolled in three 16 developmental programs for secretaries, for clerical 17 employees and administrative assistants. How many of them 18 were women and under represented minorities, and overall 19 what-has been the track record for the staff in these 20 _ programs?
.21 MR. BIRD: The Certified Professional Secretary
- 22. program. There were six white employees, three H23 Asian / Pacific Americans, one Hispanic, and six African 24- Americans, all of whom were women, a total of 16 in that 25 particular program.
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26 1 That is an interesting _ program, because it does a 2 lot of preparatory work for an exam. Unfortunately, the 3 government does not pay for the exam itself. That is 4 incumbent on the individual. In some cases the individual 5 has chosen not to go ahead anc take the exam. However, the 6
benefit of the training certainly accrues to the agency, 7 because it's an excellent program.
8 The Computer Science Development program. Eight 9 participants were white, ten were African American, for a 10 total of 18. Again, all were women.
11 The Administrative Skills Enhancement program, 12 Seven were white, ten were African American, one was a white 13 male, for a total of 18.
14 CHAIRMAN JACKSON: I note that the SECY paper 15 points out that the performance elements and standards for 16 evaluating executives were extensively revised to give more 17 emphasis on organization effectiveness and on outcomes 18 achieved, Does this mean that senior executives are 19 evaluated on their outcomes, their effectiveness in 20 accomplishing EEO goals and objectives?
21 MRS. NORRY: That is, as you know, an area of 22 heavy emphasis under the management part of the senior 23 executive appraisal. I believe we need to give appraising 24 officials more assistance perhaps in how they might 25 effectively evaluate that.
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27 1 We need to do a better job. That's clear,- We-2 need-to do a better job not only at the SES level, but also 3- at all levels in evaluating performance there. It's 4 difficult, but it's more than just a statistical exercise, 5 and we have to be able to give managers effective guidance 6_ on how they can effectively rate that, and that's what we 7 are going to be working towards.
8 CHAIRMAN JACKSON: Therefore they are going to 9 remain part of the performance elements and standards with a R10 focus on outcomes?
11 MRS. NORRY: That's right, on outcomes. Yes.
12 r1 AIRMAN JACKSON: Let me ask a question that may 13 be related to my earlier question. I noted that only four 14 of 36 participants in the Certified Professional Secretary 15 -program completed the program dnd attained the certification 16 since FY-95, and similarly, that only six of 41 participants 17 successfully completed the Administrative Skills Enhancement 18 program since FY-95.
19 Is there an underlying problem here, and is NRC
- 20 giving the consistent support _that is needed?
21 MR. BIRD: I think I mentioned that earlier. One 22 of the-things is the exam cost itself.
23 CHAIRMAN JACKSON: There is an exam associated 24 with each of these programs?
25 MR. BIRD: Yes, and some people do not choose to ANN RILEY & ASSOCIATES, LTD.
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28 1 follow through to the examination.
2 CHAIRMAN JACKSON: Can you check to in fact 3
understand if it's the cost of the exams that has the effect <
4 in terms of people not finishing?
5 MR. BIRD: We will follow up with the people that 6 have taken these courses and certainly be able to assess 7 that.
8 CHAIRMAN JACKSON: How much do these exams cost?
9 MR. BIRD: It's a little over $100, I think.
10 CHAIRMAN JACKSON: Also, you have an attachment 4, 11 and you talk about some work of the Performance Monitoring 12 Subcommittee. They say that there is at least anecdotal 13 evidence that the IDPs, the individual development plans, 14 are not valued by management and therefore are of little i 15 value to employees.
16 Is the importance of the IDPs emphasized in 17 management training and is management being held accountable 18 in this area?
19 MR. BIRD: I believe that's an excellent tool. We 20 have not made an IDP.a requirement. Some employees have not 21 wanted to complete IDPs. I think most managers do a very, 22 very good job of trying, to the extent they can, to fully 23 support the IDP process as well as those things that are 24 discussed in an IDP and follow it through with actually 25 getting the training accomplished.
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9 9 29 1 This is sometimes difficult in an environment 2 where you are trying to produce a lot of products internally 3 and get the work done. So there is a balancing out, I 4 think, in some cases of when you can actually follow through 5 with some of these efforts.
6 All in all, personally 1 think it's a very well 7 supported process, and I think some of the managers here can 8 --
9 CHAIRMAN JACKSON: In fact, I would like each of 10 the mangers who speak to give us some indication of your 11 thoughts about the IDP and the IDP process and how you 12 specifically support or don't support the IDP process.
13 MR. BIRD: I might mention that we also have a 14 contract in place that provides employees who choose to use 15 it up to five one-hour sessions to look at strengths and 16 weaknesses and basically develop an IDP with a counselor.
17 Many people do take advantage of that. It's a very good 18 opportunity to really do a professional job of planning.
19 CHAIRMAN JACKSON: Let me hear from the folks who 20 have the people.
21 Karen.
22 MS. CYR: Thank you, Chairman. I'd like to talk 23 briefly a little bit about our efforts to enhance career 24 opportunities for women and minorities because I think this 25 ds really a necessary complement to the other concerns which ANN RILEY & ASSOCIATES, LTD.
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30
- 1. are on'the agenda today, the merit selection-issues, and so 2- on-,
3 From our standpoint, we believe that the 4 rotational assignments are really a cornerstone on the 5- useful means of enhancing career development for our 6 purposes.
7 We have encouraged staff members to seek 8 rotational assignments to enhance their knowledge--of the 9 agency's functions and to provide opportu:11 ties to interact 10 more frequently with NRC officials outside of OGC. 'Many 11 women and minorities in our office have participated in this 12 program, including those who in recent years have served in
-- 13 rotational as.7ignments in NRR and IRM, in the Office of 14 Personnel, in the Controller's Office, the Enforcement 15 Office, and also in Commissioner offices.
16 An OGC attorney served for a three-month 17 rotational assignment at the White House; two OGC staff 18 members recently participated in the Women's Executive.
19 Leadership program under the auspices of OPM; and among the 20 rotational assignments that were arranged as pr.rt of this 21 program were details to the Department of Justice, to an NRC 22 region, and to other office. ' thin the agency. We have one 23 attorney who is currently on rotational assignment to the 24 Office of Small Business and Civil Rights.
-25 The reason we encourage staff members to ANN RILEY & ASSOCIATES, LTD.
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31-1 participateiin these rotational assignments is to broaden 2 .their professional background and to enable them to better 3 appreciate the regulatory mission of the agency in which 4 they serve. Moreover, these rotational assignments enhance 5 the ability of the staff to network within and outside the 6 agency and to. demonstrate their skills to'those outside of 7 OGC.
8 The importance of rotational assignments to 9 employee career development is demonstrated by the fact that- i 10 in the past year three OGC staff members have' accept?:
11 permanent positions in offices in which they had served on '
12- rotation, and we are pleased that women and minorities were 13 well represented among those who participated.
14 Similarly,-we have accepted rotational employees 15 to our office when they can contribute to its mission or 1 16 learn from serving in our legal offices. We have had a 17 staff member from NRR and from the Office of Commission 18- Appellate Adjudication rotate to OGC and' contribute 19 significantly to the legal support for our enforcement 20 program.
21 Another-employee rotated into OGC and then 22 subsequently competed successfully for a. promotion to a 23 permanent position within the office.
24 We continue to offer employees a variety of 4
25 developmental training programs-that are designed tc enhance-ANN RILEY & ASSOCIATES, LTD.
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3 i-4 32 1- their_ skills and facilitate career advancements. These j
2 programs'have included paralegal training that provides an j 3- opportunity for those in clerical or administrative
- 4. positions to_become-certified paralegal specialists. We J
- 5- also have one employee _in the Computer Scieitce Development
}
-6 program. Among the participants in these are many women and
[- minority staff members.
1 8 With respect to the IDP, I don't think we do as 9 good a job as we ought to. We have a number of employees 10 who have IDPs and who we encourage and_ follow up in getting i 11 the training _which they have laid out for those programs, 12 but I don't think we do a good enough job in sort of p
13 systematically _ pushing our staff on a recurring basis to j .14 make sure that those who want to follow these programs r 15- understand the opportunities that are available both in s.
! 16 _ terms of a counseling framework and also in terms of the i
17 l
J-support that we can provide to them in this area. I_think l 18 .it's an area where we need to do -a better job in terms of l
19- keeping employees aware of these opportunities.
i-
}. 20 CHAIRMAN JACKSON: Is there a clear salutary role i
L d
21 for the IDPs in terms of people's ability to move _along and i-22 do people clearly' understand that?
i 2.
_ 23 MS. CYR: I think it dosa have a salutary role. I
{
a 24- think it helps-make the employees aware of the various 25 career opportunity paths that they have within the agencies.
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33 1 In past years we have had a number of employees, for 2 instance, who have gone through paralegal training both 3 within our office and outside our office, and that has come 4 about through IDP initiatives.
5 That has been very beneficial to us and I think to 6 the employees. People who have gone through that program 7 have competed successfully for opportunities in our office 8 as well as paralegal positions outside the agency subsequent 9 to that, unfortunately for us, in terms of losing those 10 people, but it was a very good opportunity to enhance their 11 careers.
12 I think it's an opportunity for them to understand 13 all the things that are available to them. We have people 14 in our fice who may think too narrowly about, well, is my 15 only oppurtunity to be a paralegal specialist or what other 16 opportunities do I have, 17 I think it's an opportunity for them to see, for 18 instance, the Computer Science Development program, or to 19 think more broadly about what the scope of their 20 opportunities are within the agency and not just within the 21 office that they currently happen to be in. I think people 22 get too wrapped up in what thsy are doing with their current 23 job and not always looking broadly enough at the skills they 24 are learning here and how those can apply elsewhere. I 25 think the IDP program is very useful u, that respect, and we ANN RILEY & ASSOCIATES, LTD.
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. _ . . ~ . _ _ _ - - _ .
34 1 need to do a better job of keeping our employees aware of 2 what that can do for them.
3 At the attorney level we also encourage them to 4
maintain their legal expertise and skilla by participating 5 in offsite seminars and conferences, and these include 6 courses presented by the Departnant of Justice, tje American 7 Bar Association, the Federal Bar Association, and OPM.
8 CHAIRMAN JACKSON: Mrs. Cyr, I think Commissioner 9 Dieus has a question.
10 COMMISSIONER DICUS: It was on that topic. So 11 it's perfect that you went into it. To what extent is there 12 encouragement for attorneys to participate in professional 13 organizations off site?
14 MS. CYR To the extent that it can be done 15 without any interference with our work, it is encouraged, as 16 long as people can balance it. We have a number of people 17 who have been committee chairs in the past or are currently 18 committee chairs for professional bar associations. We have 19 people, for instance, participating in administrative law 20 sections in various legal organizations. It's a good 21 opportunity for them to bring back to us sort of current 22 activities and also let us know about ongoing activities 23 that are of interest to all of the office and all of the 24 attorneys in the office.
25 COMMISSIONER DICUS: I think that is one of the ANN RILEY & ASSOCIATES, LTD.
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35 1 great values of that.
2 To the other two managers, I might ask you as you 3 make your comments to what extent you are likewise 4 encouraging the professional staff, or nonprofessional 5 staff, for that matter, to take advantage of offsite 6 conferences, meetings, courses that are available and to 7 what extent you may be encouraging them as it's appropriate 8 to be involved in the organizations that they are eligible 9 to be involved in. So you might address that isoue.
10 CHAIRMAN JACKSON: So that you don't think that 11 you are just being asked this question, I actua'.ly make it a 12 condition for anyone who works in my office that they have 13 to continue to grow and develop, whether it's taking 14 courses, participating in offsite seminars, et cetera; that 15 even though I work them to death and I stretch them, they 16 cannot depend upon the work itself just helping them *.o 17 grow. I expect them to do some developmental activities, 18 and wo talk about that as part of their performance 19 appraisal. But it's a condition of working in my office.
20 They can't work there and not continue to grow and to learn 21 in formalized ways and informal ways.
22 MS, CYR: I think it is going to become much more 23 critical in our office particularly. As our FT limitations 24 really take hold and we have either a decreasing number of 25 staff or a static number of staff, people have to be able to ANN RILEY & ASSOCIATES, LTD.
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36 1 be flexible to work in a number of different areas. I thinh 2 this ongoing out9ldt development for our attorneys is going 3 to be very 1, portant in terms of making sure that with the 4 people we have left that we are able to deal with the 5 various issues that come up to us.
6 OGC also takes seriously the goal of the NRC as 7 reinforced by President Clinton's formal policy on the 8 subject. To establish a family friendly work environment 9 for its employees, through the years, as pennitted by work 10 loads in various segments of the office, OGC has 11 accommodated those whose family responsibilities require 12 that they convert from full-time to part-time schedules 13 temporarily, or in some cases permanent)y.
14 The primary beneficiaries of these flexible 15 approaches have been women, and we believe that this has 16 really enabled us to retain several valuable staff members 17 who might otherwise have considered leaving the agency if 18 this had not been available to us.
19 With respect to the topic of preselection, OGC is 20 well aware of the concerns that have been expressed recently 21 about preselection of staff in the agency, especially in the 22 context of competitive promotions. We believe that to avoid 23 these concerns management must cast a broad net in 24 soliciting applicants for competitive promotions.
25 The goal should be a selection process that ANN RILEY & ASSOCIATES, LTD.
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37 1 permits a broad range of applicants to participate. Vacancy 2 announcements and rating criteria rhould not be crafted so 3 narrowly as to create the appearance that the position is 4 being established for a particular individual.
5 Last year we had the opportunity to post for 6 several senior attorney positions at the grade 15 level. We 7 looked at how we had filled such vacancies in the past and 8 we decided to shift our approach somewhat. We wrote vacancy 9 announcements that we believe were not unduly restrictive 10 and did not unnecessarily require experience in narrow 11 specific subject areas of the law. The use of these vacancy 12 announcements and selection criteria that were substantially 13 related to the day-to-day duties of the position were 14 instrumental in enabling us to select very outstanding ;
15 applicants for competitive promotion.
16 All NRC attorneys at the grade 34 level were 17 provided an opportunity to qualify and to compete for these 18 positions without regard to the specific area of legal 19 expertise that each person had developed within the agency.
20 This was because we have generally found that attorneys with 21 strong legal skills can perform at an outstanding level in 22 many different substantive areas of the law. As a result, 23 we had a broad array of highly qualified candidates from 24 which to select.
25 We believe that as a result of our approach the ANN RILEY & ASSOCIATES, LTD.
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38 1
applicants believe that each of them had a fair opportunity 2 to compete for a senior attorney position.
3 We pursued a similar approach subsequently in the 4 selections for two grade 14 attorneys and two selections for 5 positions in the program suppr it area. We crafted vacancy e
6 announcements that focused not simply on what the job 7 required in the past or what rating factors might apply in 8 other offices or agencies but on what the qualifications and 9 rating factors are currently todhy with respect to the 10 day-to-day duties of the position, and we are pleased that i
11 women and minorities were well represented in the group of 12 applicants who were selected competitively for positions 13 with OGC in the past year.
14 With respect to the issue of development of 15 management skills, consistent with the recent directive from 16 the Commission, all SES members are required to complete 24 17 hours of training that is designed to hone their management 18 skills. I think this has been a very beneficial push from 19 the Commission, I can see it in terms of the discussions 20 that we have and the interactions that we have, although 21 people sort of reluctantly at the time thought, well, I'm 22 not sure I want to go take this on top of the other kinds of 23 training. But I think it has been very beneficial for us.
24 We have taken advantage of both external courses 25 and Office of Personnel has offered a number of IdR1 RILEY & ASSOCIATES, LTD.
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i 39 i 1 opportunities for these management seminars within the 2 agency, and I think it has been very healthy for the agency 3 as a whole, t
4 We educate our managers about EEO and human 5 resources through some specialized external training but 6 also through a lot of the in-house courses that we have had 7 from EEO managers and the town meetings and the particular 8 small meetings that the Director of the Office of Small 9 Business and Civil Rights has held.
10 CHAIRMAN JACKSON: Let me stop you there for a 11 second. Have you put into place since the Commission push 12 on this any mechanisms or feedback loop to test for yourself 13 the understanding and implementation of the management 14 training by your people? '
15 MS. CYR: Not in a formal way. People have taken 16 somewhat diverse courses. It's has been more on an informal 17 basis.
CHAIRMAN JACKSON: But you as a manager can see 19 the benefits?
20 MS. CYR: We can see benefits in terms of how 21 individuals approach particular problems. As I make the 22 point in my written statement, I think it's really in terms 23 of our informal communication. We are a small enough office 24 that we have the opportunity to interact a lot as a team of 25 managers. We see each other as resources based in part on ANN RILEY & ASSOCIATES, LTD.
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40 1 this training and part on experience of how to address 2 various problems that come up. I think it has been very 3 beneficial to us as an office and as part of the larger 4 organization to have this type of training in a sense forced 5 upon us. I think everybody sees the benefits of it, and it 6 has been very beneficial to us.
7 As Pat knows, it is part of our formal assessment 8 in the performance appraisal process, both the midyear and 9 the annual written appraisals which we do as well and also 10 the triennial reassessment we do for SES managers, and it's 11 something that I look at to make sure everybody has in fact 12 done the training, how they are performing as managers 13 across the board, and the human resources factors, and it is 14 something that we are assessing and do in fact emphasize-as 15 a critical element in our assessment process, 16 CHAIRMAN JACKSON: Thank you.
17 MRS, NORRY: Bill.
18- MR. BEACH: Good morning, Chairman and 19 Commissioners. First and foremost, we in Region III are 20 committed to equal employment opportunity for all our 21 employees and all our applicants for employment. We fully 22 support the agency's affirmative action objectives and 23 initiatives.
24 Currently Region III has 240 full-time and 25 part-time employees. Thirty-four percent, or about a third, c
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41 1 of the staff are women and 12 percent are minorities.
2 I have communicated the agency's EEO policy and my 3 expectations for implementing this policy to all managers, 4 supervisors and staff.
5 At my request, the director of the Office of Small 6 Business and Civil Rights, Ms. Little, met with the Region 7 III management team and staff to discuss EEO status and 8 objectives recently. In support of this initiative, the 9 deputy executive director for management services, 10 Mrs. Norry, and her management team came to Region III to 11- communicate the agency's EEO policy and discuss other 12 administrative issues. My plan is to establiah this as an 13 annual meeting.
14 To enhance communications further, managers and 15 supervisors are required to discuss EEO issues and 16 initiatives during quarterly performance reviews. We have 17 also developed an EEO reference manual for managers and 18 supervisors which consolidated EEO policies, guidance, 19 initiatives, and regional demographics.
20 To enhance career development for the regional 21 staff, we are using the individual development plan, or IDP, 22 and mentoring programs. I am requiring supervisors and 23 managers to encourage the staff to develop IDPs and to 24 ensure that new employees are assigned mentors.
25 To answer your question, Chairman, we have a ANN RILEY & ASSOCIATES, LTD.
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I 42 1 higher percentage than we did that are using IDPs, but we 2 still have to do a better job in that area. We are not 3 where we need to be.
1 4 Our support of rotational development assignments 5 will continue to be a key factor in this initiative. In the 6 past year the region supported 37 rotational assignments to 7 headquarters and within the region to enhance the career 8 development of both its managers and its staff. We have i
9 supported key rotatitas of women and minorities to positions 10 such as acting deputy regional administrator, acting 11 director of the Division of Resource Management and 12 Administration, and acting chief of the Materials Licensing 13 Branch, 14 Over the past year we have worked hard to recruit 15 and hire 21 highly qualified people, ten women and 16 mincrities. We recognize we need to continue to improve.
17 With assistance from the Region III EEO Advisory Committee, 18 we are identifying additional recruitment sources for 19 attracting women and minority applicants, including those at 20 the entry level. Additionally, women and minorities will 21 continue to be included on recruitment teams.
22 I am meeting on a regular basis with our personnel 23 staff and will meet on a quarterly basis with members of the 24 regional EEO Advisory Committee to discuss employee concerns 25 and ways to improve the working environment in the region.
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43 1 With respect to preselection, during this past 1 2 year we have promoted 16 employees, eight of which were 3 minorities and women.
4 We fully support the initiative launched by the 5 Office of Human Resources to review and update position 6 descriptions to accurately reflect current duties and 7 responsibilities of the positions.
8 Additionally, to avoid the appearance of a rating 9 panel that may favor a certain candidate, on an annual basis 10 I appoint five permanent panel members to serve for a period 11 of one year. In an effort to increase women and minority 12 representation, we will extend our panel membership to other 13 regions and NRC headquarters.
14 I am requiring selecting officials to interview 15 all "A" or "best qualified" candidates. I, in turn, review 16 all selections for new hires, promotions and competitive 17 reassignments before offers are extended to ensure fair and 18 equitable implementation of the agency's merit selection 19 process.
20 CRAIRMAN JACKSON: Is your annual rating panel 21 used only for certain positions or for all positions in the 22 region?
23 MR. BEACH: For all positions.
24 CHAIRMAN JACKSON: Are women and minorities 25 represented at this point on the panel?
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l 44 1 MR. BEACil: Yes, they are, and we want to try to 2 get a higher number.
I 3 As to training of our managers, 28 of the region's l 4 29 managers and supervisors have completed the formal 5 training requirements outlined in Management Directive 6 10.77, Employee Development and Training. To emphasize the 7 importance of initial and continuing education, I have 8 revitali:ed the regional training council. The council 9
meets on a monthly basis and is chaired by the deputy t
10 regional administrator.
11 To provide individual broadening experiences, 12 division directors and branch chiefs are sometimes rotated 13 between divisions. I have also initiated semiannual 14 management retreats for senior managers and an annual 15 management retreat for branch chiefs as additional forums to 16 enhance communication and team work.
17 Finally, we are striving to provide more honest 18 and realistic performance appraisals. I have implemented 19 quarterly pe<formance reviews for all managers, supervisors 20 and staff to improve communication between the groups. The 21 reviews are intended to provide more frequent interactions 22 for discussion of performance strengths and weaknesses, 23 training needs, career development options, and our EEO 24 initiatives. The results should be a greater awareness of 25 individual needs to help provide for a better work ANN RILEY & ASSOCIATES, LTD.
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45 1 environment and maximize every individual's potential.
2 CHAIRMAN JACKSON: Thank you.
3 Commissioner Dieus.
4 COMMISSIONER DICUS: I'd like for someone to give 5 me a little bit of a feel of what is happening in the other 6 regions along much the same lines as the things that you've 7 discussed.
8 CHAIRMAN JACKSON: I think that is a good 9 question, but we are also going to specifically hear -- each 10 region each time is going to be represented at these 11 meetings. But that is a good question for now. I 12 COMMISSIONER DICUS: The other part of this is, 13 how are we communicating?
14 For example, you have your regional EEO committee 15 looking at new sources to recruit minorities and women. If 16 you find a new source or you find something that seems to 17 work, how are you communicating that to headquarters and to 18 the other regions? How is the communication going? How 19 does this come together?
20 This would extend to the good things you find and 21 things you find that don't work, and even in the offices.
22 How is this being communicated?
23 MRS. NORRY: The one place I know it comes 24 together is through Paul Bird's office and the regional-25 personnel representatives who talk on the phone frequently, ANN RILEY & ASSOCIATES, LTD.
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46 1 who meet frequently, and who can compare notes.
2 Paul.
3 MR. BIRD: We keep an inventory of applications.
4 This is from all sources. In the case of the regions, they 5 will tap into that resource base. We do a whole lot of 6 interation with applications across regions because they are 7 very similar in their needs.
8 I think the central repository of applications and 9 the use of that is one of the key ways that we don't lose 10 applicants in one area when they might be suitable for 11 another area. It also allows us to provide an applicant 12 pool in addition to specific recruitment efforts that might 13 go on in a particular location.
14 MS. LITTLE: Additionally, we work very closely 15 with Paul's staff in designing the recruitment schedule of 16 where we are going to go to recruit. We also provide 17 representatives to go to specific areas to recruit. For 18 example, the last time we talked about trying to recruit 19 Native Americans. We identified some places there to get 20 those on the recruitment schedule.
21 CHAIRMAN JACKSON: Commissioner Diaz.
22 COMMISSIONER DIAZ: What is the total number of 23 new hires that we have per year or, say, this year?
24 MR. BIRD: That does fluctuate. I just happen to 25 have run the data for the past fiscal year. Our new hires ANN RILEY & ASSOCIATES, LTD.
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47 1 were 104. That does fluctuate.
l 2 CHAIRMAN JACKSON: And that's across all job
, 3 categories?
j 4 MR. BIRD: That's across the job categories.
- 5 CHAIRMAN JACKSON
- Commissioner McGaffigan.
6 COMMISSIONER McGAFFIGAN: I think what heard on 7 preselection that they are doing is commendable and a very 8 comprehensive approach. I would be interasted in what the 9 others have to say.
10 CHAIR)UW JACKSON: I think those two tie together.
- 11 Your comment and Commissioner Dicus' question is a relevant 12 one. You can hear the advertisement here first that in the l 13 other regions as well as the headquarters offices we are 14 going to be looking to understand what kind of feedback and 15 learning there is, and now that Mr. Beach has put down a 16 marker, we want to hear from the rest.
17 MRS. NORRY: I think we should also remember that, 12 as Irene mentioned in talking about the efforts of the 19 subcommittees, the one focused on preselection came forward 20 with a number of useful ideas, some of which have already 21 resulted in some actions. So that's another very good 22 source for ideas here.
23 CHAIRMAN JACKSON: Thank you.
24 MRS. NORRY: Carl.
25 MR. ?APERIELLO: I have always believed that since 7dm RILEY & ASSOCIATES, LTD.
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48 1
the essence of a manager's job is to achieve results through 2 the efforts of others, rtaffing is one my highest 3 priorities. This involves both the acquisition and the 4 training of the most capable staff resources permit.
5 Currently, about half of the NMSS staff have advanced 6 degrees, about evenly split between the "h.D.'s and the 7 master's level.
8 In the area of training, I have required that 9 anyone who inspects or conducts licensing activities --
10 CHAIRMAN JACKSON: Let me ask you a question, llow 11 do those statistics compare with NRR.
12 Mr. Collins, can you give us some edification?
13 (Laugher.)
14 COMMISSIONER DIAZ: It's moving down the line.
15 CHAIRMAN JAC.tSON: Commissioner Dia: says it's 16 moving down the line.
17 (Laughter.)
18 CHAIRMAN JACKSON: Thank you.
19 MR. PAPERIELLO: I require anyone who inspects or 20 conducts licensing activities with signature authority to be 21 trained and qualified in accordance with the appropriate 22 manual chapters. I have had these mLnual chapters revised 23 to make sure they adequately encompass NMSS activities, 24 I also require training and qualification plans 25 for all new NMSS employees even if their activities are not ANN RILEY & ASSOCIATES, LTD.
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49 1 covered by these manual chapterc, and I require all new 2 hires to be introduced to me, at which time I verify with 3 the section chief that there is a training plan in place and 4 discuss it with the new employee.
5 I have required all NMSS managers to take 6 managerial training in accordance with the NRC's Mandatory 7 Supervisory Core program. I track completion of all the 8 training in the office, both managerial and staff, in the 9 UMSS operating plan. Except for those becoming supervisors 10 in the past year, UMSS managers have completed essentially 11 all the required training and new supervisors are completing 12 their training at an acceptable rate.
13 Last year I revised the standards and elements of 14 all the section chiefs in NMSS to place increased emphasis 15 on management by splitting the standard management element 16 into two elements, one for human resource management and a 17 second for financial and contractor resource management.
18 The practical result is that two of the usual five elements 19 in a section chief's appraisal deal with resource management 20 rather than the previous one in five. This October we will 21 be completing the first round of appraisals against these 22 elements and I'll be reviewing them to see what kind of 23 results we have achieved.
24 Actually, I plan on taking additional steps to 25 upgrade management training in my office. Next week we have ANN RILEY & ASSOCIATES, Lit .
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50 1 our annual management retreat, and I have drafted an outline 2 of a plan to be discussed next week that will require either 3 IDPs or training plans for all NMSS managers, the 4 development of additional training activities, and a 5 proposal to mentor all new supervisors in NMSS.
G We have initiated a program with the Office of l
7 Small Business and Civil Rights to establish liaison with l a colleges and universities in the Washington, D.C. area te 9 focus on entry level recruiting. I believe this serves to l 10 balance the office with respect to employment grade and also 11 recruit well qualified women and minorities who appear to be I2 well represented in area schools. We are currently working 13 to put this program in place.
14 We have identified who runs the various 15 engineering and science departments at these schools. We 16 have made phone calls to about half of them, and we will 17 follow that up with a letter.
18 The goal is, if we can maintain contact with the 19 schools and go to career days and do colloquia and things 20 like that, the people will get to know us and we will be 21 able to recruit entry level people.
22 CilAIRMAN JACKSON: So it's too soon to say whether 23 this is effective in recruiting well qualified women and 24 minority candidates.
25 MR. PAPERIELLO: That's true, but it should.
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l 51 l 1 CHAIRMAN JACKSON: Let me ask you a question. Who i 2 do you have involved in the entry level recruiting?
3 MR. PAPERIELLO: Division directors. Each 4 division owns a couple schools.
5 CRAIRMAN JACKSON: So they actually go to the 6 schools?
7 MR. PAPERIELLO: That's the goal, to go to the 8 schools. We have been looking for natural relationships I 9 where the people have graduated from the school. We don't 10 always have that, but the idea is to go to the school and 11 "get to know me and I will get to know your people."-
12 CRAIRMAN JACKSON: The reason I asked the question 13 is I need to work for Bell Labs. It has a very high 14 percentage of Ph.D 's in the research area. To recruit 15 Ph.D.'s they sent out Ph.D.'s, and that included when they 16 were specifically trying to recruit women and minorities, 17 If you are talking about looking for natural 18 relationships, people want to talk with the individuals who 19 are doing the kind of work they are being recruited to do, 20 number one. Number two, if someone is a woman or minority 21 candidate, people want to feel that they are being taken 22 seriously and that you are sending your very precious 23 Ph.D.'s and master's degree people out to recruit; you are 24 sending your professional staff to recruit professionals.
25 You're telling me that your program is designed for that, i
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52 1 MR. PAPERIELLO: That's hat I'.n trying to do.
2 Hopefully I will know in a year whether I'm successful in 3 that. What you have said has been my oxperience. You need '
4 to have natural relationships and the like.
5 CHAIRMAN JACKSON: I am specifically speaking with 6 respect to this program you've initiated with OP and the 7 Office of Small Business and Civil Rights.
8 MR. PAPERIELLO: Right.
9 COMMISSIONER DIAZ: You said this is specifically 10 in the Washington, D.C. area. Have we also targeted areas 11 in the country that have a high percentage of different 12 minorities, because they rer.11y change quite a bit?
13 MR. PAPERIELLO: I understand, and the answer is I 14 haven't.
15 CHAIRMAN JACKSON: Maybe you should consider that.
16 For instance, if we are saying that Hispanics are under 17 represented, if you don't go where there are high 18 percentages of Hispanic students, particularly in California 19 and parts of the Southwast and New York --
20 MR. PAPERIELLO: I understand that. I have a bias 21 there. In the Midwest, we had a hard time in Chicago 22 recruiting people from out of the Midwest who would stay for 23 any length of time.
24 CHAIRMAN JACKSON: That's because you weren't 25 recruiting them to lovely Washington, D.C.
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. . l 53 i 4
1 (Laughter.)
2 MR. PAPERIEhLO: I understand. Part of it is how 3 many people I have.
4 COMMISSIONER DIAZ: If I can be recruited, anybody j 5 can be recruited. 1 1
6 (Laughter.)
7 CHAIR!%N JACKSON: You heard it from the source.
8 MR. PAPERIELLO: I could tell some stories, 9 particularly comin3 from an int::rriew in the Southwest into.
10 a Chicago snowstorm i 11 CHAIP!W" ,W SON: Mut t works.
12 Commi*.1"cte(AdaCt19 n 13 C0!' a g ' WF1 da bdV m N : I have the same concern 1
14 as Commissir.#c Die ex4 g<< t t ng Hispanico represented 4 15 here. If r don'i n r.m e y are not going to have the i
l 16 natural -le u .gord r. In l'r i Mexico there obviously are i 17 lots of tudre a suo gon r ;ruited by the labs, Sandia and 1
18 Los Alat. 's .t. ^ N.e Alh guarque operations. I don't know 3
19 quite ho.,1o u p ir's that.
4 20 Who a: t of program does the center have in San 21 Antonio, the FFRDC) I know in New Mexico the congressional 22 delegation meets every year not only with the federal 23 employees but with the two lab directors and encourages 24 their programa. Do you know anything about minority and 25 ~ female representation at the center and what progress they ANN RILEY & ASSOCIATES, LTD.
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54 1 make?
2 MR. PAPERIELLO: No, I don't. I'll look, but I 3 don't.
4 CilAIRMAN JAC) SON: You can check on that.
5 MR. PAPERIELLO: Just as an aside, Dr. Santiago 6 Parra on my staff, who is Hispanic, is working with the 7 Office of Human Resources to try to improve our recruitment 8 in that particular area.
9 The liaison with the schools was just something I 10 started some months ago. I was looking for help from the 11 Office of Human Resources on that and I am just trying to 12 get it off the ground before I try to branch out.
13 CHAIRMAN JACKSON: We appreciate that. This is a 14 wonderful opportunity to build these things from the 15 beginning.
16 MR. PAPERIELLO: Right.
17 To help with-issues concerning potential i
la preselection, all GG-14 and GG-15 promotions in my office 1
19 have to be discussed with me. I require that all "A" 20 candidates be interviewed by the selecting officials.
21 I further require the selecting official to show
) 22 me some kind of analysis to support the particular 23 selection. My goal is not to second guess the selecting 24 official but rather ensure the selection was in accordance 25 with merit principles. Clearly, more needs to be done. I ANN RILEY & ASSOCIATES, LTD.
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55 1 believe that standardizing and reducing the number of 2
position descriptions, development of standard vacancy 3 announcements and rating factors, and development of j 4 performance-based rating criteria are steps needed in this 5 direction, i 6 CHAIRMAN JACKSON: Are you planning to implement 7 these steps?
8 MR. PAPERI2LLO: I'm planning to do some of 14. I ,
9 cannot on my own right now revise all of the position 10 descriptions.
11 CHAIRMAN JACKSON: Mr. Bird.
12 MR. BIRD: We have an initiative underway. It's a 13 global initiative, if you will, to look at every position in 14 the agency and revise them accordingly to make sure they are 15 accurate and current. It does take the individual line 16 manager's participation, and we have sort of a map on doino 17 that within the next year and completing it.
18 MR. PAPERIELLO: Actually my staff and your staff 19 is giving me a briefing next Monday on the BPR effort we 20 have had underway and co try to improve the overall hiring 21 process. because in fact, of the 100-and-some new hires that 22- we mado in the past year, about 39 of them were in NMSS.
23 I'm trying to streamline the thing and make it 24 effective and make improvements in this area.
25 Actually, all NMSS managers and supervisors have ANN RILEY & ASSOCII.TES, LTD.
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i 56 1 attended refresher training this year on the performance t
2 appraisal process, and I expect, if the results warrant it, 3 I am going to require this refresher training be done on an j 4 annual basis. We have worked with the Office of Personnel
! 5 to develop this training.
6 I would finally note that four SES managers in 7 NMSS are women and two others are minority males. Of the 8 two senior level positions, one is filled by a woman.
9 Thank you.
10 CHAIRMAN JACKSON: Thank you.
11 Commissioner Dicus.
12 COMMISSIONEk DICUS: The encouragement for taking i 13 advantage of offsite training, meetings, organizations.
14 Would you address that, please?
15 MR. PAPERIELLO: I haven't explicitly.
16 Implicitly, yes, because we have piopie going to any number 17 of meetings. I have individuals who participate in minority 18 recruiting activities that are part of their professional 19 societies. I have people on my staff who actively work with 20 various IAEA committees on standards. So I have it, but I 21 Jan't say that this is my program. What I have done is 22 encouraged all my mangers to ensure their staff have 23 training.
24 Also, I have talked to the professional staff and 25 I've talked to the partnership and emphasized that ANN RILEY & ASSOCIATES, LTD.
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57 1 professional people have to take some responsibility for 2 their own training and development, !
3 I started at this agency as an inspector and I 4 worked various steps up. When I was a first-line supervisor s 5 I was somewhat appalled by the professional employees, that 6 the only training they felt they had to get was what the 7 government provided. I personally have always spent some of 8 my own resources in keeping myself technically qualified in 9 my field and managerially qualified, and I think the people 10 who don't do that aren't being very professional.
11 I like to do as much as we can do, but I think the 12 employees have to take some ownership of their career and 13 their profession.
14 CHAIRMAN JACKSON: Commistioner McGaffigan, 15 COMMISSIONER McGAFFIGAN: This is really to 16 Mrs. Norry, The contract with the FFRDC, is there any 17 requirement in that contract for good performance in equal 18 employment opportunity, or whatever?
19 If we don't have it, and we may well not, does DOE 20 in its relationship with its FFRDCa? They have far more 21 experience and it's far deeper, Do they t'equire it?
22 If it isn't a contractual requirement, it turns 23 out at least in New Mexico to be a sort of moral requirement 24 on the two labs to work hard, Do you happen to know the 25 answer to that?
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58 1 MRS. NORRY: No. Can we get back to you on that?
2 COMMISSIONER McGAFFIGAN: Sure.
! 3 CHAIRMAN JACKSON: Karen.
4 MS. CYR: My counsel informs me that it currently j 5 is not. It could be if you structured it appropriately.
6 CHAIRMAN JACKSON: I think when the new EEOC 7
guidance comes out, that offers an opportunity to review any 8
contracts like that that we have with respect to that, 9 because that new guidance is going to be referenced to what 10 the law is today. So it offers an opportunity.
11 EOMMISSIONER McGAFFIGAN: My thought is FFRDCs are 12 different from other contractors and the government treats 13 them as such.
14 CHAIRMAN JACKSON: Absolutely.
15 Does the National Treasury Employees Union 16 representative have any comments he would like to make?
17 MR. THOMAS: I have a small number of comments.
18 First, nothing was mentioned about the mediation 19 process. I assume this was an oversight. In the recent 20 contract, for EEO complaints we introduced an optional 21 mediation process, which would be before the complaint goes 22 formal or goes to an arbitrator, and it's in lieu of a 23 second step. 1 believe that that may resolve some of the 24 complaints.
25 CHAIRMAN JACK 50N: How does that play into what ANN RILEY & ASSOCIATES, LTD.
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59 1
Mrs. Little talked about in terms of her office's 2 involvement in helping to resolve EEO complaints?
3 MR. THOMAS: For bargaining unit employees there 4 are two different procedures that you can use for an EEO 5 complaint. The process that she was describing was the 6 formal statutory procedure. If an employee elects to file 7 an EE0 complaint via the grievance process, that is where 8 the mediation would occur. So there are two separate 9 processes.
I 10 CHAIRMAN JACKSON: Okay.
11 MR. THOMAS: In the area of preselection, I more 12 or less agree with what I heard, but I think there are a 13 couple of other things that are happening within the agency 14 that present a problem with preselection.
15 I worked here for a long time. To my way of 16 thinking, thc agency has always, in the personnel sense, 17 operated like dozens of separate agencies headed by a 18 commission. As a result, if you compare us to most of the 19 other agencies I'm familiar with, we have an incredible 20 number of positions for a small agency.
21 I think we should focus on developing a position 22 where you are looking for a good scientist, a good engineer, 23 regardless of where that person is going to work, and post 24 and hire towards that as opposed to trying to post a 25 position with rating factors that are directed to a ANN RILEY & ASSOCIATES, LTD.
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__ - __-. _ . _ . . . -- . . _ _ _ . _ . ~ _ - - .. _ . . . . . - _ - . _ - _ - - - . - . _ - - . . _ -
60 1 particular job. Even though somebody is not intending to 2 develop those factors to hire a particular persen, the net 3 effect is that someone who does not have current experience 1
4 in the X,Y,Z branch may be disadvantagcd even though they 5 may be an excel'.ent scientist or engineer applying for the 6 job.
7 I'm glad to hear that we arc making some efforts a to redo position descriptions, to make them more accurate.
9 I think the other area that needs serious attention is our 10 classification system.
11 I mentioned to the Commission once before that our 12 system is grossly out of date. As an example, in the CIO 13 reorganization we are using position descriptions that were 14 developed before the IBM PC was first marketed to try to 15 determine how to classify these jobs. That's absurd. I 16 think that's an area that we really need to get some 17 attention into, i
18 CHAIRMAN JACKSON: Have you made these specific 19 recommendations to the Office of Human Resources 'as part of 20 their overall review that Mr. Bird mentioned?
21 MR. THOMAS: That's sort of a yes and no. Thece 22 are areas that are nonnegotiable. So we cannot raise the 23 issues as a part of bargaining, but we ha.*e discussed them l
24 from time to time.
25 CHAIRMAN JACKSON: I mean in the spirit of ANN RILEY & ASSOCIATES, LTD.
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o- .
2 4
61 l 1 cooperation as opposed to bargaining. Hara you made these j
2 recommendations?
L
{ 3t MR. THOMAS: We've discussed them, yes. !
-4 In the area of recruitment, I agree with 5 Mr. Bird's comment about the agency doesn't have the
- 6 flexibility of some in the private sector, but there is an
- 7 area that I believe the Commission may give us some help on 8 in increasing that recruitment.
! 9 At the agency partnership level approximately two 10 years ago we developed a cafeteria plan, a mechanism of
[ 11 being able to essentially use pretax dollars for child care i 12 and for medical accounts. It's common practice in the i
i 13 private sector; ic's not available in the public sector.
14 Everyone was in agreement on the plan. -There is i
! 15 just a question as to whether or not it's legal. Our 16 attorneys have advised us that because of section 161(d) --
17 I may have an incorrect cite -- the-Commission would have 18 the authority to alter salaries to allow us to do that. The l 19 agency would not have to pay a cent totiard the program; the i
e 20 employees would pay for it, but it i,ould allow them to
!; 21 . direct-pretax dollars-into accounts and have that used for
, 22 child care and medical account.
2 3 -- CHAIRMAN JACKSON: Can you speak to how what you 1
24 _are talking about plays into the issues that are before us 25 te. i' i
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-62 1: MR. THOMAS: _ I-believe that if somebody is-
'2 considering working for the NRC cn Bell Labs, if Bell Labs 3 offers a cafeteria program that allows sot.eone to put $5,000 4 into a pretax account for child care, and in many cases up 5 to $2,500 for medical, that generates a savings to them of 6 in excess of $2,000; even more~in higher brackets. All i 7- things being equal, that's probably the chop they would go 8- after, because effectively it generates a higher salary.
~
e 9 CHAIRMAN JACKSON: Are you arguing that that helps 10 with the recruitmeSt of women and minorities?
il MR. THOMAS: Yes.
12 A final comment is an old EEO concept, equal pay i-l 13 -for work of equal value. You may-be aware that there was an s
l 14- arbitration decision sometime earlier this year indicating 3 15 that employees can grieve the concept of what we term de 16 facto detail. Essentially an employee is placed in a job
, 17 where they.are doing an identical duty to somebody at a-18 higher grade but_they are getting tae-lower pay. That is
{_ 19 something I think the Commission is going to have to i '20 address. Not the Commission, but the agency is going to-1
- 21_ have to address-in order to correct the problem, because we j_
22 are getting an increasing' number of grievances, and I don't 23 think it's going-to be that long before we have over 100.
24 CHAIRMAN JACKSON: How does-that play into the 25 issues under discussion today? How does it specifically 4
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63 1 play into the EEO issues that we are discussing?
2 MR. THOMAS: In many cases I believe you will find 3 that the individuals who are waiting for that promotion, the 4 higher percentage are women and minorities, and I think the 5 agency may very well be able to redirect its pro 3 ram efforts 6 in assignments of duties to where individuals either get 7 that promotion or that the agency doesn't continue to ask 8 them to do higher graded duties without the pay, Thank you very much.
9 CHAIRMAN JACKSON:
10 It's very important, at the risk of my lawyer 11 having a heart attack, that when you rpeak -- I understand 12 the union's authority, et cetera -- but it's very important 13 that you put things into the context to be helpful to the 14 Commission on the issues that are under discussion.
15 Commissioner McGaffigar, 16 COMMISSIONER McGAFFIGAN: I'd like to follow up on 17 one point Mr. Thomas made and direct a question to the 18 staff. The issue of increased selection, of getting 19 somebody who is a well qualified person who may not have the 20 exact qualifications for the position resonates with me, 21 because recently on a SECY paper I commented that in the 22 future we may be looking for versatile individuals, 23 especially at the entry levels.
24 To try to operationlize his comment, and correct 25 me if I am misspeaking, the notion would be that one of the ANN RILEY & ASSOCIATES, LTD.
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64 1 selection criteria'might be "is this person going to beLable -
2 to be used in multiple other places in my organization or in 3- the agency as a whole?" -
4 As I think about it, that opens up some cans of-5 worms. Suddenly you are choosing somebody for versatility i 6 -because they can do multiple jobs in NMSS or NRR or swing 7 back and forth between both, and I'm favoring?that person 8 -compared to a person who might for the particular job have 9 stronger credentials.
10 Is that what you are suggesting, Mr. Thomas, that 11 a versatility factor be put into the selection criteria?
12 MR, THOMAS: I would think more along the lines of 13 going after a good scientist or engineer. I guess the 14 theory being that if someone is a good health physicist, 15 they can be a goed health physicist for NRR, NMSS or 16 Research.
17 COMMISSIONER McGAFFIGAN: Is versatility or the 18 ability to do multiple jobs within the Commission staff an 19 appropriate selection criteria, or does that get me into-20 legal trouble?
21 MR, BIRD: I think we look at that very. heavily if 22 we are hiring at:the entry level. -
23- MRS. NORRY: Tnat's right. At that level you are i
24- 1much more able to do that. Also, the developmental and 25 rotation programs we have foster that. You take someone who i=
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65 1 is in one area and it's just amazing what you see when you 2 put them in what sometimes turns out to be a totally 3 different area and they indeed, as might be expected, do 4 blossom. We do that over and over again. That adds to that 5 persons value.
6 The other thing is that we are in constant 7 dialogue with managers in their descriptions of the 8 positions and how they put them forward as to whether the 9 requirements of that position are overstated or are too 10 narrow. That dialogue has resulted in some positions being 11 differently described. That goes on all day long from 12 Paul's office and from my group. We ask those questions.
13 We should not be overdescribing jobs.
14 COMMISSIONER McGAFFIGAN: If I am advertising a 15 GS-15 job, a f airly senior job, and I also regard that 16 position as a position to get into the senior management of 17 the Commission staff, EDO v: OGC, or wherever, is it fair as 18 a selection official to be thinking about which of the two 19 people in filling that job, or three people or ten, I see a 20 better career path upward for because of the versatility?
21 MRS. NORRY: You need to describe that in your 22 description of the job and the requirements.
23 CHAIRMAN JACKSON: I think before we go too far 24 into specific decisions about how specific jobs get 25 selected, I offer you the opportunity to take the ANN RILEY & ASSOCIATES, LTD.
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1- discussions.with lawyers-off-line.- - -
2 Thank you, Mr. Thomas.
3 Are there any further' comments from any_of the
, .4 presenters or from any of the committees?
i L 5' MR. VICK: I'm the chairman of the Performance f
e 6 Monitoring Subcommittee. One of the key recommendations 1
5 7 made by our committee in the paper today before you is that i
j 8 full support be restored to the intern program because it t 9 -has been shown to be the most effective tool for bringing
)
10 women and minorities into the technical ranks of the agency.
11 The current NRR intern program has declined to the
- 12. point that it no longer contains most of the attributes-that 4
13 made the original program particularly attractive to women
{
' .14 and minorities. As such,-much of the EEO gains achieved 15 through this program may be lost if it's not restored. This
- 16 -program offered interns the opportunity to obtain broad 17 experience in agency-wide programs and as a result produced 1
. 18 a pool.of employees who have developed expertise needed by T
19 the agency. A'prcg_am of this nature is-the principal means 20- we have to attract women-and minorities into-the agency-and i .21 provide them with the opportunity to build a promising j- 22 career here at the NRC.
r j.
L23 Will'the Commission consider restoring the intern i
24 program to its previous stature?
.I 25 Thank you, i
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l 67 1- CHAIRMAN ~ JACKSON: , We!will!take that as a question:
5 l 2 for the record that we will respond to.
I 3' .Any further questions or comments from any of the 4
1 i- 4- presenters or committees?
- 5 [No response.)
1 6. CHAIRMAN JACKSON: Commissioner Diaz.
7- COMMISSIONER DIAZ: I have a couple of comments 8 and suggestions. I was just thinking of my. years in looking 9 at this thing. Sometimes it is important to realize when we 10 are talking about equal employment' opportunities and having l- 11- everybody given a fair chance that what we are talking about
'12 is based on merit. The cultural differences that we have 13~ should not.lue part of how we deal with the process. If it 14 were because of cultural difference, for example, Hispanic-15 in my case, you can look and say, well, lus's shy and quiet.
} 16 [ Laughter.)
j
{ 17 COMMISSIONER DIAZ: That would certainly be a t
j 18 problem. I think everyone in here should be very conscious 19 that what we are really trying to say is those cultural l
20 differences do not play a part, that what we are looking at 21 is the merit of each person. That's a key issue that keeps 22- running when people keep asking, what are we talking about, 23- equal employment opportunities? We don't pay attention to 124- -those cultural things.
25 I've got a note here on the issue of what I call ANN RILEY & ASSOCIATES, LTD.
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68 1: the first phase. Everything that we build on essentially
-2 has to start with a hiring. I'm not sure that as an agency 3- Twe are really telling people out there that there are 4 challenging technical jobs in this agency and that those 5 challenges needito be well articulated, that people need to P
6 see where they fit.
7 Specifically, the Commission has directed the 8 agency to be more risk informed and eventually performance 9- based. I think that we need to get that notice around and
.10 get people to know that we want them to come with a basis in 11 this area, because it's important as a foundation of a job, 12 and I don't think that that message is_ clearly out there, 13 and I think it should be clearly said out there.
14 It is probably an obvious things to bring the 15 issue of Hispanics as far as recruitment and as far as 16 opportunities for improvement within the agency. This has 17- now been recognized as an issue in the Federal Government.
18 -I think it is a major issue, I don't know why it happened 19 and I only care that we do something specific about it.
20 1 would like to recommend that the next time we 21' - meet specific actions that we are taking in this area be 22 highlighted, because in many places we have taken_for a 23 specific task many times.a specific group. I remember being 24- involved in saying we need to work to_get more African 25 Americans and-this is the year that we are going to ANN RILEY & ASSOCIATES, LTD.
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65 1_ emphasize that. Without taking anything from any of the 2 other groups, I think that it is properly the year to focus on the_ fact that we don't have enough Hispanic Americans
~
3 4 entering or_being promoted at-this level.
5 To putLmy money where my mouth is, I will be happy 6 two or three times during the year to go and recruit at any 7 center where there is an actual specific large Hispanic 8 population, or African American, or both at the same time, 9 and I will take the time to go and sit with them and-10 actually explain the fact that there are great opportunities 11 in this agency.
12 Thank you.
13 CHAIRMAN JACKSON: Thank you.
14 I'd'like to thank all of the employees in
- 15. attendance for your interest in this important topic and to 16 especially thank all the participants for your views, your L17 comments, the information you provided and suggestions, 18 This was an extensive briefing on a complex and Lensitive
_19 subject.
20 As we face the challenges not unlike those we 21 regulate, including streamlining and budget effects, both 22 managers and supervisors as well as our employees have 23 co-responsibility _in actualizing an environment where 24 employees are provided an equal opportunity -- and I've said
-25 this_before -- to display their talents, to advance free of ANN RILEY & ASSOCIATES, LTD.
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70 1 either real or perceived-preselection, and to contribute to-F 2- the. agency's mission. I think the idea of managing l i 3 diversity andLdiversity as a_ process is an important one.
4 We talk a lot about-statistics.
7 The idea is not 5
to have an obsessive focus on the statistics but to have it 6- help us to-renormalize as we go along, and to manage the j 7 process.
8 i I second what Commissioner Dia: has said about our.
[ 9 giving more focus to the recruitment of Hispanics, but I l
10 also am mindful of the fact that we have a very diverse l
11 population here and a diverse population to draw n. My job 12 is to see that we give emphasis where we need to but as we 13 continue to ensure that all of our employees have the 14 opportunitie they-deserve.
L i 15 So I urge the managers and supervisors especially, 16 to the best of your ability, and I think training is an t
-17 -important part of that, to try to remove some of the 18 cultural influences that the Commissioner spoke about, to 19 evaluate employees fairly and objectively, to recognize
~
!! 20 those emplcyees that demonstrate superior performance or-
- 21 candidates that we.believe may be capable of that, and to i
t, 22 continue to give emphasis to training and development i- :-
23 opportunities, i
4 24 Secondly, to the employees, particularly those of 3
125 you who may feel discouraged at times, I urge you to I
.< ANN RILEY & ASSOCIATES, LTD.
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.- 4 71 1- continue to be proactive and to take the initiative,-to set 2 goals and objectives, to aim high, and to continue to work, 3 both in informal and in formal ways, to avail yourselves of 4 allithe relevant training, rotational assignments, 5 counseling-opportunities to act in positions, et cetera, to 6 maximize your potential.
7 If you apply for a position and you are not-8 selected, you should seek feedback, and if you don't feel 9 you are getting that feedback,.then you need to propagate 10 that higher up, and if need be, you propagate it to the 11 Commission, you propagate it to me, so that you can better 12- prepare yourselves for selection or promotion in the future.
13 To those employees who have advanced in the 14 agency, I encourage you to serve as mentors to those who 15 have not advanced in the agency and to share your 16 experiences so that we car. all gain and be a stronger 17 agency.
18 - We look forward to hearing from another set of-19 office directors at the next meeting that the Commission 20 will select,-but you can assume that it will at least 21 include NRR --
22 [ Laughter.)
23 CHAIRMAN JACKSON: And another regional administrator. We are interested in-hearing about progress 25 outcomes and results that NRC is achieving in this important ANN RILEY & ASSOCIATES, LTD.
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. c 72 1 area.
2 We stand adjourned. Thank you.
3 [Whereupon, at 11:45 a.m., the briefing was 4 concluded.)
5 6
7 8
9 10 11 12 13
. 14 15
.16 17 18 4
19 20 .
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. 4 CERTIFICATE This is to certify that the attached description of a meeting of the U.S. Nuclear Regulatory Commission entitled, TITLE OF MEETING: BRIEFING ON EEO PROGRAM PUBLIC MEETING PLACE OF MEETING: Rockville, Maryland DATE OF MEETING: Tuesday, October 14, 1997 was held as herein appears, is a true and accurate record of the meeting, and that this is the origina) transcript thereof teken stenographically by me, thereafter reduced to typewriting by me or under the direction of the court reporting company Transcriber: Oi l0ht\0h hulblth Reporter: Michael G. Paulus
i i
t t
AFFIRMATIVE ACTION AREAS OF EMPHASIS (1) Enhancing opportunities for advancement of minorities and women in professionai positions.
(2) Expanding the pool of women and minorities for supervisory, management, executive, and senior level positions.
(3) Enhancing efforts to attract, develop, and retain disabled employees.
(4) Improving communication and EEO and affirmative action objectives, improving management responsiveness, and evaluating progress.
- 1 l
1 RESULTS OF THE OVERALL EEO PROGRAM REVIEW THE STAFF HAS INITIATED EFFORTS TO UPDATE THE i AFFIRMATIVE ACTION PLAN a THE STAFF IS TAKING STEPS TO IMPLEMENT A MANAGING DIVERSITY PROCESS IN THE AGENCY
. WE CONTINUE TO PLACE A HIGH PRIORITY ON !
MAINTAINING AN EFFECTIVE EEO COMPLAINT '
PROCESS t f
- 2 I
NUMBER OF FORMAL EEO COMPLAINTS FILED BY FISCAL YEAR ;
.i 18 i l
20 15 12 11 9
10 ,
l 6
5 0
FY 93 FY 94 FY 95 FY 96 FY97,Q3 DATA CURRENT AS OF SEPTEMBER 17,1997.
(Since the briefing paperwas prepared, two complaints were consolidated and one was dropped. #3 Hence, the total complaints for FY 97 is 6 rather than 8.)
8
't j
PROFESSIONAL HIRES FOR FY97 l ETHNICITY WOMEN MEN TOTAL WH!TE 7 49 56 (11%) (74%) (85%)
AFRICAN AMERICAN 4 3 7 (6%) (5%) (10%)
ASIAN PACIFIC AMERICAN O 3 3 (0) (5%) (5%)
HISPANIC 0 0 0 (0) (0) (0)
NATIVE AMERICAN O 0 0 (0) (0) (0)
TOTAL 11 55 66 (17%) (83%) (100%)
1
- 4 y
l Se ections ,
Total of 22 l
i l
t l White Females 6 27% -e African Amer Female 1 Minorities 7 African AmerMales 3 i l 32 %
u.m , Asian Pac Amer Female 1
~ _
Asian Pac AmerMales 2 White Males 9 ~ ~ ~ ~ -
41 %
l includes competitive selections for Senior Executive Service and nonbargaining unit GG-15 positions from internal and external sources.
t Data for 10/01/96 - 09/30/97 :
- s j l
, i i i
Best Qualified Applicants Total of 146 White Females 22 15% - Hispanic Male 1
~
Asian Pac Amer Males 11 Minorities 30 ,
Asian Pac Amer Females 4 African Amer Males 9 White Ma es 94 '
'- -~ ~
.__ gfgngrgajes 4 i
Includes internal and external applicants on Best Qualified Lists for Senior Executive Service and nonbargaining unit GG-15 positions filled competitively.
Data for 10/01/96 - 09/30/97
- s
Distribution of Selections Based on the Opportunity to Select ,!
10/01/96 -09/30/97 i 100 80 i
- 60 -
40 j ____ ___________________________ .. _ __ _ ._. ._ . . _ _ . _
20 i
l h SMEhmmy l 0 '
l White African African Asian Asian Hisp Hisp Native Native White Female Amer Amer Fac Pac Male Female Amer Amer Male Male Female Amer Amer Male Female Male Female i Upportunity to Select 5 22 9 4 11 4 1 I O 1 0 94 l
SelectionsO 6 3 1 2 1 0 0 __ 0 _ j _ _C _j _ 9 '
_ _ l includes Senior Executive Service and nonbargaining unit GG-15 positions filled competitively.
Data for 10/01/96 - 09/30/97 a
. . . _ _ - _