ML22271A896
| ML22271A896 | |
| Person / Time | |
|---|---|
| Issue date: | 09/29/2022 |
| From: | Aaron Mccraw, Sean Peters NRC/EDO/AO, NRC/RGN-III |
| To: | NRC/EDO |
| Peters S | |
| Shared Package | |
| ML22271A894 | List: |
| References | |
| Download: ML22271A896 (2) | |
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Appendix B - Definitions Distributed Workforce An organizational unit with some members working primarily at varying locations from each other.
Hybrid Team A hybrid team is a flexible work structure where some employees work from alternative worksites and other team members work from an in-office location.
Hybrid Work Environment An organization that maintains a workplace scenario where the workplace is not fixed or homogenous. Typically, in a hybrid work environment a subset of the organization works physically from the office paired with another subset that works away from the office on any given day.
Organizational Health At the NRC, organizational health refers to the NRCs ability to adapt and cope with change, while continuing to meet its important public health and safety mission.
A healthy organization would result in an infrastructure that facilitates continuous learning and innovation, knowledge management, diversity and inclusion, technology adoption, and strategic planning, which inspires the NRC's workforce.
A healthy organization includes a culture that creates a sense of belonging, promotes and sustains a strong safety culture, fosters creativity and innovation, connects vision with action, and continuously adapts and strives to be a healthy organization.
Presence with Purpose Approach In a Presence with Purpose approach, the organization emphasizes being intentional about connection and flexible regarding location of where work is performed. Employees go to in-person locations, as needed, to accomplish work that cannot be performed remotely (i.e., facility inspection). Further, in-person interactions should be considered for connection, collaboration, creation, and celebration.
The goal is to make optimal use of time spent in the office for activities and interactions that are most effectively carried out in person. Examples can include staff gatherings and meetings with external parties; conferences; knowledge management, (i.e., learning sessions; relationship building; and training/introductions for new employees). While there are times when being in the office will result in better outcomes, a path to success will likely involve being intentional, or having a sound basis, when planning those interactions and to maintain flexibility by having immediate supervisors engage directly with their staff on what makes the most sense for their organizational unit.
Telework "The term 'telework' or 'teleworking' refers to a work flexibility arrangement under which an employee performs the duties and responsibilities of such employee's position, and other B-1
authorized activities, from an approved worksite other than the location from which the employee would otherwise work."
The NRC currently provides authority to first line supervisors to approve up to 5 consecutive days of project based telework and fixed telework agreements of 4 or more in-person days per pay period. Office directors and regional administrators are authorized to approve fixed telework agreements of 2-3 in-person days per pay period. The Chief Human Capital Officer is authorized to approve fixed telework agreements for 1 or less in-person days per pay period.
Remote work Remote work is an alternative work arrangement that involves an employee performing their official duties at an approved alternative worksite away from an agency worksite, without regularly returning to the agency worksite during each pay period.
Remote work differs from telework, as remote work does not include regularly scheduled days at the agency worksite.
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