ML22271A901
| ML22271A901 | |
| 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: ML22271A901 (38) | |
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PACIFIC RESEARCH & EVALUATION, LLC l PG. 1 Appendix G - Nuclear Regulatory Commission, HEART Focus Group Report Prepared by:
Pacific Research and Evaluation, LLC AUGUST 2022
PACIFIC RESEARCH & EVALUATION, LLC l PG. 2 TABLE OF CONTENTS INTRODUCTION............................................................................................. 1 METHODS...................................................................................................... 2 FINDINGS...................................................................................................... 5 ORGANIZATIONAL FACTORS AND THE HYBRID ENVIRONMEN T......................... 5 PRESENCE WITH A PURPOSE............................................................................ 12 WORKPLACE RELATIONSHIPS IN THE HYB RID ENVIRONMENT......................... 19 ORGANIZATIONAL CULTURE AND THE HYBRID ENVIRONMEN T....................... 25 CAREER LIF E-CYCLE AND TH E HYBRID ENVIRONMENT..................................... 29 POLICY AND PRACTICAL IDEAS AND INPUT..................................................... 31
PACIFIC RESEARCH & EVALUATION, LLC l PG. i EXECUTIVE
SUMMARY
The Hybrid Environment (Experience) Assessment and Review Team (HEART) at the U.S. Nuclear Regulatory Commission (NRC) was tasked with gathering feedback and ideas for optimizing the hybrid work environment from NRC employees. HEART worked with Pacific Research and Evaluation (PRE) as an external consultant to support a qualitative aspect of the feedback-gathering process. With the support and guidance of HEART, the PRE team independently led 14 focus groups of 8-12 members from NRCs staff and/or management.
A total of 113 NRC employees participated in focus groups discussions which included questions about the extent to which the hybrid work environment has affected team collaboration, relationship building, knowledge management practices, and technical aspects of the job. Participants were also prompted to share about situations when they prefer to work in the office and remotely, how the hybrid work experience could be improved, and unique aspects of their jobs that impact needs around hybrid work.
Findings presented in this report fell into 7 primary themes identified during the qualitative data analysis process. Within each theme we highlight points of consensus as well as points of difference across groups and/or job roles where relevant.
What is going well?
Staff appreciate the agencys quick and efficient shift to Microsoft Teams and the use of Teams to facilitate work in the hybrid environment.
Hybrid meeting rooms are valued by staff and key to moving forward in a hybrid work environment.
Topic 1: Organizational Factors and the Hybrid Environment Where do challenges remain?
Staff experience challenges and inconsistencies in getting approval for additional equipment/technology.
It is challenging to keep track of information electronically across the multitude of communication channels (teams, chats, emails, online resources).
Hybrid meeting norms differ considerably across groups, locations, settings, and individual meetings. Staff desire a set of shared norms and guidelines around hybrid meetings.
Many staff expressed that noise and other in-office distractions were key reasons they preferred to work from home. A combination of staff taking virtual meetings from their desk and open office layouts make it hard to focus while in the office.
Time zones present a challenge due to an increase in early meeting times for those not on the East coast.
Where do inconsistencies remain?
The ability to multitask has increased in the hybrid environment which is seen as valuable to some staff but distracting and stressful to others. There is also a feeling among staff of feeling like they are always on call.
Staff had mixed feelings about camera norms with some staff desiring privacy and freedom to decide when cameras are used and others finding value in putting faces to names, seeing body language, etc.
The use of the chat and raise hand features were described as both valuable ways to contribute to meetings efficiently and without interrupting or speaking over anyone as well as an added stressor for meeting facilitators.
Some staff express the preference to do all meetings virtually as it saves time for other work by not having to change locations between meetings.
PACIFIC RESEARCH & EVALUATION, LLC l PG. ii What is going well?
Staff resonate with the idea of Presence with a Purpose and would like to see the NRC use this idea to guide the future of hybrid work.
Staff all agreed that they are more productive doing technical, complex, and concentration-heavy work remotely rather than in the office.
In-person conversations are acknowledged as being valuable to the work process.
Topic 2: Presence with a Purpose Where do challenges remain?
Staff communicated frustration with being in-person at the office when nobody else is present.
Where do inconsistencies remain?
There was a notable difference in the work that Senior Leaders/Managers prefer to do remotely, when compared with other staff. The nature of leadership positions includes more meetings which can often benefit from an in-person interaction. Staff, on the other hand, are often doing technical work that does not require or benefit from the human interaction.
Staff have inconsistent feelings regarding relationship building with colleagues. While many participants expressed that they did not struggle to build relationships or hold conversations with colleagues remotely and some even expressed their relationships with coworkers were stronger or more personal in the virtual environmentothers shared that they preferred to have at least some in-person conversation to build relationships with colleagues.
What is going well?
Knowledge management processes and tools were praised as being greatly improved since the transition to virtual and hybrid work.
Participants also described how virtual seminars and trainings are more highly attended than before widespread implementation of the hybrid environment because staff can attend from anywhere.
Regarding mentorship, most employees who had worked for the NRC since before the pandemic shared that they did not have issues finding and working with new mentors.
Topic 3: Knowledge Management Where do challenges remain?
Knowledge management around retirements and departures could be improved through additional offboarding and intentional transition planning for retirements and departures.
Where do inconsistencies remain?
Newer employees reported inconsistent experiences with knowledge management tools and processes. Some praised the available resources and others saw room for improvement.
Onboarding in a hybrid environment was well received by some new hires and not by others.
PACIFIC RESEARCH & EVALUATION, LLC l PG. iii What is going well?
Managers and employees agree that it is easy to collaborate in the hybrid environment as a result of the numerous virtual communication channels.
Staff report that managers are easier to communicate and meet with in the hybrid work environment.
Employees and managers facilitate relationship building through virtual coffee breaks, core hours, happy hours, and optional team meetings.
Topic 4: Workplace Relationships Where do challenges remain?
The informal interactions that have historically had a positive impact on team functioning and productivity are lacking in the hybrid environment.
A challenging aspect of the hybrid environment is integrating new hires. This challenge was voiced by managers, employees, and new hires themselves. The NRAN cohort appear to be experiencing less of these challenges.
Where do inconsistencies remain?
There are mixed reports about whether informal work interactions are necessary for a productive work team.
Some managers expressed fear of eroding work relationships due to lack of in person interactions.
Staff who have been working in regional offices report experiencing less change in relationships than those working in HQ.
What is going well?
NRC staff reported increased work-life balance and flexibility as a result of the hybrid work environment.
Staff appreciate that they do not have to commute to the office as much and feel they can be more productive in the time they usually spent commuting.
Topic 5: Work-Life Experiences Where do challenges remain?
Many staff report challenges with maintaining boundaries in the hybrid work environment. Participants shared they are working longer hours, taking fewer breaks, and working when they are on leave.
Where do inconsistencies remain?
There were inconsistent feelings around maintaining boundaries between work and non-work life. Some staff appreciate being able to work during non-traditional work hours and some feel they are always connected and experience a pressure to be available at all hours.
Participants shared diverse views of safety surrounding COVID-19. While many participants are comfortable working in person others shared that they did not yet feel safe coming to in-person meetings due to personal or family health concerns.
PACIFIC RESEARCH & EVALUATION, LLC l PG. iv Topic 6: Organizational Culture Where do challenges remain?
Staff voiced frustration with the communication they received from senior leadership during the transition to the hybrid work environment. Staff requested more information for why certain decisions were made.
Staff would like to hear from management with an acknowledgment or an apology for the way that communication was handled during the transition to hybrid work.
Employees shared that communication challenges have negatively impacted morale within the agency.
Employees expressed a desire to feel that management across all levelsbut especially senior leadership trusts them to successfully meet the requirements of their jobs and the agencys mission while deciding for themselves when to be in the office and when to work remotely.
Participants shared that they have lost trust in senior leadership over the transition to hybrid work. Many felt that management made decisions without appropriately considering the well-being of employees and their families.
Where do inconsistencies remain?
Employees shared that remote meetings allow for inclusivity, but most did not feel this extends to hybrid meetings where some staff are virtual and some are remote.
Staff do not feel that hybrid and telework policies have been implemented consistently across the agency.
What is going well?
Many employees feel that their career advancement and promotion opportunities have expanded with the increase in hybrid work.
Topic 7: Career Cycle Where do challenges remain?
Employees who are working remotely are hesitant to apply for other jobs within the agency due to concern that telework would not be approved for the new position.
Employees who are near retirement feel challenged by the idea of returning to in-person work and expressed increased likelihood of earlier retirement as a result.
There are challenges across the agency with recruiting and hiring as a result of the limited flexibility being offered to employees compared to other federal agencies.
Where do inconsistencies remain?
There is some concern that mid-career employees will leave the agency for more flexible roles elsewhere.
Some participants feel limited in advancement opportunities due to requirements to relocate only to go into the office four days per pay period.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 1 Ideas presented by staff during focus groups included:
Consider further implementation of core days or core hours for interested Branches and Offices. Staff were particularly supportive of this approach if combined with the presence with a purpose concept.
Provide guidelines and norms that could be adapted to different teams and situations, as opposed to formal policies applied across the agency.
Consider allowing additional decisions about telework to be made by Branch Chiefs and Team Leaders to increase autonomy for individual teams, while supporting fair treatment across teams.
Streamline the telework request process to reduce demands, stress, and anxiety for staff who request individualized arrangements.
Increase administrative support for hybrid work, like scheduling, communications, and equipment.
Integrate understanding of differences between staff and leaders into decisions about hybrid work and telework.
1 Topic 8: Policy and Practical Ideas and Input 2
3 4
5 6
PACIFIC RESEARCH & EVALUATION, LLC l PG. 2 INTRODUCTION The Hybrid Environment (Experience) Assessment and Review Team (HEART) at the U.S. Nuclear Regulatory Commission (NRC) was tasked with gathering feedback and ideas for optimizing the hybrid work environment from NRC employees. HEART worked with Pacific Research and Evaluation (PRE) as an external consultant to support a qualitative aspect of the feedback-gathering process. With the support and guidance of HEART, the PRE team independently led 14 focus groups of 8-12 members from NRCs staff and/or management. As an external consultant, the PRE team was able to offer focus group participants an added layer of confidentiality that may not have been feasible if the groups were led by NRC staff. Given the sensitive nature of some discussions (e.g., the impact of the NRCs hybrid environment on career decisions), confidentiality was particularly valuable.
To plan focus group implementation, the PRE team met with HEART several times to gain contextual and background knowledge surrounding HEARTs objectives. The PRE team and HEART collaboratively developed, revised, and finalized focus group protocol documents that included introductory information and questions for focus group participants (for details, see Methods section below). As the PRE team carried out the 14 total focus groups over a period of 2.5 weeks, the PRE team and HEART met at least once per week to share initial findings and themes in debriefing meetings. These meetings were held to support HEARTs ongoing work by sharing initial key themes and ideas that HEART could integrate into with other feedback-gathering and support development of recommendations.
METHODS To identify participants for the focus groups, HEART created and distributed a form for NRC staff to express their interest in participating in a focus group about the hybrid work environment. A total of 253 members of NRC staff and management expressed interest on the form. The form asked staff to identify which of the following categories best reflected their job role:
Administrative Professional Staff Inspection Staff (Resident)
Inspection Staff (Non-Resident)
Technical Staff Nuclear Regulator Apprenticeship Network (NRAN) participants Employees with full-time telework arrangements Employees hired since January 1, 2022 (i.e., relatively new employees)
Corporate Support Staff Branch Chiefs and Team Leaders (i.e., first-line supervisors)
Managers and Senior Leaders To better reflect the proportion of NRC employees who fall into each category identified in the list above, two focus groups were scheduled for Branch Chiefs and Team Leaders, as well as for Technical Staff. All other categories listed above were scheduled for one focus group each. To select participants for each focus group from the 253 total NRC employees who expressed interest, HEART randomly selected 10 employees to invite to each focus group using a random number generation process. As invitees accepted or declined focus group meeting invitations, HEART sent additional invitations in an effort to have 8 to 12 employees in each focus group.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 3 During planning meetings, the PRE team and HEART discussed the representativeness of this sampling plan. Because of the voluntary nature of the sign-up form used to identify participants, the PRE team recommended that HEART randomly select employees from across the agency to participate in additional focus groups. Initially, one entirely randomly selected focus group was created, but during focus group implementation the PRE team and HEART agreed a second randomly selected focus group would be beneficial to ensure input was fully representative of the agency.
HEART was responsible for all participant scheduling and communication efforts leading up to each focus group. All focus groups were held virtually via Microsoft Teams. One or two HEART members attended the beginning of each focus group to explain the purpose of the focus group, emphasize the confidentiality of the discussion, introduce the PRE team, and provide an opportunity for participants to ask questions. After introducing the PRE team, HEART members left the Teams meetings. The PRE team then provided an introduction that explained details about the meeting, emphasized the confidentiality of the discussion, and asked participants to keep information shared by other participants confidential.
To conduct each focus group, one member of the PRE team facilitated the groups discussion, while a second member of the PRE team monitored the chat (e.g., posting questions the facilitator asked, responding to questions and comments, sharing contact information) and a third member of the PRE team took notes on the discussion. While discussions were not recorded, many comments were able to be dictated verbatim and are provided as direct quotations throughout the findings section of this report.
Following each group, PRE followed up with all participants via email to provide an opportunity for participants to share any additional feedback. As such, some quotations provided throughout this report come from email follow-up responses or chat messages sent throughout the course of each focus group.
A total of 113 NRC employees participated in focus groups. Focus group discussions began with a question that asked participants to explain their current work arrangements for context-building purposes. Other questions covered the following topics:
Extent to which the hybrid experience has affected participants ability to build relationships and collaborate with people they work with, like subordinates, peers, or supervisors and managers Extent to which the hybrid environment has affected knowledge management tools and practices Unique aspects of participants positions/roles that have impacted needs around hybrid work What participants would need to improve their experience in the hybrid environment When participants prefer to work in the office and remotely Extent to which the hybrid environment impacts technical aspects of participants jobs Extent to which the NRCs approach to workplace flexibilities might influence participants decision-making about their careers in the short term and/or long-term Any other suggestions participants might have for the NRC to consider in its efforts to optimize the hybrid experience Current Work Arrangements Focus group participants held diverse roles and work arrangements with regards to the hybrid work environment. On one hand, one focus group consisted entirely of full-time remote workers who rarely conducted NRC work in person or in an NRC office. On the other hand, another group was made up of
PACIFIC RESEARCH & EVALUATION, LLC l PG. 4 Resident Inspectors, who shared that they were permitted to conduct up to eight hours per week of remote workthe fewest hours of remote work of any group due to specifics of the policies implemented by NRC and their unique job duties. Participants in the remaining 12 focus groups ranged in the work arrangements they reported, with the vast majority of focus group participants working in the office two days per week and working remotely the remaining three days per week, for a total of four in-person workdays per pay period. Focus group participants perceptions of the balance between remote and in-person work in the hybrid environment varied substantially, as will be described in detail in later sections of this report.
Data analysis was conducted in Dedoose, a software program that supports coding of qualitative data into representative themes. Notes from the focus group discussions, chat messages, and email follow-up messages were imported into Dedoose. Each file was coded by one of two coders, who met multiple times to determine initial themes (codes), refine code categories and descriptions, and check in on coding decisions throughout the coding process. Following coding, a report outline was developed based on the themes identified and approved by HEART. Reporting was led by a single PRE team member to support consistency and comprehensiveness of the findings, with collaborative review and revision by additional PRE team members for quality assurance.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 5 FINDINGS Findings presented below are based on the primary themes identified during the qualitative data analysis process. We first describe themes across all groups, calling attention to points of consensus as well as points of difference across groups and/or job roles where relevant. Additional discussion is provided toward the end of the Findings section about insights specific to job roles (e.g., Resident Inspectors, leadership groups). At the beginning of each thematic subsection, a graphic depicts key findings broken down by what was identified as going well, challenging, and inconsistent in the NRCs hybrid environment, relative to the given theme. The categorization of Going Well or Challenging was defined by a majority of participants speaking to a theme in this way. If there was not majority agreement, a theme was considered Inconsistent. Quotations and stories from focus group participants are provided throughout the Findings section to illustrate key themes and ideas in NRC employees own words.
ORGANIZATIONAL FACTORS AND THE HYBRID ENVIRONMENT How are various organizational factors contributing to staff experience of the hybrid work environment?
KEY FINDINGS O r g a n i z a t io n a l F a ct or s an d t h e H y b r i d Env i r o n m en t.
Going Well Staff appreciate the agencys quick and efficient shift to Microsoft Teams and the use of Teams to facilitate work in the hybrid environment.
The hybrid meeting rooms are valued by staff and key to moving forward in a hybrid work environment.
Challenging Staff experience challenges and inconsistencies in getting approval for additional equipment/technology.
It is challenging to keep track of information electronically across the multitude of communication channels (teams, chats, emails, online resources).
Hybrid meeting norms differ considerably across groups, locations, settings, and individual meetings. Staff desire a set of shared norms and guidelines around hybrid meetings.
Many staff expressed that noise and other in-office distractions were key reasons they preferred to work from home. A combination of staff taking virtual meetings from their desk and open office layouts make it hard to focus while in the office.
Time zones present a challenge due to an increase in early meeting times for those not on the East coast.
Inconsistent The ability to multitask has increased in the hybrid environment which is seen as valuable to some staff but distracting and stressful to others. There is also a feeling among staff of feeling like they are always on call.
Staff had mixed feelings about camera norms with some staff desiring privacy and freedom to decide when cameras are used and others finding value in putting faces to names, seeing body language, etc.
The use of the chat and raise hand features were described as both valuable ways to contribute to meetings efficiently and without interrupting or speaking over anyone as well as an added stressor for meeting facilitators.
Some staff express the preference to do all meetings virtually as it saves time for other work by not having to change locations between meetings.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 6 Equipment and Technology The consensus surrounding equipment and technology used in the NRCs hybrid work environment was that the equipment and technology is effective and has substantially enhanced the experience of work, collaboration, and communication. Several participants complimented the NRCs rapid pivot during the COVID-19 pandemic to find new technology that supported the dramatic shift from a primarily in-person workforce to an almost entirely remote workforce (with some role-specific exceptions). For example, one staff member stated, The technology has worked beyond my expectations. The agency acted so fast to equip us with a higher IT capacity. They did so much, replacing Skype with Teams and upgrading Teams periodically. Those with the authority to make these IT approvals came through for the agency.
While focus group participants did not share personal struggles of using the technology provided by NRC to support the hybrid environment, a few told stories of others they knew who had less-positive experiences. One Branch Chief shared, NRC was forced to adopt technology that allows us to interact remotely. On the flip side, I have people who are very challenged by the technology. One person really struggled and still struggles, not being used to using technology. They like to print it out and read it. Its been a boon for most and a burden for a very few. Another Branch Chief in the same focus group replied, I had one person retire rather than use the new technology.
Equipment and Technology Microsoft Teams: Participants who spoke about technology expressed unanimous agreement that Microsoft Teams has been an improvement in the way NRC staff are able to work together. Staff across all levels of the agency frequently mentioned the value of Teams features like screensharing, meeting recording, and polls. They described how they are talking to coworkers more often and how Teams has made it easier for more introverted people to connect with their team. Staff who were relatively new to the agency also weighed in on the valueand sometimes the challengesof Teams.
One participant shared, I was able to get comfortable with my Branch Chief and others pretty early on via Teams. There are still a lot of other people in the region where I still havent put a face to the name, but Teams has made it a lot more seamless. If it hadnt been for Teams, I wouldnt have been able to meet everyone so quickly.
Hybrid Meeting Spaces: Staff shared that conference rooms provided by the NRC to support hybrid work have been very beneficial. One staff member shared, The conference rooms are very helpful for hybrid meetings, so it would be great to continue to build those out for the rest of the remaining conference rooms. Frustrations shared about hybrid meeting spaces included that they do not always function properly and the inability to screencast in hybrid meeting rooms without using connecting cables.
One point of consensus was that staff would benefit from guidelines and best practices for conducting hybrid meetings.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 7 Printing: There was strong agreement across groups that printing is a primary reason for being in the office and that being able to print documents during remote work would help in carrying out day-to-day and technical tasks. Although some participants indicated they had fully welcomed electronic review of documents, the majority of participants who spoke about this aspect of their work agreed that there are times they prefer printing to allow for easier review or preparation for a meeting, inspection, or presentation.
Other Equipment and Tools: Several participants mentioned the whiteboard feature on Teams, expressing excitement about the feature and requesting access to it so that they could illustrate ideas more easily in the moment. Other staff asked for touchscreen-capable laptops and/or tablets to more easily utilize whiteboard features and to replicate the experience of being together in the same room, where staff are able to write and draw out ideas and concepts together. Others asked for headsets, especially wireless headsets, to facilitate ease of listening and speaking in meetings. Finally, some staff requested that it would be helpful for those NRC staff who present or lead meetings often, such as senior leaders, to receive lighting and microphone equipment to make it easier to see and hear them during remote and hybrid meetings.
Barriers and Challenges Some staff described a lack of consistency in the equipment they have been approved for or received. For example, some staff were able to receive two cameras (i.e., one for remote work and one for office work),
while others were denied more than one camera. One Resident Inspector shared an additional barrier related to working with licensees; while they were appreciative that the NRC was working on providing tablets, they asked for support in working with licensees to get through firewalls. They added, The licensee has tablets and can pull procedures and other things up very easily. As a resident you often get excluded because you dont have that remotely accessible.
Senior leaders who participated in focus groups also expressed some challenges with technology. One stated that with technology alone they were struggling to build trust in a large office of staff they didnt already know, and that they struggled to find documents among all the links and resources shared with them. Others agreed that with the demands of their jobs and the number of staff they worked with, they feared missing important information or forgetting to respond to questions, especially given the addition of chats in Teams to keep track of, on top of existing email communication.
Hybrid Meeting Norms and Expectations Staff feedback about hybrid meeting norms and expectations centered around the idea that hybrid meeting norms and practices differed considerably across groups, locations, settings, and individual meetings. Many participants noted that it would be helpful to have more formal guidelines, norms, and expectations, although a few focus group participants preferred the approach of allowing all NRC employees to make their own decisions about hybrid meeting behaviors and practices.
Office Layout One particularly important facet of hybrid meeting norms centered around layout of offices. Participants identified that even when it was possible to go to a meeting in person, many staff still prefer to take
PACIFIC RESEARCH & EVALUATION, LLC l PG. 8 hybrid meetings from their desk on days they are in the office. However, that created difficulties with office layouts, particularly with noise levels. With typical office conversations in addition to staff participating in hybrid or virtual meetings from their desks, noise was a concern for many staff. Visual distraction was also a concern, particularly in more open office environments. One Branch Chief/Team Leader expressed the following:
I come into the office two or three times a week in the mornings. I try to be there when others are there, but their days in the office fluctuate week to week. I try to be there when my upper management is there too so that we can all touch base with each other at some point. I dont see staff unless I go and engage with them directly. I tried to set up in-person meetings, but Id be the only one in the conference room while they were still at their desks. Also, Im hearing others near me talk in their separate meetings. Im wondering how others are feeling about people sitting near you with headphones on while talking in their meetings.
Some participants noted that noise-cancelling headphones help with noise issues, but others said it was still distracting for them to do work while others spoke on meetings within the same office space. Several participants, likely based on location, were happy with the number of private spaces available to take meetings, but others expressed it was sometimes difficult to find a private space for meetings, especially on days when more people were in the office. Several participants described the annoyance or frustration they experienced about the time and effort it could take to find a space to participate in a hybrid or virtual meeting, and some even expressed anxiety about having to find spaces, especially as offices transitioned to more open layouts. Many staff expressed that noise and other in-office distractions were key reasons they preferred to work from home.
Multitasking Another aspect of hybrid meeting norms that was consistently raised in focus group discussions was the topic of multitasking. There were two primary perspectives presented about multitasking. The first was that multitasking served as a substantial benefit of the hybrid environment. One Branch Chief/Team Leader shared, My experience is that in-person meetings have the effect of reducing the ability to multitask to get work done, which has slowed down the pace of work production. For example, budget drills are always short-fused and urgent. Managers are able to respond to these sorts of issues rapidly by multitasking, that they would not be able to do nearly as well if the managers were stuck in in-person meetings. Others echoed this sentiment and expressed it was critically valuable to them to be able to multitask during hybrid and virtual meetings.
The second primary perspective was the stress and distraction that multitasking could create. Several participants noted that they felt like they were always on call and needed to respond immediately to messages, regardless of whether they were in other meetings. One Branch Chief/Team Leader noted, Sometimes the ability to multitask leads to an expectation that you will multitask, so managers are not as engaged in or focused on the meetings at hand. I established a practice of doing a monthly one-on-one meeting with each of my staff, which is one hour when I dedicate my time to them so I understand their workload, their goals, any stresses that they have, etc. I very deliberately ignore all emails and Teams message during that time, and I see people recognizing that I am dedicating my time to them and them alone, and responding favorably to that. One Manager/Senior Leader agreed, saying, People are
PACIFIC RESEARCH & EVALUATION, LLC l PG. 9 distracted in virtual meetings. There are chats, there are people doing other work, and I cant do that. Its impacting relationships and causing difficulty with cross-organizational discussion.
Camera and Teams Photo Norms Norms surrounding camera use in hybrid meetings were discussed at length in approximately half of the focus groups, but there was no apparent consensus about a preferred approach. Many participants noted they valued being able to see body language and facial expressions and clearly preferred that people turned cameras on at least while speaking in meetingsif not the entirety of each meeting. Others said they have appreciated the increased intimacy of getting to see others children, pets, and home environments while working remotely and using cameras. On the other hand, some participants noted they valued the freedom to decide for themselves when to have their cameras on or off, and that they respected others ability to determine whether to use cameras for themselves.
One area where there was a great deal of consensus was regarding large hybrid meetings that had many people attending. For large group meetings, participants generally agreed they would prefer the majority of meeting participants leave cameras off except while speaking, due to the distraction of many people having cameras on at once.
Focus group participants raised camera norms as a topic particularly often when talking about new employees or employees they had not previously worked with or met. One staff member said, I switched my position during the pandemic. Before, we would try to do virtual happy hours and virtual scavenger hunts. We found ways to stay connected. Now that Im in the new office with 150 or more people, I may know 20 people by face. I dont know if Ill ever get to know what they look like. Introverts dont turn on their cameras, so I wouldnt recognize them. We dont know as much about people. It doesnt keep me from being able to do my job, but it does help if you know a little bit about who youre working with.
Camera norms were also important to leaders across all levels (i.e., Senior Leaders, Managers, Branch Chiefs, and Team Leaders). In particular, leaders raised the topic of camera norms when discussing how their jobs sometimes require difficult conversations with staff. One Senior Leader said, While I dont have frequent difficult conversations, in multiple cases the individual I was having a difficult conversation with went off camera and on mute. I had no idea if the person was even still in the room, let alone hearing my message. Relatedly, a Branch Chief said, Earlier in the pandemic, I told my branch that cameras are required to be on for branch meetings. It helped especially with new people. I had a new employee from a new branch, and they later said, I hated it when you made me turn on my camera, but its turned out to be the best thing and I dont mind that much anymore.
Relatedly, the topic of photos on Microsoft Teams was raised numerous times throughout focus groups.
Similar to camera norms, perspectives were varied and diverse. Many participants, especially in the focus groups made up of newer employees and fully remote employees, shared that during times cameras were off in Teams meetings it was helpful when other employees in the meeting had photos of themselves as their profile/icon. A few participants disagreed and noted that it was a form of personal expression to select a photo of something important to them, like a pet or a place, rather than a photo of their face.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 10 Microsoft Teams Meeting Chat and Hand-Raising Features Two other features of Teams meetings were frequently mentioned: chat messages/reactions and virtual hand raising. Some noted that when facilitating meetings, these features required the facilitator to monitor too much or required a second person to monitor and/or manage. Others described these features as valuable ways to contribute to meetings efficiently and without interrupting or speaking over anyone. One Branch Chief/Team Leader shared, The ability to put thoughts into the chat increases the value of the virtual meeting because more people can get more thoughts into the conversation. Another Manager/Senior Leader said, Positive things are said in the chat. In every meeting, someone says something nice. When were in a meeting and everyone sits down, these messages are sweet. It makes everyone feel good. I like seeing the heart reactions in meetings.
Best Practices and Guidelines Perhaps the biggest takeaway from discussion of hybrid meeting norms and expectations was the value focus group participants saw in having shared norms and guidelines around hybrid meetings. Although it was clear some participants preferred the flexibility of not having official guidelines for hybrid meetings, the majority of participants who spoke about this topic expressed they would like to have some guidelines or best practices presented across the agency. Participants noted it was important to them that these be presented as guidelines, rather than formal policies, due to the complexities and nuances of each hybrid meeting situation and context. The following represent topics participants mentioned in relation to their desire for guidelines, norms, or expectations:
Respecting the red dot on Teams meetings (i.e., not calling when someone is in another meeting)
Designating someone to set up the in-person aspect of a hybrid meeting (e.g., plugging laptop into conference room equipment) but not always the same person (i.e., sharing the responsibility)
Clarifying how to handle audio, microphone, and mute settings while participating in a hybrid meeting in person (e.g., avoiding feedback and echoes)
When to mute and unmute When to have cameras on or off When to have a photo of your face displayed on Teams Not taking hybrid meetings from inappropriate locations (e.g., poolside)
Wearing headphones when taking virtual meetings in the office Closing conference/meeting room doors during meetings Wearing appropriate clothing even when working remotely and/or when it is necessary to be camera ready Not expecting immediate response to chat messages, regardless of whether the recipient is in a meeting Intentionally and thoughtfully deciding whether the facilitator of a hybrid meeting should be in-person or virtual, based on the needs of the meeting and the roles involved Utilizing the do not disturb feature in Teams (and remembering to turn it back off after finishing a meeting or task Thoughtfully considering the needs of attendees who work with interpreters (e.g., not having too many cameras on so that the participant can more easily see their interpreter)
Hybrid Meeting Scheduling and Logistics Scheduling
PACIFIC RESEARCH & EVALUATION, LLC l PG. 11 Many participants noted that they are in many more meetings in the hybrid environment than they were prior to the pandemic. Most staff shared that they appreciated being included in more meetings and were better able to collaborate with others across the agency. Many said that their work was more efficient as a result. However, some staff noted that they saw challenges for leaders in the agency, with one Administrative Professional Staff member sharing, [Managers] got into the habit of having meetings literally back-to-back. When we were doing the scheduling, we tried not to give meetings directly after each other. We wonder when are they going to have an opportunity to have lunch? If we could get to a place where we are giving them that space between meeting, it would give them a chance to get to their email in between.
Others mentioned the need for more breaks from virtual and hybrid meetings, sometimes citing experiences of screen fatigue. However, there was no consensus around this issue, as many other staff expressed they preferred to do all meetings virtually and saved substantial time for other work by not having to change locations between meetings.
Participation in Hybrid Meetings Employees described some challenges in hybrid meetings surrounding the level of participation across virtual and in-person participants. There was considerable variation among experiences of focus group participants, with some stating that hybrid meetings worked very well to allow all meeting participants to share and add to the discussion. Others shared that hybrid meetings resulted in virtual participants having a difficult time interjecting and in-person participants not knowing where to look (e.g., screen showing virtual participants, in-person participants in the room with them). Many focus group participants noted they prefer meetings to be entirely virtual, as opposed to hybrid or in-person, to allow for the most equity in ability to participate.
One Manager/Senior Leader shared their frustration with not knowing who was paying attention in hybrid meetings and feeling distracted by the screens and monitors in hybrid meetings (e.g., distracted by virtual participants when attending in person; distracted by not seeing all in-person participants when attending virtually). Other Managers/Senior Leaders cautiously shared there was some negative judgment toward people who chose to attend hybrid meetings virtually, as opposed to in person, noting those individuals can be viewed as not being team players.
Personality and individual differences between staff were frequently raised as an important factor in the hybrid environment, though some noted that was also the case prior to the largescale shift to virtual and/or hybrid work. One staff member shared, The biggest factor is the range of personalities in a meeting and making sure that the more extroverted people allow the more introverted people to be involved. Another said, Im an introvert. I was not that person floating the halls saying good morning to everyone, so for me it has actually helped to be in the hybrid environment. The nature of my job doesnt require a lot of face-to-face interaction, but I also talk to a lot of people who say they miss seeing everyones face.
Time Zones Participants from regions, licensee locations, and remote work locations that fall in time zones other than Eastern Time noted some minor difficulties in the hybrid environment. They requested that meeting and training schedulers be mindful of time zones and consider offering recurring meetings at later times or
PACIFIC RESEARCH & EVALUATION, LLC l PG. 12 varying the times offered to lessen the impact of working very early in the morning. However, they also noted that the hybrid environment has substantially improved the ease with which they are able to attend early-morning meetings, as they can often choose to take those meetings remotely instead of attending in person. Participants whose roles involved collaboration with international colleagues also noted the impact of time zones on their work in the hybrid environment but did not express frustration.
PRESENCE WITH A PURPOSE What does presence with a purpose mean for NRC staff in a hybrid work environment?
KEY FINDINGS P r e se n c e w it h a p u r p o se Going Well Staff resonate with the idea of Presence with a Purpose and would like to see the NRC use this idea to guide the future of hybrid work.
Staff all agreed that they are more productive doing technical, complex, and concentration-heavy work remotely rather than in the office.
In-person conversations are acknowledged as being valuable to the work process.
Challenging Staff communicated frustration with being in-person at the office when nobody else is present.
Inconsistent There was a notable difference in the work that Senior Leaders/Managers prefer to do remotely, when compared with other staff. The nature of leadership positions includes more meetings which can often benefit from an in-person interaction.
Staff, on the other hand, are often doing technical work that does not require or benefit from the human interaction.
Staff have inconsistent feelings regarding relationship building with colleagues.
While many participants expressed that they did not struggle to build relationships or hold conversations with colleagues remotelyand some even expressed their relationships with coworkers were stronger or more personal in the virtual environmentothers shared that they preferred to have at least some in-person conversation to build relationships with colleagues.
A frequent theme across all focus groups was the concept of presence with a purposethat is, the idea that time spent in person and/or onsite should serve a specific purpose or objective. There was widespread resonance with this concept throughout all focus groups. Staff expressed a great deal of interest in understanding the purpose of working in the office, with the majority also interested in meeting that purpose. Many staff felt strongly that they had proven throughout the pandemic their ability to carry out their work remotely and expressed that they had felt appreciated and praised by leadership for their ability to execute their work remotely, prior to the transition to the hybrid work environment.
Many shared they had become comfortable and happy working remotely over the course of the pandemic and now struggled to see the purpose of working in the office. Importantly, most staff shared their willingness to work in the office, but for many it was limited by their understanding of why management was requesting in-person work time. For example, one focus group participant shared:
PACIFIC RESEARCH & EVALUATION, LLC l PG. 13 When I go into the office, I often get on meetings on Teams virtually and only see maybe one or two people in person throughout the whole day. I sometimes wonder what the purpose is of going to the trouble of coming in.
Because many staff expressed a lack of understanding of the purpose of in-person work, there was frustration about needing to go to the office. Many participants shared they made substantial efforts to go to the office two or more days per week, as directed, but rarely saw others at the office at the same time. Some were still struggling to find new ways of thinking about in-person work, like one employee who said, Even though I do full-time telework, I come into the office quite regularly. My rule used to be that I come in for meetings with senior-level managers, but they are no longer there. Im still trying to get used to that. The managers are trying to figure out the right amount of in-person time too. Id like it if we could look for a way for everyone to get together a couple of times per year or something just to be around each other, but otherwise I find it a lot easier day-to-day to contact people directly and to be contacted.
One commonly suggested approach to increasing the feeling of presence with a purpose was the idea of core hours or core days, when NRC employees could all intentionally come to the office at the same time.
Many advantages and disadvantages of this strategy were raised and are discussed in the Policy and Practical Ideas and Input section of this report.
Conversations about presence with a purpose were most commonly related to the type of work that staff prefer to carry out remotely versus in person as summarized below.
Type of Work Staff Prefers to Carry Out Remotely Two key themes arose from discussion about the type of work focus group participants preferred to do remotely. First, a notable proportion of participants expressed that they prefer to do all work remotely. For some, the reason was that they felt more productive at home, such as one participant who said, Compared to working from home, Im not as productive on in-office days. Theres nothing I can do at the office that I cant do at home. For others, the reason they preferred to do all work at home was more personal, like resenting commute time or feeling they had more resources to respond to requests and difficult topics or conversations while working remotely, like one Inspection Staff participant who shared, Theres nothing I do in the office I cant do at home. If you have to type something out to try and explain something, it makes you slow down and think about what youre trying to say, which is helpful.
Sometimes I think something in my head, but when I go to type it, Ill realize it doesnt make sense and I need to go back and think about it more. That doesnt happen when youre in-person.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 14 The second primary theme related to the work staff prefers to carry out remotely was that all participants who spoke about technical, complex, and concentration-heavy work unanimously expressed they preferred to do that work remotely. Some of the tasks described as preferable to do at home included preparing for meetings and presentations, preparing for inspections and site visits, reviewing documents, editing documents, conducting analysis, conducting licensing reviews and other types of reviews (e.g., literature reviews),
collaborative writing and editing, and writing reports and other documents.
An Important Note on Leader Experiences of Remote Work There was a notable difference in the work that leadersespecially Senior Leaders and Managersprefer to do remotely, when compared with other staff. As might be expected based on their roles, focus group participants who held leadership positions (i.e., Team Leaders, Branch Chiefs, Managers, and Senior Leaders) rarely mentioned technical work of their own but instead centered primarily on meetings and relationships as the focus of their work. Some leaders expressed that they prefer conducting meetings from home, but there was no consensus on preference for in-person, remote, or hybrid meetings among leaders. This seemed to be a critical point of disagreement across the agency. Focus group participants from both leadership and non-leadership positions shared that they did not feel that staff and leaders understood each others day-to-day experiences well, as related to the hybrid environment; this disconnect was particularly emphasized between staff and Senior Leaders (i.e., as opposed to Branch Chiefs and Team Leaders).
Team Leaders, Branch Chiefs, Managers, and Senior Leaders had varying preferences about the modality for having difficult conversations with staff. Some leaders had found they preferred to hold difficult conversations virtually, such as one Branch Chief who said, Im finding I can have difficult conversations via Teams. I have found that the distance actually creates a level of greater comfort, so difficult conversations are easier on Teams than in person. A Senior Leader/Manager said, Having difficult conversations is tough. As an employee even more than as a manager, I dont like it. Its a little easier doing it remotely though. I had to give criticism a few years ago in person, and the person started crying. I gave them a box of tissues. It would be easier if it was remote, but its also maybe easier to be harsher when youre not sitting in front of that person. Still others shared they preferred to hold difficult conversations in person. One Branch Chief said, I had one employee who would never have his camera on in tough conversations. In person, those conversations are much easier. You cant hide in person. It would be a different dynamic.
Watercooler Talk It is widely perceived that managers view watercooler talk as a benefit of in-person work. Participants had strong feelings about this topic on both sides. While several participants expressed that they enjoyed socializing in the office, many other participants shared frustration. For example, one Branch Chief/Team Leader shared:
Ive heard senior management talk about being in the office having its benefits. One of the benefits was watercooler talk. I respectfully disagree; weve been trying to stop the watercooler talk for more than 20 years. The watercooler talk is not productive and causes morale issues when you have two, three, or four people chitchatting about non-work items for a long time. I understand a quick question asking how was your weekend or how is your family, but that is not that norm.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 15 Type of Work Staff Prefers to Carry Out Onsite or In Person There were three primary themes from focus group participants regarding the work they prefer to do in person, onsite, and/or in the office: Conversations for relationship building; meeting and working with new staff; and a few role-specific tasks that could not be accomplished remotely due to equipment, job duties, or policies related to classified documents.
Conversations and Relationships While many participants expressed that they did not struggle to build relationships or hold conversations with colleagues remotelyand some even expressed that their relationships with coworkers were stronger or more personal in the virtual environmentothers shared that they preferred to have at least some in-person conversation to build relationships with colleagues. Some of the participants who preferred in-person conversations for relationship building shared that it felt difficult to name exactly what was different about virtual conversations, while others clearly expressed reasons that they preferred to have some time talking in person.
I appreciate all the times I come into the office. I cant think of a time when I came in and didnt have a conversation with someone, even informally. Perhaps it's because theres more people on my unit coming in. The time I spend commuting is worthwhile to me. Personally, I dont want to be at home all day every day.
The types of conversations that some participants appreciated in the office included chance encounters, extended opportunities to talk differently or more casually about work, and non-work conversations.
Regarding chance encounters, participants shared times that they had bumped into someone unintentionally and wound up having good conversations or making new connections. For example, one participant said, A summer intern was in an elevator with Dan Dorman and had a great conversation with him. That wouldnt happen virtually. A Branch Chief/Team Leader shared, I dont get added value interacting with my own staff in person because its easier to reach out on Teams. However, my in-office days have resulted in interactions with people I would normally never pick up the phone and call. I end up with lengthy conversations learning about whats going on, solving small problems while theyre still small. Its hard to prove what we have lost, hard to prove a negative. We got everything done when we were full-time telework.
Regarding extended opportunities to talk differently or more casually about work, one Branch Chief/Team Leader shared, The work my team does can be done completely portable. We dont have core days or core hours. I have chosen the days Im in as days when there are meetings to maximize interactions with other people. Thursdays most of my branch is there, and I have noticed that its better to be there in person. It works well to have a hybrid environment. Its not uncommon for an official meeting to end and everyone hangs out for a little while after, we talk about maybe work stuff or maybe not work stuff. You dont get the bonding remotely. There is something to be said about getting together at least some period of time. I dont know what that time is, but there is benefit to being able to read faces and emotions. Another participant stated, Were more likely to bring up out of the box, higher risk and higher return ideas with people we develop a trusting relationship with, and that happens better in person.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 16 Finally, regarding non-work conversations, some participants expressed that friendships were an important aspect of work for them. One participant said that non-work conversations in the office served an added purpose of improving the work, sharing, The work sometimes can get done better because of the professional relationships. Thats part of it, its not just chit chat for the sake of chit chat.
Interactions with New Staff Another component of work some staff said was easier in person was interacting with staff who were new to the NRC or that they had not worked with previously. However, almost all participants acknowledge that there were individual differences in preferences about this topic, including the personalities of both the new staff member and the existing staff member in each interaction. Some new employees were very comfortable reaching out to staff over Teams, while others expressed some hesitation to initiate new relationships remotely. Similarly, some employees who had longer tenure shared they were comfortable finding new employees and meeting them virtually, while others struggled to know when new team members had joined or feel comfortable reaching out to them virtually.
Role-Specific Tasks and Responsibilities Other reasons participants preferred to work onsite were role-specific, such as participating in hands-on training or working with classified documents. One Technical Staff said, I need to be able to access classified systems periodically. Fully remote wouldnt work for that reason, but the pick your two days set-up also doesnt work that well, as I need to be there on different days for classified meetings. I need more flexibility, and I cant have a set-in stone rule about what days of the week I go in. I would like more purpose and intentionality with the reasoning for when people are expected to go to the office.
KNOWLEDGE MANAGEMENT IN THE HYBRID ENVIRONMENT What does Knowledge Management look like in a hybrid work environment?
KEY FINDINGS Kn ow le d g e M a n a g e me n t Going Well Knowledge management processes and tools were praised as being greatly improved since the transition to virtual and hybrid work.
Participants also described how virtual seminars and trainings are more highly attended than before widespread implementation of the hybrid environment because staff can attend from anywhere.
Regarding mentorship, most employees who had worked for the NRC since before the pandemic shared that they did not have issues finding and working with new mentors.
Challenging Knowledge management around retirements and departures could be improved through additional offboarding and intentional transition planning for retirements and departures.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 17 Inconsistent Newer employees reported inconsistent experiences with knowledge management tools and processes. Some praised the available resources and others saw room for improvement.
Onboarding in a hybrid environment was well received by some new hires and not by others.
In general, focus group discussions surrounding the extent to which the hybrid environment impacted knowledge management and knowledge transfer indicated there had been both positive and negative impacts. Themes fells into three areas, including processes and tools, onboarding and offboarding, and employee development and mentoring.
Processes and Tools Knowledge management processes and tools were praised as being greatly improved since the transition to virtual and hybrid work. Focus group participants shared that knowledge management sessions are now regularly held in many areas of the NRC, with most being held virtually or with hybrid meeting options to support staff attendance and engagement. Participants also described how virtual seminars and trainings are more highly attended than before widespread implementation of the hybrid environment because staff can attend from anywhere. Many expressed that they appreciated that sessions and meetings could be recorded to share information across the agency or to refer back to later. Several participants mentioned the value of Nuclepedia, an internal resource.
Staff and leaders who had worked for the NRC prior to the pandemic agreed that improved knowledge management had been one of the most positive outcomes of the increase in remote and hybrid work.
One Manager/Senior Leader shared the following:
Weve grown by leaps and bounds in our office and across the full agency. All regions have virtual and hybrid knowledge management tools and processes now.
We reach a broader audience. People use Nuclepedia and SharePoint sites. We have weekly knowledge management sessions and plan topics in advance. We were not as effectively doing that before the pandemic, but now its widely known.
We have broader Inspector town halls and much more cross-office engagement in many meetings, more sharing of information. From the knowledge management perspective, we are doing more than ever before. There is initiative taken, there is great mentoring, and we have opportunities every week for new people to meet and talk. Everything is much more inclusive now.
On the other hand, there was some disagreement among newer employees about their experiences with knowledge management tools and processes. Some were very happy with their experiences, such as one participant who said, I think it's been more efficient and effective working together via Teams because we can share screens or I can look up the reference information that's needed to discuss and learn, which I feel has helped my initial and continuing growth as a newer employee. I can save and reference information electronically versus having a hard copy and it being inaccessible while on travel, in the office, or at home. Other participants who were newer employees and had joined the NRC within the last 6 to 12 months noted some deficits in knowledge management and knowledge transfer tools and processes,
PACIFIC RESEARCH & EVALUATION, LLC l PG. 18 such as challenges with finding documents, broken links, and having their primary source of information be long documents to read, rather than interacting with others.
Onboarding and Offboarding Many participants discussed experiences of training or mentoring newer employees during onboarding.
Although some worried that new employees may not know who to reach out to for information and collaboration in the hybrid environment to the same extent they would in a fully in-person environment, the vast majority of participants expressed that onboarding and mentorship were functioning well.
Others expressed that the hybrid environment had not negatively impacted onboarding and knowledge transfer to newer employees at all. One shared, Intentional is a good word to use. Im intentionally having one staff member mentor another, and its all happening virtually, as someone is training their replacement. There has not been any adverse impact of hybrid work on that process. Another said, Mentoring new employees has become easier through the use of technology. You can walk through items and show them exactly what you're doing with screensharing and the other tools available to us.
On the other hand, some newer employees expressed that some of their training and onboarding would have been more engaging and effective in person. One NRAN participant said, I dont have a nuclear background. I didnt know anything about nuclear work before coming here. The classes, for me, would have been better to have in person rather than to have to study on your own and have virtual training. It was tough at the start." Another NRAN participant responded, Even being from a nuclear background, I agree. We did a two-week course. But during the first six or seven weeks, we could have benefited from being onsite. You can only get so much across in slide shows. There is some value there for going in person to some facilities.
On the other end of the employee life cycle, participants also discussed the impact of turnover on knowledge management, sharing that additional offboarding and intentional transition planning for retirements and departures would have substantially benefitted knowledge management in the hybrid environment. One Administrative Professional Staff participant shared, When people leave, the turnover has been difficult for knowledge management. People just leave, so sometimes you dont have the same period of turnover or offboarding. It depends somewhat on the reason they leave. Sometimes they retire and you dont find out until you sign their clearance that theyre leaving. Some people let you know ahead of time, but others dont. We try to make sure people have time to backfill with their admins to ensure coverage for that division, but it can be hard. Another focus group participant in an inspector position said, I know some people left or retired because they didnt want to go back to in-person work.
That has big implications for knowledge management. I could benefit from all of their experience, but I may not get it. Its a loss for us.
Employee Development and Mentoring Regarding training and employee development, many participants talked about how much easier it is to attend training and other employee development activities in the hybrid or virtual environment. This sentiment was expressed across all levels of the NRC, from staff to leadership. One Manager/Senior Leader listed several benefits, including not having to travel, not having to take as much time away from work, being able to have more people attend the same session, not worrying about physical space, being able to leave when needed, being more accessible, and not being as easily disrupted.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 19 Staff who had recently been through their qualifications or quals process described how they would like to have more hybrid or in-person training available to support their studies, rather than reading long documents individually. Some staff also mentioned a desire for more formal training classes to be offered in person, particularly when the content may be less engaging.
Regarding mentorship, most employees who had worked for the NRC since before the pandemic shared that they did not have issues finding and working with new mentors. One full-time remote worker shared, One of the most effective techniques I have seen is to pair one person who needs knowledge with someone who has the knowledge and give them a joint assignment that requires that knowledge. They can work out their interaction plan by themselves, like when to meet in person, when to meet on Teams, when to interact through asynchronous messaging, and when to work separately. Others shared they had great success in finding new mentors and in mentoring new employees in the hybrid environment.
WORKPLACE RELATIONSHIPS IN THE HYBRID ENVIRONMENT How is the hybrid environment impacting workplace relationships?
KEY FINDINGS Workplace Relat ion sh ips in the H ybrid En viron m ent Going Well Managers and employees agree that it is easy to collaborate in the hybrid environment as a result of the numerous virtual communication channels.
Staff report that managers are easier to communicate and meet with in the hybrid work environment.
Employees and managers facilitate relationship building through virtual coffee breaks, core hours, happy hours, and optional team meetings.
Challenging The informal interactions that have historically had a positive impact on team functioning and productivity are lacking in the hybrid environment.
A challenging aspect of the hybrid environment is integrating new hires. This challenge was voiced by managers, employees, and new hires themselves. The NRAN cohort appear to be experiencing less of these challenges.
Inconsistent There are mixed reports about whether informal work interactions are necessary for a productive work team.
Some managers expressed fear of eroding work relationships due to lack of in person interactions.
Staff who have been working in regional offices report experiencing less change in relationships than those working in HQ.
Staff had mixed reports about relationship building in the hybrid environment. More than half of participants shared that relationship building is just as feasible or even more feasible in the hybrid environment, but many staff reported that they had to make an increased effort to build relationships in the hybrid environment. There was a clear distinction between two aspects of relationship building. The first was work-specific collaboration and teamwork, which most participants reported had stayed the same or improved. The second was informal interactions (e.g., friendship, casual conversation) that contribute to increased work productivity. Some viewed those more casual interactions as critical, while others
PACIFIC RESEARCH & EVALUATION, LLC l PG. 20 described them as unrelated to their ability to meet the NRCs mission and carry out their job responsibilities. For example, one Branch Chief/Team Leader said the following:
Being together doesnt necessarily mean we work together better on a project. My concern is as we move forward and some people leave, they may not have those same relationships. Should we have in-person meetings just to get to know each other better? Its not mission work that I want to be doing in person, its just having a relationship.
Collaboration and Teamwork In terms of how the hybrid environment has impacted collaboration, nearly all participants agreed it was as easy or even easier than it had been prior to the shift to more virtual work. Participants appreciate having the option to utilize screenshare features, collaborate on documents virtually, and reach each other easily using numerous virtual communications options (i.e., chat messages, calls without video, calls with video, email).
Although at least one Manager/Senior Leader reported they interact less with others in the hybrid environment, other leaders reported it was easier to collaborate virtually than in person and that the hybrid environment had helped substantially with teamwork. Staff agreed, with one Resident Inspector sharing, Managers are a lot more available now. We can see when theyre available on Teams. Previously, it would be randomly trying to call their administrative assistant to set up a meeting when all you needed was three minutes to ask a question. Its a lot easier to interact with my supervisors now. When theyre done with their meeting, they are easier to find.
Relationship Building Many staff across all focus groups noted that setting aside specific times for relationship building was helpful, whether through core hours when everyone on a team tried to be in the office at the same time or through virtual or hybrid meetings meant specifically for building and maintaining relationships. For example, one employee shared, Our division has two (optional unless otherwise noted) 30-minute meetings each week. They provide a great forum for these kinds of relationship building conversations, even if we're not working together on specific projects.
Branch Chiefs and Team Leaders described how they support their teams in building and maintaining relationships in virtual and hybrid work by setting up coffee breaks, happy hours, and meetings with the primary purpose of facilitating connection and interaction. Some shared that these intentional relationship building meetings were even more effective than in-office meetings for creating connection and forging new relationships.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 21 New Hires The hybrid environment has made it challenging for staff to be aware of new hires or role changes within the agency resulting in reported difficulties with meeting new employees. Newer employees agreed that they need to be intentional in meeting people after joining the NRC or switching branches, offices, or locations. Some reported no trouble building relationships, noting the value of participating in shared meetings and turning cameras on in virtual or hybrid meetings to be able to get to know each other more personally. The focus group made up of NRAN provided an interesting perspective in that they seemed more supported in meeting existing NRC staff across branches and offices.
NRAN participants shared that the rotations they participated in helped them make connections and that having each other (i.e., their cohort of NRAN participants) to rely on helped them feel supported and share resources. NRAN participants also received introductions as part of their program that helped them meet more staff.
Other newer employees disagreed and reported barriers and challenges to building relationships in the hybrid environment. One said, Its been very difficult. Ive been here since September 2020, and it took me about a year to get to know everyone because we were hybrid. It comes with the territory. The disadvantage is that you dont have the connection. You dont know everyones level of comfort with COVID though. I found it very hard to connect with people, especially if they were an introvert. The extroverts will talk to you.
Managers and Senior Leaders also expressed fears about relationships eroding as a result of the hybrid environment. One shared, I am worried about new people. Even people who have been here for a long time, we are not seeing each other as much. Im worried it will erode relationships. Things that shouldn't create tension are doing that. It may drive people to look elsewhere. I think it breeds a sense of Do I belong here? Another noted the differences in the hybrid environment, compared to the environment they had experience prior to the pandemic, sharing, When you meet colleagues now, its a little bit of a Experiences by Location There appeared to be differences between experiences in regional offices, as opposed to Headquarters. Some participants pointed out that the NRC had been successfully carrying out hybrid work for many years prior to the pandemic, so little had changed for them. For example, two Technical Staff members expressed opposing views:
The first said, We have been hybrid forever in the regional offices. A Resident Inspector is a remote workernot at their house, but theyre on their own islands. The tools we have in place now make it so much easier to maintain those relationships. We are so much more connected. We have made it easier to have those relationships that already existed. I understand its different in Headquarters, but Im on rotation now and its just as easy to build relationships. I havent felt hindered.
The second said, It does hinder, and it has been challenging. It depends upon your position. There is a huge difference between Headquarters and the regions because of the siloed work. In the regions, thats your group and you dont have to do a lot of coordination, compared to Headquarters. In my role, I have to engage with a lot of different offices and a lot of people in my office. I used to know the Administrative Assistants, Technical Assistants, etc. Now its very difficult to keep up. I have a file with org charts just to figure out who is who because of all the changes. There have been workarounds, but Ive found that relationships are becoming more siloed.
This needs some runtime to see if its positive or negative.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 22 different relationship. To not have watercooler chats, to not have coffee with someone. These are completely missing. Its creating holes in our relationship building. I dont get feedback. We are in more meetings than ever, but if you are constantly meeting in front of a laptop, youre not able to build the relationships that you really need to build. For new folks, Im worried about them. They have not gotten experiences they need to have like we did pre-COVID.
WORK-LIFE EXPERIENCES AND THE HYBRID ENVIRONMENT How is the hybrid environment impacting work-life relationships?
KEY FINDINGS Wo r k-L ife E xp e r ie n c e s in t h e H y brid Enviro n m en t Going Well NRC staff reported increased work-life balance and flexibility as a result of the hybrid work environment.
Staff appreciate that they do not have to commute to the office as much and feel they can be more productive in the time they usually spent commuting.
Challenging Many staff report challenges with maintaining boundaries in the hybrid work environment. Participants shared they are working longer hours, taking fewer breaks, and working when they are on leave.
Inconsistent There were inconsistent feelings around maintaining boundaries between work and non-work life. Some staff appreciate being able to work during non-traditional work hours and some feel they are always connected and experience a pressure to be available at all hours.
Participants shared diverse views of safety surrounding COVID-19. While many participants are comfortable working in person others shared that they did not yet feel safe coming to in-person meetings due to personal or family health concerns.
Conversations about the interface between work in the hybrid environment and family or non-work aspects of employees lives centered around two key themes: 1) Work-life balance and flexibility in the hybrid environment, and 2) COVID-19 safety.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 23 Work-Life Balance and Flexibility Many focus group participants expressed that the virtual environmentand now the hybrid environmenthas increased their ability to manage their family and home life. Some reported increased work-life balance, like one Manager/Senior Leader who said, My work-life balance has gotten so much better. As I prepare to move to a different location, I have far more flexibility in terms of where I look to buy a house when I factor telework into the equation. Others expressed they were able to better support their partners, children, or extended family members with the added flexibility, like one Technical Staff participant who shared, My husband has a career too. Being in the office only one day per week gives us the flexibility to be near our support system and to my husbands job that he really enjoys.
Some participants discussed the challenges around the perception of a directive to be in the office the same two days each week and a desire for more flexibility in the days they chose each week. While many said they appreciated having core days or hours when their whole team was in the office, others said they often needed to change the days they were in the office each week to accommodate meetings outside of their control. There seems to be flexibility provided to some employees as expressed by one participant, It appeared rigid that you had to be here every Tuesday and every Wednesday. Ive noticed over time its been a little more lenient, so theres more flexibility. That works well for my schedule and my work-family balance.
There are times Id like to come in back-to-back, and other times I do it spread out over the week.
Many participants spoke about the frustration they experienced surrounding commute time, stating that even though they enjoy time in the office, the commute was a substantial deterrent. One participant said, What I mind is my commute, not being in the office. Its my choice where to live, but it takes a lot of extra time to drive to work. When I go to the office on Thursdays, its very quiet. Its a waste of gas and money. I dont have a problem with the concept of being in the office. Its the commute. Others shared that the time they spent commuting caused them to choose their work hours based on minimizing commute time instead of the day-to-day needs of their role. For example, some staff described how they would often end their workday abruptly when working in the office to avoid traffic, as compared to continuing work until their task was complete while working remotely. For some, frustration with the commute negatively Now, being able to telework, Im able to take care of my home and do my job. Today, my son is at camp. Im going to take my lunch break to pick him up from camp, so I dont have to pay for extended care for my son. I live an hour away, so coming in every day was stressful with having to figure out logistics at home. That flexibility of being able to work and have the work-life balance, its very important to me now, especially coming off such a stressful experience.
Coming off an experience like COVID, Im looking for those flexibilities going forward.
I dont have a far commute, but it creates a better quality of life to be able to work remotely. Traffic here is insane. Sometimes it takes 45 minutes to go four miles. There is a whole hour of commute on both ends of the workday. It can increase productivity if people feel higher quality of life and dont have to drive. If theyre doing their job well, having the flexibility creates better morale for employees, if they can focus on work when theyre at work and not have to worry about the commute.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 24 impacted morale and motivation at work. Frustration with commute time seemed particularly salient and impactful for staff who had transitioned from full-time remote work to hybrid work arrangements.
Boundaries Around Work Many participants said that as they transitioned to virtual and then hybrid work, they found they were working many more hours than they did in person. For example, one Technical Staff member shared, When I work from home, I may work 9 or 10 hours1.157407e-4 days <br />0.00278 hours <br />1.653439e-5 weeks <br />3.805e-6 months <br />, just to finish things up. The number of hours I work from home surpasses what I would at work because I dont have to commute. I feel okay about this because Im not commutingits a tradeoff. Opinions about the increased work time varied, with some participants sharing that they liked having more focused time to work, others saying they were happy the NRC was getting a good deal with additional productivity and work time from existing staff, and still others describing how they had struggled to set boundaries between work and non-work. Several participants talked about the transitions they had experienced over time, like one Administrative Professional who said:
Early on, it was hard to set boundaries. I would get on at 6:30 am and log off at 6:00 pm. It was so much. You felt like whenever a message came through, you needed them to know you were here. Then a message came out asking people to take their leave, and for me that was a big turning point. I learned I need to be able to have that balance because I was giving a lot of hours just because I wanted to be seen and I had all my devices there with me. For me, I definitely had to set boundaries where when Im on leave, Im on leave. It helps when supervisors model that too. We are all so dedicated to our jobs and want to make sure were doing everything we can do.
Some participants described that they chose to work atypical hours to support their work-life balance, like working late at night to get focused time or to allow them to be present with their children after school.
Many shared that they felt it was important to support each other in taking breaks and setting boundaries around time away from work, in the hybrid environment especially. One participant shared a story of a time a family member passed away. They said they planned to take their laptop on their trip to attend the funeral, but colleagues and supervisors encouraged them to take time away. They expressed gratitude for that support and described the importance of providing that encouragement to each other.
Those who had successfully set boundaries while working remotely talked about making sure to take lunch breaks and walks like they would at the office. Branch Chiefs and Team Leaders talked about the responsibility they felt for modeling healthy behaviors, like not always being available on Microsoft Teams or making a point of exercising during their lunch break. Some described how they intentionally did not schedule meetings in early mornings or late afternoons.
COVID-19 Safety Focus group participants expressed very diverse perceptions of safety surrounding COVID-19. While many participants were comfortable working in person at the time of the focus groups, others shared that they did not yet feel safe coming to in-person meetings. The most common reason participants feared in-person meetings was to protect their own health (e.g., workers who were older or had existing health conditions) or that of their close, vulnerable family members.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 25 Safety issues showed up in numerous ways. First, some participants shared that they or their colleagues spent their in-office time alone in closed rooms to maintain safety. Others shared they wore masks, which prevented them from realizing some of the benefits of in-person work, like being able to read facial expressions. Still others shared they would not feel comfortable working in person again and would choose to leave the NRC if required to work in the office after their health-related exemptions expired.
ORGANIZATIONAL CULTURE AND THE HYBRID ENVIRONMENT How is the hybrid environment impacting organizational culture?
KEY FINDINGS O r g a n i z a t io n a l Cu l t u r e a n d t h e H y b r i d Env i r o n m en t Challenging Staff voiced frustration with the communication they received from senior leadership during the transition to the hybrid work environment. Staff requested more information for why certain decisions were made.
Staff would like to hear from management with an acknowledgment or an apology for the way that communication was handled during the transition to hybrid work.
Employees shared that communication challenges have negatively impacted morale within the agency.
Employees expressed a desire to feel that management across all levelsbut especially senior leadershiptrusts them to successfully meet the requirements of their jobs and the agencys mission while deciding for themselves when to be in the office and when to work remotely.
Participants shared that they have lost trust in senior leadership over the transition to hybrid work. Many felt that management made decisions without appropriately considering the well-being of employees and their families.
Inconsistent Employees shared that remote meetings allow for inclusivity, but most did not feel this extends to hybrid meetings where some staff are virtual and some are remote.
Staff do not feel that hybrid and telework policies have been implemented consistently across the agency.
Organizational culture was the topic area that elicited the strongest emotional responses from participants. Three key themes arose from discussions: 1) mission and messaging, 2) trust, and 3) equity, fairness, and inclusion.
Mission and Messaging Communication from senior leadership during the transition to a hybrid work environment (i.e., from primarily virtual environment during earlier phases of the COVID-19 pandemic) was mentioned by participants in every focus group. The majority of participants expressed a lack of understanding around decisions senior leadership has made and frustrations with how the transition decisions were communicated. Participants did not resonate with the reasoning provided by senior leadership and expressed disappointment and decreased morale. One Branch Chief/Team Leader said, The hybrid approach was a top-down decision, and I notice among upper management its the same sentiment.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 26 There is a major disconnect from top-down to bottom-up. Its a select group that wants the in-office experience. There needs to be a different solution presented so that its not just top-down and you have no say. Other Branch Chiefs and Team Leaders spoke about how that communication pattern had impacted morale, requesting that senior management be more straightforward with staff.
In general, almost every participant agreed that they wished for additional communication from senior leadership as voiced by one remote worker, They said, The reason we want you to come back is so we can see your face, interact in person, read body languageetc. But this can all be done on camera!
Another participant who had not volunteered for a focus group (i.e., was randomly selected from the full NRC workforce, rather than the list of those who expressed interest) said:
The lack of communication about the hybrid environment is what has been frustrating. Were doing four days per pay period. Why are we doing this?
Managers just say a couple of sentences every couple of months. These focus groups were doingthings like this should have happened six months ago. We just have this policy. Have you talked to staff at all? Why do you think this is the way? Why do you think it cant be accomplished other ways? There was no indication that they looked at this in a systematic way. Im not sure which is more troubling. The reasons behind the policies and decisions have not been communicated.
Employees voiced hearing different messaging during the time they were fully remote compared to the current hybrid environment as highlighted by one participant, During the period when we were all (or most of us) working from home we were receiving lots of kudos from supervisors and all levels of the leadership team about how much we were accomplishing and how efficient the agency was becoming with this new work environment. Things seemed to shift 180 degrees when it came time for us to return to the office. Instead of kudos we were being told that we need to return to the office for better collaboration and to improve work efficiencies. There never seemed to be any explanation for why what worked before was no longer good enough now.
Many participants described how communication issues have impacted morale. One shared the following:
Ive never felt or heard people so disappointed and unhappy. Its a little stink in the air when it comes to morale. Its not a feel-good space anymore. I used to tell people how great it is to work here. Many of my peers and friends just arent happy with how the agency handled it. Its how the agency approaches it. The lack of compassion. Its not the work or the environment, its the way its been done. That was the first time I had people I work with coming out of their meetings with management in tears. It didnt land well, and I hope we can get to the compassionate, healthy space we were in before.
Many employees shared that they or others they knew were planning to leave the NRC because of the requirement to be in the office four days per pay period. Some expressed frustration that management did not seem to believe that their coworkers were leaving for remote work opportunities. One employee who had joined the NRC early in the COVID-19 pandemic said, My office is hemorrhaging 50 to 100 employees per quarter. Many are retirees, but a lot are saying, I got a job elsewhere in places where they are being flexible. Leadership comes back and says the value of seeing people in person is
PACIFIC RESEARCH & EVALUATION, LLC l PG. 27 unquantifiable. It weighs heavily on a lot of people. People are quitting. It affects people's decisions and my decisions too, enforcing a policy that is exceptionally unpopular and not giving a reasonable justification about it.
Some employees went as far as asking for an apology or acknowledgement from senior management that the transition was not handled as well as it could have been. Others asked for the NRC to listen to staff, expressing they felt they had been saying the same things for months with no impact. Last but not least, staff suggested that senior management communicate with data and evidence of the value of the hybrid environment and the experiences and input of staff. One participant said, The biggest suggestion I would have is that people want to see the hybrid environment optimized based on actual data, not just perceptions of managers who are out of touch. The number of experts the NRC has not only lost but not hired is substantial. The best people often want to stay in their location or have flexibility. The staff are making a lot of decisions. Were in person and were not really feeling why its important.
Trust Similar to perceptions surrounding communication, the majority of participants shared that they felt trust had been eroded during the transition to a hybrid environment. Trust was brought up in two primary ways. First, participants expressed a desire to feel that leaders across all levels, from Team Leaders and Branch Chiefs to Managers and Senior Leaders, trusted staff to successfully meet the requirements of their jobs and the agencys mission while deciding for themselves when to be in the office and when to work remotely. Second, participants shared that they have lost trust in managementand particularly in senior leadershipover the transition to hybrid work.
Conversations in the Resident Inspector focus group illustrated the desire to feel trusted to do their job.
One shared, Weve always been working together as a team, so this is changing our culture. We always made sure we covered the site. This was always an inherent part of our job to make sure we maintain site and response coverage. Give us the trust that was given to us at the beginning and allow us to work our schedule. Another responded by saying, Our job relies on trust and integrity, but I get the feeling that management doesnt trust us. You trust me enough to do my job, but not enough to be able to decide for myself when to be on site. Im 500 miles away from management running my own office, but I cant decide whats best. It feels like a slap in the face. Everyone can do what they want except you guysyou guys have to do what we tell you.
Several Branch Chiefs and Team Leaders expressed similar feelings of wanting to see that senior management trusted them to make the best decisions for their teams. One said, I want to emphasize that for me, the bottom line is the agency senior leaders need to trust supervisors to make decisions regarding telework within their branch/team/organization. We understand the work, the people and other varying dynamics that should be consideredand are, therefore, in the best position to make these decisions.
Aside from wishing to feel more trusted by management, participants also expressed that they had lost trust in management over the transition to hybrid work. For many participants, loss of trust was due to not feeling protected or cared about. One participant described how the return to the office four days per pay period had taken place three weeks before child COVID vaccines were available. They said, Someone asked this question in a Commission meeting, but they werent specific enough in their language. One Commissioner turned to another and said, I cant think of anything that could impact our decision in the
PACIFIC RESEARCH & EVALUATION, LLC l PG. 28 next 3 weeks, can you? One of them has a little kid. At that time, every parent was waiting for those vaccines. The other responded, Nope. My heart sank. In that moment, I lost faith in the agency.
Others spoke about health concerns as well. One full-time remote worker shared, Some of my peers had health problems, or a family member with health problems, and the staff were submitting forms to continue with telework. The NRC management would have gained a lot of trust by granting more exceptions and allowing people to continue teleworking. Instead, they had office workers trying to judge the medical conditions of each other and telling us that the CDCs perceived threat level was exaggerated.
One key point that came out of discussions around culture, trust, and communications was the difference in perspective between Senior Leaders and lower-level supervisors and staff. One Branch Chief said the following:
The higher up in the food chain you are, the more you value in-person interactions.
You rely on ideas and interactions to be able to do your own job. The closer you are to doing the work, the less value in-person interactions have for you. Its human nature for leaders to feel like, Because I believe, it must be true. That is an important dynamic that should be recognized.
Equity, Fairness, and Inclusion A third topic that was raised during discussions of organizational culture in the hybrid environment was that of equity, fairness, and inclusion. One way this topic was raised was as it related to inclusivity of meetings. Many participants shared that virtual meetings allow for more equal participation across individuals, regardless of their work location. For example, many found that their full-time remote worker colleagues were able to contribute equally to collaboration, teamwork, and discussion in virtual meetings.
Several participants contrasted their experiences with full-time remote teammates before the COVID-19 pandemic and after, sharing that Microsoft Teams has allowed them to build stronger relationships with these team members. A few participants reported this inclusivity extended to hybrid meetings, but most participants expressed that hybrid meetings make it difficult for those attending virtually to contribute equally, as in-person participants can more easily contribute to discussion.
Fair treatment of employees across the agency was another theme across focus groups. Several staff reported that their telework requests were handled differently from others requests. Others shared that policies were applied unevenly and inconsistently across teams, offices, and locations. One participant said, The trick is allowing choice to be a consideration yet maintaining fairness. That's hard! I think NRC fears that expanding choice will cause 80% of us to never come in regularly again. Another shared, There are many people already on full-time telework, many people already working less than the two days.
There isnt a consistent policy, and that should be given some attention. Lets implement it consistently across the agency.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 29 CAREER LIFE-CYCLE AND THE HYBRID ENVIRONMENT How is the hybrid environment impacting employee careers?
KEY FINDINGS C a r e e r L i f e - C y c l e a n d t h e H y b r i d E n v i r o n men t Going Well Many employees feel that their career advancement and promotion opportunities have expanded with the increase in hybrid work.
Challenging Employees who are working remotely are hesitant to apply for other jobs within the agency due to concern that telework would not be approved for the new position.
Employees who are near retirement feel challenged by the idea of returning to in-person work and expressed increased likelihood of earlier retirement as a result.
There are challenges across the agency with recruiting and hiring as a result of the limited flexibility being offered to employees compared to other federal agencies.
Inconsistent There is some concern that mid-career employees will leave the agency for more flexible roles elsewhere.
Some participants feel limited in advancement opportunities due to requirements to relocate only to go into the office four days per pay period.
When describing the impact of the hybrid environment on career decisions in the short term and long term, participant responses fell into several key themes including career advancement and promotion opportunities, career planning, and recruitment, hiring, and staffing.
Career Advancement and Promotion Opportunities Several participants shared that their career advancement and promotion opportunities have expanded with the increase in hybrid work. For example, one Branch Chief/Team Leader said, Before the pandemic, I was concerned about the disappearance of flexibilities as you go up the chain. Now that managers can telework, too, I would be more open to apply for other positions with the NRC.
Others shared they felt more limited now because of differences in policy across locations. Several participants from regional offices reported they would need to move to Headquarters to be able to apply for jobs that would allow them to advance in their careers or that they would need to resubmit their telework requests without knowing if they would be approved. One participant shared, The message has changed. Our telework stance is limiting regional staff ability to work in other offices when we had been able to before. Very few regional staff would be willing to relocate. It would be a hard sell, and thats a big loss for the agency. A lot of people at Headquarters dont want to come to regions either, but we could use that technical expertise. My decision to telework is irrespective of my career goals, but I am disappointed I feel limited in the positions I would even be willing to apply for. We had less effective tools before and would have been able to apply for Headquarters jobs and be fully remote, but not anymore.
The tools are better but now we are more limited?
PACIFIC RESEARCH & EVALUATION, LLC l PG. 30 Career Planning Participants also spoke about general career planning opportunities and decisions. Specifically, those participants who are in later stages of their careers expressed that the hybrid environment factors into their decisions about timing of retirement. Several participants shared that they or others they know would stay longer if they could work remotely full-time. Several other participants shared they knew previous NRC employees who had retired because of the requirement to come back to the office four days per pay period, and others who had retired rather than learn to work with new technology like Microsoft Teams. One Branch Chief/Team Leader said, I have a very senior staff. The people we tend to hire, many this is their second career. They say, If I have to come in, Im not working here anymore.
People wont stay with the two days per week rule. Most of my branch could retire tomorrow, so Im doing a lot of hiring. They dont need to be in the office. If we could make it so we dont make these arbitrary decisions about the number of days or hours, that would help. The only hazard is when not everyone is treated equally.
Participants also voiced a concern that people who are early-or mid-career would leave the NRC for more flexible positions, especially high performers and those in demanding roles, like Resident Inspector positions. One participant shared, Positions that seem to offer more telework are being sought after more. We are concerned with hiring. We cant keep enough Residents in the pool. Those that are placed at sites are looking for opportunities and incentives and three days of telework. Another said, As far as NRC, had I been in the middle of my career, Id have found a job elsewhere. People are dropping off like flies at the agency. The majority resign and dont give reasons, but they are going to other federal agencies. Hindsight is 20/20.
The hybrid environment was factoring into career planning decisions for leaders as well. For example, one leader described how they had chosen to relocate to Headquarters from another location. They said, It was an extremely tough choice for me, and I would have loved an option to stay permanently located in the home and neighborhood that I loved. I almost passed on the Headquarters opportunity to not have to relocate, and my willingness to move again in the future for the agency is very low. If other regional opportunities were available, I would likely only consider them if I didnt have to move again and was offered increased workplace flexibility involving periodic travel to the duty location instead of permanent relocation.
Recruitment, Hiring, and Staffing Finally, participants described challenges in recruiting, hiring, and staffing. Nearly every focus group raised the difficulties they had faced with low staffing rates, describing the impact that the hybrid environment had on their experiences of retaining existing staff and recruiting and successfully hiring new staff. Above all else, staff asked for the NRC to consider implementing more flexibility to support their ability to recruit, hire, and retain top performers, qualified staff, and staff with relevant experience and expertise. One participant said, The NRC needs to be more open to the possibility of fully remote positions. Just going to USAJobs and doing a search, there are 225 job postings across the federal government for remote positions. The agency has come so far in our technological advances to be able to work from anywhere, but the old school management style of If I cant see you, must not be working is not sustainable into the future. The agency will continue to lose staff and struggle to recruit the best candidates.
PACIFIC RESEARCH & EVALUATION, LLC l PG. 31 Staff also shared experiences regarding how these issues impact their own work and perceptions of work.
One Branch Chief/Team Leader observed, The people we lose to other agencies are the top performers.
The ones we are left with will make it more difficult to get the jobs done efficiently, or well end up with 100% extraverts and the whole culture will change. Another shared, People from the regions are not taking Headquarters jobs because they arent willing to move. It is impacting the NRC even internally from having people move up or hiring the best person for that job from the NRC.
POLICY AND PRACTICAL IDEAS AND INPUT Participants in focus groups raised several practical ideas to continue optimizing the NRCs hybrid work environment. By far the most widely discussed ideas were core days/core hours and implementing guidelines and norms as opposed to rules or formal policies.
Core Days/Core Hours Of those focus group participants currently participating in hybrid work, the majority expressed support for the idea of core days or core hours, primarily as part of the presence with a purpose concept discussed in depth in an earlier section of this report. It should be noted that many participants seemed to favor full-time telework over hybrid work, but that idea was not explored in any depth during discussions, due to the focus on the hybrid environment (as opposed to telework policy). Most participants who expressed interest in core days/hours talked about setting one day per weekor a portion of one day for a team to be in the office each week and intentionally structuring that day to fulfill the purpose of relationship building (e.g., socialization time, branch meetings, meetings and/or office hours with senior leaders, inviting others for lunch or coffee). Others talked about preferences for holding branch meetings on days everyone worked remotely to increase equity in participation. Participants also talked about how core days could be applied on an annual scale, such as meetings every three to six months to gather employees together for networking and shared experiences.
Participants also shared a few downsides of and hesitations surrounding core days/hours. Several participants brought up how core days/hours could limit flexibility for those with family-related obligations. Others brought up how core days/hours do not always help address cross-branch or cross-office collaboration and networking. Finally, participants raised COVID-19 safety concerns around intentionally bringing groups of people to the office on the same day to work closely together.
Guidelines vs. Policies Participants frequently discussed their preference for guidelines and norms that could be adapted to different teams, contexts, and situations, as opposed to formal policies that leaders worked to implement across the agency. One participant described the difference as performance-based criteria instead of prescriptive criteria. A Branch Chief/Team Leader noted, Were getting better, but we cant lose sight of the fact that this is people-based. This cant be a requirement, it has to be guidance.
Norms and guidelines specific to Microsoft Teams and other aspects of technology were described in the Technology and Equipment section of this report, but similar ideas were raised around guidelines of when to be in the office (i.e., as opposed to formal policies).
SUMMARY
OF SUGGESTIONS FROM PARTICIPANTS Consider further implementation of core days or core hours for interested Branches and Offices. Staff were particularly supportive of this approach if combined with the presence with a purpose concept.
Provide guidelines and norms that could be adapted to different teams and situations, as opposed to formal policies applied across the agency.
Consider allowing additional decisions about telework to be made by Branch Chiefs and Team Leaders to increase autonomy for individual teams, while supporting fair treatment across teams.
Streamline the telework request process to reduce demands, stress, and anxiety for staff who request individualized arrangements.
Increase administrative support for hybrid work, like scheduling, communications, and equipment.
Integrate understanding of differences between staff and leaders into decisions about hybrid work and telework.
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PACIFIC RESEARCH & EVALUATION, LLC l PG. 32 Other Suggestions Participants raised several other suggestions throughout focus groups including:
Streamlining the telework request process. Participants who had recently been through the telework request process noted that it was lengthy and arduous, and that it was often anxiety-provoking and distracting to wait for the determination.
Increase the ability of supervisors to make decisions specific to their teams, but there was some hesitancy surrounding this idea because of participants awareness that employees would likely receive unequal treatment.
Increase administrative support to divisions and offices more effectively with managing and navigating the hybrid environment (e.g., scheduling, communication about in-office days, setting up equipment).
Consider the innate differences in the work tasks conducted by technical staff versus leadership. It should be recognized that the amount of technical work decreases substantially as staff move into leadership positions creating understandably different opinions about hybrid work.