ML22271A905
| ML22271A905 | |
| 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: ML22271A905 (10) | |
Text
K-1 Appendix K - Review of Internal NRC Data I.
Introduction On April 20, 2022, the United States Nuclear Regulatory Commissions Executive Director for Operations created the Hybrid Environment Assessment and Review Team (HEART) to provide recommendations to Agency Senior Leadership on how to optimize organizational health in a hybrid work environment now and in the future. The HEART performed extensive research and outreach both internal and external to the NRC to identify best practices and recommendations to optimize the NRCs hybrid working experience.
As one component of its internal research, the HEART reviewed existing data from within the agency that provide insight about staff experiences related to the current hybrid environment. The review included employee surveys, polls, and human capital data. The purpose of this report is to summarize insights from agency data about the hybrid environment and organizational health.
II.
Employee Surveys and Polls HEART reviewed data from surveys and polls completed by NRC employees for insights about employee perspectives on the hybrid work environment and potential implications for organizational health.
A.
Federal Employee Viewpoint Survey (November-December 2021)
The 2021 Federal Employee Viewpoint Survey (FEVS) was open from November to December 2021. All eligible NRC employees received an electronic invitation (permanent, full-or part-time, non-political appointee, non-seasonal employees onboard as of April 2021). The final response rate for the NRC was 69.48%.
In 2021, the NRC had a 2% decline in the Employee Engagement Index. The Leaders Lead sub-index of Employee Engagement had a 5% decline, whereas the Supervisors sub-index had a modest increase of 2%.
Thirty-two out of 43 core questions on the FEVS decreased from 2020 to 2021. Of those, two questions showed declines greater than 10%. The question, Employees are protected from health and safety hazards on the job, had a 19%
decrease in positive responses. The question, Senior leaders demonstrate support for Work-Life programs, had a 17% decrease in positive responses. Given that the survey was taken in November and December 2021, during the time that the NRC workforce began re-entry, it is likely that the Figure 1 FEVS Employee Engagement Trend 2019-2021
K-2 declines are inextricably tied to sentiments surrounding re-entry.
Specifically, how employees felt about the prioritization of their health and safety and employees perceptions of support for work-life balance.
Given that the FEVS question about senior leader support for work-life programs is likely related to how the hybrid environment has been implemented at the NRC, the HEART performed a deep-dive review of NRCs results on that question compared to other agencies.
In 2020, the NRC ranked 6th compared to 33 other agencies on the question, Senior leaders demonstrate support for Work-Life programs. In 2021, the NRC ranked 22nd compared to the same 33 agencies.
Questions specific to the COVID-19 pandemic response also showed similar declining trends from 2020-2021, with more significant declines related to questions about senior leadership as compared to responses to questions about supervisors.
Two new questions about re-entry were included in the 2021 FEVS. The question, My agencys leadership updates employees about return to the worksite planning, scored an 86% positive response. The question, In plans to return more employees to the worksite, my organization has made employee safety a top priority, scored a 55% positive response.
Figure 4 FEVS 2021 Questions About Re-Entry Figure 3 FEVS Pandemic Response Question Trends 2020-2021 Figure 2 Inter-Agency Comparison of FEVS Question, "Senior leaders demonstrate support for Work-Life programs."
K-3 B.
Presidents Management Council Employee Voice Pulse Surveys (October 2021-March 2022)
Short pulse surveys, sponsored by the Presidents Management Council (PMC), were sent to random samples of NRC employees in October 2021, January 2022, and March 2022. The NRC had the highest response rate for agencies that participated in the pilot, with rates ranging from 46% to 52%. Some of the questions asked specifically about employee sentiments regarding re-entry.
C.
NTEU Survey on Workstation Design Preferences (May 2022)
The NRC chapter of the National Treasury Employees Union administered a survey to bargaining unit employees in May 2022 about workstation design preferences. Some of the questions in the survey related to employee preferences regarding telework and experiences when working in the office. The following observations were deemed relevant to HEART activities:
60% of respondents (404 bargaining unit employees) chose the option, I have portable work and would telework more days if allowed to.
69% of respondents agreed, I am often distracted overhearing coworkers using TEAMS from their cubicles.
63% of respondents agreed, I am more likely to interact with coworkers via TEAMS than in person.
D.
EDO Town Hall Polls (March 2022)
The HEART reviewed responses to three polling questions that were asked of staff during the March 2022, EDO Town Hall meeting. Over 900 employees responded to each of the questions.
What is your PRIMARY concern about the current hybrid work environment? (944 responses) o Prioritizing my health and safety (i.e., COVID-19 exposure) o Sustaining opportunities to connect and collaborate with colleagues o
Maintaining work-life balance (e.g., telework flexibilities, managing workload, etc.)
o Having the right tools and resources to work effectively o
Other concerns o
No immediate concerns Figure 5 Results from the PMC Pulse Surveys
K-4 What should the NRC consider as TOP PRIORITY when exploring strategies and solutions for the future hybrid work environment? (943 responses) o Adopting more flexible work models o
Optimizing work-life balance (e.g., workload management) o Having appropriate technology (i.e., collaborative tools and resources) o Ensuring that new/future hires have the requisite knowledge and skills to achieve our mission o
Creating more inclusivity for remote workers o
Enhancing social interactions o
None of the above What is the MOST important factor when considering the future of your career at the NRC? (909 responses) o Career advancement or promotional opportunities
K-5 o
Telework flexibilities o
Workload management o
The nature of my work assignments o
My relationship with my colleagues (e.g., peers, supervisors, contractors, etc.)
o Another factor not listed above o
None, I am currently satisfied with my career prospects at the agency
K-6 III.
Human Capital Data HEART coordinated with the Office of the Chief Human Capital Officer (OCHCO) to request access to various data sources related to recruitment, telework, and attrition in an effort to holistically evaluate business areas pertinent to the NRCs organizational heath in its hybrid work environment.
HEART was given access to:
HEART did not have access to:
New Human Capital Dashboard Quarterly/Annual OCHCO Reports SharePoint Site Exit Survey Data Summary for FY22 Q1-Q3 Recruitment Activity Training System - RATS Exit Survey Response Excel Database (Raw Data)
Accept-Reject Rate of Telework Agreements Due to the limited available information, the HEART was unable to:
Normalize exit survey data for FY22 Q1-Q3 using historical NRC attrition data Establish upper and lower control limits for factors contributing to attrition Validate/Verify OCHCO data integrity (accuracy, completeness, & consistency)
E.
Employee Exit Surveys OCHCO has 3 categories for voluntary separations of permanent employees: (1) Retirements, (2) Transfers (to other government agencies), and (3) Resignations. OCHCO provided HEART with an Exit Survey Data Summary for employees who left the NRC in FY22 Q1-Q3:
204 voluntary separations of permanent employees for FY22 (Q1-Q3) 132 voluntary separations of permanent employees for FY21 (Q1-Q3) 55% increase in voluntary separations from FY21 (Q1-Q3) to FY22 (Q1-Q3) 128 out of the 204 (63%) separated employees received an exit survey from OCHCO 76 out of the 204 (37%) separated employees did not receive an exit survey from OCHCO Response Rate: 104 out of 128 (81%) who received the exit survey responded Sample Size: 104 out of 204 (51%) separated employees responded to the exit survey During discussion with OCHCO staff, the HEART learned that employees separating from the agency are not always sent an exit survey before their departure. A Human Resources Specialist initiates the process of sending a unique exit survey link to a separating employee. Automating distribution of the exit survey could increase the exit survey sample size, thereby increasing the confidence level and statistical significance of the responses collected. OCHCO staff recognized this opportunity to improve the process prior to the HEART evaluation and is continuously working to improve exit survey distribution, data collection, and analysis.
K-7 Table III.E.1 - OCHCO Exit Survey Data Summary for FY22 Q1-Q3 Factors Contributing to Voluntary Separation Number of Factors Identified by Separating Employees Retirements Transfers Resignations All Unranked
- 1 Unranked
- 1 Unranked
- 1 Unranked
- 1 A - Compensation A01. Pay / Cost of Living ¹ 4
2 5
4 6
4 15 10 A02. Dissatisfaction w. Leave Programs 0
0 0
0 0
1 0
1 A04. Dissatisfaction w. Incentives 2
0 1
0 3
0 6
0 B - Quality of Work Life B01. Dissatisfaction w. Work Schedule Flexibilities ¹ 6
0 4
0 3
1 13 1
B02. Commute Too Long ¹ 10 5
1 0
1 0
12 5
B03. Stressful Work Environment 12 7
3 1
2 1
17 9
B04. Dissatisfaction w. Telework Opportunities ¹ 12 7
6 3
6 2
24 12 B05. Dissatisfaction w. Office Environment ¹ 6
0 0
0 0
0 6
0 C - Management & Organization C01. Lack of Opportunity for Career Advancement 7
3 8
3 7
1 22 7
C02. Lack of Opportunity for Training & Development 1
0 3
1 1
0 5
1 C03. Lack of Opportunity for Continuing Education 1
0 0
0 0
0 1
0 C04. Lack of Meaningful Work 2
0 3
1 1
0 6
1 C05. Skills Not Utilized 7
1 4
0 4
1 15 2
C07. Dissatisfaction w. My Immediate Supervisors 6
2 1
0 0
0 7
2 C08. Poor Morale 6
0 4
0 2
0 12 0
C09. Poor Communication 6
0 4
0 2
0 12 0
C11. Inability to Influence Organizational Decisions 11 3
1 0
1 0
13 3
C12. Dissatisfaction w. Organizational Goals / Values 5
0 2
0 0
0 7
0 NOTE: (1) / RED text indicates this factor/data is directly related to the Hybrid Work Environment (HWE) via Telework Policy & Implementation
K-8 Table III.E.1 - OCHCO Exit Survey Data Summary for FY22 Q1-Q3 Factors Contributing to Voluntary Separation Number of Factors Identified by Separating Employees Retirements Transfers Resignations All Unranked
- 1 Unranked
- 1 Unranked
- 1 Unranked
- 1 C13. Work Not Valued / Appreciated 10 1
3 0
2 0
15 1
C14. Favoritism 6
1 3
0 1
0 10 1
C18. Dissatisfaction w. Senior Leadership in My Office 0
1 0
0 0
0 0
1 D - Personal / Family D01. Relocating Out of the Area ¹ 10 2
1 0
6 1
17 3
D02. Health 18 9
2 0
0 0
20 9
D03. Child Care 0
0 2
0 3
1 5
1 D04. Elder Care 4
0 1
0 1
0 6
0 D05. Pursue Education 0
0 0
0 1
1 1
1 D06. Start Business 1
0 0
0 0
0 1
0 E - Environment for Raising Concerns E01. Fear of Reprisal for Raising Differing View 6
0 1
0 2
0 9
0 E02. Dissatisfaction w. Inaction 5
0 2
0 0
0 7
0 E03. Dissatisfaction w. the Corrective Action 4
0 1
0 0
0 5
0 E04. Dissatisfaction w. the Process 2
0 1
0 0
0 3
0 Total Factor Count 170 44 67 13 55 14 292 71 Total Factor Count Related to HWE 48 16 17 7
22 8
87 31
% of Factor Count Related to HWE 28%
36%
25%
54%
40%
57%
30%
44%
NOTE: (1) / RED text indicates this factor/data is directly related to the Hybrid Work Environment (HWE) via Telework Policy & Implementation
K-9 Analysis HEART reviewed the list of factors contributing to voluntary separation and identified several that are directly related to our Hybrid Work Environment (HWE) via Telework Policy & Implementation (See Tables III.E.1 and III.E.2).
TABLE III.E.2 - Factors Directly Related to HWE via TW Policy & Implementation Factors Contributing to Voluntary Separation All Separation Types Unranked
- 1 A01. Pay / Cost of Living 15 10 B01. Dissatisfaction w. Work Schedule Flexibilities 13 1
B02. Commute Too Long 12 5
B04. Dissatisfaction w. Telework Opportunities 24 12 B05. Dissatisfaction w. Office Environment 6
0 D01. Relocating Out of the Area 17 3
Total Factor Count 292 71 Total Factor Count Related to HWE 87 31
% of Factor Count Related to HWE 30%
44%
According to the OCHCO Exit Survey Data Summary for voluntary separations in FY22 Q1-Q3, 30% of the most common (unranked) contributing factors reported are HWE-related.
44% of the most important (#1) contributing factors identified are HWE-related.
Dissatisfaction with Telework Opportunities is the most common (unranked) factor and the most important (#1) factor contributing to voluntary separations from the NRC (See Tables III.E.1, III.E.3, and III.E.4).
Table III.E.3 -
Top 3 Common (Unranked) Factors Contributing to Voluntary Separations Rank Factor Count 1
Dissatisfaction with Telework Opportunities 24 2
Lack of Opportunity for Career Advancement 22 3
Health 20 Table III.E.4 -
Most Important (#1) Factors Contributing to Voluntary Separations Rank Factor Count 1
Dissatisfaction with Telework Opportunities 12 / 71 2
Pay / Cost of Living 10 / 71 3
Health 9 / 71
K-10 When survey data is stratified based on separation type, Dissatisfaction with Telework Opportunities consistently appears as one of the Top 3 reasons for Retirements, Transfers, and Resignations from the NRC in FY22 Q1-Q3 (See Tables III.E.5 through III.E.10).
Table III.E.5 -
Top 3 Common (Unranked) Factors Contributing to Retirements Rank Factor Count 1
Health 18 2
Dissatisfaction with Telework Opportunities 12 2
Stressful Work Environment 12 Table III.E.6 -
Most Important (#1) Factors Contributing to Retirements Rank Factor Count 1
Health 9 / 44 2
Dissatisfaction with Telework Opportunities 7 / 44 2
Stressful Work Environment 7 / 44 Table III.E.7 -
Top 3 Common (Unranked) Factors Contributing to Transfers Rank Factor Count 1
Lack of Opportunity for Career Advancement 8
2 Dissatisfaction with Telework Opportunities 6
3 Pay / Cost of Living 5
Table III.E.8 -
Most Important (#1) Factors Contributing to Transfers Rank Factor Count 1
Pay / Cost of Living 4 / 13 2
Lack of Opportunity for Career Advancement 3 / 13 3
Dissatisfaction with Telework Opportunities 3 / 13 Table III.E.9 -
Top 3 Common (Unranked) Factors Contributing to Resignations Rank Factor Count 1
Lack of Opportunity for Career Advancement 7
2 Pay / Cost of Living 6
3 Dissatisfaction with Telework Opportunities 6
Table III.E.10 -
Most Important (#1) Factors Contributing to Resignations Rank Factor Count 1
Pay / Cost of Living 4 / 14 2
Dissatisfaction with Telework Opportunities 2 / 14 3
Lack of Opportunity for Career Advancement 1 / 14