ML23158A250
| ML23158A250 | |
| Person / Time | |
|---|---|
| Issue date: | 06/13/2023 |
| From: | NRC/OCM |
| To: | |
| Shared Package | |
| ML23110A700 | List: |
| References | |
| M230613 | |
| Download: ML23158A250 (62) | |
Text
Human Capital and Equal Employment Opportunity June 13, 2023 Commission Briefing on 1
Agenda Opening Remarks Overview Of Strategic Human Capital Management Fiscal Year 2023 Recruitment Activities To Fill Agencywide Vacancies Retention Through The Lens Of Organizational Culture Innovation In The Training Process And Future Workforce Needs Knowledge Management: The Journey To Effective Knowledge Transfer Civil Rights and Diversity Equity Inclusion and Accessibility (DEIA) Update 2
Strategic Human Capital Management Overview Eric Dilworth Deputy Chief Human Capital Officer, OCHCO 3
Human Capital Overview Human Capital Operating Plan
- Workforce Planning
- Recruiting and Hiring
- Identify and Close Skill Gaps
- Modernize Processes
- Data Analytics 4
Average Years Past Retirement Eligibility by Fiscal Year Data as of 5/12/23, 4:43 PM 5
Separations and Agency Attrition Rate by Fiscal Year Data as of 5/12/23, 4:43 PM 6
Gains and Separations by Fiscal Year Data as of 5/25/23 7
Data as of 5/12/23, 4:43 PM FTE Onboard and Projections Q1 Q2 Q3 Q4 8
Human Capital Overview Strategic Workforce Planning Activities to Meet Hiring Goal Knowledge Management 9
Fiscal Year 2023 Recruitment Activities To Fill Agencywide Vacancies Karen Cobbs Chief, Workforce Management and Benefits Branch, OCHCO 10
Career Paths Non-Supervisory Career Progression Supervisory Career Progression Mid-Level Staff Position Entry Level Staff Position Senior Executive Service Senior Level Staff Position Senior Level Service 11 Branch Chief/Team Lead Deputy Division Director
Recruitment To increase the diversity of our candidate pool, NRC is conducting targeted outreach with NRC affinity groups and Minority Serving Institutions Total Recruitment Events 59 Campus Events 38 21 Professional Events 12
NRC is Hiring!
Career Expo Recruitment Events Spring 2023 May 2023 227 Attendees 69 Interviews 56 Letters of Intent 6 Tentative Job Offers NRC Virtual Information Session April 2023 150 Participants Resident Inspector Virtual Information Session March 2023 80 Participants 13
Direct Hiring and Non-Competitive Hiring Authorities Direct Hire Authority (DHA)
Disabled Veterans Veteran Recruitment Authority (VRA)
Military Spouses Schedule A 14 14
15 DHA and Non-Competitive Positions:
Engineering/Physical Science Acquisitions Information Technology Specialist Information Security Reliability and Risk Analyst 15
Retention Through the Lens of Organizational Culture Stephanie Morrow, Ph.D.
Agency Culture Team 16 16
According to FEVS results, more employees are considering leaving than in years past 24%
22%
26%
26%
29%
26%
27%
30%
25%
32%
41%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 FEVS: ARE YOU CONSIDERING LEAVING YOUR ORGANIZATION WITHIN THE NEXT YEAR, AND IF SO, WHY?
Yes FEVS: Federal Employee Viewpoint Survey 17
FEVS: Are you considering leaving your organization within the next year, and if so, why?
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Yes, to retire Yes, to take another job within the Federal Government Yes, to take another job outside the Federal Government Yes, other 18
How do employees who are considering leaving compare to those who intend to stay?
DIFFERENCE FEVS QUESTION
-10 People I work with cooperate to get the job done
-12 My supervisor treats me with respect
-25 My workload is reasonable
-32 My talents are used well in the workplace
-35 Management involves employees in decisions that aect their work
-38 Senior Leaders support work-life programs
-47 Overall satisfaction with organization 83%
93%
83%
95%
49%
73%
47%
79%
24%
59%
38%
76%
35%
82%
Intend to Stay Considering Leaving for Another Federal Job 0%
Posive 100%
Posive 19
Why Do Employees Leave?
- Compensation
- Lack of career development and advancement
- Lack of workplace flexibility
- Unsustainable work expectations
- Uncaring and uninspiring leaders Source: Society for Human Resource Management - Top Reasons for Turnover 20
Lack of opportunity for career advancement leading factor for separations over past 5 years 0
20 40 60 80 100 120 140 Lack Of Opportunity For Career Advancement Stressful Work Environment Skills Not Utilized Work Not Valued / Appreciated Commute Too Long Health Relocating Out Of The Area Poor Morale Favoritism Pay / Cost of Living Inability To Influence Organizational Decisions Dissatisfaction With my immediate supervisors Dissatisfaction With Telework Opportunities FY18 FY19 FY20 FY21 FY22 FY23 Data from 620 exit survey respondents who separated from the NRC between October 2017 and March 2023.
21
Most recent data indicates some shifts in most frequent contributing factors for separations 0
5 10 15 20 25 30 35 40 45 50 Dissatisfaction With Telework Opportunities Stressful Work Environment Lack Of Opportunity For Career Advancement Work Not Valued / Appreciated Health Skills Not Utilized Poor Morale Relocating Out Of The Area Inability To Influence Organizational Decisions Pay / Cost of Living Poor Communication Favoritism Commute Too Long FY22 FY23 Data from 194 exit survey respondents who separated from the NRC between October 2021 and March 2023.
22
Career advancement and telework most frequent contributing factors for non-retirement separations in FY22-23 0
5 10 15 20 25 30 Lack Of Opportunity For Career Advancement Dissatisfaction With Telework Opportunities Pay / Cost of Living Skills Not Utilized Stressful Work Environment Poor Morale Relocating Out Of The Area Work Not Valued / Appreciated Poor Communication FY22 FY23 Data from 51 exit survey respondents who separated from the NRC between October 2021 and March 2023.
23
The more embedded employees are in an organization, the more likely they are to stay.
Why Do Employees Stay?
Source: Society for Human Resource Management - Retaining Talent 24
LINKS FIT SACRIFICE Connections with other people, groups, and organizations Three Types of Connections Foster Embeddedness Extent person feels compatible with their job, organization, and community Forms of value person would have to give up if they left a job Source: Society for Human Resource Management - Retaining Talent 25
26 26 Placeholder for Video What do you appreciate most about working at the NRC? Why do you stay at the NRC?
Video Link: https://usnrc.sharepoint.com/:v:/r/teams/
EEOCommissionBriefing/Shared%20Documents/General/NRC%20Retention
%200526%20R7.mp4?csf=1&web=1
We Leverage Our Strengths by Focusing on Our People 27 Offering support and guidance Building connection Listening to employees Providing opportunities for development Involving employees in shaping the future
The key to retention is fostering an environment where people.
- Find purpose and meaning in their work
- Have opportunities for growth and development
- Feel respected, valued, and connected
- Have flexibility to manage work and life 28
Innovation In The Training Process 29 And Future Workforce Needs Matthew Emrich Human Resources Training and Development, Reactor Technology Training Branch, OCHCO 29
Impact of the Pandemic and Lessons Learned
- In-person vs. virtual offerings
- Current reactor-series training (4 of 7 weeks in-person) 30
31
- virtual offering
32
- virtual offering
Innovative Uses of Training Resources
- Microsoft Office 365 suite
- Collaborative Learning Environment (CLE) 33
Success Story 2022 GSA Customer Satisfaction Survey
- NRC ranked as the 3rd highest rated of 23 mid-sized agencies in Training and Development 34
Experience with Fully Virtual and Hybrid Training Courses Continually assessing effectiveness of training:
- Future of virtual / hybrid training post-pandemic
- Potential reactor series training modifications
- Modifications in course evaluations
- Competency-based qualifications
- Impact of hiring initiative impacts 35
Employee Development
- NRC Ambassador Program
- New Employee Immersion Program 36
37 37 Bringing New Employees Together NRC Connect: New Employee Immersion Program Designed to:
- 1. accelerate employees acclimation to the agency
- 2. increase the sense of workplace community in a hybrid environment
- 3. support a healthy organizational culture Launching Summer 2023 37
Knowledge Management The Journey to Effective Knowledge Transfer Christine Steger Human Resources Specialist (Knowledge Management) Learning and Talent Development Branch, OCHCO 38
2022 Wiki Wednesday Sessions In the KNOW!
Quarterly Newsletter KM New Hire Email KM Evaluation 2006 KM Program Established Research Seminars 2009 KNOWvember Events 2012 NUREG / KM 2020 Nuclepedia Regional KM Seminars Knowledge Management Initiatives 2021 Supervisors KM Toolkit Digital KM Badges Employee Journey 2018 KM Strategy KM Best Practice Toolkit 39
KM Insights from FEVS Source: FEVS - Federal Employee Viewpoint Survey 40 Percent Positive FEVS 2022 Governmentwide Medium-sized Agencies (1,000-9,999 employees)
Nuclear Regulatory Commission Q9) I have enough information to do my job well.
74%
78%
83%
Q17) Employees in my work unit share job knowledge.
80%
85%
87%
Q18) My work unit has the job-relevant knowledge and skills necessary to 79%
84%
85%
Q19) Employees in my work unit meet the needs of our customers.
87%
91%
91%
Q20) Employees in my work unit contribute positively to my agency's performance.
85%
91%
92%
Q21) Employees in my work unit produce high-quality work.
82%
89%
89%
41 41 Nuclepedia Wiki Platform Launched in 2020 User accounts 1,337 Pages created 9,117 42,210 Updates/Edits 721 Person pages
42 42 Digital KM Badges Launched in 2021 120 Badges Issued A recognition program to promote and highlight knowledge workers across the agency for their KM achievements.
43 43 KM Online Course in Development for 2023 An interactive online training course for all NRC employees:
- Define knowledge management
- Breakdown different journeys for employees
- Provide different KM approaches and best practices
44 44 KM Evaluation Underway
- 4-Phased approach to measure the effectiveness of the program and tools
- Final report anticipated end of FY 2023
Special Thanks For Support and Advocacy KM Executive Sponsor KM Office Champions and KM Staff Leads OCHCO Senior Leadership KM Team Members 45
Civil Rights and Diversity, Equity, Inclusion, and Accessibility Stephen Smith Civil Rights Program Manager, Office of Small Business and Civil Rights (SBCR) 46 46
47 47 EEO Complaint Activities and Trends Cultivating Inclusion Together Small Business Civil Rights Diversity 47
All Complaints Informal and Formal Filed FY 2018 -
FY 2023 (as of March 31, 2023) 0 12 13 34 15 31 33 24 22 11 19 25 15 14 8
0 5
10 15 20 25 30 35 40 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Formal Informal Contacts Contact tracking began in FY2020 48
Color 4
Disability 4
Reprisal/
Retaliation 4
Age 5
Religion 5
EEO Complaint Allegations Top 5 Bases Of the 8 complaints filed in FY23 as of March 31, 2023, the BASES most frequently alleged was religion, age, reprisal/retaliation, disability, and color.
The information presented is based on the bases raised in the formal complaints. The bases alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
49
EEO Complaint Allegations Of the 14 complaints filed in FY23 as of March 31, 2023, the ISSUES most frequently alleged was harassment (non-sexual), terms &
conditions of employment, religious accommodations, performance appraisal, and promotion/non-selection.
Top 5 Issues 6
2 1
1 2
Harassment (Non-Sexual)
Terms/Conditions of Employment Religious Accommodations Performance Appraisal Promotion/Non-Selection The information presented is based on the issues raised in the formal complaints. The issues alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
50
Cultivating Inclusion Together Respect Sense of Belonging Access to Opportunity Equitable Reward and Recognition Appreciation of Individual Attributes Cultural Competence Common Purpose/
Meaningful Work Trust Inclusive Environment at Work 51
Cultivating Inclusion Together 1
2 4
5 3
Lead with equity Have courageous and authentic conversation Practice inclusive meetings Be fair in assignments and promotions Celebrate and bond with everyone in mind 52
Closing Remarks 53
Backup Slides
From 2021 to 2022, 7% increase in employees considering transferring to other government agencies 6%
5%
6%
6%
6%
6%
7%
8%
9%
10%
9%
10%
9%
12%
11%
13%
11%
11%
13%
10%
12%
19%
4%
5%
4%
5%
5%
5%
5%
5%
3%
4%
6%
4%
3%
5%
5%
6%
4%
4%
4%
3%
7%
7%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 FEVS: ARE YOU CONSIDERING LEAVING YOUR ORGANIZATION WITHIN THE NEXT YEAR, AND IF SO, WHY?
Yes, to retire Yes, to take another job within the Federal Government Yes, to take another job outside the Federal Government Yes, other
How do employees who are considering leaving compare to those who intend to stay?
Data obtained from the 2022 OPM Federal Employee Viewpoint Survey Intent to Leave Comparison Report, Nuclear Regulatory Commission.
Scores indicate percent positive response. N = 1072 for intending to stay; N = 336 for considering leaving for another federal government job.
DIFFERENCE FEVS QUESTION
-10 People I work with cooperate to get the job done
-12 My supervisor treats me with respect
-25 My workload is reasonable
-32 My talents are used well in the workplace
-35 Management involves employees in decisions that aect their work
-38 Senior Leaders support work -life programs
-47 Overall satis"ed with organization 83%
93%
83%
95%
49%
73%
47%
79%
24%
59%
38%
76%
35%
82%
Intend to Stay Considering Leaving for Another Federal Job 0%
Posive 100%
Posive
Lack of opportunity for career advancement leading factor for separations over past 5 years 0
20 40 60 80 100 120 140 Lack Of Opportunity For Career Advancement Stressful Work Environment Skills Not Utilized Work Not Valued / Appreciated Commute Too Long Health Relocating Out Of The Area Poor Morale Favoritism Pay / Cost of Living Inability To Influence Organizational Decisions Dissatisfaction With my immediate supervisors Dissatisfaction With Telework Opportunities NRC EXIT SURVEY: CONTRIBUTING FACTORS TO SEPARATIONS (FY18-FY23Q2)
FY18 FY19 FY20 FY21 FY22 FY23 Data from 620 exit survey respondents who separated from the NRC between October 2018 and March 2023. Chart depicts number of respondents who indicated that the listed factor contributed to their decision to leave the agency. Respondents could select multiple factors. Data includes employees who voluntarily left due to retirement, transfer to another agency, or resignation.
Most recent data indicates some shifts in most frequent contributing factors for separations 0
10 20 30 40 50 60 Dissatisfaction With Telework Opportunities Stressful Work Environment Lack Of Opportunity For Career Advancement Work Not Valued / Appreciated Health Skills Not Utilized Poor Morale Relocating Out Of The Area Inability To Influence Organizational Decisions Pay / Cost of Living Poor Communication Favoritism Commute Too Long NRC EXIT SURVEY: CONTRIBUTING FACTORS TO SEPARATIONS (FY22-FY23Q2)
FY22 FY23 Data from 194 exit survey respondents who separated from the NRC between October 2022 and March 2023. Chart depicts number of respondents who indicated that the listed factor contributed to their decision to leave the agency. Respondents could select multiple factors. Data includes employees who voluntarily left due to retirement, transfer to another agency, or resignation.
Career advancement and telework most frequent contributing factors for non-retirement separations in FY22-23 0
5 10 15 20 25 30 Lack Of Opportunity For Career Advancement Dissatisfaction With Telework Opportunities Pay / Cost of Living Skills Not Utilized Stressful Work Environment Poor Morale Relocating Out Of The Area Work Not Valued / Appreciated Poor Communication NRC EXIT SURVEY: CONTRIBUTING FACTORS TO TRANSFERS/RESIGNATIONS (FY22-FY23Q2)
FY22 FY23 Data from 51 exit survey respondents who separated from the NRC between October 2022 and March 2023. Chart depicts number of respondents who indicated that the listed factor contributed to their decision to leave the agency. Respondents could select multiple factors. Data includes employees who voluntarily left due to transfer to another agency or resignation.
2022 Wiki Wednesday Sessions In the KNOW!
Quarterly Newsletter KM New Hire Email KM Evaluation 2006 KM Program Established Research Seminars 200 seminars 2009 KNOWvember Events 12 years 2012 NUREG / KM 17 publications 2020 Nuclepedia Regional KM Seminars 125 events 140 participants KM Initiatives 2021 Supervisors KM Toolkit Digital KM Badges Employee Journey 3,111 site visits (internal) 23, 213 site visits (public) 2018 KM Strategy KM Best Practice Toolkit Our Journey 60
TTC Staff are Utilizing the MS Teams Channels 61
MS Teams Channels 62