ML23158A250
| ML23158A250 | |
| Person / Time | |
|---|---|
| Issue date: | 06/13/2023 |
| From: | NRC/OCM |
| To: | |
| Shared Package | |
| ML23110A700 | List: |
| References | |
| M230613 | |
| Download: ML23158A250 (62) | |
Text
Commission Briefing on Human Capital and Equal Employment Opportunity June 13, 2023 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
FTE Onboard and Projections Q1 Q2 Q3 Q4 Data as of 5/12/23, 4:43 PM 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
Supervisory Career Career Paths Progression Senior Executive Service Non-Supervisory Career Deputy Division Director Progression Senior Level Service Branch Chief/Team Lead Senior Level Staff Position Mid-Level Staff Position Entry Level Staff Position 11
Recruitment 59 Total Recruitment Events 38 Campus Events 21 Professional Events To increase the diversity of our candidate pool, NRC is conducting targeted outreach with NRC affinity groups and Minority Serving Institutions 12
Recruitment Events Spring 2023 Resident Inspector NRC Virtual Information NRC is Hiring!
Virtual Information Session Session Career Expo March 2023 April 2023 May 2023 227 Attendees 69 Interviews 80 Participants 150 Participants 56 Letters of Intent 6 Tentative Job Offers 13
Direct Hiring and Non-Competitive Hiring Authorities Direct Hire Authority (DHA)
Disabled Veterans Veteran Recruitment Authority (VRA)
Military Spouses Schedule A 14 14
DHA and Non-Competitive Positions:
- Engineering/Physical Science
- Acquisitions
- Information Technology Specialist
- Information Security
- Reliability and Risk Analyst 15 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 FEVS: ARE YOU CONSIDERING LEAVING YOUR ORGANIZATION WITHIN THE NEXT YEAR, AND IF SO, WHY?
Yes 45% 41%
40%
35% 30% 32%
29%
30% 26% 26% 26% 27%
24% 25%
25% 22%
20%
15%
10%
5%
0%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 FEVS: Federal Employee Viewpoint Survey 17
FEVS: Are you considering leaving your organization within the next year, and if so, why?
50%
Yes, to retire 45%
Yes, to take another job within the Federal Government 40% Yes, to take another job outside the Federal Government 35% Yes, other 30%
25%
20%
15%
10%
5%
0%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 18
How do employees who are considering leaving compare to those who intend to stay?
Considering Leaving for Intend to Stay 0% 100%
FEVS QUESTION Another Federal Job DIFFERENCE Posive Posive People I work with cooperate to get 83% 93%
-10 the job done 83% 95%
My supervisor treats me with respect -12 49% 73%
My workload is reasonable -25 My talents are used well in the 47% 79%
-32 workplace Management involves employees in 24% 59%
-35 decisions that aect their work Senior Leaders support work-life 38% 76%
-38 programs 35% 82%
Overall satisfaction with organization -47 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
Why Do Employees Stay?
The more embedded employees are in an organization, the more likely they are to stay.
Source: Society for Human Resource Management - Retaining Talent 24
Three Types of Connections Foster Embeddedness Source: Society for Human Resource Management - Retaining Talent LINKS FIT SACRIFICE Connections with other Extent person feels Forms of value person would people, groups, and compatible with their job, have to give up if they left a organizations organization, and community job 25
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 26
We Leverage Our Strengths by Focusing on Our People Offering support and guidance Building connection Listening to employees Providing opportunities for development Involving employees in shaping the future 27
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 And Future Workforce Needs Matthew Emrich Human Resources Training and Development, Reactor Technology Training Branch, OCHCO 29 29
Impact of the
- In-person vs. virtual offerings Pandemic
- Current reactor-series training and Lessons (4 of 7 weeks in-person)
Learned 30
- virtual offering 31
- virtual offering 32
Innovative
- Microsoft Office 365 suite Uses of
- Collaborative Learning Training Resources Environment (CLE) 33
2022 GSA Customer Satisfaction Success Story Survey
- NRC ranked as the 3rd highest rated of 23 mid-sized agencies in Training and Development 34
Experience Continually assessing effectiveness of training:
with Fully
- Future of virtual / hybrid training post-pandemic Virtual and
- Potential reactor series training modifications Hybrid
- Modifications in course evaluations Training
- Competency-based qualifications Courses
- Impact of hiring initiative impacts 35
Employee Development
- NRC Ambassador Program
- New Employee Immersion Program 36
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 2023
- 3. support a healthy organizational culture Launching Summer 37 37
Knowledge Management The Journey to Effective Knowledge Transfer Christine Steger Human Resources Specialist (Knowledge Management) Learning and Talent Development Branch, OCHCO 38
Knowledge Management Initiatives 2021 Supervisors KM Toolkit Digital KM Badges 2012 Employee Journey NUREG / KM 2006 KM Program 2020 Established Nuclepedia Research Seminars 2009 Regional KM Seminars KNOWvember Events 2022 Wiki Wednesday 2018 Sessions KM Strategy In the KNOW!
Quarterly Newsletter KM Best Practice Toolkit KM New Hire Email KM Evaluation 39
KM Insights from FEVS Percent Positive FEVS 2022 Governmentwide Medium-sized Agencies Nuclear (1,000-9,999 Regulatory employees) Commission Q9) I have enough information to do my 74% 78% 83%
job well.
Q17) Employees in my work unit share 80% 85% 87%
job knowledge.
Q18) My work unit has the job- 79% 84% 85%
relevant knowledge and skills necessary to Q19) Employees in my work unit meet the 87% 91% 91%
needs of our customers.
Q20) Employees in my work unit 85% 91% 92%
contribute positively to my agency's performance.
Q21) Employees in my work unit produce 82% 89% 89%
high-quality work.
Source: FEVS - Federal Employee Viewpoint Survey 40
Nuclepedia Wiki Platform Launched in 2020 1,337 User accounts 9,117 Pages created 42,210 Updates/Edits 721 Person pages 41
Digital KM Badges Launched in 2021 A recognition program to promote and 120 Badges Issued highlight knowledge workers across the agency for their KM achievements.
42
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 43
KM Evaluation Underway
- 4-Phased approach to measure the effectiveness of the program and tools
- Final report anticipated end of FY 2023 44
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
EEO Complaint Activities and Trends Cultivating Inclusion Together Small Civil Rights Diversity Business 47 47
8 All FY 2023 11 15 Complaints FY 2022 14 22 34 15 FY 2021 24 Informal and 13 Formal FY 2020 12 25 33 Filed FY 2018 - 19 FY 2023 (as of FY 2019 31 0
March 31, 2023) 0 5 10 15 20 25 30 35 40 Formal Informal Contacts Contact tracking began in FY2020 48
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.
Religion Age 5 Reprisal/ 5 Disability Retaliation Color 4 4
4 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
6 Harassment (Non-Sexual)
EEO Complaint 2 Terms/Conditions of Employment Allegations Top 5 Issues 2 Religious Accommodations Of the 14 complaints filed in FY23 as of March 31, 2023, the ISSUES 1 Performance Appraisal most frequently alleged was harassment (non-sexual), terms &
conditions of employment, religious 1 Promotion/Non-Selection accommodations, performance appraisal, and 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
Trust Common Purpose/
Respect Meaningful Work Cultivating Inclusive Inclusion Sense of Belonging Environment Cultural Competence Together at Work Access to Opportunity Appreciation of Individual Attributes Equitable Reward and Recognition 51
1 Lead with equity 2 Have courageous and authentic conversation Cultivating Inclusion 3 Practice inclusive meetings Together 4 Be fair in assignments and promotions 5 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 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 7%
Yes, other 6%
7%
6% 4%
5% 5% 4% 4% 4%
5% 3%
4% 5%
3% 4% 5% 5% 5% 3%
4% 19%
5% 12%
13% 10%
12% 11% 13% 11% 11%
10%
9%
8% 9% 10% 9%
6% 5% 6% 6% 6% 6% 7%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
How do employees who are considering leaving compare to those who intend to stay?
Considering Leaving for 0% Intend to Stay 100%
FEVS QUESTION Posive Another Federal Job Posive DIFFERENCE 83% 93%
People I work with cooperate to get the job done
-10 83% 95%
My supervisor treats me with respect -12 49% 73%
My workload is reasonable -25 47% 79%
My talents are used well in the workplace -32 Management involves employees in 24% 59%
decisions that aect their work
-35 Senior Leaders support work -life 38% 76%
programs
-38 35% 82%
Overall satis"ed with organization -47 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.
Lack of opportunity for career advancement leading factor for separations over past 5 years NRC EXIT SURVEY: CONTRIBUTING FACTORS TO SEPARATIONS (FY18-FY23Q2) 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 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 NRC EXIT SURVEY: CONTRIBUTING FACTORS TO SEPARATIONS (FY22-FY23Q2) 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 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 NRC EXIT SURVEY: CONTRIBUTING FACTORS TO TRANSFERS/RESIGNATIONS (FY22-FY23Q2) 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 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.
Our Journey KM Initiatives 2021 Supervisors KM Toolkit Digital KM Badges 2012 Employee Journey NUREG / KM 2006 3,111 site visits 17 publications (internal)
KM Program Established 2020 23, 213 site visits (public) 2009 Research Seminars Nuclepedia 200 seminars Regional KM KNOWvember Events Seminars 2022 12 years Wiki Wednesday 2018 125 events Sessions KM Strategy 140 participants In the KNOW!
Quarterly Newsletter KM Best Practice Toolkit KM New Hire Email KM Evaluation 60
TTC Staff are Utilizing the MS Teams Channels 61
MS Teams Channels 62