ML23163A083

Nrc'S Fy 23-26 Human Capital Operation Plan Submitted to OPM

ML23163A083
Person / Time
Issue date:	06/12/2023
From:	Office of the Chief Human Capital Officer
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Download: ML23163A083 (1)

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Human Capital U.S. NUCLEAR REGULATORY COMMISSION Operating Plan Fiscal Years 2023-2026 P a g e 1 l 13

Table of Contents Introduction ............................................................................................................................. 3 Agency Overview1 .................................................................................................................... 4 Strategic Alignment .................................................................................................................. 4 NRC Plans to Close Skill Gaps .................................................................................................... 6 Workforce Analysis ................................................................................................................... 6 Training and Development ........................................................................................................ 8 Competency-Based Training...................................................................................................... 8 Knowledge Management........................................................................................................... 9 Nuclear Regulator Apprenticeship Network ................................................................................ 9 Leadership Development .......................................................................................................... 9 Technical Training .................................................................................................................... 9 Fostering Engagement and Collaboration ................................................................................. 10 ............................................................................................................................ 11 Enclosure 2 ........................................................................................................................ 18 Pa g e 2 l 19

Introduction and retains a diverse and highly qualified workforce In collaboration with the agencys senior that maximizes individual and organization potential management team, the Chief Human Capital and promotes strategies to close skill gaps, now and Officer (CHCO) established this Human Capital in the future, to ensure that the agency remains an Operating Plan (HCOP) for the U.S. Nuclear employer of choice in support of the NRC mission, Regulatory Commission (NRC) to measure and (2) modernizing the agencys human resources success in achieving the human capital (HC) (HR) processes and practices, HR information priorities aligned to the agencys strategic goals technology systems, and data analytical capabilities and diversity efforts. The NRCs Inclusive to enhance the delivery of services.

Diversity Strategic Plan Fiscal Years 2021-2026, dated February 23, 2021, guides the agencys Enclosure 1 of the HCOP guides the agencys HC in diversity and inclusion efforts associated with HC support of the agencys strategic objectives for activities. fostering organizational health. Also, it shows the alignment of the HC priorities and actions to two The HCOPs HC priorities were developed during Governmentwide Federal workforce priorities the formulation of the agencys internal annual established by the OPM, including with regard to performance plan consistent with the recruitment, succession planning, knowledge Government Performance and Results Act transfer, leveraging technology, and modernizing Modernization Act of 2010 and Title 5 of the Code information technology processes. The HCOP covers of Federal Regulations (5 CFR) 250, Personnel fiscal years (FYs) 2023-2026, with annual reviews Management in Agencies, Subpart B, Strategic and updates as needed.

Human Capital Management. As part of the HCOP development process, insights were gained Enclosure 2 provides a crosswalk to show how the from reviewing various documents such as the NRCs HC priorities and strategies follow the OPMs Office of Personnel Management (OPM) HCOP HC Framework systems and standards. The guidance. This information facilitated framework includes strategic planning and development of the NRC HCOP framework. alignment, talent management, performance culture, and evaluation.

The HCOP serves as a tool to guide agency efforts to manage HC through the implementation of two HC priorities. These priorities focus on (1) promoting an organizational culture that, through strategic partnerships and collaboration across the NRC, recruits, attracts, develops, P a g e 3 l 19

Agency Overview1 addition, the NRC licenses the import and export of radioactive materials and works closely with its The NRC is an independent agency established by international counterparts to enhance global the Energy Reorganization Act of 1974 that began nuclear safety and security.

operations in 1975 as a successor to the Atomic Energy Commission. The NRCs mission is to Strategic Alignment license and regulate the Nations civilian use of radioactive materials, to provide reasonable The agencys strategic plan, covering FYs 2022-assurance of adequate protection of public health 2026, provides the blueprint for the agency to and safety, to promote the common defense and plan, implement, and monitor the work needed to security, and to protect the environment. achieve its three strategic goals: (1) ensure the safe and secure use of radioactive materials, The NRC is headed by five Commissioners (2) continue to foster a healthy organization, and appointed by the President of the United States, (3) inspire stakeholder confidence in the NRC.

and confirmed by the U.S. Senate, to serve The NRCs strategic plan sets the strategic staggered 5-year terms. The President designates direction of the agency and is a vital component one of the Commissioners to serve as Chair. The in its decision-making processes. Each strategic Commission as a whole formulates policies and goal has supporting objectives, strategies, and key regulations governing the safety and security of activities that will be used to achieve that goal.

nuclear facilities and radioactive materials, issues orders to licensees, and adjudicates legal matters The agencys strategic plan includes brought before it. organizational goals beyond the agencys mission-based goals, which focus on safety and The NRCs overall responsibility is to protect public security. Specifically, the strategic plan now health and safety in the civilian uses of radioactive includes goals around fostering organizational materials. It has the following main regulatory health to better serve the agency over the next functions:

4 years.

Establish standards and regulations.

By strategically managing the workforce and Issue licenses, certificates, and permits. implementing the strategic objectives to meet the goals (figure 1) associated with HC priorities, the Ensure compliance with established NRC will ensure appropriate technical capacity and standards and regulations. its ability to respond promptly to shifts in agency priorities to meet the demands of a changing Issue adjudicatory decisions. environment with speed and flexibility by creating a more agile workforce.

Conduct research and risk and performance assessments to support regulatory decisions.

The NRC carries out these functions to regulate nuclear power plants, fuel cycle facilities, and other civilian uses of radioactive materials, such as nuclear medicine programs at hospitals and academic activities at educational and research institutions. The agency also regulates such industrial applications as gauges, irradiators, and 1 Source: NUREG-1614, Volume 8, Strategic Plan Fiscal Years 2022-other devices that contain radioactive material. In 2026, April 2022 P a g e 4 l 19

Objective 2.1 Foster an organizational culture in which the workforce is Goal 1 engaged, adaptable, and Ensure the safe receptive to change and makes and secure use of radioactive data driven and evidence-based materials decisions.

Objective 2.2 Enable the workforce to carry Goal 2 out the agencys mission by Continue to leveraging modern technology, foster a innovation, and knowledge healthy management to support data-organization driven decisions in an evolving regulatory landscape.

Objective 2.3 Goal 3 Inspire Attract, develop, and maintain a stakeholder high-performing, diverse, confidence in the NRC engaged, and flexible workforce with the skills needed to carry out the NRCs mission now and in the future.

Figure 1 - Overview of the Agencys Strategic Goals and Goal 2 Objectives P a g e 5 l 19

NRC Plans to Close Skill Gaps The agencys approach for closing skill gaps focuses on ensuring that the NRC has a highly trained workforce that is knowledgeable about the regulatory processes that govern agency actions and the regulatory principles inherent in making the agency a strong and independent regulator.

The NRCs HC priorities and actions are designed to position the agency for success now and in the future. The agency continues to integrate strategic workforce planning (SWP) into its business processes to improve its ability to forecast and mitigate skill gaps. Its SWP process was designed Figure 2 - Average Years Past Retirement Eligibility by to establish a consistent approach to manage HC. Fiscal Year The agency is using the mission-critical occupations and full-time equivalent (FTE) The attrition rate for FY 2022 was 9.3 percent, forecasting analysis models to closely monitor which is higher than in FY 2020 and FY 2021. Most attrition and potential skill gaps in the areas of separations were due to retirement.

cybersecurity, health physics, auditing, engineering. An evaluation of the agencys SWP In FY 2022, the agency launched an aggressive process by Pacific Research and Evaluation is hiring campaign and experienced success in scheduled to begin in FY 2023. In addition, the bringing in significantly higher numbers of new staff agency plans to integrate its SWP tool with its compared to the past few years. Hiring activity last Budget Formulation System, which will support year led to a more balanced distribution of age both short-term and long-term workforce groups in the agency overall. An increased focus on planning. hiring again this year aims to reduce or eliminate a staffing deficit through the implementation of Workforce Analysis agencywide strategies to streamline and prioritize Analyses of the NRC workforce indicate that hiring to achieve 99 percent of the FY 2024 42 percent of staff members are eligible to retire allocated FTE.

within the next 5 years. However, the average number of years past retirement eligibility is The NRC is also experiencing challenges with filling 5.12 years, which shows that people are staying positions in the corporate support areas of HR, longer than their retirement eligibility date (Figure information technology, and financial and 2 - Average Years Past Retirement Eligibility by administrative services. The agency is looking at Fiscal Year). expanding its technical intern programs to support hiring in these areas. To successfully compete for talent in these areas, the agency continually reviews options such as telework and incentives that may be needed to help fill critical vacancies.

The NRC has implemented several key hiring strategies to address the impact of potential losses in leadership and technical and regulatory expertise by strengthening its candidate pipeline. Two such P a g e 6 l 19

strategies continue to be the agencys Nuclear recruitment proposals submitted to the Regulator Apprenticeship Network (NRAN) Office of the Chief Human Capital Officer program and its reinvigorated cooperative (OCHCO).

education program. These programs are Launch nationwide recruitment and supported by the NRCs engagement in a robust marketing activities, including expanding summer hire program. HC strategies and online job postings, focusing email blasts, activities are managed by the agencys HC and leveraging social media.

Council, comprising senior leaders from across the agency. Increase participation in career fairs with a focus on expanding diversity.

The HC Council provides agencywide perspectives Enhance ability to track return on on hiring and workforce priorities and strategies to investment for recruitment activities to address potential gaps identified through the direct resources to the most effective events NRCs SWP process and HC data analysis efforts. and media buys.

The Council members communicate in an open and transparent manner during monthly meetings, Remove the requirement to use USA Jobs which facilitates cross-agency collaboration to resume builder and allow for uploading of achieve mission objectives. PDF or Word resumes and answering technical questions.

In addition, the NRC judiciously uses recruitment and retention flexibilities and incentives to keep Refresh recruitment campaign materials.

highly skilled technical staff on board when a loss Reduce Number of Days Needed for of expertise could adversely impact mission Screening, Selecting, and Onboarding accomplishment.

Candidates Continue to educate hiring managers on To improve its hiring and time-tohire metrics, the procedures and OPM time-tohire metrics NRC has developed a framework that includes the through a variety of tools, such as following activities, some of which are already workshops, Nuclepedia pages, and guides.

underway as outlined in enclosure 1:

Improve Preparation and Planning

• Increase the use of HIRENRC Tiger Teams Support the agency HIRENRC initiative (a to interview candidates for multiple cross-organizational collaborative effort positions to reduce the time needed to that engages a broad array of NRC internal interview and make selections.

stakeholders to expand the NRCs hiring capabilities) to collect hiring plans for

• Expand the use of electronic certificates FY 2023 and prioritize hiring by identifying generated by Monster Government streamlining activities, such as direct Solutions (MGS) for hiring managers to hiring, shared certificates, and record information pertaining to applicants noncompetitive hiring authorities for directly into the MGS platform and to veterans and people with disabilities. streamline the management of best qualified applicant listings. In addition, this Enhance Activities for Sourcing and will allow OCHCO the ability to centralize Attracting a Diverse Applicant Pool recruitment and selection data collection in Leverage Equal Employment one location and produce accurate Opportunity Advisory Groups to identify recruitment and selection reports.

University Champions for minority-serving institutions and review P a g e 7 l 19

performance to organizational goals.

The evaluation system ensures compliance with merit system principles and has a defined process for identifying, implementing, and monitoring process improvements. OCHCO monitors workforce data included in the HC dashboard, as well as data from other sources such as the Federal Employee Viewpoint Survey (FEVS) and the HC benchmarking initiative (FEDSTAT) to support operational decisions. The HC dashboard allows agency leaders to monitor the state of the workforce, progress toward their goals, and impact that actions taken The modernization of the NRCs HC processes, and have on the makeup of their office or the agency.

technology is another important strategy to deliver positive employee experiences, which aid in Training and Development attracting and retaining the best talent. The NRC is The NRCs training program is a catalyst that helps focusing agency efforts on improving time to hire the agency achieve the goals and strategies in by fully using the U.S. Department of the Interiors Priority 1 of the Presidents Management Agenda Workforce Transformation and Tracking System to and in NRC Strategic Goals 1 and 2 (see improve data collection and communication with enclosure 1). Through work on knowledge applicants. It is also expanding use of the Monster management, technical training, leadership and Enterprise Hiring Management system by professional development training, and the continuing to implement the classification module organizational culture, the competency-based to improve the efficiency and effectiveness of the training program helps shape the performance of agencys classification system and position the NRC workforce that accomplishes mission description libraries. The NRC is also focusing on needs.

improving the Talent Management System (TMS) for providing real-time and on-demand data analytics and reporting, and planning for acquisition Competency-Based Training steps for the next Learning Management System. The NRCs competency-based training initiative Also, developing and implementing tools to continues with many core competency models built continue efforts to automate and integrate HR for the staff. With greater use of the models and systems such as recruitment, selection, and hiring therefore more familiarity with the competency processes, including declinations, onboarding, assessment data, workforce skill gaps can be employee relations, telework; and enhancing FTE identified and augmented. Staff members are reporting. empowered to use the models as a tool to own and The NRCs HC evaluation system contributes to expand their careers and develop the skills needed organizational performance by monitoring and to do a quality job in the service of the Nation. The evaluating outcomes of HC management development of a competency-based training strategies, policies, programs, and activities. The program will enable the closing of skill gaps for the NRC conducts quarterly reviews to monitor core mission-critical positions that are identified in progress of HC performance indicators and the SWP process. By using the competency models planned actions to achieve them. Also, the NRC and focusing on a competency-based approach to has a performance management system that training, over time the agency will enable the differentiates staff levels of performance, upskilling of staff in critical areas, when needed, managers provide feedback and links individual thus increasing the agility of the agency workforce.

Additionally, a competency-based pilot initiative is P a g e 8 l 19

in progress to reduce the time to competency 7 through 12 the fundamental leadership for a qualification program. competencies that support self-awareness and self-management. The Aspiring Leaders certificate Knowledge Management program is open to staff at Grades 13 through 15 The NRCs knowledge management program and is intended to guide staff members in exploring continues to grow and mature and is seen as a their interest in becoming future supervisors.

tool for managing efficiency, productivity, and The supervisory refresher training program at the critical information at the NRC. It is a learning NRC focuses on improving performance tool that facilitates the building of workforce management, coaching for performance, and performance knowledge. Activities are planned creating the agencys desired culture. The agency at the agency level and are also accomplished developed a leadership model that provides a more within each office. The NRC continues to build a comprehensive set of behavioral expectations for all tool modeled on the Media Wiki platform to NRC employees to improve staff engagement, trust, capture important information to support the and productivity in an environment of resource agencys knowledge management efforts. The challenges. The leadership model is an anchor in information resource is envisioned to grow into the agencys culture and is used in the Leadership another learning and development tool to Academy programs.

enhance informal and collaborative learning at the NRC. Leadership development is also enabled through other tools and programs at the NRC. These include Nuclear Regulator Apprenticeship the individual development plan (self--developed career progression planning); a self--driven Network mentoring program; the NRC Ambassador program The Nuclear Regulator Apprenticeship Network that helps onboard new employees through the (NRAN) training program continues to evolve to help of ambassadors who offer insights into agency support the needs of the next generation of culture, share knowledge, and help new employees regulatory experts. The NRC offers this program overcome the challenges of starting a new job; and for entry-level staff in the STEM disciplines. The the Guide to Career Enhancement tool that enables training program focuses on the technical and career explorations. Additionally, the agency regulatory aspects of the mission and uniquely periodically holds a Senior Executive Service integrates best practices such as culture Candidate Development Program class; a class is immersion and onthe-job experiential learning starting in January FY 2023.

through apprenticeships. A second NRAN cohort began in July 2022.

Technical Training Specialized technical and regulatory training is a Leadership Development key component of the NRCs training program that The NRC has a succession planning strategy focuses on providing staff members with the ability that encompasses the development of a to do a good job with the tools, work environment, leadership pipeline at all staff levels. The and resources they need to succeed. Meeting Leaders Academy empowers the staff with mission needs with qualified staff is a focus that learning tools to strengthen individual continues, and the backlog of staff needing performance and provides specific competency- technical and qualification training who were based development programs for each level of affected by Coronavirus Disease 2019 (COVID-19) leadership. The Leaders Academy has two conditions has been addressed. During the programs: Leaders at All Levels and Aspiring pandemic, the increased use of training Leaders. The Leaders at All Levels certificate technologies and blended training delivery solutions program is designed to provide staff at Grades for online and distance learning to deliver quality P a g e 9 l 19

learning at best cost, when and where needed, agency also developed five curriculum tracks to enabled the agency to effectively deliver highlight key concepts and behaviors that are training to the workforce. The mix of these fundamental in supporting the cultural shifts. Over strategies for in-class, virtual, and blended the next few years, the initiative will focus on learning will continue to evolve over the next onboarding, equipping senior managers with the few years for the technical training program. tools to create safe spaces where mutual support and shared leadership can be modeled, and administering a full re-survey of the NRCs culture norms and expectations to identify how much Fostering Engagement and progress has been made in the last 2 years.

Collaboration The NRC prides itself on the high caliber of its diverse, results-oriented, and high-performing workforce and strives to continuously improve The Time is Now.

the agencys organizational climate. Survey results from both the annual Federal Employee Viewpoint Survey (FEVS) and triennial Safety Culture and Climate Survey (SCCS) are used to develop action plans and to engender and create a culture of respect and belonging.

Employee engagement is a continued focus. As such, the NRC launched the agency Desired Culture Initiative, to align the culture with the transformation vision of being a modern, risk-informed regulator. The initiative takes a holistic approach to assessing the NRCs culture by incorporating insights from a variety of data sources, including FEVS and NRC SCCS results, the Organizational Culture Inventory, and qualitative feedback received through culture assessment focus groups and insights from other transformation activities. Using these data, the agency developed an approach to better attain the desired culture and target change efforts going forward.

Led by the agency culture team, a change agent network of over 200 people from across offices and regions continues to collaborate, communicate, and foster an active community of practice in which the staff can readily model the NRCs desired culture. Additionally, the NRC created coaching aids and conversation guides to equip supervisors with tools to create safe spaces and dialogues with trust. The P a g e 10 l 19

Enclosure 1 This enclosure lays out the strategy of the U.S. Nuclear Regulatory Commission (NRC) Office of the Chief Human Capital Officer (OCHCO) for addressing fiscal year (FY) 2023-2026 strategic plan objectives with human capital (HC) priorities and associated actions with milestones and supporting performance indicators.

NRC Strategic Plan Goal/Objectives

• Directly supports Strategic Goal 2Continue to foster a healthy organization.

• Objective 2.1: Foster an organizational culture in which the workforce is engaged, adaptable, and receptive to change and makes data-driven and evidence-based decisions; Objective 2.2: Enable the workforce to carry out the agencys mission by leveraging modern technology, innovation, and knowledge management to support data-driven decisions in an evolving regulatory landscape; and Objective 2.3: Attract, develop, and maintain a high-performing, diverse, engaged, and flexible workforce with the skills needed to carry out the NRCs mission, now and in the future.

• Also indirectly supports Strategic Goal 1Ensure the safe and secure use of radioactive materials, Strategy 1.1.3: Uphold high-quality standards and technical proficiency; Strategy 1.2.3: Leverage institutional knowledge, including that of Agreement States, to identify key areas for regulatory improvement; and Strategy 1.3.1: Ensure that the NRC maintains its readiness to respond to incidents and emergencies involving NRC-licensed facilities and radioactive materials, other events of domestic and international interest, and public health emergencies or other emergencies involving the NRCs facilities and workforce.

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities HC Priority 1 Workforce: Promote an Continue to implement and evaluate the NRC Ambassador OCHCO Training ongoing Priority B organizational culture that, through program to assist with new employee onboarding. Division (HRTD) with Recruitment, strategic partnerships and other office Succession collaboration across the NRC, engagement Planning, &

recruits, develops, and retains a high- Promote the career mentoring program to help staff members OCHCO HRTD ongoing Knowledge performing, diverse workforce that achieve their goals. Transfer maximizes individual and organization Provide informal and collaborative learning experiences OCHCO HRTD ongoing potential. Promote strategies to close through NRC Open Opportunities.

skill gaps, now and in the future, Support formal evaluation activities of the knowledge OCHCO HRTD 9/30/2023 becoming an employer of choice in management program.

support of the agencys mission to become a modern, risk-informed Implement recommendations resulting from the knowledge OCHCO HRTD with 2024 and regulator that provides reasonable management program evaluation. other NRC offices ongoing assurance of adequate protection of engagement 11

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities public health and safety, and to Engage in officewide activities that promote a positive work OCHCO-wide ongoing promote the common defense and culture and are reflected in raised Federal Employee security, and to protect the Viewpoint Survey scores in targeted areas for OCHCO.

environment.

Develop and implement a strategy to prioritize and OCHCO in 9/30/2023 streamline hiring processes to improve full-time equivalent collaboration with utilization. This strategy will include the activities as agency senior described in the Human Capital Operating Plan, on page 7. leaders, including the agency Equal Employment Opportunity/

Diversity Officer in the Office of Small Business and Civil Rights Complete evaluation of the Strategic Workforce Planning OCHCO and the 6/30/2023 process. Office of the Executive Director for Operations (OEDO) with support from the Office of the Chief Financial Officer (OCFO) and the Office of the Chief Information Officer (OCIO)

Recruit, hire and retain a total of 400 new employees by the OCHCO HROP in 9/30/2023 end of FY23. collaboration with agency hiring managers with support from HIRE NRC tiger teams and PMDA/DRMA Directors 12

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities Implement changes to Strategic Workforce Planning to OCHCO and OEDO Begin in 2023 improve short-term and long-term workforce planning. with support from OCFO and OCIO and collaboration from agency managers and supervisors Provide support to the HIRENRC initiative, which includes OCHCO Operations Ongoing communicating across organizations to identify best practices Division (HROP) with and challenges; identifying areas of collaboration; working support from together on the highest hiring priority tasks and activities; HIRENRC teams and executing forward-leaning recruitment strategies; measuring Program and monitoring success; identifying similar vacant positions Management, Policy where job announcements can be posted to allow for more Development and selections and shared certificates across the NRC; and Analysis (PMDA) considering longer term process improvements. Directors Continue the education of hiring managers through OCHCO HROP Ongoing workshops, tools, and guides to enhance understanding of the NRC hiring and interview processes and noncompetitive hiring options to increase the hiring of veterans and people with disabilities, including people with targeted disabilities.

Implement quality control activities to ensure actions are OCHCO HROP Ongoing processed in a timely and accurate manner.

Implement all tier 1 priority recommendations from the OCHCO HROP 3/31/2023 HIRENRC position description working group.

Evaluate other HIRENRC recommendations for future OCHCO HROP Ongoing implementation.

Collaborate with the agencys Equal Employment Opportunity OCHCO HROP and Ongoing advisory groups to increase the agencys presence at Office of Small minority-serving institutions by continually expanding Business and Civil outreach and recruitment through University Champions and Rights on-campus presence to recruit a more diverse applicant pool for the agencys student and entry-level hiring.

Engage with hiring managers to obtain feedback on the hiring OCHCO HROP 9/30/2023 process to facilitate improvement. and ongoing 13

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities Recruit, hire, and onboard new summer students; convert OCHCO HROP 9/30/2023 co-ops to permanent positions and convert students to co-ops.

Complete a Performance Appraisal Assessment Tool (PAAT) OCHCO HROP 3/31/2023 of the FY 2022 General government (GG)/Senior Level Service (SLS) performance appraisals.

Prepare and conduct an OPM Human Capital Evaluation OCHCO HCOP 6/30/2023 review.

Begin the process for midterm bargaining by identifying OCHCO HROP 6/30/2023 articles to negotiate and the bargaining team.

Continue the development of competency models and OCHCO HRTD with Ongoing implement competency assessments for new employees to collaboration from all support career development. offices Provide employees with external training, professional and OCHCO HRTD with Ongoing leadership training, and technical training, including collaboration from all qualification training to support an employees continued offices growth.

Implement the Nuclear Regulator Apprenticeship Network OCHCO HRTD 9/30/2023 management directive and handbook.

Launch the Senior Executive Service Candidate Development OCHCO HRTD 2023 Program for the next cohort.

Complete development and implementation of a pilot of a OCHCO HRTD, Office 2024 competency-based qualification for Inspection Manual of Nuclear Reactor Chapter 1245, Appendix C1, to provide learning and Regulation, and developmental opportunities for staff in qualification regional offices programs.

Recognize and appreciate employees for their contributions to OCHCO Ongoing the organizations success through several recognition programs across the agency that support this goal, including special act awards, performance awards, knowledge management digital badges, nonmonetary awards (Gumby, Busy Bee, and Wise Owl), and the agencys highest recognition, the NRC Distinguished and Meritorious Service Awards.

Performance Indicators and Target(s) 14

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities Human Capital Priority 1 Leverage technology and resources across the agency to onboard within 1% of the agencys FY 2024 allocation. (objective and key result) Hire 300 new employees by 6/30/2023 and 100 more by 9/30/23.

Percentage of nonretirement attrition. Annual Target: 2% (objective and key result)

Percentage of time-to-hire process improved. Develop baseline by 12/31/2023 and implement plan by 6/30/2023 for FY 2023 Percentage of late actions reduced. Annual target: 10%

Percentage of summer positions filled. Annual target: 90%

Percentage of summer hires converted to co-ops. Annual target: 20%

Number of learning sessions conducted for HROP staff. Annual target: 4 Percentage of key HC indicators met. Annual target: 75% in FY 2023 and 80% in FYs 2024-2026 Percentage of Ambassador program project milestones completed. Annual target: 85%

Percentage of career mentoring program project milestones completed. Annual target: 85%

Percentage of agency employees who say, I recommend my organization as a good place to work, on question 43 of the Federal Employee Viewpoint Survey. Target: 80% (objective and key result)

Percentage of FY 2022 competency-based qualification development milestones completed (for Inspection Manual Chapter 1245): Annual Target: 70%

Planned external training completions: Annual Target: 70%

Training: Learner Engagement Index (1-10): Annual Target: 7

1. 1. Satisfaction survey results from students (3.5)

1. 2. Course enrollment vs. completions (> 90%)

1. 3. Competency model engagement (annual percentage of completed assessments > 25%)

1. 4. Pass/fail rate for courses with exams (> 90%)

NRC benchmarking Human Capital Customer Satisfaction Survey Results Annual Target: > Government median score HC Priority 2: Modernization: Improve time to hire by fully using the U.S. Department of OCHCO HROP and 9/30/23 Modernize agency human resources the Interiors Workforce Tracking and Transformation OCHCO Human Priority A (HR) processes and practices, HR System to improve the integration of systems used to Capital Analysis Leveraging information technology systems, and manage the hiring and onboarding processes. Branch (HCAB) Technology &

data analytical capabilities to enhance Modernizing the delivery of HR and Training and Expand the use of electronic certificates generated by OCHCO HROP 6/30/2023 Monster Government Solutions (MGS) by allowing all hiring Information Development (T&D) services. Technology managers to record their determinations of applicants selections directly into the MGS platform. Processes (1) Develop a variety of knowledge management tools, job OCHCO HROP Ongoing aids, and tutorials for the staff, (2) address the challenge of onboarding new HROP staff, and (3) focus on broadening the transfer of knowledge and awareness of tools and technology within OCHCO for internal staff.

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Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities Improve communication on the status of HR actions, to OCHCO HROP with 9/30/2023 include job analysis and other HR transactions, such as support from OCHCO and ongoing temporary and permanent promotions, change to lower HCAB and OCIO grades, and change in duty station, by implementing one technological improvement to share status information with agency managers.

Expand use of the Monster Enterprise Hiring Management OCHCO HROP and Ongoing system by improving the implementation of the classification OCHCO HCAB module and position description libraries.

Develop and implement tools to continue efforts to automate OCHCO HROP and Ongoing and integrate HR systems, to improve tracking of employee OCHCO HCAB with relations, labor relations, harassment, and reasonable support from OCIO accommodations activities and to streamline data interfaces to other systems.

Develop detailed project plans with market research, OCHCO HCAB with 2023-2024 demonstrations, communications and change management support from OCHCO plans, test plans, etc., and award the new Learning HRTD and OCHCO Management System (LMS) contract. HROP Provide reports, tools, and automation solutions to better OCHCO HROP with ongoing manage and record the agencys telework requirements. support from OCIO Enhance full-time equivalent reporting. OCHCO HCAB with ongoing support from OCFO Deploy Westinghouse technology for Glass Panel Simulator OCHCO HRTD ongoing (GPS) to instructors.

Develop recommendations for a feasibility study for OCHCO HRTD 2024 augmented reality/virtual reality/mixed reality.

Continue to develop and enhance agency HC and training OCHCO HCAB with ongoing dashboards to provide data necessary to support decision- support from OCHCO making and to provide real-time, on-demand data analytics HRTD and OCHCO and reporting. HROP Develop analytical data for Nuclepedia. OCHCO HCAB with 9/30/2023 support from OCHCO HRTD 16

Human Capital Priorities Human Capital Actions Responsible Party/ Milestones/Due Governmentwide Resources Dates Federal Workforce Priorities Performance Indicators and Target(s)

Human Capital Priority 2 Percentage of LMS development and support milestones completed. Annual Target: 85%

Percentage of Percipio migration to TMS project milestones completed. Annual Target: 85%

Number of HC and training process or system enhancements implemented. Annual target: 4 Number of new HC and training dashboards or enhancements to existing dashboards implemented. Annual target: 4 Percentage of project plan milestones completed to deploy Westinghouse technology (e.g., glass panel simulator) for instructor use. Annual target: 85%

Percentage of project plan milestones for a feasibility study of augmented reality/virtual reality/mixed reality for training. Annual target: 85%

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Enclosure 2 This enclosure provides a crosswalk of U.S. Nuclear Regulatory Commission (NRC) human capital (HC) priorities and strategies to human capital framework (HCF) systems and standards.

= Direct (strategy outcomes directly and measurably execute an HCF system standard) o = Indirect (strategy outcomes provide secondary or collateral support of an HCF system standard)

Strategic Planning and Alignment Talent Management Performance Culture Evaluation System Agency Human Integrated Measurable Open Current and Attract, Closing Culture of Diverse, Robust Compliance Continuous Strategic and Communication Future Hire, Skill Engagement Results Performance with Merit Process Capital Planning Observable and Effective Workforce Develop, Gaps and Oriented, Management Systems Improvement Strategies Performance Collaboration Needs and Collaboration High Principles Targets Retain Performing Talent Workforce Priority 1:

Workforce HC Strategy 1a: Attract o o o o o and retain diverse and highly qualified candidates across the NRC workforce.

HC Strategy 1b: o o o Forecast and plan for the workforce needed to meet the mission, including a pipeline of early talent using student and other feeder programs.

HC Strategy 1c:

Ensure HR policy, procedures, and practices are current and comply with various regulations, EOs, and federal guidance issued by such bodies as OPM, SFWTF and/or CDC.

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Strategic Planning and Alignment Talent Management Performance Culture Evaluation System Agency Human Integrated Measurable Open Current and Attract, Closing Culture of Diverse, Robust Compliance Continuous Strategic and Communication Future Hire, Skill Engagement Results Performance with Merit Process Capital Planning Observable and Effective Workforce Develop, Gaps and Oriented, Management Systems Improvement Strategies Performance Collaboration Needs and Collaboration High Principles Targets Retain Performing Talent Workforce HC Strategy 1d: o o Provide learning and development opportunities, including upskilling and reskilling, that enhance knowledge and skills and develop skills needed to meet the mission.

o HC Strategy 1e: o

• Strengthen Office of the Chief Human Capital Officer (OCHCO) programs and policies to enhance the employee experience.

o HC Strategy 1f: o

• Continue to strengthen OCHCOs culture so that employees feel comfortable, supported, and valued.

Priority 2: Modernization HC Strategy 2a:

Leverage and optimize technology to improve efficiency or customer service delivery.

HC Strategy 2b: *

• Enhance use of data analytics to support decisionmaking.

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