ML24150A139: Difference between revisions
StriderTol (talk | contribs) (StriderTol Bot insert) |
StriderTol (talk | contribs) (StriderTol Bot change) |
||
Line 17: | Line 17: | ||
=Text= | =Text= | ||
{{#Wiki_filter:Commission Briefing on Human Capital | {{#Wiki_filter:Commission Briefing on Human Capital and Equal Employment Oppor tunit y | ||
June 4, 2024 | June 4, 2024 | ||
Line 23: | Line 23: | ||
1 Agenda | 1 Agenda | ||
* Opening Remarks | * Opening Remarks | ||
* Over | * Over view Of Strategic Human Capital Management | ||
* Realignment to Suppor | * Realignment to Suppor t HR Operational Efficiencies | ||
* Increasing Technical Instructor Capacit y | * Increasing Technical Instructor Capacit y | ||
* Building the NRC Culture of Tomorrow | * Building the NRC Culture of Tomorrow | ||
* Civil Rights and D iversit y Equit y Inclusion and Accessibilit y (DEIA) Update | * Civil Rights and D iversit y Equit y Inclusion and Accessibilit y (DEIA) Update | ||
2 Strategic Human Capital Management Over | 2 Strategic Human Capital Management Over view Eric D ilwor th Acting Chief Human Capital Officer, Office of the Chief Human Capital Officer | ||
3 Human Capital Over | 3 Human Capital Over view | ||
Human Capital Operating Plan | Human Capital Operating Plan | ||
Line 38: | Line 38: | ||
* Identify and Close Skill Gaps | * Identify and Close Skill Gaps | ||
* Modernize Processes | * Modernize Processes | ||
* Data Analy | * Data Analy tics | ||
44 Average Years Past Retirement Eligibilit | 44 Average Years Past Retirement Eligibilit y by Fiscal Year | ||
Data as of 3/23/24 | Data as of 3/23/24 | ||
5 Separations and Agency At | 5 Separations and Agency At trition Rate by Fisc al Year | ||
Data as of 3/23/24 6 | Data as of 3/23/24 6 | ||
Line 55: | Line 55: | ||
16.5 | 16.5 | ||
104 | 104 127.5 137.5 | ||
Q1 | Q1 Q2 Q3 Q4 | ||
Data as of 3/23/24 | Data as of 3/23/24 | ||
8 Human Capital Over | 8 Human Capital Over view | ||
Strategic Work force Planning Activities to Meet Hiring | Strategic Work force Planning Activities to Meet Hiring Goal Knowledge Management | ||
99 Realignment to Suppor | 99 Realignment to Suppor t Human Resources Operational Efficiencies | ||
Kelly Barrie Chief, Headquar | Kelly Barrie Chief, Headquar ters HR Operations Branch Office of the Chief Human Capital Officer | ||
10 Realignment | 10 Realignment | ||
* O ffice | * O ffice - wide par ticipation in identification of misalignments | ||
* Alignment | * Alignment under lines of business for bet ter continuit y, knowledge management and bench strength | ||
11 Data Visualization with Dashboards | 11 Data Visualization with Dashboards | ||
Line 77: | Line 77: | ||
Goals: | Goals: | ||
* Identify bot tlenecks | * Identify bot tlenecks | ||
* Identify deficiencies in | * Identify deficiencies in meeting human capital objectives | ||
* Oppor | * Oppor tunities for enhancements | ||
12 Increasing Technic al Instructor Capacit | 12 Increasing Technic al Instructor Capacit y | ||
Mat thew Emrich Chief, Reactor Technology Training Branch, Office of the Chief Human Capital Officer | Mat thew Emrich Chief, Reactor Technology Training Branch, Office of the Chief Human Capital Officer | ||
13 At | 13 At trition Related Impacts at the Technical Training Center | ||
* Background | * Background | ||
* Hiring Strategy | * Hiring Strategy | ||
14 | 14 14 At trition Related Impacts at the Technic al Training Center | ||
Successes | Successes | ||
* Experience spans all current | * Experience spans all current light water reactor designs | ||
* Ex tensive operations experience | * Ex tensive operations experience | ||
* Many have INPO instructor cer | * Many have INPO instructor cer tification / higher level degrees in Adult Learning | ||
15 At | 15 At trition Related Impacts at the Technical Training Center | ||
Areas for continued monitoring | Areas for continued monitoring | ||
* Ex ternal competitive | * Ex ternal competitive advantage | ||
* Bench strength | * Bench strength | ||
* Regulatory exper | * Regulatory exper tise | ||
16 One of the NRCs Best Kept Secrets | 16 One of the NRCs Best Kept Secrets | ||
* Collaboration with | * Collaboration with Program and Regional O ffices | ||
* New ways of using our resources | * New ways of using our resources | ||
* Emphasis on bench- | * Emphasis on bench-strength and cross -qualifications | ||
1717 Where Do We Go From Here? | 1717 Where Do We Go From Here? | ||
* Increased focus on learning and development | * Increased focus on learning and development | ||
* Gap Assessment / Making training more effective | * Gap Assessment / Making training more effective | ||
* Strategic Par | * Strategic Par tnerships | ||
18 Where Do We Go From Here? | 18 Where Do We Go From Here? | ||
* International regulatory suppor | * International regulatory suppor t | ||
* Simulation Flexibilit y / New Technologies | * Simulation Flexibilit y / New Technologies | ||
Line 120: | Line 120: | ||
Chris Craighead Team Lead, Agency Culture Team, Office of the Executive D irector for Operations | Chris Craighead Team Lead, Agency Culture Team, Office of the Executive D irector for Operations | ||
2020 We achieve | 2020 We achieve mission excellence by fostering an ideal culture centered on trust, Ideal characterized by high engagement, mutual suppor t, Culture and a sense of belonging. A ll Statement employ ees demonstrate behaviors consistent with the ISOCCER values and fully embrace the traits established in the NRC Leadership Model. | ||
21 Culture Leader Model | 21 Culture Leader Model | ||
* Leadership in the form of constructive behaviors to leverage our values and strategic thinking | * Leadership in the form of constructive behaviors to leverage our values and strategic thinking to increase employee engagement, empowerment and make the NRC a bet ter place to work. | ||
* Built to leverage our strengths to address | * Built to leverage our strengths to address challenges throughout the enterprise regardless of how specific or unique | ||
* Responsive to employee feedback (FEVS, | * Responsive to employee feedback (FEVS, OCI) that demonstrates NRC Leaderships collective decision to take ownership for meaningful actions in moving the NRC towards our desired or ideal culture. | ||
22 NRC Culture Leaders | 22 NRC Culture Leaders | ||
Line 131: | Line 131: | ||
23 Change Agents | 23 Change Agents | ||
Culture NRC | Culture NRC Leaders Culture N et wo r k Agency Culture Te a m | ||
24 2005 | 24 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 NRCs 0 | ||
1 | 1 1 1 1 2 3 4 Rank ings 3 3 5 | ||
in the | in the 6 7 Best 10 9 Places to 12 11 1112 15 Wo r k Over the 20 20 21 Years 25 23 | ||
25 Civil Rights and | 25 Civil Rights and Meredith Neubauer D iversit y and Senior Civil Rights Specialist, Office of Small Business and Civil Rights Inclusion Update | ||
26 What is Accessibilit | 26 What is Accessibilit y? | ||
The | The design, construction development, and maintenance of facilities, information and communication technology, programs, and ser vices so that all people, including people with disabilities, can fully and independently use them. | ||
* Includes accommodations to ensure equal access to employment and par | * Includes accommodations to ensure equal access to employment and par ticipation in activities for people with disabilities, | ||
* the elimination of physical and at titudinal barrier to equitable oppor | * the elimination of physical and at titudinal barrier to equitable oppor tunities, | ||
* a commitment | * a commitment to ensuring that people with disabilities can independently access every out ward-facing and internal activit y or electronic space. | ||
From Executive Order 14035 (Paraphrased) | From Executive Order 14035 (Paraphrased) | ||
Line 151: | Line 151: | ||
27 Rehabilitation Act of 1973 | 27 Rehabilitation Act of 1973 | ||
28 Formal | 28 Formal Informal Contacts | ||
40 All | 40 All 35 33 34 | ||
31 Complaints | 31 Complaints 30 Filed 25 25 | ||
22 | 22 22 2121 Fisc al Years 20 2020 -2024 15 15 14 15 | ||
12 | 12 13 12 | ||
10 7 | 10 7 | ||
Line 165: | Line 165: | ||
5 | 5 | ||
0 FY 2020 | 0 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 | ||
FY24 | FY24 data from 10/1/23 to 04/30/24 29 Age (3) | ||
Bases of | Bases of National Color (2) | ||
Origin (3) | Origin (3) | ||
D | D iscrimination Alleged in Reprisal S ex (3) (Female) | ||
Fiscal Year | Fiscal Year (2) 2024 Complaints Race (3) Bases Disability (1) | ||
FY24 | FY24 data from 10/1/23 to 30 04/30/24 Top Issues in Fiscal Year 2024 Complaints | ||
Top 4 Issues | Top 4 Issues | ||
FY24 | FY24 data from 10/1/23 to 04/30/24 31 14 Complaints 12 that Alleged a 10 D isabilit y as a | ||
8 Basis | 8 Basis | ||
6 Fisc al Years 2020 -2024 | 6 Fisc al Years 2020 -2024 4 | ||
2 | 2 | ||
0 FY 2024 | 0 FY 2024 FY 2023 FY 2022 FY 2021 FY 2020 Physical Disability Only Mental Disability Only Physical and Mental Disability | ||
FY24 | FY24 data from 10/1/23 to 04/30/24 32 14 Comparison of 12 Reasonable 10 Accommodation 8 | ||
in D | in D isabilit y Complaints 6 | ||
4 Fisc al Years 2020 -2024 | 4 Fisc al Years 2020 -2024 2 | ||
0 FY 2024 | 0 FY 2024 FY 2023 FY 2022 FY 2021 FY 2020 Reasonable Accommodation Total Complaints Alleging Disability as a Basis | ||
FY24 | FY24 data from 10/1/23 to 04/30/24 33 How we are Mak ing Accessibilit y a Priorit y | ||
AC E D | AC E D | ||
Line 201: | Line 201: | ||
* Promoting self-identification of disabilities in personnel records | * Promoting self-identification of disabilities in personnel records | ||
* Sharing best practices for interacting with persons with disabilities in the workplace | * Sharing best practices for interacting with persons with disabilities in the workplace | ||
* Identifying oppor | * Identifying oppor tunities to address accessibilit y issues in NRCs policies and procedures | ||
* More! | * More! | ||
* Masters of Acquisition | * Masters of Acquisition Training - 508 Compliance | ||
* Inclusive Language Ambassadors | * Inclusive Language Ambassadors | ||
34 More Work to Do | 34 More Work to Do | ||
* SBCR and par | * SBCR and par tners crafting a Section 508 Policy Document | ||
* More training | * More training needed for staff | ||
* More identification and correction of accessibilit y barriers | * More identification and correction of accessibilit y barriers | ||
Latest revision as of 14:45, 4 October 2024
ML24150A139 | |
Person / Time | |
---|---|
Issue date: | 06/04/2024 |
From: | NRC/OCM |
To: | |
Shared Package | |
ML24116A085 | List: |
References | |
M240604 | |
Download: ML24150A139 (36) | |
Text
Commission Briefing on Human Capital and Equal Employment Oppor tunit y
June 4, 2024
1 Agenda
- Opening Remarks
- Over view Of Strategic Human Capital Management
- Realignment to Suppor t HR Operational Efficiencies
- Increasing Technical Instructor Capacit y
- Building the NRC Culture of Tomorrow
- Civil Rights and D iversit y Equit y Inclusion and Accessibilit y (DEIA) Update
2 Strategic Human Capital Management Over view Eric D ilwor th Acting Chief Human Capital Officer, Office of the Chief Human Capital Officer
3 Human Capital Over view
Human Capital Operating Plan
- Work force Planning
- Recruiting and Hiring
- Identify and Close Skill Gaps
- Modernize Processes
- Data Analy tics
44 Average Years Past Retirement Eligibilit y by Fiscal Year
Data as of 3/23/24
5 Separations and Agency At trition Rate by Fisc al Year
Data as of 3/23/24 6
Gains and Separations by Fisc al Year
Data as of 3/23/24
7 FTE Onboard and Projections
16.5
104 127.5 137.5
Q1 Q2 Q3 Q4
Data as of 3/23/24
8 Human Capital Over view
Strategic Work force Planning Activities to Meet Hiring Goal Knowledge Management
99 Realignment to Suppor t Human Resources Operational Efficiencies
Kelly Barrie Chief, Headquar ters HR Operations Branch Office of the Chief Human Capital Officer
10 Realignment
- O ffice - wide par ticipation in identification of misalignments
- Alignment under lines of business for bet ter continuit y, knowledge management and bench strength
11 Data Visualization with Dashboards
Goals:
- Identify bot tlenecks
- Identify deficiencies in meeting human capital objectives
- Oppor tunities for enhancements
12 Increasing Technic al Instructor Capacit y
Mat thew Emrich Chief, Reactor Technology Training Branch, Office of the Chief Human Capital Officer
13 At trition Related Impacts at the Technical Training Center
- Background
- Hiring Strategy
14 14 At trition Related Impacts at the Technic al Training Center
Successes
- Experience spans all current light water reactor designs
- Ex tensive operations experience
- Many have INPO instructor cer tification / higher level degrees in Adult Learning
15 At trition Related Impacts at the Technical Training Center
Areas for continued monitoring
- Ex ternal competitive advantage
- Bench strength
- Regulatory exper tise
16 One of the NRCs Best Kept Secrets
- Collaboration with Program and Regional O ffices
- New ways of using our resources
- Emphasis on bench-strength and cross -qualifications
1717 Where Do We Go From Here?
- Increased focus on learning and development
- Gap Assessment / Making training more effective
- Strategic Par tnerships
18 Where Do We Go From Here?
- International regulatory suppor t
- Simulation Flexibilit y / New Technologies
19 Building the NRC Culture of Tomorrow
Chris Craighead Team Lead, Agency Culture Team, Office of the Executive D irector for Operations
2020 We achieve mission excellence by fostering an ideal culture centered on trust, Ideal characterized by high engagement, mutual suppor t, Culture and a sense of belonging. A ll Statement employ ees demonstrate behaviors consistent with the ISOCCER values and fully embrace the traits established in the NRC Leadership Model.
21 Culture Leader Model
- Leadership in the form of constructive behaviors to leverage our values and strategic thinking to increase employee engagement, empowerment and make the NRC a bet ter place to work.
- Built to leverage our strengths to address challenges throughout the enterprise regardless of how specific or unique
- Responsive to employee feedback (FEVS, OCI) that demonstrates NRC Leaderships collective decision to take ownership for meaningful actions in moving the NRC towards our desired or ideal culture.
22 NRC Culture Leaders
23 Change Agents
Culture NRC Leaders Culture N et wo r k Agency Culture Te a m
24 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 NRCs 0
1 1 1 1 2 3 4 Rank ings 3 3 5
in the 6 7 Best 10 9 Places to 12 11 1112 15 Wo r k Over the 20 20 21 Years 25 23
25 Civil Rights and Meredith Neubauer D iversit y and Senior Civil Rights Specialist, Office of Small Business and Civil Rights Inclusion Update
26 What is Accessibilit y?
The design, construction development, and maintenance of facilities, information and communication technology, programs, and ser vices so that all people, including people with disabilities, can fully and independently use them.
- Includes accommodations to ensure equal access to employment and par ticipation in activities for people with disabilities,
- the elimination of physical and at titudinal barrier to equitable oppor tunities,
- a commitment to ensuring that people with disabilities can independently access every out ward-facing and internal activit y or electronic space.
From Executive Order 14035 (Paraphrased)
27 Rehabilitation Act of 1973
28 Formal Informal Contacts
40 All 35 33 34
31 Complaints 30 Filed 25 25
22 22 2121 Fisc al Years 20 2020 -2024 15 15 14 15
12 13 12
10 7
5
0 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
FY24 data from 10/1/23 to 04/30/24 29 Age (3)
Bases of National Color (2)
Origin (3)
D iscrimination Alleged in Reprisal S ex (3) (Female)
Fiscal Year (2) 2024 Complaints Race (3) Bases Disability (1)
FY24 data from 10/1/23 to 30 04/30/24 Top Issues in Fiscal Year 2024 Complaints
Top 4 Issues
FY24 data from 10/1/23 to 04/30/24 31 14 Complaints 12 that Alleged a 10 D isabilit y as a
8 Basis
6 Fisc al Years 2020 -2024 4
2
0 FY 2024 FY 2023 FY 2022 FY 2021 FY 2020 Physical Disability Only Mental Disability Only Physical and Mental Disability
FY24 data from 10/1/23 to 04/30/24 32 14 Comparison of 12 Reasonable 10 Accommodation 8
in D isabilit y Complaints 6
4 Fisc al Years 2020 -2024 2
0 FY 2024 FY 2023 FY 2022 FY 2021 FY 2020 Reasonable Accommodation Total Complaints Alleging Disability as a Basis
FY24 data from 10/1/23 to 04/30/24 33 How we are Mak ing Accessibilit y a Priorit y
AC E D
- National D isabilit y Employment Month Panel Presentation October 2023
- Goals
- Promoting self-identification of disabilities in personnel records
- Sharing best practices for interacting with persons with disabilities in the workplace
- Identifying oppor tunities to address accessibilit y issues in NRCs policies and procedures
- More!
- Masters of Acquisition Training - 508 Compliance
- Inclusive Language Ambassadors
34 More Work to Do
- SBCR and par tners crafting a Section 508 Policy Document
- More training needed for staff
- More identification and correction of accessibilit y barriers
3535 Closing Remarks
36