ML22271A897
| ML22271A897 | |
| Person / Time | |
|---|---|
| Issue date: | 09/29/2022 |
| From: | Aaron Mccraw, Sean Peters NRC/EDO/AO, NRC/RGN-III |
| To: | NRC/EDO |
| Peters S | |
| Shared Package | |
| ML22271A894 | List: |
| References | |
| Download: ML22271A897 (8) | |
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Appendix - C - Complete List of HEART Recommendations Recommendation 1: Presence with Purpose - Revise policies and implementation procedures to develop a Presence with Purpose Approach -
where the staff work from specific locations for a purpose.
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Encourage and support more flexibility and team Builds trust between work HEART No EDO - Office autonomy within the current hybrid work model (6-4) groups and their leaders Directors and
- Empower staff and first-line supervisors to use in- by optimizing flexibility Regional person and out-of-office time in a manner to best support and team input in work Administrators the mission by promoting project-based telework modes, times, and flexibilities locations. Optimizes staff productivity and engagement Increase telework and remote work flexibilities on a Improves recruitment and External No OCHCO, First position-specific basis retention. Optimizes staff Research and Line supervisors
- Set a timeline for carrying out functional analyses by the productivity and Benchmarking, first line supervisors for each position to determine full engagement Presidents extent of maximum telework possibilities. Encourage an Management "Excellence from Everywhere" approach. Council
- Use existing tools (i.e., from State Dept, NASA, etc.) to evaluate job specific in-office and telework requirements Establish agency-wide guiding principles to Builds trust between work External ? OCHCO, First communicate expectations for in-person presence groups and their leaders Research and Line
- Adopt a team-based approach to implement those by optimizing flexibility Benchmarking Supervisors, criteria. Teams should consider the work that people do and team input in work Team Members and define when being in person makes a measurable modes, times, and difference. locations. Optimizes staff
- Enable experimenting and piloting at team levels to productivity and define moments that matter in their work. engagement.
Encourage the practice of multiple office visits per Promotes impromptu Straight to the No EDO - Office year for remote workers for focused events (i.e., team conversations, HEART, Directors and building, management briefings, initiating a new project relationship and team External Regional team, conference-style meetings) building Research and Administrators Benchmarking C-1
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Provide full-time telework options for rotational and Promotes cross- Sr. Leader No Office Directors detail assignments organizational Interviews, and Regional development, more Straight to the Administrators opportunities for HEART HQ/Regional experience Increase resident inspector "non-scheduled" Optimizes staff Direct staff Yes Regional telework hour limits beyond 8 to include regularly productivity and feedback Administrators scheduled hours/meetings (i.e., plant status meetings) engagement
- Push the decision level down to the first line supervisor.
Embrace that the hybrid environment is here to stay Improves staff TPIWG No EDO - All and cease using hybrid terminology engagement and trust Listening Offices Sessions C-2
Recommendation 2: Equip managers and staff to work in a hybrid environment - Working in a hybrid environment takes new skills. Everyone in the agency must work together to adopt new habits and hold each other accountable to expectations. We must adopt new norms for hybrid work and learn how to be inclusive in a hybrid environment.
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Commit to norms and expectations for hybrid Enhances agency culture, Agency Culture No Agency Culture meetings and make people accountable to them optimizes staff Team, HEART, Team, First
- Develop/utilize/enforce existing "norms"/etiquette and productivity, engagement, Sr. Leader Line clear expectations for hybrid meeting behaviors and wellbeing interviews, Supervisors
- Use engagement techniques to make meetings and direct staff OCIO discussions more open and collaborative feedback,
- Prevent solidly booked Teams Meeting schedules by Straight to the setting 1) "no meeting zones", 2) blocks of time for HEART, training, 3.) time for personal, informal chats External
- Create built-in break periods by updating the agencys Research and Outlook settings to default to a 25- or 50-minute Benchmarking schedule/meeting norm (i.e., have them start 5 or 10 minutes late or end 5 or 10 minutes early)
Train staff to work effectively in a hybrid Enhances organizational Focus Groups, No OCHCO, OCIO environment effectiveness Straight to the
- Utilize/Develop training, guidelines, and tools around HEART, Senior leading in hybrid organizations, building relationships, Leader respecting boundaries Interviews
- Advertise existing resources, best practices, tools and techniques to optimize the hybrid meeting experience.
- Schedule team training so teams learn together how to be inclusive in hybrid meetings
- Build awareness of OCIO resources for conference room equipment use. Require training on the conference room technology. Advertise the "IT concierge" to facilitate meeting room set-up.
C-3
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Develop structured support systems to optimize Promotes impromptu Direct staff No OCIO, collaboration, knowledge management, and conversations, feedback, NRR OCHCO, All relationship building relationship and team Hybrid Working Offices
- Structure activities for new employees to meet needs building, enhances Group, Straight for onboarding, relationship building, and knowledge organizational to the HEART, management. Develop new employee effectiveness, improves Senior Leader communities/cohorts that meet regularly (similar to efficiency and data Interviews NRAN, but for non-NRAN participants, expansion of tracking, enhances Ambassadors program) agency culture
- Dedicate resources (i.e., job positions or assigned duties) to assist teams with coordinating virtual, hybrid or in-person activities to optimize collaboration and team building.
- Create and promote virtual communities to encourage cross-team interactions (Slack Channels, Virtual Coffee Breaks, Guilds) Example - technical subject guilds.
Regular meetings to discuss technical issues or interesting topics. The meeting times are charged training.
Incorporate the competencies needed for leading in a Improves implementation HEART, TPIWG No OCHCO, All hybrid organization into supervisory and staff and accountability Offices Elements & Standards C-4
Recommendation 3: Invest in connection through technology and space use for the future of work - The future of the office in a hybrid environment will focus more on collaboration spaces while also continuing to meet the needs of staff who prefer the office environment for independent, high-concentration tasks. Collaborative spaces should be available for in-person connection and optimized for inclusion of virtual participants.
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Utilize space as a tool for work/mission Promotes impromptu External No ADM accomplishment conversations, Research and
- Develop a space planning strategy to reduce office relationship and team Benchmarking space to facilitate co-location and in-person interactions building. Reduces feelings
- Build spaces to promote collaboration including of isolation while in the temporary team spaces building
- Build quiet areas for staff that need to do heads-down work.
- Promote the use of electronic records management tools, digitization of historical paper files, and shared cloud-based workspaces to reduce the amount of file cabinet and file server spaces needed
- Maximize staff involvement in the space strategy and design processes Evaluate worksite features to enhance the in-office Enhances staff wellbeing Straight to the No ADM experience (i.e., noise, lighting, food options, etc.) and organizational HEART, direct
- Improve conference room equipment, furniture, and effectiveness staff feedback layout to optimize hybrid connection and collaboration.
- Utilize noise eliminating technologies (use of headphones for meetings/noise cancelling headphones and ambient sound reducing technologies/architecture)
- Increase the timing for lights to automatically shutoff
- Bring in food options in common areas C-5
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Invest in technology tools and equipment to support Promotes impromptu HEART No OCIO, ADM connection, transparency, and productivity conversations,
- Develop/Utilize applications to coordinate in-office time relationship and team (work schedules) building
- Develop capabilities to identify who is in the office and who is teleworking on any given day (both for individual teams and the agency as a whole).
- Pursue robust cloud storage for accessing and managing sensitive information
- Leverage available technology-based knowledge management tools for broad staff use Improve the telework experience Enhances staff wellbeing HEART No OCIO, ADM
- Improve awareness of available tools and equipment to and organizational support productivity (e.g., monitors, headphones, effectiveness collaboration software)
- Perform ergonomic checks, assess the need for monitors and access to printers, etc.
- Develop a home office in a box C-6
Recommendation 4: Prioritize trust through communications - Communications related to the hybrid environment need to be authentic and demonstrate openness to listening. Decisions about the work environment should be data-based and communicated quickly and transparently to staff.
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments Communicate with the staff, with the understanding Enhances effective HEART No All Managers that the staff is not a singular entity. It is a large and communications, diverse group that has disparate views and needs. promotes understanding Communicate/think about issues as if the staff is not a monolith.
Acknowledge that trust has been broken and needs First step to rebuilding Agency Culture No EDO, to be repaired. Acknowledge the mental health trust Team, HEART, Senior Leaders challenges created by the pandemic and re-entry direct staff decisions. Promote resource available to staff. feedback, Senior Leader Interviews Continually engage staff as partners in defining and Restoring Trust in Sr. Leader No EDO, HEART, designing the future of work. Leadership and interviews, TPIWG
- Coordinate communications about next steps with transparency with HEART focus HEART and TPIWG recommendations employees, Addresses groups
- Host open sessions with all employees on the hybrid concerns there is mis- HEART working environment so that senior leaders can address alignment among concerns leadership on interpreting
- Demonstrate listening and perspective-taking in small and implementing group meetings between senior leaders and staff telework policy
- Advertise agencywide actions to show that senior leaders are listening to feedback and committed to improving the employee experience
- Clarify EDO vision and expectations for all NRC managers and staff on the new telework policy, flexibilities, can/cant dos, authorities/decision-makers, etc. Clearly explain the rationale for being in the office and expectations going forward.
C-7
Sub-Recommendation Organizational Health Source Policy Change Proposed Basis Required Assignments First line supervisors - have in-depth discussions Builds trust between work NRR Hybrid No First Line with their staff to understand their comfort levels groups and their leaders Working Group Supervisors with in-person interactions and to identify by optimizing flexibility appropriate team building activities and team input in work modes, times, and locations Recognize, in a meaningful way, front-line Shows understanding of External No EDO employees, i.e., Resident Inspectors, security officers, front-line worker issues, Research and maintenance personnel, etc., who stayed on the job (in builds trust Benchmarking person) from the start of the pandemic - those who will not have maximum telework capabilities in the future C-8