ML18158A216

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M180606: Scheduling Note and Slides - Briefing on Human Capital and Equal Employment Opportunity (Public Meeting)
ML18158A216
Person / Time
Issue date: 06/06/2018
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NRC/SECY
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M180606
Download: ML18158A216 (1)
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Text

SCHEDULING NOTE

Title:

BRIEFING ON HUMAN CAPITAL AND EQUAL EMPLOYMENT OPPORTUNITY (Public)

Purpose:

Provide the Commission an update on significant human capital initiatives and equal employment opportunity.

Scheduled: June 6, 2018 2:00 p.m.

Duration: Approx. 2 hours2.314815e-5 days <br />5.555556e-4 hours <br />3.306878e-6 weeks <br />7.61e-7 months <br /> Location: Commissioners' Conference Room , 151 FL OWFN

Participants:

Presentation NRC Staff 50 mins.*

Daniel Dorman, Acting Executive Director for Operations Topic:

  • Opening Remarks Miriam Cohen, Chief Human Capital Officer Topic:
  • Overview on Human Capital Susan Salter, Chief, Workforce Management and Benefits Branch ,

Office of the Chief Human Capital Officer Topic:

  • Programmatic Update on Strategic Workforce Planning Michael Weber, Director, Office of Nuclear Regulatory Research Topic:
  • Strategic Workforce Planning Pilot Melody Fopma, Deputy Director, Office of Small Business and Civil Rights Topic:
  • Civil Rights and Diversity and Inclusion Update Commission Q & A 50 mins.

1

Discussion - Wrap-up 5mins.

Maria Schwartz, Executive Vice President of the National Treasury Employees Union, will be invited to sit in the well. The Chairman will ask for union remarks, as permitted, under the formal meeting provision of the Collective Bargaining Agreement.

  • For presentation only and does not include time for Commission Q & A 's 2

U.S.NRC United States Nuclear Regulatory Commission Protecting People and the Environment Briefing on Human Capital and Equal Employment Opportunity Commission Meeting June 6, 2018

Agenda

  • Overview of Human Capital

-Miriam Cohen, CHCO

  • Equal Employment Opportunity and Diversity

& Inclusion Trends and Developments

- Melody Fopma, SBCR

  • Strategic Workforce Planning Update

- Susan Salter, OCHCO

  • Using Strategic Workforce Planning to Enhance RES Capabilities

- Michael Weber, RES

U.S.NRC

  • United States Nuclear Regulatory Commission Protecting People and the Environment Overview of Human Capital Miriam Cohen Chief Human Capital Officer Office of the Chief Human Capital Officer

Reflections on the Past Year

  • Successfully addressed workload and workforce challenges
  • Employee engagement remains high
  • Fostering greater trust at all levels

Staffing Levels by Year Fi scal Year 4100 4018 3900 Vl 3736 3739 w

~ 3700

....J c..

2

~ 3500 0

0::

w a:i 2 3300

J z

3100 2900 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 (March)

FISCAL YEAR

First Line Supervisor to Staff Ratios FY 2008- 2018 (Q2) 10 9

8.9 9.0 9.2

~ 8.6 8.5 ~

9.3 9.1 9.1

-9 *3 8

7 6

0 Ill 0:::

5 4

3 2

1 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year

- staff

SES Levels by Year Reduction in NRC SES Positions September 2008 - May 2018 200 172 172 170 170 170 170 170 160 160 174 173 150 150 150 164 149 147 141 138 138 135 129 100 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

- Authorized Allocation - Established NRC Positions (Filled Positions and Vacant Positions)

Retirement Eligibility Distribution of Permanent Employees 200 175 u, 150 G)

G)

>. 125 0

C. 100 E 75 w

50 25

  • 0 ~ ~=z:

36 28 20 12 4 0 4 8 12 16 20 Years to/of Eligibility FY 2004 a FY 2008 D FY 2018 (Mar) I

Where Are We Now - Time of Opportunity

  • Rebuilding corporate capacities
  • Supporting agency initiatives: NRR-NRO merger, transformation
  • Refocusing leadership development programs
  • Positioning staff for future opportunities

U.S.NRC United States Nuclear Regulatory Commission Protecting People and the Environment Equal Employment Opportunity and Diversity & Inclusion Trends and Developments Melody Fopma Deputy Director Office of Small Business & Civil Rights

Enhancing the Culture of Diversity & Inclusion

  • Demonstrating the Value of Diversity

- DIALOGUE

- Privilege Walks

Complaint Activity is Stable and Low All Complaints (Informal and Formal)

. Filed (FY 2008 - March 31 , 2018) 35 30 25 27 25 2.4 24 22 20 19 17 7 15 16 15 10 11 5

0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 (As of March 31, 2018) a Informal Formal

Bases for Complaints Remain Consistent EEO Complaints Filed During FY 2018 by Bases (As of March 31, 2018)

  • Age 28% (8)
  • Gender 24% (7)

Race 21% (6)

  • Reprisal 17% (5)
  • Disability 3% (1)

Color 3% (1)

  • National Origin 3% (1)

L

Resolving Informal and Formal EEO Complaints Alternative Dispute Resolution (ADR}:

  • Encourages open communication
  • Emphasizes problem solving and creative solutions
  • Resolves issues quickly

Strengthening Our Civil Rights Program

  • Proactive Anti-harassment Training
  • Implementing EEOC Final Rule §501

- Heightening the Focus on Individuals with Disabilities

U.S.NRC United States Nuclear Regulatory Commission Protecting People and the Environment Strategic Workforce Planning (SWP) Update Susan Salter Workforce Management and Benefits Branch Chief, Office of the Chief Human Capital Officer

Piloted Enhanced SWP Process

  • January 2017 - Working group formed
  • April 2017 - Proposed enhancements to SWP process provided to the EDO
  • July 2017 - EDO approved a pilot approach

-RES

-OCFO

- REG II

  • June 2018 - Lessons Learned Report

P_ilot Met All Established Milestones December Jan 18 Mar 18 November Offices November Offices Offices Offices September Completed Completed Completed Completed Completed July SWP Training Environmental Job Analyses for Workload Workforce Workforce Kick-Off for Managers Scan Core Positions Forecast Demand Supply Implementation 4.0 Gap Analysis

&Risk f ,...,~ '":. *

  • -~~".;,.' *

-~ ... ~, . ~~

Assess. - - ---4*-

Jul 17 Oct 17 Jan 18 Apr 18 Jun 18 January March April May Submit Proposed Submit Projection Prioritized list Strategies &

Workload Workforce of Current of Gaps or Action Plans Forecast Demand Workforce Overages to Address Supply (Gap Analysis Gaps/

Results) Overages

Pilot Met All Established Milestones November Offices November September Completed Completed July SWP Training Environmental Job Analyses for Kick-Off for Managers Scan Core Positions Implementation Jul17 Oct 17 December Submit Proposed Workload Forecast

Pilot Met All Established Milestones December Jan 18 Mar 18 November Offices NOi/ember Offices Offices Offices September Completed Completed Completed Completed Completed July SWP Training Environmental Job Analyses for Workload Workforce Workforce Kick-Off for Managers Scan Core Positions Forecast Demand Supply Implementation Prepare for Jul 17 January March April Submit Proposed Submit Projection Prioritized list Workload Workforce of Current of Gaps or Forecast Demand Workforce Overages Supply (Gap Analysis Results)

Pilot Met All Established Milestones December Jan 18 Mar 18 November Offices November Offices Offices Offices September Completed Completed Completed Completed Completed July SWP Training Environmental Job Analyses for Workload Workforce Workforce Kick-Off for Managers Scan Core Positions Forecast Demand Supply Implementation

.0 Workforce 4.0 Gap ',* *.- ', ,,

Supply Analysis ,t V .

Analysis &Risk Assess. - --

Jul17 Oct 17 Jan 18 Apr 18 Jun 18 December January March April May Submit Proposed Submit Projection Prioritized list Strategies &

Workload Workforce of Current of Gaps or Action Plans Forecast Demand Workforce Overages to Address S"upply (Gap Analysis Gaps/

Results) Overages

Pilot Provided Helpful Insights

  • Overages lower than anticipated when estimated attrition factored in
  • Highly skilled staff, but small pipeline
  • Retaining staff to perform work today, while preparing them for future
  • Maintaining core capabilities is important

Best Practices Identified

  • Process is sound; offices see benefits in providing a forward look for staff
  • Provided "just in time" training for managers
  • Office/Region POCs provided necessary process support

Challenges to Address

  • Forecasting workload beyond 2-year budget cycle
  • Level of transparency
  • Manager engagement due to competing priorities
  • Timing and requirement to attend classroom training

Implementing Phase II

  • Phase II to include:

- Phase I - Pilot Offices (RES, OCFO, and REG II)

- Program Offices (NMSS, NRO, NRR, NSIR)

- Region I, Ill, IV

-OCIO

  • Represents approximately 79% of NRC workforce
  • Consistent with best practices (GAO, OPM, etc.)

- U.S.NRC United States Nuclear Regulatory Commission Protecting People and the Environment Using Strategic Workforce Planning to Enhance RES Capabilities Michael Weber Director Office of Nuclear Regulatory Research

RES successfully enhanced strategic workforce planning

  • Gained useful insights to prepare the office for transformation
  • Drove staffing based on projected workload
  • Enhanced understanding of core capabilities
  • Assisted agency wide implementation

RES successfully enhanced strategic workforce planning

( continued)

  • Demonstrated that the new approach is very different than the historical NRC approach to workforce planning

Environmental scan and workload forecast enabled SWP

  • Focused on workload and planning beyond the 2-yr budget cycle
  • Sharpened understanding of core

.competencies, potential gaps, and strategies

  • Leveraged competency modeling
  • Trained supervisors just in time

Pilot validated importance of including external resources

  • RES relies on core competencies of both NRC staff and extramural resources
  • National Laboratories
  • Other Federal agencies
  • Universities
  • International partners

Forward focus integrated well with N RC processes and initiatives

  • Strategic planning and scenario analysis
  • Speed of Trust & Leadership Model
  • Workforce of the future

- Succession planning and staffing

- Graduate Fellows Program

- Integrated University and Minority Serving Institution Programs

Key Messages

  • Significant progress on the enhanced Strategic Workforce Planning Pilot
  • Continuing focus on strengthening agency culture
  • Maintaining strong EEO/Diversity and Inclusion Programs

Acronyms

  • CHCO - Chief Human Capital Officer
  • DIALOGUE - Diversity Inclusion Awareness Leading Organizational Growth, Understanding, and Engagement
  • EDO - Executive Director for Operations
  • EEO - Equal Employment Opportunity

Acronyms ( continued)

  • FY - Fiscal Year
  • GAO - U.S. Government Accountability Office
  • . NRC - U.S. Nuclear Regulatory Commission
  • NMSS - Office of Nuclear Material Safety and Safeguards
  • NRO - Office of New Reactors

Acronyms ( continued)

  • NRR - Office of Nuclear Reactor Regulation
  • NSIR - Office of Nuclear Security and Incident Response
  • OCFO - Office of the Chief Financial Officer
  • OCHCO - Office of .the Chief Human Capital Officer

Acronyms ( continued)

  • OCIO - Office of the Chief Information Officer
  • OEDO. - Office of the Executive Director for Operations
  • OPM - u~s. Office of Personnel Management
  • POCs - Points of Contact L

Acronyms ( continued)

  • RES - Office of Nuclear Regulatory Research
  • SBCR - Office of Small Business and Civil Rights
  • SWP - Strategic Workforce Planning
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