ML20062H890

NRC Futures Jam Summary and Analysis of Results

ML20062H890
Person / Time
Issue date:	03/02/2020
From:	D'Agostino A, Stephanie Morrow Office of Nuclear Regulatory Research
To:
Morrow S
References
Download: ML20062H890 (19)

Text

NRC Futures Jam Summary and Analysis of Results Ste phani e Mo rrow, Ph.D.

A my DA go sti no, Ph.D.

Off i c e o f N uc l e ar Re gul ato r y Re se a rc h 1

Jam Summary Stats (Updated) 2,163 staff signed on to Yammer at least once

~73% of the workforce adopted this new tool to participate in Jam 799 staff posted at least one comment during the Jam

~27% of staff shared or responded to an idea during the Jam 4,306 total comments were posted Staff contributed 76 thoughts for every hour the Jam was live 997 staff liked at least one comment

~30% of staff publicly showed appreciation for their colleagues contributions 10,207 total likes were added to comments That's an average of over 10 likes per person 2

Feedback received on Day 3 of the Jam...

Ive never felt more connected as an agency!

Excellent initiative please have more forums like this.

The Jam has helped knock down organizational barriers and power differentials (senior leadership and staff) in a very powerful way.

The Jam is a great collaboration tool that allows everyone to provide feedback and share ideas.

One thing Ive learned is that this is an AWESOME way to engage with our staff.

It seems to me that the #jamchat is evidence and affirmation that the answers are in the room (at all levels of the organization).

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Level of Staff Engagement in the Jam Exceeded Expectations 27% actively participated by posting at least 799 one comment during the Jam 34% publicly showed appreciation for their 997 colleagues contributions by liking posts 61% engaged in the Jam by reading at 1,809 least one or most posts 73% showed interest by signing 2,163 on to Yammer at least once 4

Sustained Levels of Activity in Yammer Over All 3 Days of the Jam User Activity during the Jam

• New users joined each day of the Jam 1500

• 40% of staff who engaged in the Jam actively participated by posting 1200 Message Activity during the Jam 900 2500 5000 4725 4164 4367 4500 2000 2111 4000 600 1820 3500 1500 3000 1575 2500 300 1000 2000 1500 500 1000 0

500 06/18/2019 06/19/2019 06/20/2019 0 0 06/18/2019 06/19/2019 06/20/2019 Users Liking Users Posting Users Reading Number of Messages Posted Number of Likes 5

Over 500 Topics were Introduced using Hashtags Most Frequently Used Topics # Messages*

Technology 989 Communication 773 Risk 713 Culture 402 Diversity 345 Retention 332

• Note: Multiple hashtags with different versions of same topic were combined for this count (e.g., Risk, Risk-Informed, Risk Informed) 6

The Jam Main Group, Our Workforce, and Technology had the most Activity Jam Group # of Conversation # of Messages # of Participants # of Likes Threads Main Group 147 1844 503 5691 Our Workforce 40 486 190 1172 Technology 61 521 180 1028 External Stakeholders 17 214 73 371 Risk-Informed 21 155 83 323 Our Mission 12 119 55 314 Decision making 11 100 52 165 Our Business Model 5 49 22 129 7

Polls Indicate a Need for Change Do we need to change our culture? Is career advancement fair?

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Over 76% of staff were satisfied with the Jam experience 9

Majority had positive perceptions of value added and would participate in the future I believe the Jam added value to our agency I would participate in a Jam in the future I would use a social media tool like Yammer in my daily work 10

Key Themes CONSOLIDATION OF REAL-TIME ANALYTICS INSIGHTS 11

Vision

• Define risk-informed

• Need better understanding of all the agency initiatives and how they relate to each other

• Promote/advertise what the NRC does

• Empower staff 12

Decision making

• Push decision making to lowest level

• Consider diverse viewpoints to make better decisions

• Explain "why" a decision was made

• Risk-inform our concurrence process 13

Workforce

• Matrix organization to leverage

• Provide greater opportunities for staff resources development in leadership roles

• Increase developmental opportunities

• Clarify succession planning

• Promote career advancement

• Identify knowledge/skills gaps to opportunities prepare for the future

• Communicate expectations for different

• Use the skills marketplace to advertise grades opportunities

• Reward and recognize depth of experience

• Maintain work-life balance 14

Technology

• Enable e-concurrence

• More training on Office 365

• Increase use of knowledge management

• Increase use of Skype, including outside databases NRC

• Increase mobility to work from

• Increase efficiency and streamlining in anywhere, especially inspectors technology and work processes

• Leverage wi-fi and cloud technology for

• Improve ways to share files and collaboration communicate with external stakeholders/contractors securely

• Use AI to connect related information in disparate data sources

• Use IT to help standardize budget process

• More communications/training on use of SharePoint

• Improve search capability in ADAMS 15

Culture

• Reward trying new things and reduce fear of failure

• Communicate clear expectations from Leadership

• Facilitate teamwork

• Empower and trust our staff

• Recognize desired behaviors to facilitate change

• Increase ownership/accountability at all levels

• Take time to celebrate accomplishments

• Show people their efforts are appreciated

• Promote/advertise how the NRC helps the country by carrying out its mission

• Motivate Self-learning 16

External Engagement

• Improve communications with stakeholders

• Balance plain language with ensuring message is technically sound

• Develop tools to enhance communications around challenging topics

• Increase communication about what the NRC is and what we do

• Use technology to improve stakeholder access to information

• Use new technologies for public meetings (e.g., Skype) 17

How We Work

• Risk-inform concurrence process

• Automate licensing process

• Focus on enabling inspectors to use risk insights

• Help identify the most important information for inspection

• Push decisionmaking to lowest level

• Clarify expectations and communications

• Increase staff exposure to different parts of NRC to have better understanding of our mission

• Greater standardization in budget process

• Internal budget oversight based on metrics

• Improve tracking of resources needed to perform specific jobs/tasks 18

Leadership

• Ensure follow-through

• Facilitate teamwork

• Trust and support staff

• Recognize accomplishments

• Recognize desired behavior to facilitate change

• Be accountable

• Stay open to feedback

• Stay objective

• Communicate clear expectations 19