ML23286A300

Memo - Hirenrc Transition Strategy Paper

ML23286A300
Person / Time
Issue date:	10/18/2023
From:	Jason Cai, Storch J NRC/NRR/DRMA, Office of the Chief Human Capital Officer
To:	Dilworth E, Craig Erlanger Office of Nuclear Security and Incident Response, Office of the Chief Human Capital Officer
References
Download: ML23286A300 (20)

Text

1 October 18, 2023 MEMORANDUM TO: Eric Dilworth, Human Capital Council Co-Chair Deputy Chief Human Capital Officer Craig Erlanger, Human Capital Council Co-Chair Deputy Director, Office of Nuclear Security and Incident Response Signed by Cai, June FROM: June Cai, #HIRENRC! Co-Champion on 10/18/23 Director, Division of Resource Management and Administration Office of Nuclear Reactor Regulation Signed by Storch, Jacki Jacki Storch, #HIRENRC! Co-Champion on 10/18/23 Deputy Associate Director for Human Resources Operations and Policy Office of the Chief Human Capital Officer

SUBJECT:

1. HIRENRC! TRANSITION PLAN PURPOSE:

The purpose of this document is to provide a summary of agency accomplishments in the Hiring Initiative to Recruit and Employ at the NRC (#HIRENRC!) initiative and provide recommendations for transition of remaining and ongoing activities to the Office of the Chief Human Capital Officer (OCHCO).

SUMMARY

OCHCO originally initiated #HIRENRC! in April 2022 as a short-term initiative to support the surge in agency hiring needs. #HIRENRC! facilitated the creativity, enthusiasm, and dedication of volunteers from throughout the agency to modernize and streamline the agencys recruitment, hiring, and outreach practices as individual teams with targeted focus areas were stood up to implement various activities. Now, as OCHCO increases its capacity and stands up its Strike Force and Tiger Teams, #HIRENRC! teams are focused on completing near-term efforts and taking necessary steps to strategically close out the initiative and transition the lead back to OCHCO. The goal is to have remaining #HIRENRC! activities fully transitioned to OCHCO by no later than the end of calendar year 2023.

This paper provides a transition strategy to facilitate a seamless and intentional turnover and includes recommendations identifying what OCHCO organizations/resources may be best positioned to assume oversight of the program. The determination for which activities are to transition is left to the discretion of the OCHCO leadership team, as the recommendations are offered as suggestions to be considered given capacity and resource limitations. A list of

2 accomplishments and volunteers are also included in this paper to provide more fulsome context of the #HIRENRC! initiative.

BACKGROUND:

In 2022, #HIRENRC! was created to draw on agencywide resources to support hiring efforts through innovation, technology, and cross-office collaboration. #HIRENRC! was powered by dedicated volunteers focused on streamlining hiring practices, implementing process efficiencies, and increasing knowledge levels. The original strategy document challenged the agency to be daring to seek improvement through innovation and technology. #HIRENRC! has strived to accomplish this objective by providing an environment and project management structure where all ideas, no matter the complexity or scope, were heard and given consideration, and volunteers were empowered to pursue and develop solutions with senior leadership support.

Since its initiation in April 2022, close to 100 individuals from all levels within the organization and disciplines across the agency volunteered to participate in #HIRENRC! as the agency worked to meet its hiring goals. These volunteers, spread over 10 focused teams, dedicated their time, talents, and energy to identify and develop creative ways to improve the agencys recruitment, hiring, and onboarding processes. With endorsement from agency senior leaders and the Human Capital Council (HCC) Subcommittee, the teams successfully collaborated across offices and with OCHCO to tackle challenges in support of the agencywide hiring needs.

The teams sought not only to identify gaps and inefficiencies in processes, but to create, develop, and implement workable solutions to resolve issues and make improvements.

1. HIRENRC! was originally expected to end in the December 2022/January 2023 timeframe.

However, due to its success and the agencywide 2023 aspirational hiring goal, the initiative was extended until September 30, 2023, as OCHCO works to increase its capacity through OEDO approved strategies. Energized by their ability to innovate and make direct impacts, most volunteers reaffirmed their participation well beyond their initial commitment periods.

1. HIRENRC! is vested in ensuring a thorough and thoughtful turnover to OCHCO to build on the progress and momentum we have created.

Summary of Key Accomplishments The following key accomplishments illustrate the success of #HIRENRC! teams in streamlining the processes for effectiveness and efficiency, facilitating cross-agency collaboration, and cultivating innovation. Enclosure 2 provides additional details on the accomplishments of each team.

• The Branch Chief (BC)/Technical Assistant (TA) Hiring Team and the Administrative Assistant (AA) Hiring Team created common approaches and streamlined hiring processes to meet agency hiring needs more efficiently in these areas.

• The Resume Review Team created a resume review portal to provide a streamlined process for screening large numbers of candidates eligible for direct hire or special hiring authorities. The team screened nearly 800 resumes and created a repository of vetted candidates that is readily accessible by hiring managers.

• The Marketing Team launched a social media campaign to highlight NRC career opportunities and created an engaging recruitment video featuring NRC employees highlighting the benefits and comradery of working at the NRC.

3

• The Virtual Events Team blazed a path for the agency to hold virtual hiring events to expand outreach efforts. The team led the planning and implementation of 4 virtual events, including an agencywide event which drove attendance to the May 2023 in-person hiring expo, and development of process guides to facilitate additional future events.

• The Recruitment Events Team strategically tripled the number of recruitment events the agency participates in and reinvigorated the University Champions Program to enhance outreach with educational institutions.

• The Onboarding Team developed a new Onboarding Tracker App and a comprehensive onboarding guide to provide best practices and consistency in supporting enriched onboarding experiences.

• The Position Description Team created a comprehensive Nuclepedia page to convey information about the process and provided thoughtful ideas to OCHCO on reducing burdens in creating, updating, and maintaining position descriptions.

• The Core Team developed several knowledge management products (e.g., Nuclepedia pages, resource and guides, and webinars) to increase organizational capacity and knowledge levels about agency processes for hiring and recruitment.

DISCUSSION:

Transition Strategy The #HIRENRC! teams have been working to facilitate a strategic and deliberate transition of remaining and ongoing activities to OCHCO, to maintain progress and momentum that have been made as hiring continues to be an area of focus for the agency. The teams have determined which activities could be completed and closed out, as well as which longer-term efforts would need to be turned over to OCHCO. These longer-term efforts generally involve streamlining processes, enhancing recruitment efforts, and developing mechanisms for meaningful collection and analysis of efforts where needed based on data and feedback. The teams have been engaging with OCHCO to ensure alignment on next steps and to facilitate a smooth transition, so that progress and momentum will be continued. In July 2023, the HCC was briefed and provided their support for the close out strategy.

To facilitate a seamless transition, the teams have taken several deliberate and methodical steps. First, they identified actions current #HIRENRC! teams could complete. Second, for those activities requiring additional efforts or ongoing care and maintenance, the teams carefully considered OCHCO functions and organizations and provided recommendations for placement for consideration by OCHCO management (see details in Enclosure 1). The teams have been engaging early with OCHCO staff and line management and have already begun the transition process for some of the activities where appropriate. Additionally, OCHCO is standing up its new Strike Force and Tiger Team to help with recruiting and hiring activities, which are included as potential resources in the recommendations. Transition of all activities is expected to be completed by the end of calendar year 2023. A summary of transition activities is provided below, and Enclosure 1 provides additional details including timeframes, recommendations for final placement of these activities, and proposed transition prioritization based on value and impact on agency progress toward hiring goals. A priority designation (low, medium, high) has been assigned to each activity based on a consideration of several factors including agency need, potential benefit (to OCHCO and/or the agency at large), resource impacts, OCHCO support capacity, and whether similar/related efforts are underway elsewhere in the agency

4 Activities Being Completed by #HIRENRC!

• Conduct TA knowledge management activities to share common expectations and best practices and additional marketing efforts to diversify the applicant pool.

• Conduct AA networking event to share resources, foster culture, and increase awareness of career path opportunities among new and current AA across the agency.

Activities Transitioning to OCHCO Shorter-Term Activities: These activities are either in development or in various phases of implementation. It is anticipated these activities will be handed over to OCHCO by December 31, 2023.

• Create guidance for implementation of shared certificate process to facilitate collaboration among hiring managers.

• Develop resume repository of grants and scholarship recipients to increase hiring manager awareness of and access to this source of candidates who are eligible for non-competitive hiring.

• Conduct virtual information session targeting entry level and summer internship opportunities in fall 2023 to broaden outreach to potential applicants and develop ways to integrate virtual events as a regular component of the agencys recruitment strategy.

• Expand ways of seeking feedback from new hires to identify areas of improvement in current recruitment and onboarding practices.

• Develop an educational webinar series on human capital processes for hiring managers to increase awareness of key topics.

Longer-Term Activities: These activities require longer-term commitments for routine OCHCO implementation, oversight and maintenance. In some instances, #HIRENRC! team members have agreed to provide continued support for select activities.

• Maintain the resume review portal to facilitate streamlined review and efficient access to candidates eligible for direct hire or special hiring authorities.

• Enhancing procedures and processes for populating the recruitment events calendar, determining staffing of recruitment events, facilitating recruiter information sharing avenues, collecting data on recruitment efforts, and conducting annual recruiter training.

This effort will provide substantial benefit in creating a more strategic approach to disposition and prioritize the myriad of recruitment requests funneled to OCHCO both in response to the annual data call as well as emergent requests. Additional benefits include better use of limited recruitment resources, improving the quality of the recruitment program, and creating benchmarks to measure the effectiveness of the agencys recruitment efforts.

• Continue gathering feedback from recruiters to evaluate return on investment for event participation and adjusting as needed.

• Maintain University Champions Program to boost agency outreach and communications with academic institutions to expand potential talent pipelines.

E. Dilworth et.al 5

• Continue facilitating agencywide approaches for filling BC, TA, and AA hiring needs to provide efficient and coordinated methods for filling these common positions across the agency.

• Maintain agencywide pool of interested staff for rotations into BC and TA positions to continue filling temporary needs across the agency in a coordinated and streamlined manner.

• Complete development, testing, and implementation of onboarding tracker application.

This application can enable the agency to create consistent and high-quality onboarding experiences for agency new hires. Data gathered from the application can also help inform areas for improvement in the agencys onboarding practices.

CONCLUSION:

Throughout the transition planning, the focus remains on sustaining the energy and success generated by the #HIRENRC! teams, while closely coordinating with OCHCO to inform continued progress in enhancing and streamlining agency outreach, recruitment, and hiring efforts. Due to OCHCOs increased capacity and engagement with #HIRENRC! to date, OCHCO is aptly prepared and situated to take on the activities mentioned above. #HIRENRC!

Teams will continue to collaborate to facilitate a smooth transition of all activities throughout the remainder of the calendar year.

It is essential to reflect on the unique factors that contributed to the astounding success of this innovative initiative. First, #HIRENRC! was powered entirely by volunteers who wanted to help build the future of the agency. The teams and volunteers were provided with ample latitude to be forward focused and creative in identifying solutions that had practical impact. They were empowered to be innovative and provided the space and ability to try out and modify different approaches to identify the most effective and efficient solutions to address agencywide challenges. Second, senior leaders offered unwavering support for the volunteers and encouraged informed risk taking and innovation as team members openly shared their ideas and skillsets for problem solving. Lastly, volunteers were meaningfully recognized in various forums for their accomplishments, which bolstered their commitment to the initiative. Together, these key factors allowed #HIRENRC! volunteers to engage in fulfilling and impactful activities; openly collaborate in an encouraging and supportive environment; and see positive tangible results from their efforts. We hope that these factors will continue to be fostered in future agency efforts, both in the human capital area and other organizational sectors.

Lastly, we offer our sincere appreciation to our dedicated and passionate #HIRENRC! project leads, David Garmon and Allison Robinson, team leads, and volunteers (see Enclosure 3 for a full list). We have been inspired, energized, and humbled by their efforts, and grateful for the opportunity to work with them as they help build the future of the NRC.

Enclosures:

1.Transaction Activity Chart 2.Key Accomplishments 3.Project Volunteers

- Transition Activity Chart Activities Being Completed by #HIRENRC!

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Marketing for TA

Description:

Conduct panel discussion with experienced Fall 2023 #HIRENRC! Tiger Medium Jobs to Corporate TAs with corporate backgrounds to share information Team Offices about their experiences, knowledge, and skills that they Close out upon have learned from their positions. completion Actions Remaining: Hold marketing webinar event focused on increasing the non-technical applicant pool for available opportunities across the agency.

TA Expectations

Description:

Training session targeted at new and current Fall 2023 #HIRENRC! Tiger Low Panel Discussion TAs to share expectations and best practices to increase Team overall performance and awareness. Close out upon completion Actions Remaining: Finalize date, market, and execute session.

AA Networking

Description:

Hold event to establish contacts and Fall 2023 #HIRENRC! Tiger Low Event resources for newly hired AAs. Event will also advertise Team and discuss potential career options or paths for AAs at Close out upon the NRC. completion Actions Remaining: Execution of event and network announcement.

Activities Transitioning to OCHCO (Near Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Guidelines for

Description:

Develop etiquette and guidance document to Turnover in Fall Associate High Use of Shared identify best practices for coordination among hiring 2023 Directorate of HR certificates managers to work together equitably and consistently to Operations and make selections from all office and joint certificates. Policy (ADHROP);

Operations Actions Remaining: Coordinate with OCHCOs Branches development of internal standard operating procedure for the certificates process and Feedback Tips document.

Ongoing Effort Required: This document is iterative and may require modifications upon additional experiences and reflections.

Grants Resume

Description:

Develop shared resource for storing and Turnover in Fall OCHCO/Workforce High Repository making grant and scholarship recipients more easily 2023 Management retrievable. Benefits Branch (WMBB)

Actions Remaining: Complete development of repository and communicate availability.

Ongoing Effort Required: Maintenance and updating to purge inactive resumes. Ongoing distribution to hiring managers for use when recruitment actions are requested.

Resume Review

Description:

Repository of candidates from resumes Turnover in Fall ADHROP High Portal received from general direct hire and non-competitive 2023 Operations vacancy announcements. Branches and/or Tiger Team

Activities Transitioning to OCHCO (Near Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Ongoing Effort Required: Requires regular maintenance for uploading resumes, updating individual candidate status, human resource specialist conducting minimum qualification reviews, and team to screen/categorize candidates for streamlined review.

Virtual

Description:

Integrate virtual events as a regular Turnover in Fall WMBB / Strike Medium Recruitment component of recruitment practices and conduct outreach 2023 Force Outreach & and education to interested agency hiring managers to Education promote participation in recruitment and outreach events.

Ongoing Effort Required: Continual marketing and promotion of practices and resources to new and existing hiring managers and offices; and maintenance of Nuclepedia and knowledge management documents.

New Hire Survey

Description:

Implement survey to improve experiences with Turnover in Fall ADHROP/ Low NRC recruitment and onboarding practices. 2023 WMBB/Outreach and Targeted Recruitment Actions Remaining: Updating survey questions and Team-Recruitment and Associate establishing data analysis team.

Directorate for Human Resources Ongoing Effort Required: Regular survey distribution, and Training and information collection and analysis. Development (HRTD)-Onboarding Hiring Manager

Description:

Develop and record webinars to educate hiring TBD ADHROP Low Webinar (Series) managers on specific human capital processes and procedures. Intended to be quick, targeted segments with interactive dialogues about a given topic.

Activities Transitioning to OCHCO (Near Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Actions Remaining: Finalize presentation materials and schedule appropriate date to maximize hiring manager attendance.

Ongoing Effort Required: Identification of focused topics and materials for presentation.

Shadow TA

Description:

Short term training opportunity to expose staff Turnover in fall ADHRTD and Low Program to TA roles and responsibilities. Staff will shadow seasoned 2023 Strike Force TAs across the agency for no more than 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> to raise understanding of TA position.

Actions Remaining: Create project plan with schedule for identifying volunteers and participants; solicit seasoned TA volunteers and marketing for participants.

Ongoing Effort Required: Requires keeping up a list of current TAs and gaining supervisory approval for participation.

Activities Transitioning to OCHCO (Longer Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Recruiter Survey

Description:

Implement recruiter survey to measure value Turnover by WMBB/Outreach High and return on investment from attending recruitment event December 31, Targeted to inform future participation. 2023 Recruitment Team Ongoing Effort Required: Regular survey distribution, and information collection and analysis.

Staffing Events

Description:

Recruiting and training staff to participate in Turnover by WMBB/Outreach Medium and Recruiter recruitment events and providing annual training for new December 31, Targeted Training recruiters. 2023 Recruitment Team Ongoing Effort Required: Annual solicitation and analysis of volunteer recruiters, including University Champions and alumni lists against recruitment event schedule to determine available staff to attend each event. Provide training to recruiters on a regular basis, and maintenance of ongoing engagement forum to share best practices amongst recruiters. Ongoing need to address requests outside of data call.

University

Description:

Manage program to boost agency outreach Turnover by WMBB/Outreach High Champions and regular communications with colleges and universities. December 31, and Targeted Program Objective is to create stronger ties between universities and 2023 Recruitment Team NRC to increase candidate pool and visibility of NRC as an employer.

Actions Remaining: Expectations training for new and current university champions.

Ongoing Effort Required: Requires distribution of expectations guidelines and training at regular intervals to be determined; annually, or bi-annually suggested. Also

Activities Transitioning to OCHCO (Longer Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party requires maintenance and refresh of list of participants to ensure that champions are active.

Recruitment

Description:

Data call and analysis of information compared Turnover by WMBB/Outreach High Event List to prioritization procedures to determine and set event list December 31, and Targeted Determination for campus based and professional events. 2023 Recruitment Team Ongoing Effort Required: Requires regular data call, ongoing analysis of data, updating list, and responding to emergent requests.

All Office BC

Description:

All office, open continuous posting to Ongoing OCHCO Tiger High Posting and TA streamline hiring efforts. Team with HROP posting (WMBB/HOps A/B)

Ongoing Effort Required: Modifications to vacancy announcement as needed and maintenance of posting.

Also requires HR POC to coordinate ongoing hiring processes. Maintenance of available candidates and certificates along with coordination of hiring managers with vacancies and selection priority.

BC/TA Rotation

Description:

All office rotational announcements for BC and Ongoing OCHCO Tiger High Postings TA positions. Team with HROP (WMBB/HOps A/B)

Ongoing Effort Required: Continual coordination and maintenance of candidate lists and hiring managers.

All Office AA

Description:

All office, open continuous posting to Ongoing OCHCO Tiger High posting streamline hiring efforts. Pre-screening interview of AA Team with HROP applicants to determine appropriateness and need of (WMBB/HOps A/B) additional interview for selection.

Activities Transitioning to OCHCO (Longer Term)

Activity Action and Level of Effort Associated Recommended Priority Timeframe Responsible Party Ongoing Effort Required: Modifications to vacancy announcement as needed and maintenance of posting.

Also requires designated human resources point of contact to coordinate ongoing hiring processes. Maintenance of available candidates and certificates along with coordination of hiring managers with vacancies and selection priority.

Onboarding

Description:

Application to improve consistency in use of Ongoing OCHCO and High Tracker App best practices for onboarding new employees to create a OCHCO Tiger standard and enriched experience for all new hires across Team the agency.

Actions Remaining: Complete test and implementation of application.

Ongoing Effort Required: Maintenance will be determined by results of test, and analysis post-implementation.

- Key Accomplishments TEAM ACCOMPLISHMENT/ACTIVITY Core Inspired innovation and stimulated enthusiasm and positive culture related to NRC careers. Provided an engaging atmosphere and project opportunity that garnered participation from staff across the agency. Effective and robust project management infrastructure with emphasis on facilitating innovation and cross agency collaboration.

Developed a comprehensive SharePoint page, staffed all teams, set up multiple MS Teams Channels, issued monthly reports, set up Advisory Group, created scoping documents to provide for structure and accountability, and conducted outreach to multiple groups across the agency Issued agency-wide vacancy prioritization data call to inform decision making in prioritizing agency resources to most critical staffing needs.

Created Agency Talent Portal knowledge management resources to provide awareness and guidance on the use of the USAJobs Agency Talent Portal as a mechanism to assist in outreach to targeted recruitment efforts.

Played crucial role in supporting the planning of NRC Career Expo Event.

Increased organizational knowledge levels by creating multiple Nuclepedia pages on referral awards, ranking officials and panels, and guidance on applying to NRC vacancy postings.

Developed a comprehensive Hiring Managers Resource Guide, for developing a customized path to meet a specific hiring need.

Developed a Hiring Manager's Cheat Sheet to provide an at-a-glance look at alternative hiring methods.

Resume Created resume review portal for increased accessibility to direct hire and non-competitive eligible candidates.

Review Completed review of nearly 800 resumes in total.

Expanded portal to support the May 2023 in-person Career Expo to include veteran and Schedule A applicant resume reviews and completed review of 300+ technical resumes and 250 non-competitive resumes with short turnaround time.

Onboarding Created and developed Onboarding Tracker app to share best practices and create an enriched and consistent onboarding experience for new employees Created comprehensive Process guides for onboarding new staff.

TEAM ACCOMPLISHMENT/ACTIVITY Recruitment Reinvigorated the University Champions Program to boost outreach and enhance relations with colleges and universities. Created expectations guide for Champions.

Conducted recruiter training and created MS Teams channel for recruiters to provide an-open forum and communications to share experiences and best practices.

Creation of QR code app to modernize the marketing and distribution of specific vacancy announcements.

Improved survey for recruiters to collect feedback to inform future efforts.

Piloted a-first-of-a kind, virtual career information session.

Marketing Created marketing materials, including flyers advertising various events and announcements; launched social media campaign featuring NRC career opportunities.

Developed agencywide recruitment video featuring NRC Employees and a Resident Inspector Development program video.

Conducted analysis of applicant source data to help inform recruitment efforts and effective use of resources.

Conducted focus groups with summer hires to gather views on careers at the NRC to inform recruitment efforts.

Virtual Events Conducted several virtual career information sessions for both targeted and general audiences.

Created comprehensive knowledge management guides/Nuclepedia/webinars to encourage additional use of this avenue for recruitment.

BC/TA Piloted all office BC and TA hiring strategies to streamline and optimize efforts to fill these types of vacancies; communicated streamlined process on SharePoint site.

Created BC/TA rotation repository and process for facilitating use to fill needs.

Conducted panel discussion and marketing activities to increase number of internal applicants to TA posting.

AA Established Tiger Team approach for efficiently filling AA hiring needs across the agency

TEAM ACCOMPLISHMENT/ACTIVITY Created process and procedures to streamline AA hiring process in a fair and equitable manner.

Scheduled and held interviews for approximately 100 GG-7 and GG-8 candidates in the last year including maintaining a SharePoint site and file to track status of candidates and hiring managers and preference.

Position Created comprehensive PD process improvement recommendations and knowledge management resources.

Description

- Project Volunteers June Cai Co-Champion Jacki Storch Co-Champion David Garmon Project Lead Allison Robinson Project Lead Kimyata Morgan Butler Initial Project Lead/Strategy Developer Christopher Cook Position Description Team Lead Tom Boyce Position Description Team Member Joanne Challman Position Description Team Member James Danna Position Description Team Member Glenna Lappert-Jones Position Description Team Member Jennifer Rand Position Description Team Member Lindsey Redden Position Description Team Member, Resume Review Team Member Jennifer Whitman Position Description Team Member Trish-Walker-Webb Position Description Team Member Philip McKenna Resume Review Team Lead Kirk Foggie Resume Review Team Member Ilka Berrios Resume Review Team Member Kenneth Armstrong Resume Review Team Member Brian Yip Resume Review Team Member A'mia Closs Resume Review Team Member Mark Henry Salley Resume Review Team Lead (Temporary)

Carlos DeBose Resume Review Team Member (Temporary), Core Team Member Clay Johnson Resume Review Team Member Rachel Johnson Onboarding Team Lead Jeanette Arce Onboarding Team Member Karen Danoff Onboarding Team Member, Core Team Member Andree DuBose Onboarding Team Member

Trish Gallalee Onboarding Team Member Liz Langlie Onboarding Team Member Dariele Taswell Onboarding Team Member Dan Warner Onboarding Team Member Terry Williams Onboarding Team Member Kimberly Jones Administrative Assistant Hiring Team Lead Marcia Pringle Administrative Assistant Hiring Team Member Molly Keefe-Forsyth Administrative Assistant Hiring Team Member Christian Leatherbury Administrative Assistant Hiring Team Member Sarah Achten Administrative Assistant Hiring Team Member Scott Krepel Administrative Assistant Hiring Team (Pilot) Lead Angie Buford Administrative Assistant Hiring Team (Pilot) Member Kate Suh Administrative Assistant Hiring Team (Pilot) Member Jonathan Greives Administrative Assistant Hiring Team (Pilot) Member Giavanna Muffelletto Administrative Assistant Hiring Team (Pilot) Member Shannon Patterson Core Team Member Luis Betancourt Core Team Member Lora Nute-Blackshear Core Team Member Sk Ayon Core Team Member Nicole McClain Core Team Member Sharon Bennett Core Team Member Meena Khanna Branch Chief/Technical Assistant Hiring Team Lead Theresa Clark Branch Chief/Technical Assistant Hiring Team Member Russ Chazell Branch Chief/Technical Assistant Hiring Team Member Becca Richardson Branch Chief/Technical Assistant Hiring Team Member Shivani Mehta Technical Assistant Townhall Panel Member Haile Lindsey Technical Assistant Townhall Panel Member Briana Dade Branch Chief/Technical Assistant Hiring Team Support

Celina Smith Branch Chief/Technical Assistant Hiring Team Support Kreslyon Valrie Branch Chief/Technical Assistant Hiring Team Support Erin Carfang Applying to vacancies webinar presenter Arlette Howard Marketing Team Lead (partial year)

Dave Gasperson Marketing Team Member Stephanie West Marketing Team Member Alexia Sieracki Marketing Team Member Danielle Burnette Marketing Team Member Candace Spore Marketing Team Member Soly Soto Logo Marketing Team Member Dori Willis Marketing Team Member Fanta Sacko Recruitment Events/Process Team Lead Kimberly English Recruitment Events/Process Team Member Sophie Holiday Recruitment Events/Process Team Member Amanda Marshall Recruitment Events/Process Team Member Jason Lising Recruitment Events/Process Team Member Diana Woodyatt Recruitment Events/Process Team Member Jeanette Curry Recruitment Events/Process Team Member Dorothea Washington Recruitment Events/Process Team Member Curtis Newkirk Recruitment Events/Process Team Member Kenneth Mott Virtual Pilot Hiring Event Presenter Keith Miller Virtual Pilot Hiring Event Presenter Greg Oberson Virtual Events Team Lead Jen England Virtual Events Team Dan Frumkin Virtual Events Team Andres Orozco Virtual Events Team Louis Caponi Marketing Video Creator Rachael Davis Marketing Video Creator

Greg Stock Marketing Video Contributor Beth Sienel Resident Inspector Contributor Gregory Stock Resident Inspector Contributor Eric Miller Resident Inspector Contributor Chris Kline Resident Inspector Contributor Alysia Bone Resident Inspector Contributor Susan Salter OCHCO Coordination Karen Cobb OCHCO Coordination Kermit Howard OCHCO Coordination Colleen Todd OCHCO Coordination Eric Dilworth Advisory Group Member Mike King Advisory Group Member Rob Lewis Advisory Group Member John Monninger Advisory Group Member Jeanne Dempsey Advisory Group Member

20 Memo - #HIRENRC! TRANSITION PLAN DATE October 18, 2023 DISTRIBUTION:

EricDilworth, OCHCO CErlanger, NSIR RidsOchcoMailCenterResource, OCHCO OCHCO/ADHROP OFFICE NRR/DRMA OEDO

/PLERB NAME ARobinson AR JCai JC JStorch JS DATE Oct 17, 2023 Oct 18, 2023 Oct 18, 2023 OFFICIAL RECORD COPY