Briefing on Human Capital and Equal Employment Opportunity - - PowerPoint PPT Presentation

Briefing on Human Capital and Equal Employment Opportunity

• Commission Meeting
• June 22, 2017

Agenda

• Key Messages – Victor McCree, EDO
• Overview of Human Capital

– Miriam Cohen, CHCO

• Strategic Workforce Planning Working Group

– Christian Araguas, OEDO

• Strategic Workforce Planning Process

– Dafna Silberfeld, OCHCO

• Project (Security) Clearance Review

– Jason Shay, OCHCO

• Civil Rights and Diversity and Inclusion

Update – Pamela Baker, SBCR

2

Staffing Levels by Fiscal Year

3

3774 3736 3739 3671 3367 3245 3200 3300 3400 3500 3600 3700 3800 3900 4000 2012 2013 2014 2015 2016 2017 (5/6) Number of Employees Fiscal Year

Staff Count

Note: All fiscal year 2017 numbers are as of May 6, 2017.

Five Year Attrition

4

39 42 44 59 27 109 121 122 235 97 36 34 53 68 40

20 40 60 80 100 120 140 160 180 200 220 240 2013 2014 2015 2016 2017 (5/6) Count Fiscal Year

Resignations Retirements Transfers

Note: All fiscal year 2017 numbers are as of May 6, 2017.

5

NRC Service Distribution of Permanent Employees

50 100 150 200 250 300 350 400 450 500

5 10 15 20 25 30 35 40

Employees Years of NRC Service FY 2004 FY 2008 FY 2017 (Mar)

6

Retirement Eligibility Distribution

• f Permanent Employees

25 50 75 100 125 150 175 200

• 40
• 36
• 32
• 28
• 24
• 20
• 16
• 12
• 8
• 4

4 8 12 16 20

Employees Years to/of Eligibility FY 2004 FY 2008 FY 2017 (Mar)

Sustaining Engagement Remains a Priority

• Foster a greater climate of trust
• Continue strong rotational program
• Provide opportunities for staff growth
• Continue advancements in learning

and development programs

• Continue strong emphasis on diversity

and inclusion

7

NRC is Enhancing its Approach to Strategic Workforce Planning (SWP)

• Executive Director for Operations

tasking and formation of working group

• Goals and objectives of the working

group

8

Established and Implemented a Comprehensive Plan to Develop Recommendations

• Identified best practices
• Conducted benchmarking
• Conducted outreach activities
• Collaborated with the National

Treasury Employees Union (NTEU)

9

Incorporated Best Practices into Enhanced Process

• Implement OPM workforce planning

model

• Share responsibility between mission
• rganizations and OCHCO
• Leverage existing agency processes
• Pilot new processes

1

Incorporated Best Practices into Enhanced Process (continued)

• GAO’s Key Principles

– Involve stakeholders – Determine the critical skills and competencies – Develop strategies to address gaps – Build the capability needed – Monitor and evaluate

1 1

Enhanced SWP Process Steps

1 2

1.0 Set Strategic Direction

• Initiate Annual

Strategic Workforce Planning Process

• Conduct

environment scan

• Conduct workload

forecast 2.0 Identify Core Positions and Conduct Workforce Demand Analysis

• Identify core

positions

• Perform demand

analysis to identify workforce needed 3.0 Conduct Workforce Supply Analysis

• Assess inventory

(supply) of current workforce

• Identify inventory

(supply) of future workforce

Enhanced SWP Process Steps (continued)

1 3

4.0 Perform a Gap Analysis and Risk Assessment to Prioritize Results

• Perform gap

analysis

• Perform risk

assessment on gaps and surpluses 5.0 Develop and Execute Agency Strategies

• Formulate

strategies

• Incorporate into

budget formulation/ execution

• Execute

strategies 6.0 Monitor, Evaluate, and Revise Strategies

• Set performance

indicators

• Assess

performance

• Adjust plans

based on performance feedback

• Communicate

progress

SWP Process Enhancement Expected Outcomes

• Set of strategies to ensure the agency

has the people with the right skills and knowledge required to accomplish NRC’s mission

• Systematic and comprehensive

approach for tracking employee skills

• Establish agency-wide goals for the
• verall workforce size and skills

1 4

Recommended Next Steps

• Conduct pilot demonstration in three
• ffices
• Assess results of pilot to determine

strengths, challenges, gaps, and scalability

• Develop training for supervisors on

strategic workforce planning

1 5

Project (Security) Clearance Review (PCR) – Relevant Agency and Federal Directives/Laws Influencing NRC’s Clearance Review Process

• SRM-SECY-16-0052
• Executive Order 12968
• 5 CFR Part 1400

1 6

Clearance/Access Levels Being Considered at the NRC

1 7

Clearance/ Access National Security Sensitivity Designation Security Forms Investigation Level Reinvestigation Every 5 Years? Random Drug Testing Pool Designation SCI

Special Sensitive (National Security) SF-86 Tier 5 Yes Yes

Q

Critical Sensitive (National Security) SF-86 Tier 5 Yes Yes

L

Non-Critical Sensitive (National Security) SF-86 Tier 3 Yes Yes

Public Trust (High Risk)- 1

Non-Sensitive (Public Trust) SF-85P Tier 4 Yes No, unless meets exception to be tested

Public Trust (Moderate Risk)- 2

Non-Sensitive (Public Trust) SF-85P Tier 2 Yes No, unless meets exception to be tested

Public Trust (Low Risk)- 3

Non-Sensitive (Public Trust) SF-85 Tier 1 No No, unless meets exception to be tested

Methodology in Determining Appropriate Designations within the NRC

• Utilized Office of Personnel

Management’s (OPM’s) Position Designation Tool

• Conducted Test Phase
• Conducted Pilot Phase

1 8

OPM’s Position Designation Tool Allows for Systematic and Uniform Designations

• Determine the potential damage to

national security

• Determine the potential impact to the

efficiency or integrity of the public trust

• Point adjustment for program scope

and level of supervision

• Final position designation and

investigation

1 9

Refined Instructions and Guidance for NRC Designators

• Evaluated and finalized instructions in

preparation for Pilot Phase

• Resulted in the elimination of Low

Public Trust as a possible designation

• Created NRC Composite Glossary

2

Utilized Lessons Learned from the Test Phase to Roll Out Pilot Phase

• Five offices participated (ADM,

OCHCO, OIP, NRO, and Region IV)

• Held comprehensive informational

sessions for designating officials

• Conducted consistency reviews of

pilot designations with Subject Matter Experts

2 1

Progress Continues but Challenges Remain

• Designating NRC Covered Positions in

response to 5 CFR Part 1400

• OPM backlog and investigation delays
• Workforce planning flexibilities

2 2

EEO Programs Update – Sustaining through Change

• Agency profile and EEO activity
• Re-organizing SBCR
• NRC EEO and Diversity & Inclusion

Community

2 3

Relative Representation

• Agency downsizing has not impacted
• ur representation
• Number of complaints currently stable
• Increase in complexity continues

2 4

Representation of Women and Minorities

2 5

All Complaints (Informal and Formal) Filed FY 2007 – April 30, 2017

2 6 14 24 16 25 33 33 22 26 28 27 16 11 13 8 15 17 16 11 17 22 17 12

5 10 15 20 25 30 35 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 (As of April 30, 2017) Informal Formal Linear (Informal) Linear (Formal)

Re-Structuring SBCR

• Create synergy among EEO programs
• Maintain essential functions
• Enhance strategic outreach
• Employ technology

2 7

Focusing on Our Core

• Federal benchmark of model EEO

program

• Leverage interagency resources
• Inter-office collaboration
• SBCR serving a facilitating role

2 8

Including the Entire NRC Community

• Internal partners: counselors,

committees, affinity and resource groups, and networks

• Expand capacity: DIALOGUE cohorts,

re-engaged DMIC and Executive Sponsors

• NRC EEO Conference – “From Diversity

to Inclusion: Building on Our Past and Partnering to Last”

2 9

Key Messages

• Achieving alignment between

expected work and workforce size

• Enhancing the approach to Strategic

Workforce Planning

• Progressing though challenges remain

for Project Clearance Review initiative

• Continuing to carry out EEO, and

Diversity and Inclusion programs

3

Acronyms

• ADM – Office of Administration
• CHCHO – Chief Human Capital Officer
• DIALOGUE – Diversity Inclusion

Awareness Leading Organizational Growth, Understanding, and Engagement

• DMIC – Diversity Management

Inclusion Council

3 1

Acronyms (continued)

• EDO – Executive Director for

Operations

• EEO – Equal Employment Opportunity
• FTE – Full-Time Equivalent
• FY – Fiscal Year
• GAO – U.S. Government

Accountability Office

3 2

Acronyms (continued)

• NRC – U.S. Nuclear Regulatory

Commission

• NRO – Office of New Reactors
• NTEU – National Treasury Employees

Union

• OCHCO – Office of the Chief Human

Capital Officer

3 3

Acronyms (continued)

• OEDO – Office of the Executive

Director for Operations

• OIP – Office of International Programs
• OMB – U.S. Office of Management and

Budget

• OPM – U.S. Office of Personnel

Management

3 4

Acronyms (continued)

• SBCR – Office of Small Business and

Civil Rights

• SWP – Strategic Workforce Planning

3 5