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

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 2

Overview of Human Capital Miriam Cohen Chief Human Capital Officer Office of the Chief Human Capital Officer 3

Reflections on the Past Year • Successfully addressed workload and workforce challenges • Employee engagement remains high • Fostering greater trust at all levels 4

Staffing Levels by Year Fiscal Year 4100 4018 3968 3949 3869 3900 3774 3739 3736 NUMBER OF EMPLOYEES 3671 3700 3500 3367 3245 3300 3094 3100 2900 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 (March) FISCAL YEAR 5

First Line Supervisor to Staff Ratios FY 2008 – 2018 (Q2) 10 9.3 9.3 9.1 9.1 9.0 9.2 8.9 8.8 8.7 9 8.6 8.5 8 7 6 Ratio 5 4 3 2 1 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Staff 6

SES Levels by Year Reduction in NRC SES Positions September 2008 ‐ May 2018 200 172 172 170 170 170 170 170 160 160 174 173 150 150 164 162 150 149 147 141 138 138 135 129 100 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Authorized Allocation Established NRC Positions (Filled Positions and Vacant Positions) 7

Retirement Eligibility Distribution of Permanent Employees 200 175 150 Employees 125 100 75 50 25 0 -40 -36 -32 -28 -24 -20 -16 -12 -8 -4 0 4 8 12 16 20 Years to/of Eligibility FY 2004 FY 2008 FY 2018 (Mar) 8

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 9

Equal Employment Opportunity and Diversity & Inclusion Trends and Developments Melody Fopma Deputy Director Office of Small Business & Civil Rights 1 0

Enhancing the Culture of Diversity & Inclusion • Demonstrating the Value of Diversity – DIALOGUE – Privilege Walks 1 1

Complaint Activity is Stable and Low All Complaints (Informal and Formal) Filed (FY 2008 – March 31, 2018) 35 33 33 30 28 27 25 26 25 24 24 22 22 20 19 17 17 17 15 16 16 15 13 10 11 11 10 8 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 1 31, 2018) 2 Informal Formal

Bases for Complaints Remain Consistent EEO Complaints Filed During FY 2018 by Bases (As of March 31, 2018) 3% 3% Age 28% (8) 3% Gender 24% (7) 28% 17% Race 21% (6) Reprisal 17% (5) Disability 3% (1) Color 3% (1) 21% National Origin 3% (1) 24% 1 3

Resolving Informal and Formal EEO Complaints Alternative Dispute Resolution (ADR): • Encourages open communication • Emphasizes problem solving and creative solutions • Resolves issues quickly 1 4

Strengthening Our Civil Rights Program • Proactive Anti-harassment Training • Implementing EEOC Final Rule § 501 – Heightening the Focus on Individuals with Disabilities 1 5

Strategic Workforce Planning (SWP) Update Susan Salter Workforce Management and Benefits Branch Chief, Office of the Chief Human Capital Officer 1 6

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 1 7

Pilot Met All Established Milestones 1 8

Pilot Met All Established Milestones 1 9

Pilot Met All Established Milestones 2 0

Pilot Met All Established Milestones 2 1

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 2 2

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 2 3

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 2 4

Implementing Phase II • Phase II to include: – Phase I – Pilot Offices (RES, OCFO, and REG II) – Program Offices (NMSS, NRO, NRR, NSIR) – Region I, III, IV – OCIO • Represents approximately 79% of NRC workforce • Consistent with best practices (GAO, OPM, etc.) 2 5

Using Strategic Workforce Planning to Enhance RES Capabilities Michael Weber Director Office of Nuclear Regulatory Research 2 6

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 2 7

RES successfully enhanced strategic workforce planning (continued) • Demonstrated that the new approach is very different than the historical NRC approach to workforce planning 2 8

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 2 9

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 3 0

Forward focus integrated well with NRC 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 3 1

Key Messages • Significant progress on the enhanced Strategic Workforce Planning Pilot • Continuing focus on strengthening agency culture • Maintaining strong EEO/Diversity and Inclusion Programs 3 2

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 3 3

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 3 4

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 3 5

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 3 6

Acronyms (continued) • RES - Office of Nuclear Regulatory Research • SBCR – Office of Small Business and Civil Rights • SWP – Strategic Workforce Planning 3 7