Commission Briefing on Office of Human Resources HUMAN CAPITAL - - PDF document

Commission Briefing on HUMAN CAPITAL

Office of Human Resources February 1, 2007

Agenda

Critical Skills Staffing Space Training and Development Performance and Engagement

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Critical Skills Staffing

Hiring We exceeded our FY 2006 hiring

goal and are well on our way to achieving our FY 2007 goal

Recruitment Plans Innovative Hiring Strategies Effects of Continuing Resolution

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FY 2006 Hires Demographics

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% African Amer Asian Pac Amer Hispanic Native Amer White Two+ Races

Women Men

0.81% 10.24% 7.01% 17.25% 63.34% 1.35%

Female = 38.27% Male = 61.73%

FY 2007 Projected Hires & Losses

• 200.
• 150.
• 100.
• 50.

0. 50. 100. 150. 200. 250. 300. 350. 400. Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Month Perm Staff

• 200
• 150
• 100
• 50

50 100 150 200 250 300 350 400 Proj Gains Gains Proj Losses Losses Net

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NRC FY 2007 Net Staff Gain Targets

• 300
• 200
• 100

100 200 300 400 500 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Pay Period Net Staff Gain Actual Net Staff Gains Hiring to FY 06 +$30M Hiring to FY 06 Ceiling Hiring to FY 07 Budget

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Assumption: The use of recruitment and retention incentives is expected to increase in the next few years.

Incentive Actions by Fiscal Year

20 40 60 80 100 120 140 2002 2003 2004 2005 2006

Fiscal Year Em ployees

Recruitment Bonus Retention Allowance Relocation Bonus Student Loan Repayment

Fiscal Year 2002 2003 2004 2005 2006 Recruitment Bonus 73 58 42 52 128 Relocation Bonus 9 7 11 10 7 Retention Allowance 42 55 41 36 39 Student Loan Repayment 10 22 9

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Cycle Time versus date of offer

25 50 75 100 125 150 175 9/30/05 1/8/06 4/18/06 7/27/06 11/4/06 2/12/07 5/23/07 8/31/07 Date of offer Cycle Time in Days BaseLine Target

Lean Six Sigma (LSS) Project

Target = 45 days Average = 65 days Median = 64 days Mode = 75 days

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Critical Skills Staffing

Retention Attrition Rate has gradually

increased over the past several years to 6.29% in FY 2006. We expect this trend to continue as more staff retire and market competition increases

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Attrition Rate by Fiscal Year

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% FY 2002 FY 2003 FY 2004 FY 2005 FY 2006

Fiscal Year Attrition Rate

Retirement Transfer Resignation Other

Age Distribution of Permanent Employees

25 50 75 100 125 150 175

20 25 30 35 40 45 50 55 60 65 70 75 80

Age Employees

FY 2000 FY 2006 FY 2010

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Equal Employment Opportunity and Diversity Management Update

FY 2006 Attrition Alternative Dispute Resolution Policy Anti-Harassment Policy

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FY 2006 Attrition Rate by Gender

0.0% 1.0% 2.0% 3.0% 4.0%

Attrition Rate

Female Male

Female 3.85% 1.56% 2.13% 0.25% Male 3.33% 0.98% 0.69% 0.29% Retirement Transfer Resignation Other 13

Space

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Issue Actions Challenges

Implementing Strategic Plan Scheduling additional sessions of existing

training as appropriate for new hires

Developing Regulatory and Technical

Training for new reactors

Evaluating appropriate delivery methods

and sources

Implementing Knowledge Transfer

methodologies

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Training & Development

Performance and Engagement

Audit findings for general workforce

performance management

SES performance management system

as a model for strategic alignment

Employee Engagement

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Engaging Staff

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Building organizational capacity through

early training and assigning meaningful and challenging work

Welcoming new employees New employee orientation training Qualifications program Roles and responsibilities Senior staff mentoring and training

Engaging Staff

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Building organizational capacity through

early training and assigning meaningful and challenging work( continued)

Broadening staff through new

assignments

Accelerating developmental programs Responding to staff feedback Keeping staff informed