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

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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

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Briefing on Human Capital and Equal Employment Opportunity

Commission Meeting June 6, 2018

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Agenda

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  • 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

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Overview of Human Capital

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

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Reflections on the Past Year

  • Successfully addressed workload

and workforce challenges

  • Employee engagement remains

high

  • Fostering greater trust at all levels

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Staffing Levels by Year

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

Fiscal Year

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First Line Supervisor to Staff Ratios FY 2008 – 2018 (Q2)

8.9 9.0 9.2 8.8 8.6 8.5 8.7 9.3 9.1 9.1 9.3 1 2 3 4 5 6 7 8 9 10 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Ratio Fiscal Year

Staff

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SES Levels by Year

172 172 170 170 170 170 170 160 160 150 150 174 173 164 162 149 147 141 138 138 135 129

100 150 200

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Reduction in NRC SES Positions September 2008 ‐ May 2018

Authorized Allocation Established NRC Positions (Filled Positions and Vacant Positions)

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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 2018 (Mar)

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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

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Equal Employment Opportunity and Diversity & Inclusion Trends and Developments

Melody Fopma Deputy Director Office of Small Business & Civil Rights

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Enhancing the Culture of Diversity & Inclusion

  • Demonstrating the Value of Diversity

– DIALOGUE – Privilege Walks

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All Complaints (Informal and Formal) Filed (FY 2008 – March 31, 2018)

24 16 25 33 33 22 26 28 27 24 11 13 8 15 17 16 11 17 22 17 19 10 5 10 15 20 25 30 35 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 (As

  • f March

31, 2018) Informal Formal

Complaint Activity is Stable and Low

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28% 24% 21% 17% 3% 3% 3%

Age 28% (8) Gender 24% (7) Race 21% (6) Reprisal 17% (5) Disability 3% (1) Color 3% (1) National Origin 3% (1)

EEO Complaints Filed During FY 2018 by Bases (As of March 31, 2018)

Bases for Complaints Remain Consistent

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Resolving Informal and Formal EEO Complaints

Alternative Dispute Resolution (ADR):

  • Encourages open communication
  • Emphasizes problem solving and

creative solutions

  • Resolves issues quickly
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Strengthening Our Civil Rights Program

  • Proactive Anti-harassment Training
  • Implementing EEOC Final Rule §501

– Heightening the Focus on Individuals with Disabilities

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Strategic Workforce Planning (SWP) Update

Susan Salter Workforce Management and Benefits Branch Chief, Office of the Chief Human Capital Officer

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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

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Pilot Met All Established Milestones

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Pilot Met All Established Milestones

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Pilot Met All Established Milestones

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Pilot Met All Established Milestones

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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

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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

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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

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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.)

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Using Strategic Workforce Planning to Enhance RES Capabilities

Michael Weber Director Office of Nuclear Regulatory Research

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RES successfully enhanced strategic workforce planning

  • Gained useful insights to prepare the
  • ffice for transformation
  • Drove staffing based on projected

workload

  • Enhanced understanding of core

capabilities

  • Assisted agency wide implementation

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RES successfully enhanced strategic workforce planning (continued)

  • Demonstrated that the new approach

is very different than the historical NRC approach to workforce planning

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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

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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

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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

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Key Messages

  • Significant progress on the enhanced

Strategic Workforce Planning Pilot

  • Continuing focus on strengthening

agency culture

  • Maintaining strong EEO/Diversity and

Inclusion Programs

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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

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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

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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

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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

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Acronyms (continued)

  • RES - Office of Nuclear Regulatory

Research

  • SBCR – Office of Small Business and

Civil Rights

  • SWP – Strategic Workforce Planning

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