ML22161A036
| ML22161A036 | |
| Person / Time | |
|---|---|
| Issue date: | 06/14/2022 |
| From: | NRC/OCM |
| To: | |
| Shared Package | |
| ML22152A080 | List: |
| References | |
| M220614 | |
| Download: ML22161A036 (49) | |
Text
Opening Remarks 1
Catherine Haney Deputy Executive Director for Materials, Waste, Research, State, Tribal, Compliance, Administration, and Human Capital Programs
Presenters Eric Dilworth, Deputy Chief Human Capital Officer, Office of the Chief Human Capital Officer (OCHCO)
- Brendan Cain, Senior Program Specialist, Human Capital Analysis Branch, OCHCO
- Colleen Todd, Chief, Regional Operations Branch, OCHCO
- Doug Tharp, Senior Learning Project Manager, Specialized Technical Training and Support Branch, OCHCO
- Basia Sall, Deputy Division Director, IT Services Development and Operations Division, Office of the Chief Information Officer
- Stephen Smith, Civil Rights Program Manager, Office of Small Business and Civil Rights 2
Overview of Strategic Human Capital Management and Overview of Human Capital Operating Plan (HCOP) Priorities 3
Eric Dilworth Deputy Chief Human Capital Officer, Office of the Chief Human Capital Officer (OCHCO)
HCOP Integrated Planning 4
Strategies to Address Hiring Tasker Collaborated with Office/Region management to prioritize hiring for the next 6-12 months Corporate staffing working group established Launched hiring process workshops for managers Shared use of vacancy announcements and certificates 5
Workforce Analytics 6
Brendan Cain Senior Program Specialist, Human Capital Analysis Branch, OCHCO
Workforce Analytics Purpose State or makeup of the workforce Trends and progress toward goals Potential future states 7
Workforce Analytics Uses Informs about what is going on Provides baselines for setting goals Identifies areas of concern Suggests potential courses of action 8
Workforce Analytics Goals of Analytics Tools Meaningful understandable information Relevant information for the audience Actionable information for leadership 9
Workforce Analytics Visualization Tools Enhance how information is conveyed Allow for user interaction Combine data from multiple sources 10
- Uses visualizations to communicate data
- Graphics enhance readability
- Informs decision-making 11 Human Capital Dashboard
12 Employees on Board by Fiscal Year NRC is 23 percent smaller than in 2016
13 Average years past retirement is increasing Average Years Past Retirement Eligibility by Fiscal Year
Comparable Attrition Rates 14 Early Out/Buyout Separations and Agency Attrition Rate by Fiscal Year
15 Gains in recent years have not kept up with losses as the agency size leveled off Gains and Separations by Fiscal Year
Q2 Milestone Q1 Milestone Q3 Milestone Q4 Milestone Hires to Date Hires Pending EOD 16 Hiring Progress Through 5/21/22
Other Analytics Visualization Tools in Development Declinations information Recruitment Progress Training Course Information 17
Conclusions Workforce analytics provides information of value to agency leaders using interactive and flexible visualizations
- Current, historical, and trending data
- Progress and projection toward goals Dashboards evolve to meet changing needs
- Recruitment and Hiring Progress
- Integrating data from multiple sources 18
Investing in the Future Strategic Recruitment and Retention 19 Colleen Todd Branch Chief, Regional Operations Branch, OCHCO
20 Hiring needs assessment Streamlined processes Focused on external hiring
- HIRENRC!
Strategies to Meet Staffing Challenges
Attracting Talent 21 Strategic outreach activities/events Used non-competitive hiring options Marketed the NRC as an employer of choice
22 Hiring Talent Utilized hiring flexibilities Delivered Hiring Workshops for hiring managers Shared vacancy announcements across offices/regions
23 Retaining Talent Reinvigorated Ambassador Program Enhancing the employee experience Fostering employee well-being Maintaining a diverse and inclusive workplace
24 Retaining Talent Workforce management Professional development opportunities Value employee contributions
Implementing Training and Development Programs 25 Doug Tharp Senior Learning Project Manager, Specialized Technical Training and Support Branch, OCHCO
26 Training Goals and Methods Flexibility Time Cost Experience
- Competency Models
- Blended Learning
- Accessible Resources
Competency Modeling Status and Use 19%
39%
85%
0%
20%
40%
60%
80%
100%
2020 2021 2022 CM Assessment Participation Rate 27 180 Models 1700 Staff 85% of Core Positions 27
Closing Skill Gaps Learning/Basic (L1/L2)
Training Applied/Skilled/Expert (L3/L4/L5)
Resources/Experiences 28 28
Learning in a Hybrid Work Environment You cant just throw a classroom curriculum online with static PowerPoint slides, check-the-box questions and virtual instructor led (vILT) modules and call it hybrid. The fact is that exceptional hybrid learning models require special attention to making the solution empowering, measurable and seamless.
Huw Newton-Hill Training a Hybrid Workforce? Consider These 3 Best Practices Training Industry, April 13, 2022 29 29
Effective Learning in Hybrid Work Environments Talent LMS survey results:
Valued Happier More Productive Better Communicators 30 30 https://www.talentlms.com/blog/remote-work-statistics-survey/#Does_training_your_remote_employees_really_make_a_difference
31 Adjustments to Training for Hybrid Work Re-Design should include:
- Blended Activities/Events
- Accessible Resources in the Workflow
- Short
- Contextual
- Personalized
- Connectedness/Community
32 Performance Standards Structured OJT Knowledge Resources Personalization Flexibility Time to Competency Experience Confidence Competency-Based Qualification Principles and Results
33 How to Achieve Increased Agility Competency Models Mentoring Knowledge Resources Engaging Learning Experts Expect and Support changing methods for learning development and delivery
Building a Skilled IT Workforce 34 Basia Sall Deputy Division Director, IT Services Development and Operations Division, OCIO
OCIO Good News 35 Areas 90% and above 2021 2020 I know how my work relates to the agency's goals.
90%
87.0%
The people I work with cooperate to get the job done.
91%
87.1%
Employees in my work unit meet the needs of our customers.
95%
Employees in my work unit contribute positively to my agencys performance.
96%
Employees in my work unit produce high-quality work 92%
Employees in my work unit adapt to changing priorities 90%
Employees in my work unit achieve our goals 92%
My supervisor supports my need to balance work and other life issues.
92%
86.1%
Supervisors in my work unit support employee development.
92%
78.2%
My supervisor listens to what I have to say.
90%
85.9%
My supervisor treats me with respect.
90%
87.0%
Overall, how good a job do you feel is being done by your immediate supervisor?
93%
81%
OCIO Staffing Data 150 of 169 positions filled 28% retirement eligible Attrition: FY21 = 14, FY22 to date = 8 Onboard FY22 to date = 8 27% of FEVS participants noted they are considering leaving within a year 64% of FEVS participants have been at NRC for over eleven years 36
Skillset Gaps Rapid technology change requires continuous learning and re-skilling Agency dependence on technology requires team to be skilled in current and emerging technologies Strategic workforce and succession planning activities highlight critical gaps 37
Outcomes of Understaffing Staff overload and burnout Only 52% of those taking FEVS stated My workload is reasonable.
Several key areas have no full back-up or potential successor Staff retiring earlier Limited junior staff onboard 38
Hiring Challenges Applicants reluctant to change jobs during PHE Federal and private industry competition to hire key skillsets Necessary external hiring takes time and coordination First question from most applicants is related to workplace flexibilities 39
Strategies for Keeping/
Hiring Staff Training opportunities Valuing existing staff Making summer interns productive and part of the family Multiple hire and external postings Double encumbering Direct hiring options 40
Wrap-Up 41
- We love our new hires!
- Thank you for your continued support of OCIO
- Thank you OCHCO for your partnership in these efforts
Civil Rights and Diversity and Inclusion Update 42 Stephen Smith Civil Rights Program Manager, Office of Small Business and Civil Rights
Key Messages from SBCR 43 EEO Complaint Activities and Trends Building Blocks to Diversity, Equity, and Inclusion (DEI)
All Complaints (Informal and Formal)
Filed FY 2018 - FY 2022 44 22 31 33 24 10 20 19 25 15 6
0 5
10 15 20 25 30 35 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 (through March 31, 2022)
Informal Formal
The information presented is based on the issues raised in the formal complaints. The issues alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
Reprisal/
Retaliation 4
Sex Race 4
5 Age 3
Color 3
The information presented is based on the bases raised in the formal complaints. The bases alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
TOP 5 BASES EEO Complaint Allegations 45
The information presented is based on the issues raised in the formal complaints. The issues alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
Harassment (Non-Sexual) 6 Promotion/
Non-Selection 6
Performance Appraisal 5
Time and Attendance 4
Disciplinary Action 3
The information presented is based on the issues raised in the formal complaints. The issues alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions.
TOP 5 ISSUES EEO Complaint Allegations 46
Inclusion, Support &
Engagement During Difficult Times and on Difficult Topics...
47 Building Blocks to DEI Inclusion, Support &
Engagement During Difficult Times and on Difficult Topics...
DIVERSITY EQUITY INCLUSION RESPECT CULTURE COMMUNITY 47 ACCESSIBILITY
Leading With Equity & Why It Matters Shifting our mindsets, behaviors, and practices so everyone in our Agency achieves their full potential.
48 Advancing equity is not a one-year project - its a generational commitment that will require sustained leadership and partnership with all groups of people and communities
Closing Remarks 49 Catherine Haney Deputy Executive Director for Materials, Waste, Research, State, Tribal, Compliance, Administration, and Human Capital Programs