ML23249A211

Appendix H - Straight to the Heart Teams Channel Comment Summary Report - Redacted

ML23249A211
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Issue date:	09/06/2023
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H-1 Appendix H - Straight to the HEART Teams Channel Comment Summary Report Introduction On April 20, 2022, the United States Nuclear Regulatory Commissions Executive Director for Operations created the Hybrid Environment Assessment and Review Team (HEART) to provide recommendations to Agency Senior Leadership on how to optimize organizational health in a hybrid work environment now and in the future. HEART, a group of subject matter experts from across the agency, performed extensive research and outreach both internal and external to the NRC to identify best practices and recommendations to optimize the NRCs hybrid working experience.

As one component of its internal research, HEART launched the Straight to the HEART Teams Channel to solicit direct feedback from employees on specific questions concerning the hybrid work experience. The channel, launched on May 10, 2022, was open to all NRC employees. A total of 649 employees voluntarily joined. On the channel, HEART posted an open-ended question and a poll question approximately once per week. All questions remained open for employee comment through August 19, 2022.

The purpose of this report is to summarize the comments and poll responses received on the Straight to the HEART Teams Channel about employees hybrid work experiences. While HEART is not providing specific responses to every comment received, HEART considered all comments when formulating its recommendations. This report is structured in three sections: (A) Comment Review Process, (B) Comment Summaries, (C) Poll Responses, and (D)

List of Commenters.

A. Comment Review Process HEART posted a total of 11 open-ended questions and 7 poll questions. The channel received approximately 314 written comments from 73 individual commenters and an average of 97 responses per poll question. HEART reviewed the poll responses to identify key insights. HEART also reviewed the written comments and binned the responses for each question into the following themes:

H-2 Question Themes

1. Moving Forward

a. Intentional interactions

b. Increased flexibilities/better work-life balance

c.

Improved IT infrastructure

2. Challenges

a. Hybrid meeting etiquette

b. In-office IT infrastructure

c.

In-office experience

3. Assumptions

a. Telework is here to stay and necessary for retention and recruitment

b. Space requirements will shift

c.

There will be no changes

4. Culture

a. Inclusion in the hybrid environment

b. Culture must shift in the hybrid environment

5. Grateful

a. Better work-life balance

b. Co-workers and the NRC

c.

Normalization of telework

d. Improved IT infrastructure and workplace efficiency

6. Learnings

a.

Missed ideas

7. Connectedness

a. Planned in-person interactions

b. Ease of connecting virtually

8. Leadership

a.

Purposeful team building

9. New Employee Growth and Development

a. Mentorship

b. Frequent engagement

c.

Purposeful in-office time

10. Continuing Growth and Development

a. Virtual rotations

b. Leveraging technology

11. Moments that Matter

a. Brainstorming or collaborative project meetings

b. Building and maintaining relationships

c.

Difficult conversations

d. No in-person activities are necessary B. Comment Summaries This section summarizes the written comments received on the Straight to the HEART Teams Channel. Each comment was assigned a unique commenter identification number. The summaries include a listing of comments that were considered to be relevant to the specific subject.

1. Moving Forward On May 10, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel: Moving Forward - What are some of the current hybrid work experiences that you would like to keep moving forward?

H-3 There were 62 responses to this question. The primary themes that emerged from these written comments are described below.

a. Intentional interactions Comment Summary: Some commenters stated that they enjoy in-person interactions when there are other colleagues in the office at the same time to interact with and when those interactions are meaningful. According to commenters, having meaningful interactions requires planning opportunities to interact with others. Some commenters stated that impromptu interactions build trust, but these commenters noted that staff need to be intentional about creating space for such interactions. Commenters also noted that it can be beneficial to have all team members come in on the same day at least once per week to promote engagement. These commenters highlighted that this type of core day system requires a shift in perspective on the meaning of office coverage.

However, other commenters stated that they use technology to ensure that they are international in connecting virtually. These commenters generally agreed that intentionality matters, but that engagement could happen equally well virtually.

Comments: 1-16, 1-18, 1-21, 1-24, 1-25, 1-26, 1-27, 1-28, 1-29, 1-36, 1-39, 1-48

b. Increased flexibilities/better work-life balance Comment Summary: Many commenters stated that they would like the see the agency give employees the flexibility to work from the location where they are most productive (e.g., home, the office, a restaurant/coffee shop). Commenters noted that this flexibility allows employees to work from a location that best meets their needs (e.g., a quite space for focused work) and promotes improved work-life balance. Other commenters stated that the autonomy to choose where to work should also be linked to increased schedule flexibility, for example, allowing staff to easily switch their in-person days or allowing staff to split a day between in-person work and telework. One commenter also suggested the possibility of allowing staff to select one month per year in which they have the option to telework fulltime from any location in the US.

Comments: 1-3, 1-4, 1-5, 1-6, 1-8, 1-10, 1-15, 1-16, 1-17, 1-24, 1-31, 1-34, 1-36, 1-40, 1-41, 1-43, 1-47, 1-48, 1-49, 1-50, 1-51, 1-52, 1-56, 1-59, 1-60, 1-61

c.

Improved IT infrastructure Comment Summary: Commenters noted that there is specific IT infrastructure that the Agency should continue supporting that has enabled them to be effective both in the office and while teleworking. Such IT infrastructure included the collaboration in a bag tool and dual monitors. Other commenters also noted the need for continued training on the available IT tools.

Comments: 1-1, 1-2, 1-53, 1-54, 1-58, 1-60, 1-62

2. Challenges On May 10, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Challenges - What are some of the current hybrid work experiences that have presented challenges for how you work that you would like to see changed or improved?

There were 108 responses to this question. The primary themes that emerged from these written comments are described below.

H-4

a. Hybrid meeting etiquette Comment Summary: Many commenters noted that staff often take hybrid meetings from their desk, resulting in a loud and distracting work environment. Of particular concern for commenters is that there is little guidance on how to properly participate in the hybrid meeting, for example, using a headset. Other commenters stated that it can be difficult to determine who is in the office because there is no standardized way to indicate in-office or telework status. One commenter also noted that staff need additional training on the available tools. This commenter also noted that there needs to be ground rules on when and how to conduct hybrid meetings in addition to reducing the number of meetings particularly when many meeting participants are multitasking and not always fully engaged.

Comments: 2-2, 2-3, 2-5, 2-6, 2-7, 2-8, 2-9, 2-20, 2-30, 2-31, 2-101

b. In-office IT infrastructure Comment Summary: Several commenters stated that they have experienced challenges related to in-office IT infrastructure, including inconsistent and difficult to use conference room technology, poor network connections, and difficulty getting the in-office IT support that is needed. One commenter also suggested that full in-office workstations should be prepared with all of the necessary equipment on an employees first day in the office. This commenter stated that the on-boarding process was delayed, in part, because they did not have the proper computer equipment and peripherals needed o work in the hybrid environment. Other commenters identified the portable collaboration in a bag tool as useful for conducting hybrid meetings from anywhere.

Comments: 2-1, 2-4, 2-7, 2-11, 2-17, 2-18, 2-27, 2-33, 2-51, 2-52, 2-53, 2-74, 2-75, 2-76, 2-77, 2-80, 2-81, 2-82, 2-83, 2-84, 2-85, 2-86, 2-87, 2-89, 2-90. 2-91, 2-92, 2-93

c.

In-office experience Comment Summary: Several commenters expressed discontent with the in-office experience, including a lack of collaborative spaces, a lack of natural light in some areas (or options to temporarily work from a more prime location), frustration with the lights and the timing of the light sensors, and a lack of food and coffee options easily accessible from the office. One commenter also stated that the transit benefits program is not flexible enough to account for possible variations in the number of in-office days per week.

Comments: 2-13, 2-16, 2-19, 2-20, 2-21, 2-22, 2-26, 2-28, 2-29, 2-30, 2-32, 2-34, 2-35, 2-36, 2-37, 2-38, 2-39, 2-40, 2-41, 2-42, 2-43, 2-46, 2-47, 2-61, 2-62, 2-67

3. Assumptions On May 24, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Assumptions - What assumptions do you have and what assumptions do you think others have running through peoples minds when they are thinking about the future of work at NRC?

There were 19 responses to this question. The primary themes that emerged from these written comments are described below.

a. Telework is here to stay and necessary for retention and recruitment

H-5 Comment Summary: Many commenters stated that they assume telework or a flexible work arrangement will be the norm. Commenters also assumed that fixed in-office days will no longer be standard, instead allowing employees to determine when in-person interactions are required for improved outcomes. Commenters also stated that the NRC will lose highly skilled employees to organizations with greater workplace flexibilities (Including fully remote work), and that a lack of fulltime telework options will make it difficult for the NRC to hire new talent given the high housing costs in the Rockville area.

Comments: 3-3, 3-4, 3-5, 3-6, 3-7, 3-11, 3-13, 3-15, 3-16

b. Space requirements will shift Comment Summary: Some commenters stated that they assume the budget for regulatory agencies will shrink, leading to increased reliance on contractor support and a corresponding reduction in the space needed for NRC employees. Further, commenters stated that as NRC staff work shifts away from individualized work to more team-driven projects, the in-office experience will require more collaborative and re-configurable spaces. A mix of configurations in the office will best support the range of work needs and preferences. Commenters noted that this will lead to a reduction in space requirements and a smaller physical footprint. One commenter also noted that it is assumed the NRC will continue to find ways to make the in-office experience desirable (i.e., availability of window offices, increased gathering spaces, improved on-site coffee and food options). Finally, commenters assumed that the NRC would need to re-structure how offices and parking spaces are allocated to give priority to those employees who regularly come into the office.

Comments: 3-3, 3-5, 3-7, 3-8

c.

There will be no changes Comment Summary: Some commenters stated that they assume nothing will change from the current situation and that the Agencys FEVs scores will not increase due to a lack of trust. Relatedly, another commenter stated that there is a perception of lack of leadership when it comes to making difficult decisions, but another commenter noted that it is challenging to make decisions in a time of such uncertainty.

Comments: 3-1, 3-2, 3-18, 3-19

4. Culture On June 1, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel: Culture -

What else needs to be said to understand the current culture of the NRC and how it plays out -- positively or negatively -- to impact our effectiveness in a hybrid work environment?

There were 13 responses to this question. Several comments were related to seeking clarification on the associated poll question and did not provide a substantive answer to the question. The primary theme that emerged from the remaining written comments is described below.

a. Inclusion in the hybrid environment Comment Summary: The commenter stated that one of the big aspects of the hybrid environment is ensuring that everyone feels included. The commenter noted that inclusion is at least partly based on feeling and asked whether there is data available to measure inclusion. The commenter also questioned how the use of emoticons like a laughing face compares to laughing together in-person.

H-6 Comments: 4-2, 4-3

b. Culture must shift in the hybrid environment Comment Summary: Some commenters stated that there is a perception that the agency is trying to re-establish its culture as it was prior to the COVID-19 pandemic. One commenter also stated that the agency needs to change its outlook and ensure the culture is adapted to the hybrid environment.

Comments: 4-7, 4-8, 4-12

5. Grateful On June 7, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel: Grateful -

What is it about the current hybrid experience that you are grateful for?

There were 18 responses to this question. The primary themes that emerged from these written comments are described below.

a. Better work-life balance Comment Summary: Many commenters expressed gratitude for better work-life balance in the hybrid environment. The improvements stemming from the hybrid environment included spending more time with family, having a healthier lifestyle (time to prepare healthy meals and reduced exposure to infection), having a more active lifestyle, wasting less time and money on commuting to the office, being more focused and productive while working at home, having flexibility to choose work from home days, and having the ability to customize the at-home workspace to suit preferences.

Comments: 5-1, 5-2, 5-4, 5-5, 5-8, 5-11, 5-12, 5-13, 5-17, 5-18

b. Co-workers and the NRC Comment Summary: Commenters expressed gratitude towards their co-workers, who provide a sense of belonging and wellbeing. Another commenter also stated that NRC is truly the best place to work. One commenter also expressed gratitude for supportive management.

Comments: 5-1, 5-5, 5-12, 5-13, 5-15

c.

Normalization of telework Comment Summary: Commenters who were full-time teleworkers prior to the COVID-19 pandemic noted that they previously felt like less-valued employees and stigmatized based on their status as full-time teleworkers. When the agency went to maximum telework and established that much of the mission can be accomplished remotely, these commenters stated that telework has become normalized and they are now able to participate in everything as if they were in the office on a daily basis, and they have been more involved in big, collaborative projects as opposed to only solo projects.

Comments: 5-7, 5-9, 5-16

d. Improved IT infrastructure and workplace efficiency

H-7 Comment Summary: Many commenters stated that they are grateful for the IT improvements throughout the agency. Improvements included deployment of asynchronous communication tools (i.e., Teams chats, channels, and screen sharing), development of systems and applications that facilitate process efficiency (i.e., e-Concurrence, OneDrive), and enhancement to available hardware (i.e., monitors, keyboards, and mice for working at home). Commenters also stated that improvements in IT have increased the efficiency and effectiveness of meetings, enhanced team collaboration, and led to faster task completion.

Comments: 5-8, 5-9, 5-10

6. Learnings On June 13, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Learnings - Since March 2022, what have we learned from this new workplace normal that will enable our organization to operate even better as we move forward?

There was 1 response to this question.

a. Missed ideas Comment Summary: The commenter noted that while the NRC is a learning agency, important ideas are being missed. The commenter stated that there is a perceived loss of trust within the agency concerning supporting, developing, and implementing new ideas. With this loss of trust, the commenter stated that staff may be reluctant to continue to provide ideas, particularly with the perceived lack of follow-through and implementation.

Comments: 6-1

7. Connectedness On June 21, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Connectedness - What types of activities have you found to be successful to maintain engagement, culture, and networking opportunities with dispersed and in-office employees?

There were 9 responses to this question. The primary themes that emerged from these written comments are described below.

a. Planned in-person and virtual interactions Comment Summary: One commenter noted that in-office work was planned to accomplish specific project goals.

The planned in-person work occurred every couple of months and helped the team feel connected. Another commenter stated that staff needs to dedicate time to reach out and make connections, whether in-person or virtually. Similarly, one commenter suggested various teambuilding activities that can be conducted virtually.

Comments: 7-1, 7-8, 7-9

b. Ease of connecting virtually Comment Summary: Commenters noted that virtual interactions through Teams are easier because a persons availability (Teams status) is clear. In-person interactions are not always possible because of overlapping meetings.

The commenters further noted that virtual interactions are less intrusive than in-person interactions because people can respond to Teams messages when their workload permits. The commenters also noted that seeking

H-8 out in-person interactions can waste time because people may feel the need to spend more engaging in conversations with co-workers when in-person as compared to when working virtually. Finally, a commenter noted that while body language and other communication aids are not always available in a virtual environment, the deficit can be corrected through behavior changes including asking clarifying questions, employing synchronous and asynchronous methods of communication, and using the raise hand feature of Teams to ensure everyone is fully heard.

Comments: 7-2, 7-3, 7-4, 7-6, 7-7, 7-8

8. Leadership On June 27, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Leadership - Leadership at all levels is an integral part of organizational change. As we move forward in our hybrid experience, what behaviors do we all need to model as leaders?

There were 12 responses to this question. The primary themes that emerged from these written comments are described below.

a. Purposeful team building Comment Summary: Several commenters noted that mangers need to be deliberate in their efforts to build teams in the hybrid environment and work to develop skills to make connections in the hybrid environment. Building on this comment, several commenters noted that frequent one-on-one check-ins are a particularly useful tool to ensure managers and staff have a shared understanding of the work and workload. Commenters also noted that check-ins are often easier in the hybrid environment and do not show a lack of trust, but rather that the manager is committed to the team.

Commenters: 8-6, 8-7, 8-8, 8-9, 8-10, 8-12

9. New Employee Growth and Development On July 5, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel: New Employee Growth and Development - In what ways can the NRC ensure our new(er) employees become acclimated and share in the full NRC experience (feel connect, build relationships, get coaching/mentoring)?

There were 34 responses to this question. The primary themes that emerged from these written comments are described below.

a. Mentorship Comment Summary: Several commenters noted that new employees benefit from mentorship opportunities, including from senior and junior staff. In particular, commenters mentioned shadowing experienced employees, which affords both knowledge transfer and networking opportunities. One commenter also highlighted the NRCs Ambassador Program, which is a framework for connecting and developing mentor/mentee relationships.

Commenters: 9-1, 9-2, 9-3, 9-4, 9-23, 9-27, 9-28, 9-29, 9-31, 9-32, 9-33, 9-34

b. Frequent engagement

H-9 Comment Summary: Many commenters stated that new employees need to be engaged frequently in order to be better integrated into their team and the NRCs culture. Engagement opportunities noted by many commenters include: regular check-in meetings with supervisors; colleagues, and other new employees; advisory and affinity groups; the DIALOGUE series, group training sessions; Teams Channel developed for new employees to engage with colleagues at the branch level; and informal coffee or lunch meetings. While one commenter stated that individuals should take personal responsibility for their growth and development, another stated that there needs to be a plan developed for new employees so that they can integrate more easily into the agency and their team.

Commenters: 9-3, 9-4, 9-5, 9-6, 9-7, 9-8, 9-9, 9-15, 9-23, 9-27

c.

Purposeful in-office time Comment Summary: Several commenters stated the new employees need in-person time at the office to develop connections with team members and get the requisite assistance learning about job duties, the agency, and NRCs culture. The need for in-person interactions for newer employees was expressed by at least one self-reported recent college graduate. However, commenters also stated that employees often do not see other colleagues while working in the office. To remedy this, some suggested the new employees come in everyday, come in during established core hours (at least for an initial period of employment), or have a specific purpose for coming into the office. While several commenters stated that in-person presence is necessary for the development of new employees, one newer employee expressed that meaningful interactions for new employees can be achieved in a virtual environment and another commenter stated that deliberate interactions should be planned for the hybrid environment (i.e., in-person and virtual).

Commenters: 9-9, 9-12, 9-13, 9-14, 9-15, 9-16, 9-17, 9-19, 9-20, 9-21, 9-22, 9-26

10. Continuing Growth and Development On July 15, 2022 the HEART posted the following question on the Straight to the HEART Teams Channel:

Continuing Growth and Development - In what ways can the NRC ensure professional growth and development is supported as we move forward in a hybrid work environment?

There were 14 responses to this question. The primary themes that emerged from these written comments are described below.

a. Virtual rotations Comment Summary: Several commenters noted that the option to do virtual rotations has been an important growth and development opportunity that was not often possible previously. These commenters also stated how successful and rewarding virtual rotations can be. However, other commenters also noted that even with virtual rotations, some in-person interactions remain important for relationship building (i.e., on-site visits or in-person training).

Commenters: 10-1, 10-2, 10-5, 10-6, 10-8, 10-9, 10-10, 10-11, 10-12, 10-13, 10-14

b. Leveraging technology Comment Summary: One commenter stated that continuing to leverage all available technology will ensure that virtual meet participants have the same opportunities for engagement as in-person meeting participants (e.g.,

H-10 camera use, the raise hand feature, graphic tablets). Another commenter stated that virtual training opportunities have enabled continued professional development.

Commenters: 10-4, 10-14

11. Moments that Matter On August 3, 2022, the HEART posted the following question on the Straight to the HEART Teams Channel:

Moments that Matter - What activities or interactions are most important to have in person? Later that day, the question was modified slightly to: What activities or interactions are most important to have in person?

There were 24 responses to this question. The primary themes that emerged from these written comments are described below.

a. Brainstorming or collaborative project meetings Comment Summary: Some commenters stated that brainstorming sessions or more intensive collaborative working meetings work best in-person. Some commenter stated that a good approach would be to set the expectation that each year staff will participate in 2-3 in-person meetings/events that have been determined to require an in-person presence. This approach is similar to the periodic counterpart meeting conducted by the Regional Offices.

Commenters: 11-7, 11-8, 11-10, 11-12, 11-17, 11-18, 11-20

b. Building and maintaining relationships Comment Summary: Some commenters stated the in-person interactions are an important piece of building and maintaining relationships. Some of the types of interactions noted by commenters include general water cooler conversations, breaking bread together, attending in-person training, mentoring opportunities (including for new employees and student interns), and affinity group and diversity and inclusion events.

Commenters: 11-2, 11-6, 11-9, 11-12, 11-16, 11-17, 11-18, 11-20, 11-21 11-24

c.

Difficult conversations Comment Summary: Some commenters stated that having difficult conversations is more effective in-person. This includes personnel discussions (e.g., performance or appraisal meetings) and conversations to resolve differences.

Commenters: 11-3, 11-18, 11-20

d. No in-person activities are necessary Comment Summary: Several commenters stated that there are no activities that are most important to have in-person (except for activities like inspections that must be performed in-person). These commenters felt that the virtual environment enabled them to perform their work more productively while maintaining relationships.

Relatedly, commenters stated that it would be better to adopt a more ad hoc model that allows staff the flexibility to determine when their work actually requires an in-person presence.

Commenters: 11-1, 11-5, 11-7, 11-10, 11-15, 11-20, 11-22, 11-23

H-11 C. Poll Responses Figure C-1 through Figure C-7 below show the results of the poll questions posted on the Straight to the HEART Teams Channel.

12. Culture On June 1, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: How compatible is NRCs current culture with the hybrid work environment?

There were 73 responses to this poll question. A majority of participants (60%) responded that some larger cultural changes are need.

13. Productivity Figure C-1. Responses to the poll question on Culture posted on June 1, 2022 On June 7, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: Which of the following activities are you at your most productive when in the office compared to working virtually?

(Select all that apply)

There were 119 responses to this poll question. The most common responses were connecting socially with my team (21%), networking with my colleagues (17%), and none of the above (16%).

H-12 Figure C-2. Responses to the poll question on Productivity posted on June 7, 2022

H-13

14. Learning On June 13, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: How confident are you that change will happen to improve the hybrid work experience?

There were 139 responses to this poll question. The most common response was somewhat confident, some ideas might be missed (40%).

15. Connectedness On June 21, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: How easy or challenging has it been to remain connected to your co-workers in our hybrid environment?

There were 107 responses to this poll question. An overwhelming majority of participants (80%) responded either very easy or somewhat easy.

Figure C-3. Responses to the poll question on Learning posted on June 13, 2022 Figure C-4. Responses to the poll question on Connectedness posted on June 21, 2022

H-14

16. Behavior Changes On June 27, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: How prepared do you think we are to implement the behavioral changes needed to better support our hybrid experience?

There were 103 responses to this poll question. A slight majority of participants (53%) responded somewhat prepared.

17. New Employee Growth and Development On July 6, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: New(er) employees are able to acclimate to the NRC culture in our current hybrid environment. (Agree or disagree)

There were 102 responses to this poll question. Participant responses were generally evenly distributed among strongly agree (24%), agree (28%),

neutral (23%), and disagree (17%).

Figure C-6. Responses to the poll question on New Employee Growth and Development posted on July 6, 2022 Figure C-5. Responses to the poll question on Behavior Changes posted on June 27, 2022

H-15

18. Continuing Growth and Development On July 15, 2022, the HEART posed the following poll question on the Straight to the HEART Teams Channel: How will growth and development be impacted by our hybrid environment?

There were 42 responses to this poll question. The most common response was neutral (40%) with an even split between easier (21%) and harder (21%).

Figure C-7. Responses to the poll question on Continuing Growth and Development posted on July 15, 2022

H-16 D. List of Commenters Table D-1 through Table D-11 below provide a list of commenters who posted written submissions. Each commenter is identified by name and the correspondence identification (ID) number.

These lists are not publicly available.

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