Commission Br Commission Briefing on iefing on Human Ca Human Capita pital and Eq l and Equal ual Emplo Employme yment nt Oppor Opportu tunity nity June 28, 2016 Office of the Chief Human Capital Officer Office of Small Business and Civil Rights
NRC’s Organizational Landscape Miriam L. Cohen Chief Human Capital Officer 2
Overview • Organizational Landscape • Implementation of the Strategic Workforce Planning Initiatives • Developing the Workforce • Building a Resilient Organizational Culture • Civil Rights Update • Diversity and Inclusion Update 3
Implementation of Strategic Workforce Planning Initiatives Michael Gartman, Deputy Associate Director, Human Resources Operations and Policy, Office of the Chief Human Capital Officer 4
Strategic Workforce Planning Process Model 5
Foundations of Strategic Workforce Planning • What is our future work • Associated workload • Knowledge and skills needed • How many people • Level of expertise 6
Managing Talent to Improve Efficiency and Agility • Defining overages, vacancies and gaps • Managing external hiring • Reassigning and redeveloping staff • Enhancing NRC’s ability to forecast future workforce needs 7
Focusing on the Future • Reshaping NRC workforce • Embracing strategic workforce planning • Developing our employees 8
Developing the Workforce Ste Steve Co e Cochr hrum, um, Deputy Associa Deputy Associate Di te Director ector Human Resources Training and Development, Office of the Chief Human Capital Officer 9
Current Learning Environment • Robust training and qualifications programs – Over 140 traditional instructor led technical courses – 2 year qualification program • Learning environment continues to evolve – Budget reductions – Technology has changed learning 10
Responding to Changes • Shifting from learning to performance • Mapping agency positions • Developing effective/efficient learning opportunities through competency models 11
Competency Model Demonstration • Video – http://fusion.nrc.gov/ochco/team/training/learningtransform/Shared%20Documents/US%20NRC%20Communication %20Video%20REV.mp4 Categories of things employees need to be able to do. Specific behavioral examples and proficiency requirements to perform the competency. 12
Competency Modeling • Pilot projects – Cyber Security and Cloud Computing – Risk and Reliability Analysts and Health Physics Decommissioning Inspectors • Key findings – Importance of soft skills – Overlap of competencies among certain technical positions 13
Learning Transformation • Complet Completed ed pr projects ojects − Dr Drug ug Testing/EAP esting/EAP Refr efresher esher tr training f aining for or Super Superviso visors − H-122/123, Fundamental Health Physics • Ongoing projects − Reactor Technology Series Distance Learning − Power Plant Engineering • Future projects − Reactor Technology Systems Overview courses − New Reactor Technology Differences courses 14
Expected Benefits • Greater flexibility/agility – Reduced time to competency • Reduced costs – Less travel – Reduction of unnecessary training • Increased engagement 15
Building a Resilient Organizational Culture Patrice A. Reid, Ph.D. Senior Organizational Development Specialist Human Resources Training and Development Office of the Chief Human Capital Officer 16
NR NRC Or C Organiza ganizational Cu tional Cultur lture • NRC strives to create a culture that fosters resilience through: – Trust – Accountability – Flexibility 17
NR NRC as a R C as a Resilient W esilient Wor orkf kfor orce: ce: Str Strengths engths • Ready to perform its roles and is mission-driven • Is engaged • Has the a Has the ability to r bility to respond to espond to chang hanging ing cir circumst cumstance ances • Positioned to rebound and grow from experience 18
NR NRC as a R C as a Resilient W esilient Wor orkf kfor orce: ce: Looking F Looking Forw orwar ard • Leadership Development – Leaders at all Levels • Organizational Development – Engagements and Executive Coaching • Change Management – Standardized framework and methodical approach 19
Equal Employment Opportunity & Diversity & Inclusion Melody Fopma Associate Director Civil Rights and Diversity Directorate Office of Small Business & Civil Rights 20
Equal Employment Opportunity: An Overview • Complaint volume • Comparable to other federal agencies • Influenced by multiple factors • Complaint activity trend • Case complexity 21
All Complaints (Informal and Formal) Filed FY 2006 - FY 2016 (As of May 13, 2016) 35 33 33 30 28 26 26 25 24 25 22 22 20 20 17 17 16 16 15 14 15 13 12 11 11 11 10 8 5 0 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Informal Formal 22
For ormal EEO mal EEO Complaint Complaints Filed Du s Filed During ring FY 2016 FY 2016 by by Base Bases ( s (May 1 May 13, 201 3, 2016) 6) 4% 7% Age 21% (6) 21% Sex 21% (6) 7% Reprisal 18% (5) Race 11% (3) 11% National Origin 11% (3) Disability 7% (2) 21% Color 7% (2) 11% Religon 4% (1) 18% 23
For ormal EEO C mal EEO Complaints omplaints Filed Dur Filed During ing FY 2016 by Issue (May 13, 2016) FY 2016 by Issue (May 13, 201 6) 3% Harassment (Non-Sexual) 21% (6) 3% 3% Assignment of Duties 21% (6) 21% 7% Evaluation/ Appraisal 17% (5) 7% Promotion/ Non-Selection 10% (3) Time and Attendance 7% (2) 7% Terms and Conditions 7% (2) Reasonable Accomodation 7% (2) 21% 10% Harsssment (Sexual) 3% (1) Training 3% (1) 17% Discipline 3% (1) 24
Committing to a Discrimination-Free Work Environment • EEO Training • Alternative Dispute Resolution 25
NRC Demographic Comparison 20 2012 12 Per erman manen ent t Sta Staff De Demog mograph phics ics 15.30% 9.36% 6.40% 0.58% 67.02% 1.34% AFR AFRICAN A AN AMERICAN AN ASIAN PACIFIC AMERICAN ASIAN PACIFIC AMERICAN HISPANIC HISPAN IC NATIVE AMERICAN NATIVE AMERICAN TWO OR MORE RACES TWO OR MORE RACES WHITE WHITE 20 2016 16 Per erman manen ent t Sta Staff De Demog mograph phics ics 15.67% 9.78% 6.65% 65.81% 0.48% 1.61% AFR AFRICAN A AN AMERICAN AN ASIAN PACIFIC AMERICAN ASIAN PACIFIC AMERICAN HISPANIC HISPAN IC NATIVE AMERICAN NATIVE AMERICAN TWO OR MORE RACES TWO OR MORE RACES WHITE WHITE 26
Creating a Culture that Fosters Diversity and Inclusion • The Diversity DIALOGUE Project • Inclusion at Work 27
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