Post on 19-Dec-2015
transcript
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Change is the New Now…
• The “Nuclear Renaissance”
• Aging workforce – retiring experts
• Demand for new talent outstrips supply
• Social media / Web 2.0 technologies
• Culture shifts from “exit” to “voice”
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The NRC Story So Far…
• The Atomic Energy Act of 1954 as amended (as the AEC)
• Energy Reorganization Act of 1974 created the NRC
• Mission: Reactor Safety Oversight, Reactor Licensing Renewal, Radiation Protection (industrial, medical, research), Regulation of Nuclear Materials, and Nuclear Waste
• TMI
• “Protecting People and the Environment” and social shifts
• No new reactor licenses in the U.S in nearly 30 years
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Local efforts make NRC #1…
• 2006 Federal Human Capital Survey
• #1 Best Place to Work• #1 in Training and Development• #1 in Knowledge Management and Leadership
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Genesis of the KM Program…
• Senior leadership support since 2005
• Need for a KM Program and governance body – local efforts often uncoordinated and reinvent the wheel
• June 2006, “The NRC Knowledge Management Program” formally launched
• Late 2006 the KM Steering Committee formed
• Early 2007 brought on a full-time KM expert
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The KM Program gains traction…
• Early 2007 the KM Steering Committee ratified its charter as the governing body for KM
• July 2007 KM Program Status Update
• October 2007 Tomoye adopted as CoP platform
• Nov/Dec 2007 anticipated launch of KM awareness initiative, launch of KM Dashboard, and CoP training and communications
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…through the KMSC, the KM Dashboard, and CoPs.
• KMSC and distributed leadership
• Communities of Practice at NRC
• KM Dashboard and origins
• Other Ongoing KM Efforts• Strategic Planning and Communication• Knowledge-Sharing Practices• Expertise Exchange Program• Expertise Locator & SWP• Information Technologies to enable KM• KM Coordination and Reporting• Next-gen document management (ADAMS)
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KM Steering Committee
• Create a broad, agencywide awareness of the perspectives, purposes, and goals associated with the KM Program
• Ensure that the roles and responsibilities for the performance of the KM Program are clear and complementary
• KM Champions and KM Staff Leads• KM Chair and Agency KM Coordinator
• Foster communications and cooperation across offices for KM activities
• Establish performance measures for the KM Program: best practices, lessons learned, success stories and guiding principles.
• Promote the sharing and integration of industry KM practices• Speaker series• Web site resources• KM CoP
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The Future: Government 2.0
• AGING WORKFORCE redux
• Incoming wave of new and mid-level recruits
• Social media & social networking WORKS!
• Challenges to the high-security environment mythos
• New models of innovative practices for agencies
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The Future: NRC 2.0
• Primarily about people and sharing expertise
• KM relies on both tacit and explicit knowledge sources, internal and external to the agency
• Knowledge-sharing culture becomes embedded
• Generational integration of “Four Generations”
• Paradigm shift in career focus
• Accelerated rate of learning as an organization
• Social media / KM 2.0
• Learning 2.0