Briefing on Human Capital and

Equal Employment Opportunity

• Commission Meeting

• June 22, 2017

Agenda

• Key Messages – Victor McCree, EDO

• Overview of Human Capital

– Miriam Cohen, CHCO

• Strategic Workforce Planning Working Group

– Christian Araguas, OEDO

• Strategic Workforce Planning Process

– Dafna Silberfeld, OCHCO

• Project (Security) Clearance Review

– Jason Shay, OCHCO

• Civil Rights and Diversity and Inclusion

Update – Pamela Baker, SBCR

2

Staffing Levels by Fiscal Year

3

37743736 3739

3671

3367

3245

3200

3300

3400

3500

3600

3700

3800

3900

4000

2012 2013 2014 2015 2016 2017 (5/6)

Nu

mb

er o

f Em

plo

yees

Fiscal Year

Staff Count

Note: All fiscal year 2017 numbers are as of May 6, 2017.

Five Year Attrition

4

39 42 44

59

27

109121 122

235

97

36 34

53

68

40

20

40

60

80

100

120

140

160

180

200

220

240

2013 2014 2015 2016 2017 (5/6)

Co

un

t

Fiscal Year

Resignations Retirements Transfers

Note: All fiscal year 2017 numbers are as of May 6, 2017.

5

NRC Service Distribution of

Permanent Employees

0

50

100

150

200

250

300

350

400

450

500

0 5 10 15 20 25 30 35 40

Em

plo

yee

s

Years of NRC Service

FY 2004 FY 2008 FY 2017 (Mar)

6

Retirement Eligibility Distribution

of Permanent Employees

0

25

50

75

100

125

150

175

200

-40 -36 -32 -28 -24 -20 -16 -12 -8 -4 0 4 8 12 16 20

Em

plo

yee

s

Years to/of Eligibility

FY 2004 FY 2008 FY 2017 (Mar)

Sustaining Engagement

Remains a Priority

• Foster a greater climate of trust

• Continue strong rotational program

• Provide opportunities for staff growth

• Continue advancements in learning

and development programs

• Continue strong emphasis on diversity

and inclusion 7

NRC is Enhancing its Approach to Strategic Workforce Planning (SWP)

• Executive Director for Operations

tasking and formation of working

group

• Goals and objectives of the working

group

8

Established and Implemented

a Comprehensive Plan to

Develop Recommendations

• Identified best practices

• Conducted benchmarking

• Conducted outreach activities

• Collaborated with the National

Treasury Employees Union (NTEU)

9

Incorporated Best Practices into

Enhanced Process

• Implement OPM workforce planning

model

• Share responsibility between mission

organizations and OCHCO

• Leverage existing agency processes

• Pilot new processes1

0

Incorporated Best Practices into

Enhanced Process (continued)

• GAO’s Key Principles

– Involve stakeholders

– Determine the critical skills and

competencies

– Develop strategies to address gaps

– Build the capability needed

– Monitor and evaluate

1

1

Enhanced SWP Process Steps

1

2

1.0 Set Strategic Direction

• Initiate Annual Strategic Workforce Planning Process

• Conduct environment scan

• Conduct workload forecast

2.0 Identify Core Positions and Conduct Workforce Demand Analysis

• Identify core positions

• Perform demand analysis to identify workforce needed

3.0 Conduct Workforce Supply Analysis

• Assess inventory (supply) of current workforce

• Identify inventory (supply) of future workforce

Enhanced SWP Process Steps

(continued)

1

3

4.0 Perform a Gap Analysis and Risk Assessment to Prioritize Results

• Perform gap analysis

• Perform risk assessment on gaps and surpluses

5.0 Develop and Execute Agency Strategies

• Formulate strategies

• Incorporate into budget formulation/ execution

• Execute strategies

6.0 Monitor, Evaluate, and Revise Strategies

• Set performance indicators

• Assess performance

• Adjust plans based on performance feedback

• Communicate progress

SWP Process Enhancement

Expected Outcomes

• Set of strategies to ensure the agency

has the people with the right skills and

knowledge required to accomplish

NRC’s mission

• Systematic and comprehensive

approach for tracking employee skills

• Establish agency-wide goals for the overall workforce size and skills

1

4

Recommended Next Steps

• Conduct pilot demonstration in three

offices

• Assess results of pilot to determine

strengths, challenges, gaps, and

scalability

• Develop training for supervisors on

strategic workforce planning

1

5

Project (Security) Clearance Review (PCR) – Relevant Agency and

Federal Directives/Laws Influencing NRC’s Clearance Review Process

• SRM-SECY-16-0052

• Executive Order 12968

• 5 CFR Part 1400

1

6

Clearance/Access Levels Being Considered at the NRC

1

7

Clearance/ Access National Security

Sensitivity

Designation

Security

Forms

Investigation

Level

Reinvestigation

Every 5 Years?

Random Drug

Testing Pool

Designation

SCI Special Sensitive

(National Security)

SF-86 Tier 5 Yes Yes

Q Critical Sensitive

(National Security)

SF-86 Tier 5 Yes Yes

L Non-Critical Sensitive

(National Security)

SF-86 Tier 3 Yes Yes

Public Trust (High

Risk)- 1

Non-Sensitive

(Public Trust)

SF-85P Tier 4 Yes No, unless meets

exception to be tested

Public Trust

(Moderate Risk)- 2

Non-Sensitive

(Public Trust)

SF-85P Tier 2 Yes No, unless meets

exception to be tested

Public Trust (Low

Risk)- 3

Non-Sensitive

(Public Trust)

SF-85 Tier 1 No No, unless meets

exception to be tested

Methodology in Determining Appropriate Designations

within the NRC

• Utilized Office of Personnel

Management’s (OPM’s) Position

Designation Tool

• Conducted Test Phase

• Conducted Pilot Phase

1

8

OPM’s Position Designation Tool Allows for Systematic and

Uniform Designations

• Determine the potential damage to

national security

• Determine the potential impact to the

efficiency or integrity of the public trust

• Point adjustment for program scope

and level of supervision

• Final position designation and

investigation 1

9

Refined Instructions and

Guidance for NRC Designators

• Evaluated and finalized instructions in

preparation for Pilot Phase

• Resulted in the elimination of Low

Public Trust as a possible designation

• Created NRC Composite Glossary

2

0

Utilized Lessons Learned from the

Test Phase to Roll Out Pilot Phase

• Five offices participated (ADM,

OCHCO, OIP, NRO, and Region IV)

• Held comprehensive informational

sessions for designating officials

• Conducted consistency reviews of

pilot designations with Subject Matter

Experts2

1

Progress Continues butChallenges Remain

• Designating NRC Covered Positions in

response to 5 CFR Part 1400

• OPM backlog and investigation delays

• Workforce planning flexibilities

2

2

EEO Programs Update –Sustaining through Change

• Agency profile and EEO activity

• Re-organizing SBCR

• NRC EEO and Diversity & Inclusion

Community

2

3

Relative Representation

• Agency downsizing has not impacted

our representation

• Number of complaints currently stable

• Increase in complexity continues

2

4

Representation of Women and Minorities

2

5

All Complaints (Informal and Formal)

Filed FY 2007 – April 30, 2017

2

6

14

24

16

25

33 33

22

2628

27

16

1113

8

1517

16

11

17

22

17

12

0

5

10

15

20

25

30

35

FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 (As of

April 30, 2017)

Informal Formal Linear (Informal) Linear (Formal)

Re-Structuring SBCR

• Create synergy among EEO programs

• Maintain essential functions

• Enhance strategic outreach

• Employ technology

2

7

Focusing on Our Core

• Federal benchmark of model EEO

program

• Leverage interagency resources

• Inter-office collaboration

• SBCR serving a facilitating role

2

8

Including the Entire NRC Community

• Internal partners: counselors,

committees, affinity and resource

groups, and networks

• Expand capacity: DIALOGUE cohorts,

re-engaged DMIC and Executive

Sponsors

• NRC EEO Conference – “From Diversity

to Inclusion: Building on Our Past and

Partnering to Last”2

9

Key Messages

• Achieving alignment between

expected work and workforce size

• Enhancing the approach to Strategic

Workforce Planning

• Progressing though challenges remain

for Project Clearance Review initiative

• Continuing to carry out EEO, and

Diversity and Inclusion programs

3

0

Acronyms

• ADM – Office of Administration

• CHCHO – Chief Human Capital Officer

• DIALOGUE – Diversity Inclusion

Awareness Leading Organizational

Growth, Understanding, and

Engagement

• DMIC – Diversity Management

Inclusion Council

3

1

Acronyms (continued)

• EDO – Executive Director for

Operations

• EEO – Equal Employment Opportunity

• FTE – Full-Time Equivalent

• FY – Fiscal Year

• GAO – U.S. Government

Accountability Office

3

2

Acronyms (continued)

• NRC – U.S. Nuclear Regulatory

Commission

• NRO – Office of New Reactors

• NTEU – National Treasury Employees

Union

• OCHCO – Office of the Chief Human

Capital Officer

3

3

Acronyms (continued)

• OEDO – Office of the Executive

Director for Operations

• OIP – Office of International Programs

• OMB – U.S. Office of Management and

Budget

• OPM – U.S. Office of Personnel

Management

3

4

Acronyms (continued)

• SBCR – Office of Small Business and

Civil Rights

• SWP – Strategic Workforce Planning

3

5