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!****-

H UMAN CAPITAL

Actions Taken and Challenges

Office of Human Resources

January 31, 2006
a, I

Agenda

* Human Capital Flexibilities

. Critical Skills Staffing

* Training and Development

* Knowledge Management

2
Human Capital Flexibilities

Actions Taken:

* NRC has implemented all flexibilities

resulting from the Workforce Flexibility

Act of 2004

. The Office of Human Resources is

currently developing implementing

guidance for authorizations resulting

from the Energy Policy Act of 2005
-

Human Capital Flexibilities

* Actions Taken (continued):

. The Office of Human Resources is

developing implementing guidance

for Referral Awards

* NRC has increased participation in

the Telecommuting program

4
Human Capital Flexibilities

Challenges:

* Enhance the use of flexibilities to

maintain recruitment momentum

during the out-years

* Continue to monitor and evaluate

government wide pay-for-performance

initiatives to position NRC to stay

competitive

5
Human Capital Flexibilities

Challenges (continued):

. Work with the Office of Personnel

Management to receive Direct Hire

Authority for certain occupations

* Enhance the infrastructure to support

Telecommuting

* Promote telecommuting as a practical

alternative to the traditional work

environment

6
Incentive Actions by Fiscal Year

E Recruitment Bonus

* Relocation Bonus

* Retention Allowance

O Student Loan Repayment

80

70

60

50

40

30

20

10

0

2001 2002 2003 2004 2005

Fiscal Year

7
Critical Skills Staffing

Driven by:

* Near-term and long-term office needs

identified through Strategic Workforce

Planning

* Full Time Equivalent (FTE) allocations

* Emerging work (e.g., new reactor

licensing, security)

Attrition projections

8
Critical Skills Staffing

Actions Taken:

* Continue to hire at a level that

positions the agency to meet

projected FY 2007 staffing levels

* Worked to streamline hiring process

* Targeted use of buyout and early-out

authorities to rebalance skills

9
Critical Skills Staffing

Actions Taken (continued):

Continued success with the Nuclear

Safety Professional Development

Program (NSPDP) and entry-level

hiring program

* Instituted a new recruitment tool to

narrow the area of consideration for

university recruiting

* Recent NSPDP interview day ,0
Critical Skills Staffing . Challenges:

* Absorbing large number of new hires

into the agency

* Anticipating increased market

competition as nuclear industry

grows

* Supporting the increasing workload

associated with the hiring process

while also continuing to support the

increasing programmatic workload

I1I
Critical Skills Staffing

Challenges (continued):

* Realigning current staff to maintain

connectivity between available skills

and workload requirements

* Maintaining diversity at all levels

within the organization and continuing

to support the goals outlined in the

Comprehensive Diversity

Management Plan

12
Age Distribution of Permanent Employees

FY 2000 * FY 2005 D FY 2010

175

150

t 125

Age

X 13
Attrition Rate by Fiscal Year

E Retirement * Transfer

* Resignation 0 Other

MINM .2

ME*

6.0%

5.0%

4.0% -

3.0% -

2.0% -

1.0% -

0.0% -

I I

.1 

I I

lY03F20

FiclYa

FY200Z FY2005

14
Training and Development

* Actions Taken:

* Implemented training program

enhancements

* Increased technical instructor core in

anticipation of expanded training

needs

* Improved new employee orientation

15
4

Training and Development

. Challenges:

* Maintaining the effectiveness of new

employee orientation as the number

of new employees increases

substantially

* Maintaining an effective Nuclear

Safety Professional Development Program as volume and breadth of

the program increase

1,6
Training and Development

. Challenges, (continued):

* Creating an environment where

everyone in the agency maintains

and improves their skills in support of the agency's mission

* Physically moving the Professional

Development Center without

creating interruption in the training

program

17
Knowledge Management

* Actions Taken:

* Drafted a Knowledge Management

(KM) Plan

* Piloting the KM Toolbox to include

knowledge capture interviewing,

document collection, and virtual

communities of practice

1I
Knowledge Management

. Challenges:

. Creating a program that is flexible

yet rigorous enough to meet the

agency's needs

. Integrating knowledge management

with work process

* Obtaining adequate resources for

implementation

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