Engaging EL Staff

VCAT Meeting

February 2016

Joannie Chin

Acting Deputy Director 

Engineering Laboratory
Our most valuable asset is our 

staff, and yet sometimes...
Components of Engagement

(as defined by OPM FEVS)

Leaders Lead:

• In my organization, senior leaders generate high 

levels of motivation and commitment in the workforce

• My organization's senior leaders maintain high 

standards of honesty and integrity.

• Managers communicate the goals and priorities of the 

organization.

• Overall, how good a job do you feel is being done by 

the manager directly above your immediate 

supervisor?

• I have a high level of respect for my organization's 

senior leaders.
Components of Engagement

(as defined by OPM FEVS)

Supervisor:

• Supervisors in my work unit support employee 

development.

• My supervisor listens to what I have to say.

• My supervisor treats me with respect.

• I have trust and confidence in my supervisor.

• Overall, how good a job do you feel is being done by 

your immediate supervisor?
Components of Engagement

(as defined by OPM FEVS)

Intrinsic Work Experience:

• I feel encouraged to come up with new and better 

ways of doing things.

• My work gives me a feeling of personal 

accomplishment.

• I know what is expected of me on the job.

• My talents are used well in the workplace.

• I know how my work relates to the agency's goals and 

priorities.
We Strive To...

• Listen and Communicate

• Empower Staff

• Show Gratitude 

• Streamline Administrative 

Requirements
Listen and Communicate

Opportunities for informal discussions:

• Program Manager Lunches with Associate Director

• Yearly forums hosted by OU Director and Deputy 

Director for staff from ZT, ZS and ZA career paths

• Group Leader Lunches with OU Director

• New Staff Focus Groups with Deputy Director
Listen and Communicate

• Recently rolled out staff forums on EL internal 

website, categorized by topic. 

• Posting of high level summary from EL 

Leadership meetings

• Announcement of Level V promotions

• Invite ADMR staff on tours of our facilities to 

engage them in our projects, and to thank them 

for their contribution in standing up new facilities.
Listen and Communicate

• Staff Personal Milestones presented in annual 

All-Hands presentation
• Division Deep Dives (3 of 6 in EL)

– Listening sessions held with 100% of staff; associates 

invited but not required

– Asked open ended questions: what’s working, what’s not 

working, what would you change?

– Key findings and recommendations discussed with EL 

Director and Division Chief

– Findings and recommendations 

presented to staff at Division meetings.

– Additional follow-ups to be scheduled

Listen and Communicate
• Division Deep Dives – examples of findings: 

– Confusion regarding desired balance between 

fundamental research and tech transfer

– Desire for refreshed EL Mission/Vision/Purpose

– Concern about programmatic directions and roles of 

program personnel.

– Concern about format of program 

reviews

– Frustration about administrative burden

Listen and Communicate
• Policy Roll-backs

– Shifted authority and responsibility back to Divisions 

in a number of areas, leading to increased autonomy 

where appropriate

– EL aligned with NIST policies, no additional 

requirements above and beyond unless there is a 

compelling or unique need

Empower Staff
• Exploratory Research Projects

• Employee Development:

– NIST Leadership Programs

– Detail assignments (PCO, OSTP, etc)

– Tuition reimbursement for relevant 

degree programs

Empower Staff
Show Gratitude

• EL Internal Awards Program:

– Communicator/Communication

– Mentoring

– Distinguished Associate

– Safety

– Morale Builder

– Staff Support

– Special Act
Show Gratitude

Many thanks to each and every one of you for the successful completion of the 

100% chemical and radioactive material inventory in EL! As of this past Friday, all of 

the offices and divisions have certified that all of their spaces have been inspected, 

inventories updated, and unwanted chemicals and materials have been disposed 

of. We greatly appreciated the positive attitudes that you all exhibited through this 

activity, and how you went the extra mile in accomplishing this task. We know how 

busy everyone is, and without your efforts, it would have been impossible for us to 

complete this assignment in such a timely fashion. 

It is truly our privilege to work with such dedicated colleagues as yourselves.

“Thanks a 

Million” 
Streamline Administrative 

Processes

...said no 

researcher 

ever

“I came to NIST to 

work on loads of 

administrative 

tasks!”
• Tiger Team convened to analyze EL administrative 

processes

• Development of electronic workflows and 

automation wherever possible:

– Initiation of travel

– Grants management

– Program /project management

– Activity hazard reviews

• Going to bat for staff to effect changes in 

administrative policies/procedures

Streamline Administrative 

Processes
Division Efforts and Activities

• Brown Bag Lunches – 2/3 social, 1/3 short 

presentation on research project

• Weekly group lunches

• Annual international potluck lunch

• Annual EOFY picnic

• Staff morale hours

• Chili cook-off

• Holiday breakfasts, hosted at group leader’s 

home
Challenges and Future Plans

• More effective communication – finding balance 

between too much/too little.

• Changes to onboarding practices, based on 

recommendations from NIST special study 

group.

• More public recognition and celebration of 

professional accomplishments