U.S. Nuclear Regulatory Commission's periodic career opportunities "re:actions newsletter" directed at college and university staff and students.

1. GREETINGS
Welcome to the Spring 2020 issue
of re:actions, the e-newsletter that
highlights the U.S. Nuclear Regulatory
Commission’s (NRC) employment
opportunities and agency culture.
This issue explores NRC’s
Commitment to Learning. We will
be exploring training and development
programs, tools, and initiatives
available to NRC employees.
We hope you’ll enjoy this issue and
will spread the word about all the
terrific things that NRC does every
day. Please share this newsletter
with any student/alumni groups or
campus organizations that might
be interested in learning more about
NRC.
SPOTLIGHT: NRAN INVITATIONAL
The Nuclear Regulator Apprenticeship Network (NRAN) is a paid,
full-time, 2-year program for outstanding engineers scientists from
across the nation who wish to start an advancement-oriented career
with NRC. NRAN focuses on skill development in multiple areas across the
agency through the support of both mentors and NRC leaders.
The program serves to take very talented engineers, scientists, mathematicians,
and health physicists and teaches them how to be regulators. The agency is
actively transforming to become a more modern, risk-informed regulator. NRC is
looking for fresh ideas and perspectives, and this NRAN cohort is an important
part of those plans.
A cohort structure sets NRAN apart from earlier programs. The “cohort” will all go
through the program together, providing a sense of community to these new NRC
hires. As they advance through NRAN together, the 24 participants will go
through similar experiences and rely on each other both during the program and
throughout their careers. This years’ cohort represents multiple engineering
disciplines (nuclear, mechanical, chemical, structural, electrical, and
environmental), Health Physics, and Mathematics from 15 university systems
across the U.S.
While the new cohort does not begin until the summer, in the beginning of March,
NRC hosted the NRAN cohort as part of an “NRAN Invitational.” The Invitational
was a learning event designed to make the transition into full-time work as
smooth as possible. It was the first time that the incoming cohort had the chance
to meet each other.
Continued on next page
INSIDE:
1 Spotlight! NRAN Invitational
2 Launching NUCLEPEDIA
3 Training & Development Programs & Initiatives
4 Hello, My Name Is … Susan Abraham
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2. NRAN INVITATIONAL: Continued
The day-long event covered a variety of topics. More than 50 NRC staff and
managers interacted with the students throughout the event in both small and
large group settings. It began with an opportunity for the cohort to get to know
each other and learn more about the way the program will work: It is structured in
a series of 3-4 apprenticeships across the agency to provide a thorough
understanding of the regulatory process. The participants then had the
opportunity to tour the headquarters and the NRC Operations Center.
In the afternoon, the cohort went through a series of round robin sessions where,
as small groups, they had the opportunity to ask NRC experts questions about a
variety of topics to help their transition. In one, they got some practical tips for
relocating and living in the area, from public transportation to the housing market
in the area, to the challenges of parking in the D.C. area, to things to do in the
area. At another table, they learned about employment benefits with NRC and the
support that the Office of the Chief Human Capital Officer offers. They had the
chance to talk to current NRC employees and learn about what it’s like to work at
NRC and how NRC is organized at another stop in the round robin. At another,
they had a chance to ask any follow-up questions about the NRAN program.
At the end of the day, there was a social hour where the cohort had a chance to
get to know other people who work at NRC in a more informal setting.
This combination of practical information and support is indicative of NRC’s
commitment to work-life balance and one of the many ways NRC supports a
culture of learning.
Good luck to the incoming NRAN cohort!
FEDERAL PRIMER:
Training Programs
Current Federal law requires that in
order to assist in achieving an
agency's mission and performance
goals by improving employee and
organizational performance, the head
of each agency shall establish,
operate, maintain, and evaluate a
program and a plan for the training of
employees both through Government
and non-Government facilities.
NRC’s training programs support
its strategic plan and performance
objectives while helping to improve
employees’ current job performance
and supporting career development
programs that expand and enhance
current responsibilities. Further, the
training programs provide
opportunities for employees to learn,
advance, and perform duties outside
current jobs. As part of the NRC
Transformation Process, the NRC is
focused on training staff and ensuring
the NRC is able to recruit, retain, and
develop a skilled and diverse
workforce with the skills and agility
necessary to adapt to a rapidly
changing environment.
An Individual Development Plan (IDP)
is an example of a tool that NRC uses
to help employees reach their short
and long-term career goals (See
“Inside the NRC”). Available to
employees as part of NRC’s online
Talent Management System (TMS), the
IDPs that employees create are “living
documents” that serve as career road
maps, enabling employees to assess
their current training and development
needs and establish training plans
addressing training and experience
goals of both a formal and informal
nature.
The team instrumental to the launch of Nuclepedia—a wiki tool to capture and
make internally accessible NRC’s expert knowledge.
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3. FEATURE:
NRC Training and Development Programs and Initiatives
A central pillar of NRC’s strategic plan for the future is “Investing in Our
People.” This investment is enacted through training staff and ensuring that
NRC is able to recruit, retain, and develop a skilled and diverse workforce
with the skills and agility necessary to adapt to a rapidly changing work
environment.
There are many ways that NRC supports the training and development of its
employees. In addition to the in-person courses that the Technical Training
Center (TTC) offers (See NRC In Our Lives), NRC offers a remarkable array
of online courses and certifications through the TMS. These programs are
customizable to each employee’s goals and needs. NRC employees also
have access to the SkillSoft Library, a repository of thousands of courses,
books, and videos developed by industry-leading learning experts.
The NRC Career Counseling Program helps employees examine their
career decisions and develop new career strategies for the future.
The Mentoring Program provides junior employees with the opportunity to
discuss their career goals and aspirations with experienced NRC employees
who volunteer to serve as mentors on a one-to-one basis.
Developmental Rotations are short term assignments that allow
employees to develop greater overall capability and versatility, foster a
greater understanding of NRC programs, and provide broader experiences
and new challenges.
The Leaders’ Academy offers a variety of programs for employees at all
levels the chance to develop their executive, managerial, and supervisory
skills.
The Graduate Fellowship Program (GFP) offers employees fellowships to
pursue their PhDs or master’s degrees in high priority disciplines such as
Nuclear Engineering, Probabilistic Risk Assessment, or Materials
Engineering.
Employees also have the opportunity to pursue external training
programs, from federal programs like the White House Leadership Program
to courses at national labs like Oak Ridge National Lab and Los Alamos
National Lab.
INSIDE THE NRC:
Training Tools and Resources
Individual Development Plans (IDPs)
At NRC, employees don’t have to wait
for training and career development
opportunities to be suggested to them.
They take charge of their career
development by preparing Individual
Development Plans (IDPs), which
outline short and long-range career
goals and identify the means to reach
them. An IDP is a “living road map”
where employees lay out plans for
specific formal training and
experiential opportunities, including
working with a career mentor, taking a
rotation assignment, joining an NRC
working group or professional
organization, and other career
developmental activities.
Talent Management System (TMS)
NRC’s Talent Management System
(TMS) includes an IDP component that
provides easy access to training
classes (classroom or online), online
books, and career development
videos. Setting goals, establishing
timetables and firm deadlines,
enabling research to discover available
resources, identifying development
activities, and nailing down the steps
to achieve success are all part of the
assistance available through the TMS.
Continued on next page
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4. Training Tools and Resources: Continued
Competency Modeling
Used in conjunction with the IDP
process, competency modeling ties
employee development plans and
career planning activities to position
competencies needed for successful
job performance. Competency
modeling sets baselines for both
qualifications and training
requirements. By aligning training and
qualification determinations with
identified competencies, learning
objectives can be altered and training
delivered in the most efficient manner
available. The availability of training
content and timeliness of training
delivery are both improved through
effective competency modeling
systems. Workforce planning,
competency-based qualifications,
performance management
assessments, and training and
development are all beneficiaries of
effective competency modeling.
NRC IN OUR LIVES: Technical Training Center
Education and training are not only necessary to fulfill NRC’s mission to protect
public health and safety, but it is also central to the culture at NRC. NRC has a
dedicated Technical Training Center (TTC) in Chattanooga, TN, designed to
ensure that its employees are fully equipped to do their jobs to the very best of
their abilities. Not every agency is able to make this sort of commitment. In fact,
NRC spends more on training its technical staff than almost any other agency!
The TTC sits at the heart of NRC’s technical training programs offering a wide
spectrum of courses designed to meet the needs of NRC employees. Nuclear
power plant design and operation, reactor technology, probabilistic risk
assessment, engineering support, radiation protection, fuel cycle, inspection
techniques, physical security, health physics, and such disciplines as welding,
nondestructive testing, and quality assurance; the TTC training programs cover a
lot of material.
The Reactor Technology Series is the core of the technical instruction at the
TTC: a highly intensive three-phase course. The first phase reviews the systems
in depth—the engineering bases that provide participants with a common
language and understanding. The next phase of the course is spent on transient
analysis: these intensive two weeks explore plant issues that need direct analysis
or review of abnormal conditions. The final two weeks are in simulators that
replicate real field operations and allow candidates to apply the knowledge
they’ve acquired.
TTC offers over 140 different courses, some of them being held in Chattanooga
on the TTC campus. However, many have been converted into online courses
(SEE Article re: the TMS) that allow employees greater flexibility, and some
occur in regional locations around the country.
As NRC changes and adapts, so too must the training. Over the last 40 years,
TTC’s training curriculum has grown and developed to mirror the changes in the
nuclear field as a whole. For example, training emphasis is shifting to a more
risk-based analysis from a prescriptive one. The amount of knowledge that is
contained within the TTC training facility and its staff of instructors is truly
impressive.
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5. NRC is deeply committed to the learning
and professional development of its
employees. Susan Abraham and her team
are at the forefront of those efforts.
As the Associate Director for Human
Resources Training and Development,
Susan Abraham provides overall leadership
and management of agency-wide training
and development programs, and systems
designed to establish, maintain, and
enhance the professional development and
technical skills needed for employees today
and in the future.
Since beginning her career with NRC in
2005, Susan has had the opportunity to
work in several different offices, which is
typical for many NRC employees. Her
career is reflective of an agency culture
that supports personal and career growth
through on-the-job experiences, through
working on special assignments, and
through formal training.
As you move through the agency and work
in different offices and different jobs, you
develop your skills, and gain a greater
understanding of the mission and how it is
interconnected. That’s how Susan advanced
at the NRC, through rotations into jobs that
gave her unique experiences and skills, and
through leading and participating on many
special projects. As Susan says, “It’s a great
agency to work for.”
Susan is a graduate of the NRC’s Senior
Executive Service Candidate Development
Program. Currently, there are other
leadership development programs offered
by the NRC, such as the Aspiring Leaders
Program and the Leadership At All Levels
program. There are also programs like the
Resident Inspector qualification program
that offer certification and support the
agency’s important oversight program as
part of its regulatory mission.
NRC also offers the change to participate in
several external development programs.
NRC’s location in Rockville, MD, just outside
of Washington, D.C., means that there are
many intra-federal training opportunities and
leadership programs. The White House
Leadership Program, for example, offers
more senior staff opportunities to work on
cross-agency policies and programs at the
federal level.
Susan advises new employees—actually, all
employees—to “take the chance to learn
something different, outside of your area of
expertise.” Part of Susan’s job is to make
sure everyone at NRC has access to those
opportunities.
One of Susan’s memorable experiences
came early in her career. Even though she
has spent her career on the corporate side,
focused on mission support roles in IT,
financial, and human capital management,
she had the opportunity to visit a power
plant—the Oyster Creek Nuclear Generating
Station. “It really helped me connect to the
mission and appreciate the work of the
NRC’s Resident Inspectors, and see the
magnitude of NRC’s responsibilities, and
how the NRC continues to be a world-class
regulator through the work that we do every
day.”
In her role as Associate Director for Human
Resources Training and Development,
Susan is looking ahead to make sure that
NRC has the right tools for learning. For
example, her team recently implemented
“Nuclepedia,” an internal tool that provides
a way to capture the knowledge of its
experts and provide accessible information
to newer members of the agency. As its
name implies, this is a wiki tool. It was
created as a strategy for collaborative
learning, to develop and share operational
knowledge so that as people retire, the
richness of their knowledge and
understanding is not lost.
Susan is quite excited about one of NRC’s
newest training programs—the Nuclear
Regulatory Apprenticeship Network (NRAN)
program.
She explains, “This cohort of 24 new hires
is going to be the future workforce of the
NRC. They will move through their training
and development together in a two-year
program that will blend formal training with
on-the-job experiential learning in a series
of apprenticeships provided by the various
offices. The program allows this group of
new hires to build work experiences and
relationships across the offices as they fill
new positions needed in the future upon
graduation.”
“They are,” Susan added, “a diverse, fun
group.” They have a variety of educational
backgrounds—Nuclear and Chemical
Engineers, Health Physics, and Mechanical
and Civil Engineers—and come from
different parts of the country.
Members of the first NRAN cohort met in
early March. “The aim of the day was to
arm them with information so they would be
prepared for what’s ahead at the NRC,”
Susan explained. “This event really made
a difference for the cohort.”
During the day, the NRC covered a lot of
general topics, which included HR policies,
the training curriculum of the program, an
introduction to leadership, a chance to meet
some of the different advisory and diversity
groups within NRC, learn about living in the
area, etc. The day ended with a casual
meet-and-greet where the NRAN
participants had a chance to get to know
each other and some of their new NRC
colleagues.
This is typical of NRC; providing employees
with a rich background of job experiences
and information so that they are ready for
wherever their careers take them. In the
process, it helps to make all employees
(and especially new hires) feel welcomed
and valued.
“If you chose an organization like NRC, you
will be surrounded by intelligent, deeply
thinking people. You will be part of a culture
that embraces and supports its employees.”
Hello, My Name Is …
SUSAN ABRAHAM
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