NRC Continues to Be A Top Performer in the Annual Employee Work Survey

Mark A. Satorius
Executive Director for Operations

Every year, the Office of Personnel Management surveys federal workers for their level of satisfaction with their jobs, and their take on their agency’s leadership and organizational culture,

The NRC has traditionally scored well – often significantly higher than most other government agencies. And the NRC – even when faced with government-wide issues associated with pay and budgets – continues to rank checklistin the top performing agencies for 2013. We remain first in “Leadership and Knowledge Management,” second in “Job Satisfaction” and third in “Results-Oriented Performance Culture” categories.

While the NRC remains above government-wide averages in most categories, we’re particularly happy to report our results are:

• higher than the government average in employees rating the quality of their work;

• higher than the government average in employees knowing how their work relates to the agency mission; and

• higher than the government average in employees believing the agency is accomplishing its mission.

Also, eight in ten NRC employees recommend their organization as a good place to work – as compared to six in 10 employees government wide. And the NRC scored high on work/life questions that reflects how hard we work to attract and keep high-performing employees through such things as telework opportunities and alternative work schedules.

But we also saw some indications of dissatisfaction among employees primarily related to pay, promotions, resources and training opportunities. These are issues across the federal government, as the NRC and other agencies confront the dual challenge of sequestration’s impacts and pay freezes several years running. The NRC, for example, cut its external training budget in half – a decision that helped save the agency from having to resort to furloughs as an option for reducing the impact of sequestration.

It’s important to note that the FEVS survey is one tool the NRC uses to assess employee opinions and make key course corrections when necessary. The NRC’s Office of the Inspector General also does a “safety culture” survey every few years, which we study closely and use as the impetus for needed operational and/or organizational changes.

As we have in the past, we’ll use the information in both the FEVS survey and the recent OIG survey to guide changes we feel we need to make to keep this organization meeting its important safety and security mission – and assuring the NRC continues to be an attractive employer for talented and dedicated professionals.

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