Strategic Goal 2: Continue to foster a healthy organization

A successful outcome of this goal results in an organization and infrastructure that facilitates continuous learning and innovation, knowledge management, diversity and inclusion, technology adoption, and strategic planning, which in turn inspires the NRC’s workforce. Positive results include a culture that creates a sense of belonging, promotes and sustains a strong safety culture, fosters creativity and innovation, connects vision with action, and continuously adapts and strives to be a healthy organization.

Organizational Health Objective 2.1: Foster an organizational culture in which the workforce is engaged, adaptable, and receptive to change and makes data-driven and evidence-based decisions.

Organizational Health Strategy 2.1.1: Maintain a high-performing, diverse, engaged, and agile workforce supported by a healthy organizational culture with a focus on safety, security, and continuous improvement to meet mission needs.
 
Organizational Health Strategy 2.1.2: Continue to achieve mission excellence as a modern, risk-informed regulator that keeps pace with technological innovations.
 
Organizational Health Strategy 2.1.3: Promote innovation and development of new ideas by the NRC workforce.
 
Organizational Health Strategy 2.1.4: Promote an organizational culture that embraces inclusion by recognizing the importance of a diverse workforce.
 
Organizational Health Strategy 2.1.5: Recognize and act to inform the agency’s decisions by weighing diverse and competing staff perspectives, having respect for self and for others, being open-minded and inquisitive, and using all available processes to address differences of opinion.

Organizational Health Objective 2.2: Enable the workforce to carry out the agency’s mission by leveraging modern technology, innovation, and knowledge management to support data-driven decisions in an evolving regulatory landscape.

 
Organizational Health Strategy 2.2.1: Recognize and act on current and future information technology needs to effectively carry out the NRC’s mission.
 
Organizational Health Strategy 2.2.2: Ensure that the NRC’s data strategy is effective in enhancing access and using internal and external data for decisionmaking.

Organizational Health Strategy 2.2.3: Introduce new technologies to enhance decisionmaking, improve knowledge management, and accelerate innovation in the agency’s regulatory activities.
Organizational Health Objective 2.3: Attract, develop, and maintain a high-performing, diverse, engaged, and flexible workforce with the skills needed to carry out the NRC’s mission now and in the future.
 
Organizational Health Strategy 2.3.1: Ensure that the agency is an employer of choice that offers a work culture and workplace environment that attracts and retains highly motivated employees, who are engaged, adaptable, high performing, and receptive to change.
 
Organizational Health Strategy 2.3.2: Ensure that the NRC has a workforce with the right skillsets to achieve the agency’s goals now and for the future by integrating the results of strategic workforce planning into the agency’s hiring activities, enhancing recruiting efforts, and streamlining hiring practices.
 
Organizational Health Strategy 2.3.3: Maintain a high-performing, inclusive, and engaged workforce by rewarding high performers, enhancing career paths, promoting diversity, and creating a continual learning culture with cross-training opportunities for career advancement.
 
Organizational Health Strategy 2.3.4: Improve knowledge management by identifying and capturing critical information and leveraging the agency’s investment in modern information management and technology to enhance information accessibility and searchability.
 
Organizational Health Strategy 2.3.5: Improve performance and productivity by investing in technical, professional, and management training and accountability and encouraging leadership development.

Page Last Reviewed/Updated Thursday, March 31, 2022