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By: FEDweek StaffThe MSPB has laid out a list of topics “that appear most promising and timely” for it to study over the next four years, now that it has a governing board in place after a period when it could not issue full reports on federal personnel issues.
The research agenda contains more topics than the agency will be able to study through 2026 “given current staffing and resource levels,” the MSPB said, but some of them are cross-cutting and work already had started on some of them in anticipation of the board being reconstituted.
General categories are (in its words): defending merit—topics related to principles, issues, or practices that are fundamental to a merit system; building an effective workforce—topics on the nature of work, workforce capacity, or selected segments of the workforce; recruitment and hiring—topics related to how employees are recruited, assessed, and selected; pay and performance management—topics related to employee compensation and performance; supervision and leadership—topics related to the selection and management of leaders, and the practice of leadership or management; and focus on the Office of Personnel Management—topics related to roles and initiatives of the federal government’s central personnel agency.
Within those about 20 have been identified as high priority, it said, including topics such as the merit system principles—a health check; preventing and redressing prohibited personnel practices; sexual harassment in the federal workplace; civil service employee protections; protecting whistleblowers in law and practice; fair and equitable treatment in the federal workforce; modernizing federal personnel systems; aligning workplace flexibilities with the future of work; how does technology affect the work of federal employees; workforce restructuring rules and merit-based principles; and HR technology—possibilities and practices.
Also, fair and open competition—practices and challenges; how do hiring officials decide who gets the job; the probationary period; correcting employee performance and conduct; selection and management of federal supervisors; understanding the roles of teams and team leaders; dual career paths for supervisors and technical specialists; OPM oversight of delegated authorities and responsibilities; and the role of a central human resources authority.
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