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Fair and Equitable Treatment: Progress Made and Challenges Remaining As the guardian of the merit systems principles, the MSPB has a long history of conducting studies to evaluate the "fair and equitable treatment" of all employees, regardless of personal characteristics such as ethnicity/race. This report summarizes workforce data, as well as input from employees, to assess the Federal Government's progress toward achieving a representative workforce and treating all employees fairly. The results reveal that progress has been made, but some challenges remain. This report provides specific actions that agencies and employees can take to help the Federal Government achieve an efficient, effective and representative workforce.
Job Simulations: Trying out for a Federal Job In this report, the MSPB finds that job simulation assessments can be an effective tool to evaluate applicant qualifications. They have many advantages, including relatively high levels of validity, better person-to-job fit because of the realistic job preview, a greater degree of fairness, and generally positive applicant perceptions. This report identifies a number of factors for agencies to consider when making decisions about their assessment process. It also presents a practical, 5-step assessment strategy that agencies should consider adopting.
As Supervisors Retire: An Opportunity to Reshape Organizations In this report MSPB expounds on large losses expected among the supervisory and managerial workforces due to retirement and their replacements, namely the challenges and opportunities soon to ensue. The report illustrates how the coming retirement wave will afford agency leaders with the opportunity to recruit, select, and develop a new cadre of supervisors having the knowledge, skills, and abilities to function effectively in an increasingly dynamic environment. The report offers agencies recommendations to capitalize on the retirement wave by structuring work units with regard to the job functions, competencies, and the workplace complexities. The report encourages agencies to use the retirement wave as an impetus for establishing procedures to recruit, select, and develop a diverse supervisory workforce with the talent to promote engagement and drive performance.
Addressing Poor Performers and the Law The purpose of this report is to describe the similarities and differences between 5 U.S.C. ยงยง 4303 and 7513, the two sections of the law that authorize an agency to take an adverse action against a Federal employee for poor performance. As history as shown, poor performers are a serious concern for the Federal workforce, and one that the Government has had difficulties addressing. The biggest obstacle to addressing poor performers in the Federal Government is not created by a statute, but rather is simply a question of how supervisors manage the performance of their employees. This report addresses the limited ability of the law to address the underlying challenges of a performance-based action and t part of the solution which lies in educating and encouraging supervisors in the use of better performance management practices.
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