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614-00Strategic PlanFY 2022- FY 2026

TABLE OF CONTENTSMission Statement .3Philosophy and Values .3Relevant Statewide Goals and Benchmarks .4Overview of the MSPB 5-Year Strategic Plan .5External/Internal Assessment .7MSPB Goals, Objectives, Strategies, and Measures for FY 2022 - FY 2026 .8Office of Classification, Compensation, and Recruitment .8Office of Workforce Development . 10Employee Appeals Board . 12Mississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 2

Kelly HardwickExecutive Director1. Mission StatementThe mission of the Mississippi State Personnel Board is to lead the way in human capital andworkforce management. Established in 1980 by the Mississippi Legislature (see Miss. CodeAnn. §§ 25-9-101 et seqployment thatprovides employees a good future; agencies a stable supply of quality people; Legislativedecision-makers quality information and financial controls for personnel costs; and citizensthe most effective and efficient government. MSPB provides human resources policy andoversight for state government, serving nearly 120 agencies, boards, and commissions.Branch, the Mississippi Institutions of Higher Learning, the Mississippi Community CollegeBoard, and Mississippi public school teachers.2. Philosophy and ValuesThe vision of the Mississippi State Personnel Board is to ensure a quality workforce for theState of Mississippi. In order to fulfill this vision, MSPB focuses on customer service throughutilization of a consultative service delivery model. This approach maximizes technologyand fosters partnerships with stakeholders.Organizational Integrity;Innovation and Openness to Change; andWillingness to Share Information.Mississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 3

3. Relevant Statewide Goals and BenchmarksStatewide Goal: To create an efficient government and an informed and engagedcitizenry that helps to address social problems through the payment of taxes, theelection of capable leaders at all levels of government, and participation in charitableorganizations through contributions and volunteerism.Relevant Benchmarks:Administrative efficiency: Expenditures on state government administrativeactivities as a percentage of total operational expendituresAverage wait time for state government servicesNumber and average cost of regulatory actions taken, by regulatory body andtype of actionState dollars saved by providing government services online (e.g., documentretrieval, issuance of new business permits, license renewal)Percentage of state employees leaving state service within five years ofemploymentMississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 4

4. Overview of the MSPB 5-Year Strategic PlanThe Mississippi State Personnel Board is organized into three programmatic offices. TheOffice of Classification, Compensation, and Recruitment; the Office of WorkforceDevelopment; and the Employee Appeals Board comprise the programmatic areas ofresponsibility.to ourstakeholders (i.e., state agencies, applicants, the public, and the Legislature), and the agencyhas made significant advancements in our services provided by expanding our use of onlineplatforms for the recruitment, training, and development of state employees. Astechnology continues to rapidly advance, MSPB will strive to continue to maximizeopportunities to promote these online services including offering online performancedevelopment and evaluation, orientation/onboarding and additional training, internal andexternal agency paperless processes and document storage, greater access to online jobinformation, and increased reliance on technology as a cost saving tool.Office of Classification, Compensation, and RecruitmentAgencies are quickly recognizing that human capital is by far their greatest asset because itcarry out day-to-day activities. Now more than ever, finding talented employees andefficiently managing those employees is the key to building a successful workforce. Withthis in mind, MSPB has taken a big-picture approach to human capital management. Thisapproach has a two-fold purpose: (1) to serve as an unparalleled resource for stakeholdersneeding services and (2) to ensure uniformity in policies, procedures, and processes. It isalso a critical component to ensuring a quality workforce in the State of Mississippi. TheOffice of Classification, Compensation, and Recruitment is a unique team comprised ofMSPB analysts who provide an array of services in three main functional areas: Classificationand Compensation, Career Counseling, and Job Description Validation. Each agency servedby MSPB is assigned two analysts who provide advice and guidance to state agencies andconduct research and analysis of statewide workforce and human resources managementissues.Mississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 5

Office of Workforce DevelopmentWEmployee Appeals Board-judicial outlet beyond theagency level for aggrieved employees to pursue when internal agency grievanceprocedures are exhausted. Three hearing officers individually hear appeals assigned tothem. EAB has concurrent jurisdiction with appropriate state and federal courts, and thisoutlet often leads to settlement of conflicts in a much more efficient manner.Mississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 6

5. External/Internal Assessment5A. External Factors That May Affect PerformanceFluctuation in the volume of services needed by our stakeholders due to changesin the local, state, and national economiesFederal and state regulatory and statutory changesMaterial changes in funding which would force concentration on provision ofmandated functions to the exclusion of other non-mandatory servicesAdvancements in technologyA change in the number of PINs or agencies under MSPB purviewCompilation of the Mississippi State Personnel Board Annual ReportCompilation of the Joint Legislative Budget Committee ReportPeriodic reports to the Legislative Budget Office and the Department of Financeand AdministrationOngoing strategic planning and monitoring of performance measuresPeriodic performance auditsAdherence to MSPB Policy and Procedures ManualAdherence to MSPB Team Manual, which consists of internal management policiesand operational procedures and MSPB standard operating proceduresAssessment annually of Internal Controls PlanMississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 7

6. MSPB Goals, Objectives, Strategies, and Measures for FY 2022 - FY 2026Program 1: Office of Classification, Compensation, and RecruitmentGoal A: Maintain a fair system of employment that provides employees a good future;agencies a stable supply of quality people; and job-seekers information aboutemployment opportunities with the State of Mississippi. Miss. Code Ann. §§ 25-9-101et seq.Objective A.1: Efficiently provide regulatory oversight and human capital management toagencies, boards, and commissions under MSPB purviewOutcome: Compliance by agencies, boards, and commissions under MSPBpurview with applicable laws, policies, and procedures for the sclassification and compensation systemA.1.1. Strategy: Ensure personnel actions requested by agencies, boards,and commissions under MSPB purview are acted upon efficiently and timelyaccording to applicable laws and current policies and proceduresOutput: Number of actions taken on personnel requests fromagencies, boards, and commissionsEfficiency: Average number of days to complete action on personnelrequests at the staff levelExplanatory: The number of actions requested by agencies fluctuatesdue to the economy, job availability, and Legislative actionExplanatory: The number of days to process agency requests isimpacted by the completeness of the information submitted toMSPB by the agencyExplanatory: The number of days to process agency requests is alsoimpacted by MSPB staffing levels and financial restraintsMississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 8

Objective A.2: Attract and retain quality workers in state governmentOutcome: Provide agencies, boards, and commissions under MSPBpurview with a sufficient pool of applicants from which to hireA.2.1. Strategy: Promote employment opportunities with the stateOutput: Number of job fairs attended throughout the stateOutput: Number of job applicantsOutput:Number of positions placed on recruitment throughEfficiency: Number of contacts made at job fairs on behalf ofagencies, boards, and commissionsEfficiency: Number of hires made from the positions placed onExplanatory: The number of contacts made at job fairs fluctuates dueto the economy and job availabilityExplanatory: The number of positions placed on recruitment byagencies fluctuates due to the economy, job availability, andLegislative actionExplanatory: The number of applicants on referred lists fluctuatesdue to the economy, job availability, and Legislative actionExplanatory: The ability to promote job opportunities is impacted byMSPB staffing levels and financial restraintsA.2.2. Strategy: Provide referred lists of applicants to agencies, boards, andcommissions in an efficient and timely manner after the positionrecruitment closesOutput: Number of referred lists provided to agenciesEfficiency: Average number of days after recruitment closes that a listis referred to the hiring agencyExplanatory: The number of lists referred fluctuates due to theeconomy, job availability, and Legislative actionExplanatory: The number of days to refer a list is impacted by MSPBstaffing levels and financial restraintsMississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 9

Program 2: Office of Workforce DevelopmentGoal A: Equip agencies with the skills and knowledge to efficiently and effectivelyserve the citizens of the State of Mississippi by offering courses and programs thatreflect current workforce trends. Miss. Code Ann. § 25-9-103(c)Objective A.1: Provide state agencies with tools to enhance the knowledge andproductivity of state employees to better serve taxpayers through the coordination andprovision of appropriate training and development programsOutcome: Increase the percentage of participants in training opportunitiesA.1.1. Strategy: Provide training and development opportunities for agencies andtheir employees to improve skills and knowledgeOutput: Number of training and development courses offeredOutput: Number of participants in training and development coursesEfficiency: Percentage of participants in training and development coursesExplanatory: Limited access to computers for online coursesExplanatory: The number of training opportunities offered is impacted byMSPB staffing levels and financial restraintsExplanatory: The number of participants in training and developmentcourses is impacted by financial restraints on state agenciesGoal B: Identify targeted training to enhance the engagement of new stateemployees to address turnover.Outcome: Decrease turnover of new employeesObjective B.1: Provide training topics for state employees with less than five years ofserviceB.1.1. Strategy: Develop tools to assist agencies in retaining new employeesOutput: Number of courses offered for employees with less than five yearsof serviceOutput: Number of participants in courses offered for employees with lessthan five years of serviceMississippi State Personnel BoardStrategic Plan FY 2022 - FY 2026Page 10