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Performance
Reviews
Review CycleIn preparing for a review cycle, you may find it helpful to visit these pages:
The initial months of employment are in many ways the most important of a person's career at the Institute. It is during this time that the individual learns the scope of his or her job/position duties and responsibilities and the standards expected by the organizational unit. It is essential that a supervisor assess a new employee's performance during this period and that this assessment be discussed thoroughly with the employee. Instances involving performance levels that vary substantially above or below original expectations should be discussed with the Human Resources Officer assigned to the department. To assure that this evaluation takes place by the end of the new employee orientation period, a memorandum is sent by the department's Human Resources Officer to the individual's supervisor.
While regular and frequent performance feedback is essential, formal performance reviews are a crucial part of the on-going dialog between managers and their employees. The performance review and planning conversation should be a two-way dialog that looks both back in time (about the employee’s performance over the past year) and forward in time (where together the manager and employee articulate future goals and career development plans). The objectives of the review conversation are to make sure that the employee and manager share a clear definition of the job/position, an understanding of performance expectations for the position, and an assessment of the employee’s performance. Performance review conversations should be conducted at least once each year. The discussion should contribute directly to the determination of the Annual Review recommendations. While the Institute provides this formal occasion to review and discuss job/position performance, supervisors and employees are encouraged to meet and discuss questions of job/position performance throughout the year. Massachusetts Law requires that all employee records – including performance review documents – be retained for three years after the employee leaves the employer. The law considers MIT, not any particular department, to be the employer. Therefore, departments should continue to retain the personnel records for employees who have transferred to a different department within MIT. Records for employees who have left MIT may be destroyed after three years. Eligibility and effective dates of the annual reviews are
listed below for the various staff categories. For MIT policy information
regarding Annual Performance Review for administrative, sponsored research and
support staff (Policies and Procedures, Section 7.2),
click here.
* Approximate Dates Note to managers: If an
employee does not meet performance expectations for his or her position, you may
want to consider deferring a merit increase for a period of three to six months.
The expectation is that the needed performance improvements can be made during
this time. If you are considering this option, you must consult with your Human
Resource Officer. The Deferred Merit option should
not be the first indication that a performance problem exists.
Questions? Contact us. |
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