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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 manager/organizational unit. It is essential that a manager evaluate 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 below original expectations should be discussed with the local Human Resources Representative and the Human Resources Officer assigned to the department. To ensure that this evaluation takes place by the end of the new employee probationary period, the department's Human Resources Officer sends a reminder to the local Human Resources representative at approximately the three month mark of a new employee's employment.
Deliberate, planned conversations about performance should occur throughout the year between a manager and employee. A crucial part of the ongoing dialogue between managers and their employees is the formal annual performance review. The annual performance review conversation is a two-way dialogue that looks both back in time (to assess the employee's performance over the past year) and forward in time (to articulate future performance goals and development plans). The objectives of the review conversation are to ensure the employee and manager:
Massachusetts law requires that all employee records be retained for three years after the employee leaves the employer. However it is MIT practice to retain records - including performance review documents - for four years after the employee leaves MIT. 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 four years. Eligibility and effective dates of the annual salary reviews are listed below for the various staff categories. For MIT policy information regarding Annual Performance Review for administrative, sponsored research and support staff (Personnel Policy Manual, Section 7.2), click here.
Annual Merit Increase Eligibility and Effective Dates
Support Staff
Administrative and Medical Staff
Faculty and Other Academic Staff
Service Staff For more information on the annual performance review and merit increase schedule, click here.
Determination of MIT's Annual Merit Increase Program The initial recommendations made by Compensation are submitted to the appropriate MIT officials and then submitted for final approval by the Executive Committee of the Corporation. Each recommendation is evaluated with consideration given to the Institute's financial position and available funds.
Determination of Individual Merit Increases
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 Resources Officer. The Deferred Merit option should not be the first indication to an employee that a performance problem exists.
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