HR @ MIT

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Performance Reviews

Review Cycle

In preparing for a review cycle, you may find it helpful to visit these pages:

Annual Salary Review Quick Cards
Merit Increases
Performance Reviews (this page)

New Employee Orientation Period
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.

PERFORMANCE REVIEW FORMS

Human Resources is pleased to offer a website that features information about performance reviews and on-going performance development. You'll also find an array of performance review forms as well as information on the performance review process, feedback, and professional development. Visit the site.

Annual Performance Evaluation
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.

Schedule of Reviews

Staff Category	Eligibility; Start Date on or before	Review Process Initiated*	Effective Date of the Review
Administrative	1/1	3/1	7/1
Service (Union)	4/15	4/15	7/1*
Sponsored Research Staff	7/1	11/1	1/1
Support	11/30*	12/1	4/1*

* Approximate Dates

Determination of Overall Review Budget Guidelines
The Compensation Office develops initial recommendations regarding the percentage amounts to be made available for each of the Institute's major, non-hourly payroll reviews. Each of these recommendations is prepared after a careful study is made of the Institute's relationship to the outside market, the Institute's general employment experience, turnover rates and salary trends, and after reviewing other general economic indicators such as national and regional inflation and unemployment patterns.

These recommendations 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 Increases
One of our priorities as an employer is to retain the many talented employees who work at MIT. Studies show that one of the most effective ways to retain top performers is to reward them based on job performance; i.e., to pay for performance that rewards collaboration, team work, and superior results. One of the ways you can do this most effectively is to consider how you distribute your merit pool. Merit increases should be used to recognize an employee’s performance, contributions, and past year’s achievements, and should not be confused with, a cost of living program.

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.