Overview

Human Resources Accountabilities

Administrative Accountabilities

Glossary

IS&T Human Resources (IST-HR) Team

IS&T Human Resources (IST-HR) Team Matrix

Overview

Team Leaders and Primary Reviewers have a complex set of responsibilities:

Team Leaders typically are responsible for accomplishing a set of deliverables within a fixed budget. For example: Authorizing purchasing and travel expenditures and/or making staffing decisions for your team.

Primary Reviewers responsibilities relate to the employees being reviewed -- working on individual development plans, recognizing and rewarding strong performance (or addressing performance gaps), and considering opportunities for wage increases.

Within IS&T there are two teams that work with Team Leaders and Primary Reviewers on the issues mentioned above:

• IS&T Human Resources (IST-HR) Team help with all things people-related (e.g., staff development plans, performance appraisal, salary).
• IS&T Shared Services, which consists of the Finance Team (ISFT) and the various site teams, help with MIT administrative and financial procedures, such as purchasing, credit cards, reimbursements.

Several activities cross the HR and administration lines (e.g., for a new hire there are HR issues of getting the person a paycheck, as well as the administrative issues of getting the person an office, and the financial issues of ensuring the new salary is charged to the right cost object).

This document is divided into two broad areas that must be addressed in meeting the needs of MIT IS&T Staff:

1. Human Resources Accountabilities
2. Administrative Accountabilities

Refer to the glossary below for help with terminology.

Human Resources Accountabilities

The following are the 'HR' responsibilities that a Team Leader or Primary Reviewer may have. The IS&T Human Resources (IST-HR) Team is available for assistance with any of these topics.

• Identify Headcount Requirements: Participate in the process of determining the resources needed for a team to do its work. Understand not only how many people are needed but the skill set and job level, and the merits of employees vs contractors vs. temporary help. Be aware of any budget limitations. A Director/ITLT will ultimately review and approve headcount.
  
  
• Create a New Position: Develop a position description once a new position has been approved. Consult IST-HR for help with a job analysis, competency modeling, and final position description creation (including updating SAP if appropriate).
  
  
• Recruiting and Hiring: Work closely with IST-HR once a position has been approved to hire. Refer to the IS&T Hiring Process and New Employee Orientation.
  
  
• Position Classification Reviews: Conduct a periodic review of positions, either to provide input to a salary survey, or in response to a broader initiative.
  
  
• Team Staffing: Select the members of a team from within IS&T, keeping in mind MIT's interest in promoting and encouraging a diverse workforce.
  
  
• Salary Recommendations: Provide input to salary recommendations -- for new hires, as well as annual merit review increases.
  
  
• Promotion and Equity Recommendations: Monitor the performance of individuals on your team, and submit promotion and equity recommendations when requested by IST-HR.
  
  
• Conflict Resolution: Work through interpersonal conflicts that occur at the workplace
  
  
• Terminations: Participate in the process of laying off, firing, voluntary departures, or other terminations. IST-HR must be involved early on in any involuntary termination; IST-HR also needs to be informed of any voluntary termination. See the Termination Checklist for additional information.
  
  
• Payroll and Benefits: Encourage staff to talk directly with Payroll [Support Staff: x 3-7715; Administrative Staff: x 3-2744] or HR [x3-6151] regarding questions about their benefits and/or paycheck.
  
  
• MIT HR Policy Liaison: Direct staff to the MIT Personnel Policy web site, have them contact the IS&T Human Resource Officer, or work with IST-HR. You are not expected to be knowledgeable in all of the MIT HR policies.
  
  
• Communication: Help team members understand the IS&T Organization, vision, mission, and strategy, and how your team aligns with the goals. Team Leaders and Primary Reviewers are viewed as conduits between the Directors and team members, as well as between different teams.
  
  
• Performance Appraisal: Complete a written performance appraisal at least once a year if you are a Primary Reviewer (see List of IS&T Staff and their Primary Reviewers) IST-HR offers annual 'Performance Appraisal' workshops which review IS&T' PA process as well as discussion of how salaries are administered.
  
  
• Coaching: Assist team members with day-to-day technical, project management, and other questions.
  
  
• Mentoring/Career Counseling: Provide staff with wisdom and perspective on situations, needs and opportunities. If an individual would prefer a 'mentor' who is not part of the formal IS&T leadership, IST-HR can assist.
  
  
• Development Plan/Training: Plan a tactical development path within a person's current position and allow each individual an opportunity to attend relevant seminars, workshops, classes, or conferences. There are tools available for development planning as well as offering options for development.
  
  
• Team Development: Remain aware of team dynamics and work to improve the team's effectiveness.

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Administrative Accountabilities

IS&T Shared Services is available for assistance with many of these topics.

• Tracking Absences: Stay aware of team member absences. A site administrator records vacation time taken by Administrative staff (ist-vac-reporting@mit.edu). Administrative staff sick time and personal leaves are more loosely administered. Contact a member of IST-HR about managing staff absences.
  
  
• MIT Administrative and Financial Policy Liaison: Shared Services can clarify issues regarding MIT policy regarding what can be purchased, visa card limits, and travel policy.
  
  
• Departmental Personnel Files: Keep personnel files on staff: a member of the site team may keep personnel files on behalf of site Team Leaders, or the TLs may keep their own files. HR maintains the Institute official personnel files.
  
  
• Travel: IS&T Site Team can arrange travel, prepare and file travel reports.
  
  
• Office Supplies: IS&T Site Teams are responsible for maintaining routinely used office and kitchen supplies. Contact the Site Coordinator if you think changes are warranted. Site teams can also order supplies that are unique to a particular team.
  
  
• Computer Equipment/Software: Determine what equipment/software is needed to do the job. Ensure that the assigned finance person is aware of plans in sufficient time to include in any budget projects.
  
  
• Parking: Contact the Site Team about parking administration or the current MIT policy. The Site Team administers the annual parking permit process, and typically has 'day passes' for those who need to park on an ad hoc basis. You may not promise a new employee a parking pass.
  
  
• Keys/Access Cards: Work with the Site Team to get keys/access cards for new employees.

Note about the Staff Directory: As of August, 2002, new functionality was introduced to allow staff to maintain their own address information in the official HR system. IS&T Site staff may also maintain site directories, and will contact people and update information when necessary.

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Glossary

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