1. How is good work encouraged in your area? What are your current performance planning and evaluation practices? Are they effective? How could they be improved? How are performance evaluations used to guide performance? Are appraisals tied to salary?
2. In your area, do people work in formal teams? If so, are teams evaluated? Is individual performance on teams evaluated? Is there training for teams?
3. What is your level of satisfaction with current training and development at MIT within your area? for you individually? for you as a supervisor/manager?
What's outstanding?
What needs improvement?
In what areas would you like to see more training and development?
4. What type of career development is available to you?
- what would you find useful that doesn't exist?
5. How are training plans developed? What percent of staff participate in training activities?
What kind of training has been provided for you? for staff?
How are people coached?
How is feedback given?
6. Given reengineering and an environment of change, what practices do we need to promote and support performance of individuals and teams?
7. What is in the 5 Year Plan which might affect human resources?
8. To what extent does MIT have a process for planning the replacement of key leadership positions/roles when people in those roles leave the Institute for any reason?
9. If MIT is going to be a flatter and leaner organization with highly skilled people, which positions/roles are key for fulfilling this strategy?
Which position/roles would you worry about being able to fill in the future?
10. If MIT is to be a flatter and leaner organization, what are the implications for hiring, developing, classifying, assessing, and rewarding staff?
11. To what extent are there any clear or implied career paths for non-academic staff for key positions?
Should there be?
12. What is the strategy for competing with the private -sector for the best and brightest" for non-academic positions? Should there be one?
13. How would you suggest we meet the Institutes' Affirmative Action plan in a redesigned workplace?
14. To what extent does MIT support customization of jobs so employees may balance work, family and personal needs?
To what extent is this sufficient? Should MIT do more? Less?
15. Specific to the areas of classification, compensation, job design and compensation what is your level of satisfaction?
How effective is MIT at Job Design?
What have been your experiences around the delineation between entry level staff a and support staff?
16. What is your level of satisfaction with the interaction between central administrative functions and similar administrative functions in departments, labs and centers?
17. What forms of recognition are most commonly used at MIT?
What forms of recognition would you like to see more of at MIT?
Are there places where you see these used?
Are there informal practices of recognition which are used commonly?
How well do they work?
18. Given the changing environment, what do you think we will need in the area of job design, compensation, classification, and recognition and rewards?
MIT Home Page