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Annual Performance and Development
2009 Annual Support Staff Performance Appraisal and Salary Review Timeline
2009 Annual Administrative Staff Performance Appraisal and Salary Review Timeline

Annual Performance and Development

The purpose of the Annual Review is to work together to improve individual and organizational performance. Feedback is provided on both jobs well done and areas for improvement. The year end review should be just that, a review. Everything said in it should have been discussed before with no surprises.

The 2006 IS&T review included six focus groups involving participation evenly across all IS&T directorates. Among the finds of those IS&T focus groups were the following:

• The supervisor is the most important element in a good performance appraisal process. The supervisor has to be capable of doing an effective review.
• The organization has to value and support the performance appraisal process, starting with valuing and supporting the role of the supervisor. There needs to be real support for the supervisory role in terms of training and time.
• There needs to be ample time for the performance appraisal - preparation and conversation. Both staff member and supervisor need to have enough time to prepare thoughtfully. The supervisor should not be overloaded, with too many reviews to do
• The review should be comprehensive, reflecting both supervisor's and staff member's perspectives, and have no unpleasant surprises. The supervisor's expectations of the staff member need to be clear and realistic. Both need to contribute in writing, sharing perspectives prior to the review.
• Follow-up to the review is key. Follow-up at regular intervals is important. It needs to be more than once a year.
• Individual performance should be linked to team and organizational goals.
• The review should focus on accomplishments and results, as well as behaviors, attitudes, and process.

A single rating scale, as well as a new form, was introduced in 2006. Managers and employees are expected to use the form and apply the rating scale adopted in 2006 across the organization.

The current Annual Performance Review form is comprised of three main categories. They are:

• Goals and Requirements
• Performance Factors
• Summary Rating

Download form: Word | PDF

2009 Annual Support Staff Performance Appraisal and Salary Review Timeline

Eligibility: Employees must be on MIT regular (vs MITemps) payroll on or before the last payroll for November. They also must have an appointment end date beyond the effective date of the review.

Timeline:

Time	Activity
Early January	Support Staff review "kickoff."
February	First week: Performance ratings due to IS&T HR. Second week: Salary increase decisions due to IS&T HR. Third week: Cross-Directorate calibration and roll up to VP's Office. Fourth week: Final IS&T decisions due to MIT HR.
Late March	Review letters distributed to managers/supervisors.
April	Effective date of Support Staff merit review by first payroll.

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2009 Annual Administrative Staff Performance Appraisal and Salary Review Timeline

Eligibility: Employees must be on MIT regular (vs MITemps) payroll on or before January 1st. They also must have an appointment end date beyond the effective date of the review.

Timeline:

Time	Activity
Mid March	Administrative Staff review "kickoff."
March-April	Mid April : Performance ratings due to IS&T HR. End of April : Salary increase decisions due to IS&T HR. Late May : Cross-Directorate calibration and roll up to VP's Office. End of May: Final IS&T decisions due to MIT HR.
Mid June	Review letters distributed to managers/supervisors.
July 1	Effective date of Administrative Staff merit review by first payroll.

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