|BEST PRACTICES (Baseline Practices plus ...)|
Tips for Successful Performance Reviews
Frequent Conversations Prepare Managers and Employees for the Annual Review
Keep Job/Position Descriptions Up-to-Date
Document the Conversations
Create a Reciprocal Process
Frequent conversations about performance create a reciprocal process and an atmosphere of shared responsibility for the work.
Managers and employees who do meet regularly to discuss performance goals report that the annual review conversation becomes a summary—a low-stress "non-event" that is just part of an ongoing cycle.
Start with a Self-Appraisal
Consider Multi-rater Feedback
Finally, a richer view of the employee's contributions can often be gained by including feedback from colleagues and customers. Get more information on creating an informal multi-rater review.
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. One way managers can do this most effectively is by carefully distributing their merit pool. We encourage managers to differentiate merit increase amounts to recognize each employee's performance, contributions, and past year's achievements. Individuals who demonstrate superior performance should be recognized with review increases at or above the established merit allocation amounts, even though lesser amounts will then be available for individuals who demonstrate average performance. In addition, we recommend that managers engage in open communication with staff regarding the specific merit allocation so that employees understand their level of performance as it compares to the merit range established.
A Successful Performance Review Conversation Needs
- Careful planning by manager and employee
- Constructive communication
- Collaborative attitude
- Openness to giving and receiving feedback
- Commitment to "continuous improvement"
- High level of accountability—good follow-through on commitments made during conversation
- Openness to redefining or readjusting goals as needed (for the department and/or for the employee)