Performance Reviews & Goals Setting

Thoughts and ideas from ITLP participants regarding performance reviews and goals setting:

What works well?

• Parallel structure with preparation
• Tie to merit review process with enough spacing to actually impact the process
• Explicit disconnect between merit and performance appraisal
• Specific goals for development
• At least an annual performance appraisal
• Periodic goal setting and adjustment
• Self-evaluation
• Feedback forms such as the 360 evaluation
• Public balanced scorecard that helps align individuals with the priorities of the group
• Dissemination of goals

How often?

• Penn State: informal but realistically, every two months
• University of Chicago: no formal performance appraisal process across all units, some groups do have performance appraisals and fewer still have a reciprocal appraisal process
• MIT: annually, but there's no penalty for not doing performance appraisals
• Yearly (required as a minimum)
• Informally, more often is much better

Observations

• Quality of performance appraisals varies widely
• Need honesty

There was considerable interest and discussion in the MIT model of 90-day work plans and the "six conversations" that take into account both performance appraisals and professional development programs as part of an ongoing and regular dialogue with staff. For more information, contact Kyle Pope at MIT.