Onboarding is the process of welcoming new employees into an organization and providing them with the knowledge and resources they need to be engaged, productive, and successful. Onboarding begins before an employee’s first day and usually lasts through the first year on the job. Our goal on the Onboarding Experience team is to conceive a more robust and consistent onboarding program for new employees across MIT. To advance that goal, we will launch a website that will provide onboarding information for new employees, resources and tips for departments, and a list of MIT-wide onboarding events.
On the Performance and Development Review team, our goal is to encourage administrators to adopt best practices for performance development. We want to enable clear lines of communication between MIT employees and their supervisors and to make sure that all employees have the chance to give and receive feedback on their professional performance. We also believe it is vital for employees to understand their professional development opportunities and to feel supported in pursuing them.
In the Office of Sponsored Programs (OSP), we are motivated by an ethic of relentless, iterative improvement. The Project Next initiative, launched in fiscal 2011, is designed to advance our work in three key areas—proposals, awards, and compliance. In each of these functional areas, we have been asking fundamental quality questions:
The Renovation Transparency initiative was launched to support and expand collaboration among DLCs and MIT planning, construction, and safety professionals on renovation projects. The goal is to create models for projects of all sizes that engage DLC representatives in shared decision-making about technical requirements, furnishings, fittings and finishes, safety concerns, scheduling, and cost—collaborations that will contribute to excellent outcomes.
The goal of the Root Cause Analysis effort is to mobilize members of the MIT community to work together to resolve or prevent events that could have a negative impact on the wellbeing of our community. We hope to minimize the risk for serious damage to personnel, property, and reputation by identifying fundamental factors that increase that risk. Our team is working to establish a procedure for determining why a negative event has occurred, how to mitigate its outcomes, and how to ensure that any information or lessons learned are shared across departments to prevent future incidents.
MIT is increasing its pay frequency for faculty, salaried staff, graduate students, and fellows—transitioning from a monthly to a semimonthly schedule in April 2018. With this change, there will be two pay dates per month—on the 15th of the month and on the last day of the month. If either falls on a weekend or holiday, the pay date will be the business day that precedes that weekend or holiday.
The shipping initiative seeks to outline a clear and consistent shipping process that will apply not only to typical shipments but also hazardous materials and export-controlled items. The core team, assembled in September 2014, includes members of Environmental Health & Safety (EHS), Office of the Vice President for Finance (VPF), and MIT Mail Services. The team is evaluating all facets of shipping, including direct billing, packaging materials, vendor selection, and a web-based tool that will simplify shipping for the MIT community.
Our goal with the Total Compensation Statement initiative is to provide faculty and staff with personalized statements detailing their pay and the value of their MIT benefits. The total compensation statement also displays projections of retirement income under a specified set of assumptions. We believe that this information will accomplish three objectives: educate faculty and staff about their total compensation, stimulate interest in planning for retirement, and provide information that enables more informed financial planning decisions.
In January 2015 the Office of the Vice President for Finance (VPF) and Information Systems and Technology (IS&T) began a discovery process to determine the best possible buy to pay (B2P) solution for MIT. The B2P team talked with members of the community who regularly perform tasks related to procurement, as well as staff in the VPF who process a high volume of transactions. They mapped the multi-step processes and documented the many pain points purchasers routinely experience along the way.
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