Layoff & Reduction
Develop a Staff Reduction Plan
A staff reduction plan may be relatively simple or more complex depending on the number of employees affected, the reasons for the reduction, and the services that will be affected. The following is a list of elements to consider in developing a staff reduction plan.
- A list of position(s) that will be eliminated or reduced
- You will need to describe the reason(s) each position has been selected for elimination (e.g., the position's work will no longer be performed; funding limits the number of people who can be employed and the work of a less senior employee is being distributed to employees in similar positions with more seniority, etc.)
- An assessment of the work performed by the position(s)
- Prioritize work by that which is most important and that which is a lower priority.
- A post-layoff work distribution plan
- Identify individual positions and the work that will be assigned to them.
- A record of any job classification or grade changes that may result from the plan's implementation
- Identify actions you need to take to see those changes implemented (the need for job classification or salary grade changes will be determined by having the Compensation Office review of new or revised job descriptions). Evaluate the budgetary impact of anticipated classification or grade changes.
- A list of items that may require special attention
- This may include items like the need to restrict access to sensitive information and information systems or the need to get customer feedback about planned service changes.
- A record that documents the dates and nature of action you have taken
- Include items like employee communication, evaluation of revised job descriptions, requests to initiate layoff delivered to Human Resources, etc.
- A communication plan
- The plan should ensure that all members of the organization, at an appropriate time for their position, receive communication about the reductions and the degree to which the reductions will affect them. Include private meetings with the employees whose positions will be eliminated, reduced, or restructured and anticipate the kind of information and support they will need. Address any special needs like having information in alternative formats or language interpreters.
- Special Considerations for Employees
- If you know of any employees scheduled to be laid off who have indicated an interest in retirement, ensure that they have sufficient notice so that they can determine whether they wish to retire in lieu of layoff.
- Identify any professional staff who have accrued more than 240 hours of annual leave, and make sure they understand the annual leave payout limitations of the Professional Staff Program.
- Plan in advance for tasks related to ending employment
- Review the "Separating Employee Checklist" and ensure that you incorporate the necessary steps in your plan.
