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Layoff Guide

The University is committed to administering its layoff policy and procedures fairly and attempting to minimize the effects of layoffs. Implementation of a staff reduction program may be the most difficult challenge you ever face. Therefore, the following guidelines are intended to provide you with general information and suggestions to be used along with direct services offered by Human Resources.

Managing the Process

Seek consultation and training on the change process and its impact on people. Consider education workshops and problem-solving opportunities for employees. Become familiar with resources and how to refer employees for help.

• Make sure communication is clear and concise.
• Present both good and bad news.
• Be as available and accessible as your work permits.
• Develop appropriate communication structures such as newsletters, bulletin boards, and meetings.
• Attend to morale.
• Be flexible.
• Be tolerant but clear about expectations.
• Expect new, different, and more intensified behaviors.
• Encourage employees to discuss their concerns and feelings.
• Deal with your own feelings and needs.
• Develop ways for people to break down isolation and promote social support.

Planning for a Layoff

How well you plan for the layoff will directly affect how well you can implement your staff reduction program. Staff reductions are usually precipitated by a budget reduction, programmatic changes, or a combination of these two. During your preliminary planning stage, you will want to do the following:

• Consult with your Employee Relations Specialist.
• Determine how the departmental program will change:
• What programs will be cut, what work will no longer be done, and what work will be shifted to other areas.
• Consult with your staff members to gather suggestions for cost-saving measures such as what functions can be eliminated or performed more efficiently, or how you can economize on facilities and supplies.
• Meet with your staff members about their preferences for a reduced schedule and/or furlough; discuss where you are in the process and listen to their concerns.
• Review all limited positions to determine which ones can be eliminated or functions reassigned to an employee in a career position.
• Review existing and revised organization charts to help you identify the assignment shifts you are considering.
• Notify the appropriate union of your plans (see Chapter 20, Labor Relations - Notice).
• Make sure you identify the proper layoff unit. (Your Employee Relations Specialist will help.)
• Look at the impact of these changes on staffing.
• Try to identify an ideal organization within the budgetary target.

When the Final Plan is in Place

• Consult your Employee Relations Specialist about the appropriate policy, contract, and procedures.
• Determine the order of layoffs (what classifications and seniority within each).
• Inform the employees who will be laid off. The unions and/or employees may want to spend time discussing the impact of the layoff. At the same time, you will want to be flexible and supportive in working with employees to be laid off.

Contract and Policy Requirements

Before moving forward with a layoff, you should read the contracts and policies that govern the affected employees. Providing proper notice to your employees and their unions is an important part of any staff reduction plan. For more information on your notice obligations see Chapter 20, Labor Relations - Notice.

For information on layoffs, advance written notice, and recall and preferential rehire rights, you should review the Layoff and Reemployment Guide for Management, available from the Labor Relations Unit, and consult the following policies and contracts (the listed policies and contracts are the only ones that affect Boalt employees):

• Non-Represented: Personnel Policies for Staff Members, Policy 60 (for example, Administrative Analyst)
• Technical Unit: UC-UPTE Contract, Article 14 (for example, Computer Resources Specialist II)
• Service Employees: AFSCME SERVICE Contract, Article 13 (for example, Sr. Building Maintenance Worker)
• Clerical: UC-CUE Contract, Article 12 (for example, Administrative Asst. II)

Calculating Seniority Points

The seniority provision of the policies and contracts require that the employee with the least seniority in the classification affected normally be laid off first. (There are specific provisions for out-of-seniority layoffs under special circumstances; consult with your Employee Relations Specialist.) Seniority points should be calculated for all employees in the same layoff units with the same classification as the position scheduled to be abolished. Check policies and contracts for details on calculating points.

The department makes the first seniority calculations and then reviews them with Human Resources.

Communications about Layoffs

Good communication is absolutely critical in the planning and implementation of layoffs. While the material you have to present is not pleasant, employees must hear it directly and honestly from management not from the rumor mill.

Two-way communication, which provides for information flowing to employees and for ideas and feedback flowing back to management, will make the layoff process smoother for you and your employees. Employees will feel they have some part in making and understanding decisions that affect them, while you may get some good ideas about how to bring about the budget savings you must make. Many managers find that the best format for communication is either a series of meetings with the whole unit, or meeting with smaller work groups followed by individual meetings with employees.

Communicating with Management

All levels of management should participate in the discussion of plans before the plans are presented to employees. You should:

• Consult with the Control Unit Head, if appropriate, to get approvals necessary for your actions.
• Speak with individual managers before formulating a proposed cutback plan.
• Hold a meeting with all managers to review your plan once it is developed.
• Offer other managers and supervisors a chance to react, discuss, and help revise the plan.
• Discuss cuts for specific areas with the affected managers before the meeting.

Communicating with Employees

Throughout the planning and implementation stages of a staff reduction, the most important thing you can do is to effectively and openly communicate with your staff.

• Keep employees informed right from the beginning.
• Solicit their input and ideas on how to consolidate work.
• Ask for suggestions regarding voluntary reductions in time or other suggestion for saving money.

Communicating Final Actions to Employees

Employees who will be laid off should be told as soon as possible and with as much lead time before the layoff as is feasible. You should hold a personal discussion with the employee before issuing the written layoff notice. See the Layoff and Reemployment Guide for Management for sample layoff letters.

Consult with your Employee Relations Specialist as well. Whenever possible, the employee's direct supervisor should hold this meeting. While no supervisor or manager enjoys such a duty, the employee deserves this personal attention. During the discussion, you should include the following:

• Recognize the employee's contribution to the unit.
• Explain once again the reasons for the layoff.
• Describe the assistance that the department will offer as part of the employee's transition.
• Contact your Employment Analyst in Human Resources to schedule a meeting with the employee to activate recall and preferential rehire rights. Remind the employee that it is essential to keep this appointment.
• Tell the employee that written notice of the layoff will be coming and when they should receive that notice.
• Offer support and a sympathetic ear. Be prepared for the employee to be angry and/or upset. Listen without being patronizing or defensive.
• Tell the employee about assistance and services available from CARE Services for Faculty and Staff.
• Discuss turning in keys and signing final papers at a later meeting.