Involving significant numbers of employees who often hold different job classifications and/or are in different employment programs (e.g., classified staff and professional staff).A faculty support staff position is no longer needed because the faculty member is leaving the University.Ĭomplex layoffs are characterized by one or more of the following:.Changed research project goals or the end of a phase of research mean that a position that performs dedicated, specialized tasks is no longer needed.A grant, contract, or self-sustaining funding reduction affects three or fewer employees.Such layoffs typically involve small numbers of employees who often know about the possibility of layoff well in advance of the time that the layoff action becomes necessary. Regularly occurring layoffsĪs a heavily grant and contract-funded research institution with many self-sustaining programs, layoffs due to funding reductions or changes in research programs are regularly necessary. The employee may be eligible for unemployment compensation and for insurance continuation benefits. If a probationary employee must be let go for reasons related to funding or departmental restructuring, Human Resources prepares a special notice that informs the employee that their position is being eliminated because the department can no longer sustain it. Probationary classified staff employees do not have the layoff and reemployment rights that permanent classified staff do. Determine, for classified staff, that the employee’s layoff option selection is properly recorded and acted on.Ensure that the signed layoff notice is properly delivered to the employee.
Ensure that the layoff notice is properly prepared and signed by the official who has the delegated authority to do so (typically the dean or vice president or equivalent official, or that individual’s designee).Determine rehire list and/or bumping options for classified non-union and contract covered staff.Assist department with planning and managing complex layoffs.Evaluate the reasons for layoff to ensure that they are consistent with employment program or bargaining contract requirements.Take any post layoff action that is necessary to either end appointments or to ensure that reduced positions are accurately reflected in Workday.Ensure that employees scheduled for layoff and all other staff and clients receive appropriate and timely communication about the layoffs.Notify Human Resources of the need to administer one or more layoffs (see Initiating a Layoff below).Before increasing the percent time of an employee in an SEIU 925 bargaining unit, please contact your unit’s HR consultant to review the process you need to follow.) Process summaryīelow are basic steps outlining the layoff process for both the employing unit and their HR consultant. ( NOTE for SEIU 925 bargaining unit employees only: An increase in an employee’s percent FTE can entitle the employee to layoff rights. Reducing a professional staff position’s percent time or months worked per year are not subject to the layoff process. For regular professional staff, layoff is the elimination of a position due to a lack of work, a lack of funds and/or because of a reorganization.For regular classified non-union and contract covered staff, layoff is the elimination of a position, the reduction of a position’s percent FTE, or a reduction in the number of months the position works annually due to a lack of work, a lack of funds and/or because of a reorganization.The term “layoff” has the following meanings: Adequate planning and communication will have a significant effect on the employees being laid off, the remaining staff, and on clients who work with your employees. Understanding how the process works will prepare you for any layoffs that your unit must initiate. Layoffs can be one of the most difficult tasks you face as a supervisor. Professional & Organizational Development.
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