Layoff Resources- Guidelines for Managers & Supervisors

Topics
Introduction/Overview Communicating with Employee
Definition of Terms Transition Support Services
  Management Responsibilities Contracting for Services
  Options to Mitigate Layoff Options and Effects Chart
  Layoff Planning Frequently Asked Questions
  Initiating the Layoff: Layoff Justification Forms/Resources

Employee Rights

Topic- Layoff Planning

The Unit Head assesses the impact of changes such as lack of funding, a lack of work or the effects of reorganization. In consultation with Employee and Labor Relations they will perform a careful analysis to determine essential operational needs and staffing requirements based on budgetary parameters and financial constraints.

Once the classification(s) for layoff have been designated, selection of individual employees slated for layoff within these classifications will be done in accordance with PPSM and collective bargaining agreements, all of which provide guidelines for layoff, including selection for layoff and notification procedures.

Layoff consultation with Employee and Labor Relations should begin at least 90 days in advance of the layoff effective date to allow time for the review of layoff proposals; calculation of seniority and severance pay; to identify transfer and reassignment opportunities; and to accomplish the required advance notice period (normally 30-60 days).

Layoff decisions must be properly documented and reviewed for compliance with personnel policies (PPSM), collective bargaining agreements and non-discrimination policies.

Prior to the layoff of an employee in a designated classification, departments should first consider transfer or reassignment to vacant positions within the layoff unit or within their respective Division.

In determining affected positions and classifications, the focus must be on positions, not individuals. The layoff process is not intended as a performance management tool.

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Revised October 2012: C.26