Entity/Organization Senior Leaders

• Consult with Corporate Human Resources.
• Make a final determination of when a reduction-in-force is necessary.
• Determine the number of staff to be reduced and the positions to be eliminated.
• Decide whether to implement the redeployment process or move directly to the layoff process.
• Consult with the entity HR director and/or local HR representative, engagement leader and OIE representative to plan for implementation of the reduction-in-force.
• Arrange for appropriate documentation to be completed for affected staff (notification letter, transfer, termination, severance pay, etc.).
• Consult with and arrange for notification period support services with appropriate University/Duke departments (Security, Human Resources, Payroll, etc.).
• Notify all affected staff of his or her position elimination.
• Consult with the affected staff member's supervisor/manager, the entity HR director and/or local HR representative, and the engagement leader throughout the process.

Corporate Human Resources

• Provide professional counsel and support to the executive vice president and entity/organization senior leaders
• Provide professional support and services to assist affected staff displaced as a result of a reduction in workforce (Recruitment and Talent Management, Total Rewards, Staff and Labor Relations, Learning & Organization Development, HR Communications and Personal Assistance Services).

Office for Institutional Equity

• Provide professional counsel and support to the executive vice president and entity/organization senior leaders.
• Review reduction-in-force plan for adverse impact and provide counsel and support to entity senior leaders and engagement leader.

Engagement Leader (Senior administrator representing the affected entity working collectively with entity senior leaders, Corporate Human Resources, HR departments and other designated support resources)

• Provide professional counsel and project management support to organizational/entity senior leaders and Corporate Human Resources.
• Track project milestones and provide updates to senior leadership and Corporate Human Resources.
• Develop evaluation process and plan to assess effectiveness of all reduction-in-force initiative phases. Provide "lessons learned" opportunity for future reduction-in-force initiatives.

Entity/Department HR Representative (the primary Human Resource administrator for the affected organization, entity or department/unit)

• Depending on assigned role: review and/or propose final reduction-in-force plans to the senior leaders.
• Ensure that all relevant pay actions occur during the 60-day notification period
• Prepare and retain written reduction-in-force plan documentation.
• Identify and notify a transition coordinator for an affected staff member.
• When appropriate, act as transition coordinator to an affected staff member.
• Provide advice, guidance and assistance throughout the determination, planning and implementation periods.

Transition Coordinator (the HR staff member assigned to coordinate and assist with the support provided to the affected staff member.)

• Meet with engagement leader to understand focus of reduction-in-force.
• Plan for implementation and 60-day notification period support.
• Work with supervisors/managers to identify affected staff member's area of competence.
• Meet with affected staff member to obtain information about benefits status, identify career goals, assess areas of competence related to current Duke vacancies and assist with job strategy.
• Coordinate referral appropriate for priority interview/selection consideration possibilities.
• Advocate on the staff member's behalf with the hiring supervisor.
• Track hiring supervisor’s responses to interviews.
• If applicable, provide job search support to affected staff member throughout one-year layoff status period.

Affected Staff Member

• Meet with the current supervisor/manager and transition coordinator immediately after notification of reduction-in-force.
• Review notification letter, benefits worksheet and transition services documents for understanding of rights, responsibilities and services available during the 60-day notification period.
• Complete a self-assessment for skill strengths and areas for development.
• Take advantage of all transition resources available during the 60-day notification period.
• Gather performance evaluations and records of accomplishments for the most recent position.
• Review and update resume.
• Focus time during the 60-day notification period on identifying and pursuing other job opportunities.
• If appropriate, attend selected training programs to develop and/or enhance skills
• Make a determination whether or not to accept an interview/offer or voluntarily resign.

Former Supervisor/Manager

• Provide support to affected staff member by encouraging him/her to meet with the transition coordinator, assisting with the resume, offering interviewing tips and assisting with his/her departure from the department, unit, etc.
• Provide the engagement leader (or his/her designee) with a completed competencies/skills assessment checklist on each affected staff member.
• Provide an accurate reference on each affected staff member to prospective employers to include most recent performance evaluations.

Hiring Supervisor/Manager

• Interview qualified affected staff who apply for vacant positions within unit/department/organization.
• Give appropriate preference to affected staff who apply for positions within unit/department/organization.
• Speak with the former supervisor/manager about the staff member's performance. Request copies of recent performance evaluations.