Written by: Jody Buchheit Spolar, USHCA Partner
Workforce downsizing in the current context:
For nearly every conceivable circumstance, school districts have created plans, drills, procedures, and best practices – but they may not have a strategic plan for downsizing the workforce in the current context. The hard reality of financial and operational shifts post-COVID-19 (student enrollment declines and funding reductions as federal funding from COVID runs out in September) may cause some districts to project reductions in force (RIFs), from central office staff to maintenance workers to school-based employees. Who to downsize is often a matter of local contract or policy but thoughtful, innovative, and strategic efforts are needed to protect recent progress in educator diversity hiring, staffing high-needs schools, and workforce quality. Most importantly, we must be prepared to not just execute strategically and efficiently – but with a lens of care and concern for those who are impacted.
Why is a human-centered approach important?
After fully exploring cost-saving measures, a human-centered approach to necessary workforce reductions is what is required of all of us. As is frequently the case, doing the right thing is also good business. The individuals who are furloughed may be recalled in the future, they may be needed as substitutes or volunteers, or some are current or future parents in the district. . . in short, they are often part of the community the school district serves.
Being human centered does not mean compromising planning and execution standards. The process should feel efficient, coordinated, and professional to convey to those affected that these are thoroughly considered actions planned with care and sensitivity. A compassionate and well-executed reduction-in-force is how an organization shows respect for its employees, even when carrying out its most difficult duty.
What actions contribute to a human-centered approach?
Actions to ensure that reductions-in-force are supportive and respectful may include:
- Defining what you want impacted individuals to experience and feel – and then checking frequently to ensure your execution fulfills your intent.
- Making Employee Assistance Program (EAP) support available in the short term; then extending this benefit for a longer period for those who have been impacted.
- Preparing materials for individuals being furloughed that contain clear and helpful information on employment-related matters such as health care coverage, severance, and recall rights.
- Delivering packing materials for the collection of personal belongings to affected employees including small items such as water bottles and granola bars – and discretely available Kleenex.
- Providing escorts to vehicles to help with carrying personal belongings.
- Planning for those who must use public transportation.
- Preparing impact statements for each unit affected by a RIF that succinctly describe how services or other deliverables will be affected by the downsizing, providing transparency for remaining staff and other constituents.
- Avoiding notices of furlough or layoff being delivered to those not at work at inopportune times such as while a parent is with his/her children.
- Operating a hotline staffed by trained HR volunteers to answer questions about benefits, etc. Even if exit packets include information there will be questions – answering them promptly and thoroughly is a sign of respect.
- Convening a “survivors” staff meeting to offer supportive messages and resources to those who are concerned for their colleagues or worried about their own job security.
- Hosting a resource fair for furloughed or laid-off individuals to connect them with job search tools and strategies, unemployment compensation representatives, financial and banking professionals, health care providers and other relevant supports. An event such as this can demonstrate that these furloughed individuals have not been forgotten after their service to the district ends.
Be certain to seize win-win opportunities at this difficult time
The current context is one of a national decline in teacher supply that is often felt most acutely in hard to staff subject areas, high-need schools, and rural regions. Early career resignations are at worrying levels in some districts, and the shift to a “buyer’s market” for teachers makes recruitment challenging. Persistent vacancies and a shortage of substitutes have quickly become the norm in some K-12 systems.
In this environment a reduction-in-force offers opportunities to address workforce needs that cannot be missed. Accordingly, be certain to:
- Determine how to best recruit for substitutes from the pool of those who have been furloughed or laid off; be ready to “make the case” for substituting and have answers to questions such as the impact on unemployment compensation if returning to work as a substitute.
- Have a comprehensive plan to fill persistent vacancies using furloughed or laid-off teachers, for example, who is offered vacant positions and/or who is required to fill vacancies at the time of a RIF?
- Persuade – or incentivize – employees who are furloughed to use the time to add a certification in a hard-to-staff subject area and be recalled to a vacancy in that subject area. If professional development dollars are available, consider redirecting them to pay for furloughed teachers to take courses in hard-to-staff subjects, such as secondary math or science.
In summary,thoughtful, innovative, and strategic planning is needed to be well-prepared for workforce reductions that districts may face. Just like insurance – you hope you never need it, but it is too risky to be without it.