Implementing a Reduction-in-Force: Important Reflections From the Field

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Author(s): Thomas J. Shindell (Texas Department of Motor Vehicles, USA)
Copyright: 2019
Pages: 8
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA)and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch036

Keywords: Business & Management / Business and Organizational Research / Business Science Reference / Human Resources Development

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Abstract

The organizational change initiative presented in this reflective case history is a large reduction-in-force (RIF) in a public sector state department of K-12 education due to budget cuts in 2011. The author was on the executive team that designed and implemented the RIF. A previous RIF occurred on 2003 that had major implementation issues that negatively impacted the agency. A high-level seven step process is presented along with intended and unintended outcomes. The seven process steps presented includes 1) implement a hiring freeze, 2) design and approve process, 3) collect data, 4) determine which positions to eliminate, 5) notify directors and managers, 6) implement RIF, and 7) notify employees.

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Implementing a Reduction-in-Force: Important Reflections From the Field

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