1. Performing Layoffs in a Humanistic Manner
UCSF May 2010
A Guide for Conducting the Employee Layoff Notice Meeting

2. Objectives At the end of this course, you will be able to:
Deliver layoff news in a humanistic way
Be able to answer questions and direct employees to the appropriate resources

3. Agenda The Process (What to do) The Humanistic Approach (How to do it)
Reasons for Layoff /Selection for Layoff
Notice Rights
Recall / Preferential Rehire Rights
Severance
Outplacement Services (PSS only)
Managers and Senior Professionals
The Humanistic Approach (How to do it)

4. Process – Reasons for Layoff
(PSS and Represented)
Employees may be laid off due to:
Lack of funding
Lack of work
Reorganization

5. Process – Selection for Layoff
(PSS and Represented)
Layoffs are affected in inverse order of seniority within a classification and layoff unit.
The University may retain an employee irrespective of seniority if the employee possesses special skills, knowledge, or abilities (SSKAs”) that are not possessed by other employees in the same classification and which are necessary to perform the ongoing functions of the department.

6. Process – Notice Rights
(PSS and Represented)
Employees are entitled to 30 to 60 days notice of layoff depending on the applicable policy or contract.
The University may provide pay in lieu of some or all of the notice period.

7. Process – Recall Rights
(PSS and Represented)
Recall : The right of an employee to return to University service to an active, vacant career position in the same classification and department at the same or lesser percentage of time as the position from which the employee was laid off.
Employees have the right to recall for a specified period of time from the date of layoff (e.g., 3 years for PSS, CX and SX employees).

8. Process – Preferential Rehire Rights
(PSS and Represented)
Preferential Rehire: The right of en employee to be granted first consideration for active vacant career positions at UCSF provided that:
The position is in the same bargaining unit as the position from which the employee was laid off
The position is in a class with the same or lower salary range maximum as the class from which the employee was laid off
The position is at the same or lesser percentage of time as the position from which the employee was laid off
The employee is qualified for the position

9. Process – Preferential Rehire Rights -- continued
(PSS and Represented)
An employee may exercise his or her rights to preferential rehire immediately after s/he receives written notification of layoff.
To active these rights, employees must contact the Preferential Rehire Coordinator ( ) and submit a current resume
Employees have preferential rehire rights for a specified period of time from the date of layoff.

10. Process -- Severance (PSS and Represented)
Under policy and most contracts, employees may elect to receive severance in lieu of recall/preferential rehire rights.
Employees are eligible to receive one week of salary for each full year of service from the most recent break in service up to a maximum of 16 weeks.
UPTE contracts allow employees with more than 5 years of University service to elect severance or reduced severance and recall / preferential rehire rights

11. Process -- Outplacement Transition Services
(PSS only)
Vendor provides services to employees, including:
Individual consulting and training
Career planning
Resume preparation
Marketing plan development
Training in job search methods

12. Process – Managers and Senior Professionals (MSP)
MSP employees “may be terminated when, in management’s judgment, the needs or resources of a department … do not justify the continuation of an employee’s appointment.”
Policy makes no distinction between the termination or layoff of a MSP employee.
MSP employees who are terminated for reasons other than performance or conduct are entitled to a 60-day notice of termination.

13. Process – Managers and Senior Professionals (MSP) -- continued
MSP employees may respond to a notice of intent to terminate their appointment
MSP employees who are terminated for reasons other than performance or conduct may receive severance conditioned on the signing of a separation agreement and general release.
Employees are eligible to receive one month of salary for each full year of service from the most recent break in service up to a maximum of 6 months.

14. The Humanistic Approach
The Humanistic Approach fosters dignity and respect for all involved.
Let’s talk about how to convey the message in a humanistic way.
So, we’ve reviewed the guidelines and you’re familiar with the process.
The hardest part is delivering the news in a way that respects the employee -- a humanistic way. Let’s talk about that now.

15. The Humanistic Approach – Objectives
After this part of the training, you will:
Understand how the manner in which the layoff message is conveyed can help mitigate the negative impact on the employee
Know the key positive emotions to use when conducting a layoff -- those that are “humanistic”
Understand strategies to guide supervisors through delivering the “bad news”
Have a script to help you through the conversation

16. Humanism
Concept: concern for other human beings; mindful of the needs, well-being, and interests of people
Humanism is demonstrated by using positive emotions (empathy, compassion) when delivering bad news such as layoffs.
Humanism is further demonstrated by an emotionally intelligent approach.
Humanism fosters dignity and respect for all involved.

17. Humanism – Examples of Empathy and Compassion
Ability to accurately reflect back to others the feelings they are experiencing
Recognizing, acknowledging, and validating their distress; being supportive
Staying calm and centered in the presence of the individual’s distress, so that you can “be there”

18. Humanism – Emotional Intelligence (EI)
Awareness of the impact our attitudes and behaviors have on others
Capacity for recognizing our own feelings and those of others
Use your Emotional Intelligence when dealing with those you must lay off.
Remaining employees will know how you treated laid off employees. Your behavior & attitude will contribute or detract from future trust levels within your work group.

19. Humanism – Emotional Reactions to Layoffs
Expect a range of emotions from employees as they are informed of layoff; this is both normal and understandable.
Emotions are not experienced linearly; they often overlap.
Allow for the appropriate expression of emotions by the employee.

20. Humanism – Common Reactions
Anxiety
Anger
Sadness
Attempt to negotiate
Resignation
Resentfulness
Low morale
Decreased productivity

21. Humanism – Preparing to deliver the news
It is OK if people cry; do not ask them to get control of themselves before continuing. Acknowledge the distress, but proceed with the news.
Acknowledge that part of your job is to deliver this news. This can diminish the feeling of a personal attack.
Control your own emotions.
Do not get defensive.

22. Humanism – Preparing to deliver the news -- continued
Pick a place where the meeting will be private and uninterrupted.
Contact HR to have the appropriate HR representative at the meeting.
Consult with the HR person ahead of time to prepare.

23. Humanism – Tips for the meeting
Use positive emotions
State that you understand that this must be very difficult; do not minimize the situation. Use your emotional intelligence.
Allow time for the employee to say how they feel. “Be there for them.”
Be grateful that you can make this transition process easier.

24. Humanism – Tips for the meeting -- continued
Remember to be empathic and compassionate.
Stay away from discussions that could confuse the primary message (i.e., This is not about performance or personal issues.)
Listen; document any potential problems
Allow time for the employee to say how they feel.
Keep your eyes on the same level as the employee’s and maintain a calm presence.

25. Welcome
Humanism -- Reactions
If an individual expresses thoughts of harming self or others, or becomes intimidating or potentially threatening, contact UCPD at
9-911 or
from a cell phone
Do not attempt to physically intervene.
Contact FSAP to consult regarding any individual in distress.
Encourage anyone who has emotional difficulty with this transition to make an appointment with FSAP for counseling ( ).

26. Humanism – Practice Partner with somebody
Welcome
Humanism – Practice
Partner with somebody
Supervisor study script and tips
Employee read role
Practice
Switch roles
Debrief the practice.
Managers, how did that feel?
Employees, how did it go for you?
Managers, what would you do differently next time?

27. Welcome
Questions?