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Appendices - Workforce Restructuring

Appendices - Workforce Restructuring

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Published by RamblingChief
This handbook is designed for any agency leader or manager and human resources office staff that are considering or undergoing workforce reshaping, especially those who find their reshaping efforts will result in a reduction in force.
This handbook is designed for any agency leader or manager and human resources office staff that are considering or undergoing workforce reshaping, especially those who find their reshaping efforts will result in a reduction in force.

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Published by: RamblingChief on Sep 23, 2011
Copyright:Attribution Non-commercial

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05/24/2012

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Appendix A:
 Assigning Responsibilities to Facilitate the RIF 
 
Importance of Assigning Duties and Responsibilities. In the first stages of planning for aRIF, management at the highest levels of the agency (or the agency’s activity, asappropriate) should designate in writing the specific duties and responsibilities of allparties involved in the RIF. The agency should also provide for a mechanism tocoordinate the respective teams (e.g., regular meetings among the teams to resolve keychallenges). Finally, the agency should provide for clear management direction tominimize time lost resolving questions of responsibility among the teams.Agency Management. The agency’s (or activity’s, if applicable) senior-level managersare generally responsible for actions such as:
 
Identifying positions for abolishment;
 
Identifying which positions are carried on the personnel roster (i.e., the manningdocuments) after the agency conducts the RIF;
 
Communicating the agency’s Strategic Plan to all levels of management, RIFteams, and all other employees, as well as any collective bargaining agents;
 
Authorizing the resources needed to conduct the RIF;
 
Approving major discretionary decisions related to the RIF and the agency’soutplacement program (e.g., waiving qualifications for placement in certainvacancies, amount of official time available for employees to use outplacementservices);
 
Authorizing the agency’s RIF-related teams;
 
Authorizing freeze dates when needed (e.g., for personnel actions, employees’qualifications updates, and placing performance evaluations on record); and
 
Developing policy for responses to interested parties from outside the agency(e.g., members of Congress, State and local elected officials, the media, publicinterest groups, and employee groups).Immediate Supervisors. The agency’s first- and second-level supervisors are generallyresponsible for decisions and actions such as:
 
Distributing RIF notices and other material to employees;
 
Working to effectively implement the agency’s Strategic Plan;
 
Helping employees maximize use of the agency’s career transition services; and3 

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