For any number of reasons (to address organizational performance gaps, to address financial concerns, to find opportunities for improvement), departmental leaders may need to review their operations and consider reorganization. Generally, the reorganization process will be utilized when a department or unit proposes significant changes to job duties, work flow, positions, etc. that impact the department or unit as a whole.
The following guidelines are intended to provide instructions for ensuring as smooth a transition as possible when undertaking reorganization.
I. Contact Human Resources (581-1581)
Before you begin the planning and tactical process related to reorganization, ensure that you include Human Resources (HR) in your planning at the very earliest stages. HR is your partner in achieving your organizational and operational goals, and regardless of whether or not this is your first time initiating or managing an organizational restructuring effort, it is critical to involve HR as you begin the basic steps to improving operations through reorganization. Resource experts across HR can assist with planning for staffing changes that involve redefining positions, downsizing, or expanding areas of expertise.
II. Engage Stakeholders
Work with your department or unit’s HR Officer as soon as you believe you wish to move forward with a reorganization.
If you are not already working with your leadership, advise them that you are beginning to plan operational changes. Leadership involved should certainly include the area’s VP, but also ensure that the President and/or Provost are informed and approve as well.
If any of your staffing initiatives will have financial impact, involve your department or unit’s Financial Manager immediately.
Plan how to communicate about the reorganization effort at its initiation and throughout each step.
III. Develop an Implementation Plan
A successful implementation relies on clear governance of the change process. Your plan might include, for example:
Step III is the perfect time for an in-person meeting with the department or unit leadership, HR, and Equal Opportunity. Using the ideas listed above, the reorganization plan should be formatted into a narrative rationale with specific justifications for any employment changes and/or changes in position focus. The narrative rationale should include a justification for the reorganization including but not limited to: financial, programmatic, increased efficiency, realigning competencies, and institutional goals. Thinking about anticipated impact and developing a plan for working with affected employees is helpful during this stage. At this point, HR will begin working with the Office of Equal Opportunity, the applicable unions, and the University of Maine System office as necessary to share information, vision, and rationale and to assist the department or unit with a smooth transition.
IV. Take Advantage of Resources in the Planning Stage
There are numerous resources available to help with planning changes to business processes and the organizational structures that support them. For example, HR can assist with planning for staffing changes that involve redefining positions, downsizing, or expanding areas of expertise:
V. Prepare for Staffing Changes
HR can assist a department or unit in compiling the following information:
A spreadsheet with the names of everyone in the current organization and their:
A spreadsheet for all new positions in the new structure with:
A timeline (update as needed) with dates for:
HR will continue to update EO and the System office with required information.
VI. Plan communications to external customers and stakeholders to announce the reorganization and new staffing.
VII. Encourage those in new supervisory roles to develop their skills through offerings from Organizational Development.
Remember that change takes time; this is a period when you will need to use campus resources to support your efforts.