Provided by Your Human Resources Strategic Consultants

A RESOURCE GUIDE FOR CLEMSON UNIVERSITY LEADERS

THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND CLEMSON UNIVERSITY. THE DOCUMENT DOES NOT CREATE ANY CONTRACTUAL RIGHTS OR ENTITLEMENTS. CLEMSON UNIVERSITY RESERVES THE RIGHT TO REVISE THE CONTENT OF THIS DOCUMENT, IN WHOLE OR IN PART. NO PROMISES OR ASSURANCES, WHETHER WRITTEN OR ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT WITH THE TERMS OF THIS PARAGRAPH CREATE ANY CONTRACT OF EMPLOYMENT.

KEY PROCESSES FOR HUMAN CAPITAL MANAGEMENT F o c u s i n g o n e x i s t i n g a n d f u t u r e w o r k f o r c e n e e d s f o r y o u r o r g a n i z a t i o n .

TABLE OF CONTENTS

Human Capital Management (HCM) Leaders’ Resource Guide

I. Purpose 2

II. Available HCM Tools 4

III. Organizational Restructure Process 6

IV. Cost Savings Programs Process 9

V. Planning Committee Guidance 13

VI. HCM Resources 16

1

PURPOSE:

To provide Clemson University leaders with accessible information, processes and tools for implementing an organizational change in response to internal or external factors.

To lend insights, strategy and support throughout a full-cycle organizational change effort that helps the University, College or Department adapt and thrive.

A RESOURCE GUIDE FOR CLEMSON UNIVERSITY LEADERS

2

PURPOSE This guide is intended is to provide one source for Leaders and Designees to acquire consistent, comprehensive tools and resources for Human Capital Management needs.  In collaboration with other University stakeholders, the Leader Resource Guide is to be used in tandem with guidance and support provided by HR Strategic Consultants. When appropriate, leaders are encouraged to approach Human Capital Management processes (i.e. Organizational Restructure) with an Operational Excellence mindset.

This document will outline processes for carrying out specific human capital management tools.  While these processes are those that are generally accepted and followed, your HR Strategic Consultant can assist in exploring alternatives should extenuating situations arise.

Many of the tools outlined in this document require approval from the Division of State Human Resources, or from the Department of Administration. Cost savings programs require well-developed plans that are approved by the University CHRO and submitted to the Division of State Human Resources for approval. 

The Office of Human Resources is here to provide the guidance you need to ensure proposals are properly elevated to the correct levels both internally and externally.

3

Voluntary Separation Plan

(VSP)

Available HCM Tools

Organizational Restructure

Reduction in Force (RIF)

Furlough • Mandatory• Voluntary

AVAILABLE HUMAN CAPITAL MANAGEMENT TOOLS

Workforce Assessment

Human Capital Management (HCM) is a set of practices that lead to excellence and workforce optimization. These practices focus on the existing and future needs of the organization.

Retirement Incentive Plan

(RIP)

4

Human Capital Management Tools Summary

HCM Tool Intended Outcome Purpose/Rationale Example Human Capital ImpactPrimary Requirement

for Implementation

Estimated Implementation

Duration*

Temporary Cost Savings - Immediate results

To temporarily reduce personnel costs while retaining employees

FTE, TLP, TGP, temporary employeesSee guidance from SC Department of Administration

TBD

Organizational Effectiveness and Efficiency

To change operational structure while managing headcount through attrition in anticipation of or response to environmental shifts.

FTE, TLP, TGP, temporary employees, contractors, & other human capital resources

Approval from appropriate executive leadership. For restructures requiring the use of cost saving programs, CHRO and SC Department of Adminstration approval required.

6 months to 1 year

Permanent Cost Savings - Immediate results

For reorganization, work shortage, loss of funding or outsourcing/privatization

FTE, TLP, TGP, temporary employees, contractors, & other human capital resources

See guidance from SC Department of Administration

3 to 6 months

Gradual Cost Savings - Permanent results

To offset budget shortfall by reducing personnel costs

FTE employees and others who may be deemed eligible by the Division of State Human Resources.

See guidance from SC Department of Administration. Must be able to demonstrate cost savings

3 to 6 months

Gradual Cost Savings - Permanent results

To realign resources and/or permanently downsize

FTE employees and others who may be deemed eligible by the Division of State Human Resources.

See guidance from SC Department of Administration. Must be able to demonstrate cost savings within a two fiscal year period.

3 to 6 months

Workforce optimization for organizational effectiveness and efficiency

To explore how current and future talent can be utilized to meet organizational goals

FTE, TLP, TGP, temporary employees, contractors, & other human capital resources

Approval from appropriate executive leadership

On-going

* Duration varies based on scope and complexity of organizational change

Many of the tools outlined in this document require approval from the Division of State Human Resources, or from the Department of Administration. Cost savings programs require well-developed plans that are approved by the University CHRO and submitted to the Division of State Human Resources for approval. 

Furlough•Mandatory•Voluntary

Organizational Restructure

Workforce Assessment

Voluntary Separation Plan (VSP)

Retirement Incentive Plan (RIP)

Reduction in Force (RIF)

5

ORGANIZATIONAL RESTRUCTURE

6

Organizational Restructure Process

Pre-Planning – Environment Scanning and Operational Analysis (Duration estimate: 1 – 3 months)

1. Determine state of business affairs and needs for change Division Executive/Leader o Reorganizationo Realignment of Resourceso Permanent Downsizingo Cost Savings Programso Gaps discovered during Workforce Planningo Forecasting future needs and alignment of resources

2. Conduct preliminary human capital alignment assessment HR Strategic Consultant o Consult with leader to establish:

• guiding principles• critical functions• planning committee selection

3. Obtain applicable leadership support Division Executive/Leader

Phase I – Organizational Restructure Planning and Development (Duration estimate: 2 – 3 months)

1. Identify business need/strategic purpose of restructure Division Executive/Leader o Define the general need and purpose of restructure - should reflect needs identified in pre-planningo Perform projected cost/savings analysis

2. Form Organizational Restructure Planning Committee Division Executive/Leader o Propose a list of committee members from the division to develop the proposed organizational restructure

3. Identify structural option(s) to address strategic purpose Planning Committee o Explore the types of structures and resources that provide optimal solutions for the strategic purposeo Present viable and recommended option(s) to Division Executive/Leader

4. Develop Reorganization Proposal Planning Committee o Identify timeframe and include reasons for reorganizationo Provide current and future state organization chartso Include preliminary plan for other tools that may be utilized to attain new structure

i. Reduction in Force Policy (RIF)ii. Voluntary Separation Plan (VSP)

iii. Retirement Incentive Program (RIP)o Include roles summary and purpose statements for new and changed positions

5. Select the desired organizational structure Division Executive/Leader o Work with HR Strategic Consultant on the initial discussions and plans for reorganizationo Present business case for reorganization to applicable leadership along with expected impacts and outcomes

to include current and newly proposed structure

6. Identify funding source and maximum budget for organizational restructure Planning Committee o Work in consultation with Budget Officer if not a member of the Planning Committeeo Identify existing department/division funds or appropriations planned for or able to be reallocated for

funding expenses resulting from the reorganizationo Establish maximum budgetary amount available to be used to fund organizational restructure

7

7. Conduct preliminary feasibility analysis of proposal HR Strategic Consultant o Establish plan of action and strategically phased approacho Review for compliance and adherence to standardso Plan and forecast resulting personnel actions

8. Refine proposed organizational structure as necessary, if applicable Planning Committee o Continue to follow process as outlined at the Develop Reorganization Proposed Criteria step

9. Ensure overall plan has necessary support for execution HR Strategic Consultant

Phase II – Pre-Execution Planning (Duration estimate: 1 month)

1. Develop detailed working Project Plan HR Strategic Consultant

2. Develop Communication Strategy and Plan HR Strategic Consultant

Phase III – Execution of Organizational Restructure (Duration estimate: 3 – 6 months)

1. Begin to execute project and communication plans Planning Committee

2. Begin implementation of new organizational structure HR Service Team o Change reporting structure of existing employees as necessaryo Perform departmental transfers

3. Recruit for identified new positions or gaps Divisional Designees o Work with Recruitment, HR Generalist, Staff and Faculty Relations, General Counselo Consider natural progression for qualified internal candidateso Post positions that are not a natural progression for current employeeso Ensure changes do not result unintended negative or adverse impact to employees, leading to

grievances

4. Assess the knowledge, skills, abilities and competencies of employees Divisional Designees o Work with Talent and Organizational Development unit in Office of Human Resourceso Develop training plans for new functions and roles

5. Ongoing review of achieving strategic purpose Planning Committee o Assess effectiveness of the new organizational structure

8

COST SAVINGS PROGRAM PROCESS

9

Cost Savings Program Process

Overview The process for implementing a Cost Savings Program typically begins with the identification of organizational inefficiencies, risks and opportunities based on internal and external factors. It is driven by a clearly defined need to implement change in order to adapt and thrive.

Pre-Planning – Environment Scanning and Operational Analysis (duration estimate: 1 – 3 months)

1. Determine state of business affairs and needs for change Division Executive/Leader o Reorganizationo Realignment of resourceso Permanent downsizingo Cost savings processo Gaps discovered during workforce planningo Forecasting future needs and alignment of resources

2. Conduct preliminary human capital alignment assessment HR Strategic Consultant o Consult with leader to establish guiding principleso Critical functionso Program parameterso Planning committee selection

3. Obtain applicable leadership support Division Executive/Leader

Phase I – Cost Savings Program Planning and Development (Duration estimate: 2-3 months)

1. Form Cost Savings Program Planning Committee Division Executive/Leader o Propose a list of committee members from the division to develop the proposal for the cost savings

program(s)o Submit proposed list of members to the division executive and sr. executive for review and approval

2. Identify business need/strategic purpose of offering program(s) Division Executive/Leader o Define the general need and purpose of offering program(s)—should reflect needs identified in pre-planningo If applicable, establish target total salary reduction to achieve strategic purpose

3. Perform scenario planning Planning Committee o Develop best-case scenarioo Develop worst-case scenarioo Develop contingency plans to achieve strategic purpose

4. Identify funding source and maximum budget for program(s) Planning Committee o Work in consultation with Budget Officer if not a member of the Planning Committeeo Identify existing department/division funds or appropriations planned for or able to be reallocated for

funding incentives resulting from program(s)o Establish maximum budgetary amount available to be used to fund cost savings program(s)

5. Consider critical functions to establish program criteria Planning Committee o Inclusionary and exclusionary criteria to consider:

10

• Departments• Jobs, Positions, and/or Functions• Job Levels

Executives (VP, AVP, etc.) Supervisors (Supervisors, Team Leads, etc.) Front-Line Employees Directors (Exec Dir, Dir, etc.) Managers (Sr. Mgr, Mgr, etc.)

6. Develop proposed allowable demographic criteria for participation in the program(s)o Some items to consider:

• Years of State Service• Years of Clemson University Service• Years until Retirement Eligible in the SC Retirement Plan

Supervisors (Supervisors, Team Leads, etc.) Front-Line Employees

o Consider applicable exclusion criteria - criteria desired to be used to identify those who would not beeligible to participate in the program(s):• Unique skills• Critical responsibilities• Special qualifications

7. Conduct feasibility analysis of proposed criteria HR Strategic Consultant o Establish plan of action and strategically phased approacho Review for compliance and adherence to standardso Plan and forecast resulting personnel actions

8. Refine proposed Cost Savings Program as necessary, if applicable Planning Committee o Continue to follow process as outlined at the Develop Proposed Criteria step

9. Submit proposed Cost Savings Program to Division Executive(s) for review and disposition HR Strat Consultant

10. Ensure program has necessary support for executiono Operational Leadershipo Chief Human Resources Officero Presidento State Division of Human Resources

Phase II – Pre-Execution Planning (Duration estimate: 1 month)

1. Develop detailed working project plan HR Strategic Consultant

2. Develop communication strategy and plan HR Strategic Consultant

Phase III – Execution of Cost Savings Program and Contingencies (Duration estimate: 1-2 month)

1. Begin to execute project and communication plan Planning Committee

2. Employees elect to participate Eligible Employees

3. Revocation Period – Pause11

o Employees have seven (7) days following their election to participate to change their mind and revoke theirparticipation

4. Execution of personnel actions Operational Leadership o Operational leadership and HR to perform together

Phase IV – Monitor Performance of Plan (Duration estimate: Up to 2 years)

1. Review status of achieving strategic purpose Planning Committee o Track personnel actions in relation to identified goals

2. Execute contingencies, if needed Planning Committee o Develop additional contingencies, if needed

3. Inform appropriate level of University leadership of progress, results and impact Division Executive/Leader o Track and monitor progress 1 year beyond the goal achievemento Report cost saving result

12

PLANNING COMMITTEE GUIDANCE

13

Planning Committee Guidance

Introduction

The purpose of this document is to provide guidance and best practices for Clemson University leaders as they assemble a Planning Committee to support the development and implementation of reorganizations and Cost Savings Programs.

Committee Selection and Composition

When selecting members to serve on the Planning Committee, it is important to identify individuals who will provide various perspectives and represent various parts of the organization and the University. A well-balanced mixture of expertise and knowledge on the Planning Committee will help provide a wholistic view of the task and will increase the likelihood that the project/program covers all predictable outcomes.

The committee size will vary from as few as three to as many as ten members depending on the nature of the program or project. The committee might include the following:

• Divisional Leader (optional)• Departmental Leader• Department Chair• Business Officer• HR Strategic Consultant• Department/Divisional Representative(s) (where applicable)

Committee Role & Responsibilities

The purpose of the Planning Committee is to provide internal and external perspectives through nearly every phase of the identified organizational change. Committee members are responsible for adopting the recognized need for progressive change, proposing recommended plan design and or criteria, carrying out the appropriate functions for attaining the desired state, and monitoring the organizational change for the desired results. Functions and tasks for Planning Committees will differ from area to area and will be altered according to the program or change being carried out.

Some examples of Planning Committee roles and responsibilities are as follows: • Conduct research and or review relevant internal and external information• Propose viable organizational change options to meet organizational needs• Identify necessary tools and resources to carry out design, implementation and post

implementation monitoring• Perform scenario planning and forecast modeling• Establish program criteria

Once the Division Leader has provided the purpose, goal and guiding principles for the organizational change, the Planning Committee can proceed. Obtaining participant and confidentiality agreement forms like the ones included below is good practice for establishing an understanding of the objectivity, fairness and confidentially required for the work ahead.

14

Human Capital Management Planning Committee

PARTICIPANT AGREEMENT

Clemson University leaders are urged to establish a Planning Committee to prepare, plan and implement restructuring, realignment and Cost Savings Programs in collaboration with the Office of Human Resources. The Division Leader has approved the proposed Planning Committee and may make modifications to the committee at any time.

1. I understand that by serving as a member of the Planning Committee I will not be eligible toparticipate in any resulting Voluntary Separation Programs and/or Retirement IncentivePlans.

2. I agree to recuse myself from influencing or participating in any decisions or discussions forwhich I have a conflict of interest.

3. I agree not to use any information made available to me for my own self-gain or for theinappropriate gain of others.

4. I agree to conduct myself throughout this process in a manner that adheres to ClemsonUniversity policies, procedures, and all applicable laws and regulations.

5. I acknowledge that nothing in this agreement alters my employment status with ClemsonUniversity.

Agreed and Acknowledged:

Signature: ______________________________________________

Printed Name: ______________________________________________

Date: ______________________________________________

THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND CLEMSON UNIVERSITY. THE DOCUMENT DOES NOT CREATE ANY CONTRACTUAL RIGHTS OR ENTITLEMENTS. CLEMSON UNIVERSITY RESERVES THE RIGHT TO REVISE THE CONTENT OF THIS DOCUMENT, IN WHOLE OR IN PART. NO PROMISES OR ASSURANCES, WHETHER WRITTEN OR ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT WITH THE TERMS OF THIS PARAGRAPH CREATE ANY CONTRACT OF EMPLOYMENT.

15

HUMAN CAPITAL MANAGEMENT RESOURCES

16

ClemsonFORWARD

College/Divisional Strategic Plan

Voluntary Separation Program (VSP)

Guidelines

Checklist

Sample VSP

Sample VSP Agreement and Release

VSP Cost Estimate

VSP Final Participation

Annual Appropriation Act (117.32 Voluntary Separation Incentive Program)

Retirement Incentive Plan (RIP)

Guidelines

Checklist

Sample RIP

Sample RIP Agreement and Release

RIP Cost Estimate

RIP Final Participation

S.C. Code Section 9-1-1140 (I) and Section 9-11-50 (I)

Workforce Development

Tiger Training

General information and guidance on the Training Management System, Tiger Training, for University required and optional training.

Learning and Development Request Form

STRATEGIC PLANNING

COST SAVINGS PROGRAMS

WORKFORCE DESIGN

17

Use this form to request group training, conducted by the Office of Human Resources (OHR), for your department, area, college or division.

Percipio

An online learning management software that provides free professional development opportunities for Clemson University faculty, staff and students.

Personnel Actions

Personnel Action Request

A form to complete for personnel actions requiring approvals.

Position Description Form

Blank position description (PD) form

Quick Reference: Completing the Position Description (PD) Form

Quick reference guides on how to complete a position description form

Reduction of Workforce

RIF Sample Plan — SCEIS

RIF Sample Plan — HRIS

RIF Sample Employee Letter — SCEIS

RIF Sample Employee Letter — HRIS

Confirmation of Continuous State Service Letter to Employees

Retention Points Calculation, Year 1 (3 levels), Year 2 (4 levels)

Retention Points Sheet Both Years, 4 levels

Furlough

Furlough Information Summary

Mandatory Furlough Points (Higher Education Agencies)

S.C. Code Laws Section 8-11-193 (Higher Education Agencies Furlough)

Appropriation Act (117.67 Voluntary Furlough)

18