Reorganizational Guidelines

Reorganization is the redesign of an internal structure for the purpose of realigning departments and/or division. It may be done to drive new initiatives, improve efficiency and effectiveness, adapt to trends, focus on core competencies, maximize service and meet any other institutional needs as defined by senior leadership.

A request for a reorganization can come from the senior leader of that division, or a designee, with the appropriate senior leader’s approval, or may come at the request of the President.  In order to be considered a reorganization, the request must be for significant changes to the current organizational design of the department or division.  Shifts in individual responsibilities or a reassigning of a direct report do not necessarily meet the criteria of a reorganization and would likely fall under the process of Staff Career Progression Policy.

Examples of reasons for a reorganization:

  • As a response to concerns regarding the effectiveness of the current structure
  • New senior leadership of the department or division
  • To support College-driven initiatives and/or other priorities
  • A significant number of vacancies occurring within a close timeframe

As a result of the reorganization, the following could occur:

  • Creating, combining, or eliminating organizational units
  • Significant changes in reporting structures
  • Creating or eliminating positions
  • Restructuring multiple current positions

The reorganization timeline will vary dependent upon the following factors, and may need to be modified or adjusted due to extenuating circumstances as the reorganization progresses:

  • Timeliness of submission of position descriptions and proposed organizational chart, responsiveness/availability for follow-up meetings and replies for additional information 

  • Availability of resources including both financial and human capital resources

  • Size of the department

  • Number of impacted positions

An effort will be made to follow a calendar or fiscal year effective date for all reorganizations, subject to the factors above. 

Guidelines For Leaders Proposing A Reorganization

Phase I.

Step 1. Define the problem

  • Review current FTE and allocation of FTE needed to accomplish divisional/departmental goals and objectives. Evaluate the changing working landscape and impact of technology that may have created redundancies, identify skill gaps, and overall allocation of human capital.
  • Identify stakeholders including both internal to the department/division and campus partners to query for feedback and input.
  • Identify methods to gather feedback that will provide usable data.

Step 2. Identify new potential structure(s) 

  • The department head should prepare an initial written overview of the desired new organizational structure and justification, including a tentative new organizational chart and abbreviated positions summaries, including any new position requests. Factors to consider include:
    • Current distribution of functions and how those may be creating gaps.
    • Emerging needs of the department that have developed over time.
    • Budgetary considerations and senior level support to fund the reorganization.
    • Potential impact on other divisions/departments/individuals 

Step 3. Submit a written proposal to the Assistant Vice President of Human Resources and Director of Compensation and schedule an initial consultation. All requested materials will need to be submitted at least two weeks prior to the scheduled initial consultation.

Phase II.

Step 1. Review the proposed new structure with the Assistant Vice President of Human Resources and Director of Compensation for consultation and feedback.

Phase III.

Step 1. Following the initial review, the division/department head will then conduct additional research with peer institutions, appropriate professional associations, and if necessary and appropriate, determine if additional external subject matter expertise is needed.

Step 2. Prepare and provide the following information 

  • Business rationale and summary of the proposed reorganization, including any cost projections
  • Current and updated proposed organizational chart
  • Current and updated proposed job descriptions for all new or updated positions
  • If applicable, list of all positions proposed for position elimination
  • List of all internal promotions, lateral changes, or demotion of current department employees that the reorganization would create.
  • Begin developing a framework for communications (Review Phase IV, Step 6).

Phase IV.

Step 1. Human Resources will review all submitted materials 

Step 2. Following the review, the division/department head, Assistant Vice President of Human Resources and Director of Compensation will meet again to address any outstanding questions and/or make additional recommendations and finalize the reorganization.

Step 3. Human Resources will now finalize job descriptions, determine titles, and provide salary recommendations. 

*Any new or vacant positions resulting from a reorganization will be subject to the Search Waiver Process for next steps.

Step 4. The division/department head will verify whether the budget is available in partnership with the Finance Office and Director of Compensation with the corresponding President’s Staff member’s approval. 

Step 5. Human Resources will provide the final approval to the department/division head in writing. 

Step 6. Create a Communication Plan 

  • Identify the different stakeholder groups who will need to be communicated with and draft the appropriate messaging.
  • Determine method of communicating information to impacted staff.
  • Plan communications outside the department to announce reorganization.
  • Set up individual meetings with employees whose jobs will change significantly.
  • Facilitate communication by providing opportunities for staff to share updates on the impact of reorganization.
  • Utilize regular staff meetings to answer any questions or concerns that may have resulted.