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Human Resources

Manager's Tools for Staff

Tools are listed on this webpage, specific to staff, to assist managers in the recruiting, hiring, onboarding, processing leaves, etc. of their staff employees. If you have any questions, please contact Human Resources at 513-556-6381.


Work-Related Injuries and Workers' Compensation Information

Environmental Health and Safety Advisory 12.2  outlines the work-related injury process and can be found on the University Health Services (UHS) website. Refer to the UHS website for instructions and information.

If this is a medical emergency, however, call 911.  

If you need additional information on Workers' Compensation, contact UC Benefits at 513-556-6381.

Reduction in Force Guidelines

The Office of Human Resources provides this information to assist business units and managers of those affected by a Reduction in Force.   

A Reduction in Force is a process used to reduce or end occupied employment positions caused by

  1. Layoffs (may be temporary or permanent) – When it becomes necessary for an organization to reduce its workforce, the appointing authority may lay off employees in accordance with Section 123.321 to 124.327 of the Ohio Revised Code (classified employees) and applicable bargaining unit agreements.
  2. Loss of grant – indicates the funding has been withdrawn or depleted.
  3. Lack of funds – indicates the money used to support a project, person, or business is no longer available.
  4. Lack of work – indicates there is no work available.
  5. Reorganization for greater efficiency – restructuring of a business unit operation in order to concentrate on core activities and, often but not always requiring reduction in workforce. This could involve combining two or more organizational units resulting in a new entity in which the combined units remain essentially intact, reassignment of duties or transferring positions from one department to another within the same organizational unit.
  6. FTE reduction – a reduction in full-time equivalency (e.g., 100% FTE to 80% FTE, 80% FTE to 50% FTE, etc.).

    Other Reduction in Force options may include Furlough and Salary Reduction, which will require VP level approval:

  7. Furlough – the placement of an employee in a temporary, non-pay status for up to five (5) consecutive days for budget-related reasons.
  8. Salary reduction – a reduction in an employee’s salary. Pay cuts are often made to reduce layoffs during difficult budget or economic periods.

A Reduction in Force is a difficult time for everyone involved; managers, affected staff members and the rest of the department.  How a business unit and/or manager proceeds will affect the way your staff members respond to the situation.  It is the practice of this university that all available alternatives be considered before determining the need for a reduction in force. Communication is critical at every stage; therefore, prior to completing a Reduction in Force Request Form, please consult with your business unit’s appropriate central Human Resources Service Center Director by calling 513-556-6381.


(Not involving a Reduction in Force)

Reorganization is the restructuring of a business unit operation in order to:

  1. Concentrate on core activities.
  2. Change a reporting unit without separation of employment. 

Reorganization is done in response to the need to improve processes and streamline procedures, determining whether there are performance gaps and opportunities for improvement. It may involve one or more of the following:

  • moving an individual or unit to another department or division
  • reclassification of position(s) resulting from the reorganization
  • change(s) in supervisory reporting lines resulting from the reorganization
  • modification of duties of a position (not requiring reclassification)

NOTE:  Please refer to the Reduction in Force (RIF) process for reorganizations and restructuring for greater efficiency.

Reorganization Forms and Information

(Not involving a Reduction in Force)

Change by its very nature causes stress, and changes in people’s work and professional lives can cause a great deal of anxiety. As a result, communication and transparency at every stage of the process is critical.  Be open to questions and concerns; be available to respond to them; and, remember that change takes time. Before you begin the planning and tactical process related to a reorganization, it is important to think about the “how” and the “why.”  You are also advised to consult with your business unit’s central Human Resources Service Center Director by calling 513-556-6381 to discuss the unit’s proposed restructuring.