Doing more with less
Most universities are looking for creative ways to reduce costs and often consider re-organizations. It makes sense. Salaries and benefits are a large percentage of an institution’s budget, and every campus has inefficiencies that can be corrected.
The biggest problem when we start thinking about a re-org is that it sends almost everyone into a panic. Employees fear they are not valued enough, or that their work and contributions aren’t visible enough, and they worry about losing their livelihood, and having difficulty getting employment elsewhere. And yet, at this point. Nothing has even happened. It’s the fear of the unknown that sends people spiraling down into catastrophic “what if…” scenarios.
Communication is key
Reorganizations are extremely complex. In the early stages, leaders are often hesitant to communicate because they know things will change and they don’t want to alarm people unnecessarily and create chaos. But silence exacerbates fear. When people crave certainty and reassurance, but neither are possible, complete absence of communication makes things far worse. They can get very anxious, understandably so, especially when external consultants are brought in to suggest cuts and things feel out of control.
It is critically important to communicate what is appropriate to share, to make employees feel that you are transparent. Explain how decisions are made to show that nothing important is overlooked. Add the caveat that it’s too soon for definitive answers but you’ll keep people updated as things progress.
Give them as much reassurance as possible that every point of view is being considered and the outcome will be the best possible outcome. Don’t leave them speculating because they will lose their ability to focus on work and will engage in gossip to an extent that can have severe consequences on their department and of course on their personal well-being.
Deciding what to cut
“Across the board” cuts are a terrible idea. They may seem fair but do not support the institution’s values, goals, and success. Start by thinking of the mission. Decisions should flow from institutional priorities (e.g., student success, access, research impact, community engagement?). Think of what needs to be protected, to avoid hurting critical areas such as enrollment decline, damage to the reputation, job dissatisfaction, and low employee engagement. Also, remember to preserve what brings revenue, such as high-demand programs, grant-funded programs with a proven ability to be sustainable, partnerships, fundraising, enrollment management, and services improving student success.
Deciding whom to cut
The easy way is to have a hiring freeze and not replace anyone quitting or retiring, but that makes no strategic sense. The workload would be re-distributed in ways likely to create unrealistic expectations from some top performers and lead to burnout.
Typically, cuts start with employees not protected by unions. I understand how difficult it is to end positions that have become obsolete or let go of people who are resistant to change and are no longer assets to the organization. Be very careful with layoffs and think through consequences before you do something that will have dramatic consequences. Imagine if you cut everyone working in payroll because they do not serve students or publish research. What would happen to your campus if suddenly none of your employees got paid? Nobody would show up for work. This is a silly example, meant to illustrate the importance of alignment with goals but also common sense! People in HR, purchasing, IT, campus police etc. are essential for obvious reasons.
Innovation
Higher ed. leaders often aren’t the greatest fans of innovation, abandoning tradition, and finding more efficient ways to do things. They may also resist the deployment of new technologies that could be extremely beneficial. I remember 20+ years ago, working on a college campus, and having purchase requisitions prepared on a typewriter, with carbon copies. My assistant had to walk all over campus to get signatures. Shortly after, we adopted Banner which allowed electronic signatures (among hundreds of other valuable features), making things happen much more quickly. Switching to Banner was met with emormous resistance (and lots of training needed for new users). I think the transition took two years, but it was undeniably necessary.
Because of budget cuts, a difficult climate in higher ed., political issues, and AI getting smarter every day, we all must keep our minds open to new ways of doing things to be efficient, effective, and not waste resources. It won’t be easy but it’s inevitable.
Prioritize employee morale and engagement
This is a challenging time for everyone. You must demonstrate charisma, executive presence, and have a calming energy. If you are rattled, your staff will be anxious too. Be the captain of the ship who is trusted to weather the storm.
The last thing you want to see happen is your most valuable employees leaving because they don’t trust your leadership. Then you would be left with employees who couldn’t get a job elsewhere because they aren’t particularly valuable to an organization.
So please, communicate often, let people be “in the know”, never make promises you can’t keep, and don’t flip-flop giving people whiplash!
Be mindful of how you communicate observations such as processes that can be streamlined or automated, duplication of efforts in different departments that could be avoided, or activities that can be stopped entirely. People tend to feel undervalued or misunderstood when we ask them to do their work differently.
Give appreciation and praise for what is/was valuable. Make it clear that there is no judgement about the past and get them excited about getting to the “next level”. Make them feel significant, seen, and essential to the future of your department and institution.
Most administrators are uncomfortable leading such drastic change. If you’ve read this entire article, I invite you to schedule a complimentary call with me to discuss how we can work together. I would be happy to help you design your strategy, messaging, focus on professional relationships and employee engagement, and every aspect of a successful reorganization. Let’s talk soon. I look forward to meeting you.
PS: Next week I’ll write the next part, which is to clarify role definition, performance metrics, chain of command, and employee morale and engagement. Click here to subscribe to my monthly e-newsletter and never miss a new article relevant to your job and career.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.