• Voluntary separation programs (e.g., early retirement incentives, voluntary layoff).
• Reduction in hours (voluntary or, if involuntary, implemented according to this policy).
• Reassignment or transfer of employees to vacant positions for which they are qualified.
• Attrition (not filling vacant positions).
• Furloughs (temporary unpaid leave), if legally permissible and appropriate for the circumstances.
• Other cost-saving measures identified by KSU leadership.

The decision to use alternatives will be made by KSU leadership based on the nature and extent of the conditions necessitating workforce adjustment.

RIF Planning and Approval Process

Identification of Need:

The head of an administrative or academic unit (e.g., Vice President, Dean), in consultation with their leadership, identifies a potential need for a RIF based on the reasons outlined above.

Initial Proposal and Consultation with HR:

The unit head develops a preliminary proposal outlining the rationale, scope, objectives, and anticipated impact of the RIF. This proposal must be discussed with the Office of Human Resources (HR), the Vice President of Finance & Administration, and the Budget Director at the earliest possible stage.

RIF Plan Development:

If the initial proposal is deemed necessary, the unit head, in close collaboration with HR, will develop a formal RIF plan. The Rif plan must include:

• A detailed justification for the RIF, including relevant data.
• The specific unit(s) affected.
• The number and types of positions to be eliminated or modified.
• The proposed criteria for identifying employees for layoff.
• An analysis of the impact on remaining operations and workload.
• A communication plan for affected employees and the broader KSU community.
• A proposed timeline for implementation.
• An EEO adverse impact statement, conducted in conjunction with HR.