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Human Resources

Organizational Redesign

Staffing

    Recruitment and Hiring
  1. How can I recruit when I have no budget?
  2. Must I hire from an outplacement or recall list?
  3. What are the various staffing options available?
  4. When does it make sense to hire temporary or leased employees and are there drawbacks to hiring them?

    5. Assigning Duties
  5. How do I determine where to assign duties?
  6. Too many demands, too few staffing resources - how do I know which duties are more important?
  7. When should jobs be split?
  8. What are some creative ways to schedule work?

    9. Relocating Staff
  9. Can I move staff from one location to another?
  10. What procedures must I follow to move staff from one location to another?
  11. What has to be considered if staff or operations are relocated and what does management have to consider in deciding to reassign employees?
  12. What are management's obligations under the collective bargaining agreements concerning relocation?
  13. How should management decide which employees to reassign?
  14. What are the costs of moving staff?
Q1: How can I recruit when I have no budget?
A1:

Managers and Supervisors Manual, DAS HRE, Chapter 4.20
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 4.20 addresses Recruitment Guidelines.

"Recruitment Resources", DAS HRE
Contact information of various recruitment resources and suggestions for various low-cost or no-cost methods to recruit.

"Developing Staffing Strategy Requires Partnership," Dawn Anfuso, Workforce.com (free user subscription may be required; search on title or author)
HR and hiring manager partnerships span initial planning stages through strategy assessment.

DAS HRE/Personnel Development Seminars (PDS):
"From Interview to Hire," NC 301

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Q2: Must I hire from an outplacement or recall list?
A2: "Outplacement Services and Resources for State Employees Facing Layoffs," DAS HRE/Iowa Workforce Development (contact your agency's Personnel Assistant)
Brochure focuses primarily on outplacement services but also addresses after layoff; includes frequently asked questions.

"Outplacement Enrollment Application," DAS HRE (contact your agency's Personnel Assistant)
Application state employees must complete to participate in the program, includes instructions for completion.

"Outplacement Program Contacts," DAS HRE (contact your agency's Personnel Assistant)
By department, lists name and telephone number of personnel assistant and assigned DAS HRE employment specialist.

"Outplacement Program Contacts for Iowa Workforce Development (IWD)," IWD (contact your agency's Personnel Assistant)
Lists contact information by region.

Personnel Rules, (PDF) Chapters 3.6, 7, 8, 11
Administrative rules governing position classification, certification and selection, appointments, and reduction in force.

Managers and Supervisors Manual, DAS HRE, Chapters 4.50, 16
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 4.50 addresses instructions for filling vacancies and Chapter 16 addresses Layoff.

Collective Bargaining Agreements
Negotiated language dealing with layoff procedures.

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Q3: What are the various staffing options available?
A3:

"Staffing Decision Guide," DAS HRE (contact your agency's Personnel Assistant)
Discussion of various staffing options and systemic process for contemplating changes to the current way of accomplishing work.

DAS HRE Memo on Olsten and Merit Resources (contact your agency's Personnel Assistant)

Provisions for acquiring temporary employees.

Managers and Supervisors Manual, DAS HRE, Chapter 4.55
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 4.55 addresses Hiring Temporary Employees.

Personnel Rules, (PDF) Chapter 8
Administrative rules governing appointments.

Managers and Supervisors Manual, DAS HRE, Chapter 13
"Staffing Plan" - Discusses various options to be considered.

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Q4: When does it make sense to hire temporary or leased employees and are there drawbacks to hiring them?
A4:

"Staffing Decision Guide," DAS HRE (contact your agency's Personnel Assistant)

DAS HRE Memo on Olsten and Merit Resources (contact your agency's Personnel Assistant)

Provisions for acquiring temporary employees.

Managers and Supervisors Manual, DAS HRE, Chapter 4.55
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 4.55 addresses Hiring Temporary Employees.

Personnel Rules, (PDF) Chapter 8
Administrative rules governing appointments.

Managers and Supervisors Manual, DAS HRE, Chapter 13
"Staffing Plan" - Discusses various options to be considered.

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Q5: How do I determine where to assign duties?
A5:

Managers and Supervisors Manual, DAS HRE, Chapter 13
"Organizational Redesign and Planning" "Assigning Tasks" - Approach to breaking down overall goals and results into specific work units and positions.

DAS HRE Personnel Officer (contact your agency's Personnel Assistant for contact information)
DAS HRE resource assigned to individual agencies to provide advice and counsel.

Managers and Supervisors Manual, DAS HRE, Chapter 13, "Organizational Redesign and Planning"
Organizational Structure discusses a few basic types of organizational structure, how and when they are used, pros and cons. Organizational Identity provides questions agencies should ask about who they are and who they want to be as they go about the process of organizational redesign.

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Q6: Too many demands, too few staffing resources - how do I know which duties are more important?
A6:

"Designing Organizations: An Executive Briefing on Strategy, Structure and Process" (Jossey-Bass Management Series), Jay R. Galbraith, 1995 (available at bookstores)

Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…."

"A Practical Guide to Organization Design," Margaret R. Davis, David A. Weckler, and Janis Paris (Editor), 1997 (available at bookstores)

Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities.

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Q7: When should jobs be split?
A7:

"Designing Work Groups, Jobs, and Work Flow" (From Training to Performance in the Twenty-First Century, Set 2: Redesigning Work Processes), Toni Hupp, Craig Polak (Contributor), Odin Westergaard (Contributor), 1995 (available at bookstores)

workbook describing the techniques for designing work groups and jobs.

Managers and Supervisors Manual, DAS HRE, Chapter 13, "Organizational Redesign and Planning"
Organizational Structure discusses a few basic types of organizational structure, how and when they are used, pros and cons. Organizational Identity provides questions agencies should ask about who they are and who they want to be as they go about the process of organizational redesign.

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Q8: What are some creative ways to schedule work?
A8:

DAS HRE "Staffing Decision Guide" (contact your agency's Personnel Assistant)
Discussion of various staffing options and systemic process for contemplating changes to the current way of accomplishing work.

DAS HRE Memo on Olsten, Merit Resources (contact your agency's Personnel Assistant)

Provisions for acquiring temporary employees.

Managers and Supervisors Manual, DAS HRE, Chapter 4.55
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 4.55 addresses Hiring Temporary Employees.

Personnel Rules, (PDF) Chapter 8
Administrative rules governing appointments.

"An Expert Answers Questions on Overload," Workforce.com (free user subscription may be required; search on title or author)
In Q and A format, an HR consultant answers questions about the relationship of staffing decisions to productivity.

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Q9: Can I move staff from one location to another?
A9:

Managers and Supervisors Manual, DAS HRE, Chapters 18, 19
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 18 addresses Telecommuting Guidelines and Chapter 19 addresses Relocation Reimbursement.

Personnel Rules, (PDF) Chapters 4, 8, 10, and 15.9(2)
Administrative rules governing pay, appointments, promotion, transfer, reassignment, and moving expense reimbursement.

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Q10: What procedures must I follow to move staff from one location to another?
A10:

"Relocation Expenses", Iowa Department of Revenue and Finance, Chapter 220.100
Accounting procedures concerning the payment of relocation expenses.

Managers and Supervisors Manual, DAS HRE, Chapters 18, 19
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 18 addresses Telecommuting Guidelines and Chapter 19 addresses Relocation Reimbursement.

Personnel Rules, (PDF) Chapters 4, 8, 10, and 15.9(2)
Administrative rules governing pay, appointments, promotion, transfer, reassignment, and moving expense reimbursement.

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Q11: What has to be considered if staff or operations are relocated and what does management have to consider in deciding to reassign employees?
A11:

Managers and Supervisors Manual, DAS HRE, Chapter 19
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 19 addresses Relocation Reimbursement.

Collective Bargaining Agreements
Negotiated language pertaining to transfers and moving expenses.

Personnel Rules, (PDF) Chapters 4.6 and 10.2
Administrative rules governing pay and reassignment.

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Q12: What are management's obligations under the Collective Bargaining agreements concerning relocation?
A12:

Collective Bargaining Agreements
Negotiated language pertaining to transfers and moving expenses.

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Q13: How should management decide which employees to reassign?
A13:

Managers and Supervisors Manual, DAS HRE, Chapter 19
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 19 addresses Relocation Reimbursement.

Collective Bargaining Agreements
Negotiated language pertaining to transfers and moving expenses.

Personnel Rules, (PDF) Chapters 4.6 and 10.2
Administrative rules governing pay and reassignment.

"Staffing Decision Guide," DAS HRE (available from your agency's Personnel Assistant)
Discussion of various staffing options and systemic process for contemplating changes to the current way of accomplishing work.

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Q14: What are the costs of moving staff?
A14:

"Relocation Expenses," Iowa Department of Revenue and Finance
Lays out the procedure for the payment of relocation expenses.

Managers and Supervisors Manual, DAS HRE, Chapters 18, 19
Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 18 addresses Telecommuting Guidelines and Chapter 19 addresses Relocation Reimbursement.

Personnel Rules, (PDF) Chapters 4, 8, 10, and 15.9(2)
Administrative rules governing pay, appointments, promotion, transfer, reassignment, and moving expense reimbursement.

DAS HRE "Staffing Decision Guide" (available from your agency's Personnel Assistant)
Discussion of various staffing options and systemic process for contemplating changes to the current way of accomplishing work.

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