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Rapid Response 101

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Title: Rapid Response Training Author: bousqge1 Last modified by: George Dimo Created Date: 11/9/2006 8:27:16 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Rapid Response 101


1
Rapid Response101
Section 1
  • Texas Workforce Commission

Board Contract Management
2
Objectives
Rapid Response Training
  • Improve the consistency of RR delivery
  • Improve quality of RR services
  • Accumulate insight and data to create an accurate
    state-wide overview of RR
  • Share findings with stakeholders
  • Use to make policy and service improvements

3
What is Rapid Response?
  • Rapid Response is early intervention assistance
    to quickly transition dislocated workers to their
    next employment

4
WIA Rapid Response
  • A required service for Dislocated Workers under
    the
  • Workforce Investment Act (WIA)

(continued)
5
WIA Rapid Response
  • WIA regulations at Part 665, Subpart C, 665.300
    665.340 spell out the allowable activities under
    Rapid Response
  • Act requires each state to have a Dislocated
    Worker Unit to coordinate and provide Rapid
    Response services

6
Background
  • 2002 - Agency decentralized Rapid Response
  • Boards were contracted to provide Rapid Response
    services locally
  • Boards can use up to 25 of their WIA Dislocated
    Worker allocation for Rapid Response services

7
Triggers for Rapid Response
  • Three primary types of notices indicate the need
    for a Rapid Response intervention

(continued)
8
Triggers for Rapid Response
  • Worker Adjustment and Retraining Notification
    (WARN Notice) sent to the Texas Workforce
    Commission
  • Public notice in a newspaper or other media
  • Rapid Response Layoff/Notification Action form

9
WARN Act
  • The Worker Adjustment and Retraining Notification
    Act (WARN) - federal legislation requiring a
    60-day notification of a layoff

10
State Dislocated Worker Unit
  • Processes layoff notices
  • disseminates layoff notices to local RR
    Coordinators and EDs
  • assigns Control Number for TWIST data entry at
    local level

(continued)
11
State Dislocated Worker Unit
  • Maintains layoff database
  • Disseminates layoff database reports to
  • TWC Commissioners
  • TWC Executive Staff

12
Allowable RR Services
  • Job Search
  • Stress/Change Management
  • Crisis Counseling
  • Financial/Debt Management
  • Labor Market Information
  • Job Fairs
  • Worker Transition Committees
  • Worker Transition Centers

Usually reserved for plant closures or large
layoffs affecting 200 or more workers
13
Benefits of Rapid Response
  • Rapid Response interventions result in
  • decreased absenteeism
  • increased productivity
  • less stress and unacceptable behavior
  • decreased workplace and domestic violence

14
The Ten Principles ofRapid Response
15
Timeliness
  • The more quickly Rapid Response interventions
    begin, the more time workers have to prepare for
    re-entry into the workforce

16
Convenience
On-site group services and meetings promote
  • convenience
  • ease of access
  • familiar surroundings for workers

17
Customization
Consider customer choice
  • time
  • place
  • content (Rapid Response Survey)
  • location
  • duration

18
Usefulness
Useful information is
  • Accurate
  • Consistent
  • Locally-driven
  • Timely
  • Specific to the work site

Include non-job specific referrals to services
and agencies
19
Leveraged Resources
Rapid Response in-kind, cash, or tax credit
resources may be combined with other available
resources from the
  • employer
  • union
  • community
  • economic development activities

20
Seamless Service Delivery
  • Differences in programs and funding sources must
    be invisible to the customer
  • Coordination is the key to providing services
    through multiple organizations

21
Active Promotion
To promote awareness and maximize the success of
reemployment events and services, apply
comprehensive, ongoing marketing outreach to
  • employers
  • workers
  • organized labor
  • community groups

22
Layoff Aversion
  • The Rapid Response team can coordinate layoff
    aversion strategies that
  • help retain or save jobs
  • extend the range of tools and relationships with
    other programs and organizations
  • refer companies to other helpful entities

(continued)
23
Layoff Aversion
  • The focus of a layoff aversion strategy could be
    to
  • help the company make changes to reduce or avoid
    layoffs
  • find a buyer to keep the workforce intact

24
Measurable Goals
  • Set measurable goals that identify when local
    programs
  • are successful
  • have problems that require changes

25
Partnerships
  • Enhance your flexibility to meet workforce needs
    with additional partnerships
  • The local Job Center
  • Unemployment insurance
  • Trade Adjustment Assistance (TAA)
  • Local economic development agencies

(continued)
26
Partnerships
  • Appropriate involvement of other groups may
    include
  • vocational rehabilitation
  • child care agencies
  • mental health services
  • community-based organizations

27
Rapid ResponseTypical Process
  • WARN/Layoff Notification
  • Employer Contact
  • Employee Orientations
  • Provisions of Rapid Response services
  • Transition to WIA DW Program

28
Questions?
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