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Rapid Response Orientation

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Rapid Response Orientation Narrated By George Bousquet Texas Workforce Commission Worker Transition Center (WTC) Although a WTC is more highly preferred and effective ... – PowerPoint PPT presentation

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Title: Rapid Response Orientation


1
Rapid Response Orientation
  • Narrated By
  • George Bousquet
  • Texas Workforce Commission

2
Introduction
  • Rapid Response is early intervention assistance
    to quickly transition dislocated workers to their
    next employment.

3
Background
  • Prior to 2002, Texas Workforce Development Boards
    applied directly to the Texas Workforce
    Commission for
  • rapid response funding and
  • program expertise in worker dislocations from
    large layoffs and business closings.

4
Background (contd)
  • Currently, Workforce Development Boards are
    responsible for providing rapid response services
    using funds bundled into WIA budgets.
  • It is critical that the Texas Workforce Solutions
    provide consistent services to Dislocated Workers
    throughout the State.

5
Why Provide Rapid Response Services?
  • Rapid Response services
  • promote
  • local economic stability
  • extended resources
  • collaborative partnerships
  • layoff avoidance.

6
section i
  • The Ten Principles of Rapid Response

7
Timeliness
  • The more quickly Rapid Response interventions
    begin, the more time workers have to prepare for
    re-entry into the workforce.

8
Convenience
  • On-site group services and meetings promote
  • convenience
  • ease of access
  • familiar surroundings for workers.

9
Customer Choice
  • Customization enhances success.
  • Customize services for
  • time
  • place
  • location
  • content
  • duration.

10
Consistent and Accurate Information
  • To maximize the usefulness of information, make
    sure it is
  • accurate
  • consistent
  • locally-driven
  • timely
  • specific to the work site
  • and that it includes non-job specific referrals
    to services and agencies.

11
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.

12
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.

13
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.

14
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.

15
Layoff Aversion (contd)
  • 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.

16
Measurable Goals
  • To ensure continuous improvement of Rapid
    Response activities, set measurable goals that
    identify when local programs
  • are successful
  • have problems that require changes.

17
Partnerships
  • Involving additional partners in a Rapid Response
    event enhances your flexibility to meet the needs
    of a unique workforce. Some common partners are
  • the local Job Center
  • Unemployment Insurance
  • Trade Adjustment Assistance (TAA)
  • local economic development agencies.

18
Partnerships (contd)
  • The appropriate involvement of a variety of other
    groups may also include
  • vocational rehabilitation
  • child care agencies
  • mental health services
  • community-based organizations.

19
section II
  • Rapid response
  • Services and processes

20
Benefits of Rapid Response
  • Rapid Response interventions result in
  • decreased absenteeism
  • increased productivity
  • less stress and acting out
  • decreased workplace and domestic violence
  • other benefits.

21
Authorized 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
22
What Starts a Rapid Response?
  • Two primary types of notices indicate the need
    for a Rapid Response intervention
  1. a Worker Adjustment and Retraining Notification
    Act (WARN Notice) sent to the Texas Workforce
    Commission
  2. public notice in a newspaper or other media.

23
WARN ACT
  • The Worker Adjustment and Retraining Notification
    Act (WARN) is federal legislation that requires a
    60- day notification of a layoff.
  • The state does not interpret this complicated
    law. If requested to do so, refer the person to
    a labor attorney.

24
Layoff Reporting
  • The Board Rapid Response Coordinator reports the
    layoff by
  • completing a Layoff Notification Form
  • sending the form to Layoff Notification Central
  • submitting a more detailed notification following
    the Management On-site Meeting
  • receiving an e-mail verification after the state
    is notified.

25
Management On-site Meeting
  • To secure the employers participation in a Rapid
    Response intervention
  • contact employer within 48 hours of notification
  • schedule an on-site meeting within 5 working days.

26
Who Should Be There?
  • The following stakeholders and representatives
    should attend the Management On-site session
  • Representatives from the company
  • Board Rapid Response coordinator
  • Appropriate contractor staff
  • Unemployment Insurance field representative
  • Labor Union Official or other authorized worker
    representatives.

27
Who Should Be There? (contd)
  • If workers are represented by a labor union, be
    sure to invite those officials to the meeting.
  • If union officials are unable to attend the
    Management On-site meeting, schedule a separate
    meeting to present the same information that
    management received.

28
Management On-Site Meeting Agenda
  • Purpose of the on-site meeting is to discuss and
    resolve
  • the description and scheduling for orientation
    meetings and workshops
  • whether the company has hired an out-placement
    firm to provide services
  • company-provided services the state must not
    duplicate

29
Management On-Site Meeting Agenda (contd)
  • whether TAA is connected to the layoff
  • Worker Transition Committee/ Transition Center
    for plant closures or layoffs when over 200
    workers are affected
  • the Mass UI Claims option.

30
Orientation Meetings
  • During Orientation meetings
  • UI Field Representatives provide an overview of
    benefits
  • workers complete the Rapid Response survey and
    registration forms
  • the coordinator announces that workshops will
    follow results of the survey.

31
Service Delivery
  • Service delivery follows the Ten Principles of
    Rapid Response and are provided On-Site and on
    the clock if possible.
  • The typical 16 hours of group workshops includes
  • Job Search and Resume Writing
  • Stress and Change Management
  • Labor Market Information (LMI)
  • Financial Management.

32
Worker Transition Committee (WTC)
  • The purpose of the WTC is to gauge the
    effectiveness of service delivery. It is not a
    negotiating platform for labor disputes.

33
Worker Transition Committee (contd)
  • The successful WTC is
  • composed of representatives from workers and
    management
  • chaired by a neutral chair nominated by the
    County Judge or comparable authority
  • trained in useful skills and information such as
  • Communication Skills
  • Effective Listening Skills
  • Purpose of the Committee

34
Worker Transition Center (WTC)
  • Although a WTC is more highly preferred and
    effective on-site, services may be provided
    either on or off-site.

35
Worker Transition Center (contd)
  • The WTC should be configured and staffed as a
    mini one-stop career center featuring
  • computers
  • copy and fax machines
  • telephones
  • job postings.

36
Documenting Rapid Response Services
  • To document Rapid Response Services
  • Open program detail in TWIST using the Rapid
    Response tracking number provided by the state
  • Maintain accurate case notes on services attended
    by individuals.

37
Funding Rapid Response
  • In 2002, Local Boards assumed responsibility for
    Rapid Response in their areas.
  • Funding is available through
  • Rapid Response funds bundled into the Boards
    annual WIA contract
  • requests for additional funding that can be tied
    to contract expenditures.

38
Transitioning Workers to Workforce Investment
Act (WIA)
  • Workers who have a distant layoff date are
    eligible for retraining services six months prior
    to that layoff date.
  • Workers WIA eligibility begins with the Rapid
    Response event. Survey workers to determine who
    may be interested in WIA Dislocated Worker or
    Adult services.

39
Rapid response orientation PREPARED BY The
texas workforce commission
40
  • A collaboration of the
  • Contract Management Department
  • George Bousquet, Content Expert
  • Rebecca Allen Jackson, Project Sponsor
  • and the
  • Training and Development Department
  • Carolyn Vidrine, Live Meeting Specialist
  • Saundra Kirk, Curriculum Writer
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