Rapid ResponseRapid ResponseOrientationOrientation

Narrated ByNarrated ByGeorge BousquetGeorge Bousquet

Texas Workforce CommissionTexas Workforce Commission

Introduction

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

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.

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.

Background (cont’d)

Why Provide Rapid Response Services?

Rapid Response servicespromote:• local economic stability

• extended resources

• collaborative partnerships

• layoff avoidance.

section i

The Ten Principles of

Rapid Response

Timeliness

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

Convenience

On-site group services and meetings promote:

• convenience

• ease of access

• familiar surroundings for workers.

Customer Choice

Customization enhances success.

Customize services for:• time • place• location • content • duration.

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.

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.

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.

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.

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.

The focus of a layoff aversion strategy could be to:

Layoff Aversion (cont’d)

• help the company make changes to reduce or avoid layoffs

• find a buyer to keep the workforce intact.

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.

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.

The appropriate involvement of a variety of other groups may also include:

Partnerships (cont’d)

• vocational rehabilitation• child care agencies• mental health services• community-based organizations.

section II

Rapid responseServices and

processes

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.

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

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.

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.

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.

Management On-site Meeting

To secure the employer’s participation in a Rapid Response intervention:• contact employer within 48 hours of

notification• schedule an on-site meeting within 5

working days.

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.

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.

Who Should Be There? (cont’d)

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

• 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.

Management On-Site Meeting Agenda (cont’d)

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.

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.

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.

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

Worker Transition Committee(cont’d)

Worker Transition Center(WTC)

Although a WTC is more highly preferred and effective on-site, services may be provided either on or off-site.

The WTC should be configured and staffed as a mini one-stop career center featuring:•computers•copy and fax machines•telephones•job postings.

Worker Transition Center(cont’d)

DocumentingRapid 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.

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 Board’s annual WIA contract•requests for additional funding that can be tied to contract expenditures.

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.

Rapid response orientation

PREPARED BYThe texas workforce commission

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 SpecialistSaundra Kirk, Curriculum Writer