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Rapid Response 101

Rapid Response 101. Section 1. Texas Workforce Commission. Board Contract Management. 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

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Rapid Response 101

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