Transcript Slide 1

The New ETA Vision for Rapid Response
November 2011
Presented By:
• Timothy Theberge, U.S. Department of Labor - ETA
• Jeff Ryan, U.S. Department of Labor - ETA
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
2
The
PROMISE
of the
Workforce
Investment
System
When you
need us most,
we will be there.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
3
Why are we
here?
• Our mission is to establish a
comprehensive, collaborative
effort to improve the Rapid
Response system throughout
the country by promoting
consistent, high quality, timely
and innovative responses to
economic transition.
• We are “America’s Backstop”
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Rapid Response: Transition
Management
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
5
Rapid Response
What Is
Rapid
Response?
• Required state function under the Workforce
Investment Act (WIA); funded by reserving up to
25% of the state’s WIA Dislocated Worker
allotment
• Provides direct reemployment services and
facilitates additional services and resources;
carried out by states and local workforce
development organizations in partnership with
One-Stop Career Centers.
• Arranges for the provision of support services
such as unemployment insurance, health care,
home heating assistance, legal aid, financial
advice, and other forms of critical assistance to
affected workers and communities
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
6
AND….
Faster
engagement
= Better
results
Rapid Response is a primary
gateway to the workforce
system for both dislocated
workers and employers
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
7
Legislative Authorization
From the
Regs…
Sec 665.300 WIA Final Rule
(a) Rapid response … “activities
necessary to plan and deliver services to
enable dislocated workers to transition to
new employment as quickly as
possible”
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
8
Customized
Consistency
Timely, consistent and high-quality
services to workers and
businesses
• Timely and Consistent
• Providing the right information and
•
•
services, when, where and how needed
to best serve workers and businesses
It does not mean cookie-cutter or onesize fits all solutions
High-Quality
• Proactive, comprehensive solutions
that meet the needs of workers and
businesses
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Rapid Response: It’s not just for layoffs
anymore.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
10
Rapid Response is PROACTIVE
Don’t wait
for WARN…
• Prepared
• Delivered through a well-developed service
infrastructure
• Fully integrated Layoff Aversion strategies
• Early Intervention
• Engaged with the regional economy
including:
• Labor
• Economic Development
• Business Community
• Local WIBs & One Stops
• Education
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
11
SolutionsBased
Transition
Management
Solution-Based Approach for
Managing Transitions in an
Evolving Economy.
• Addresses the needs of employers,
workers, and community through
development of ongoing strategies to
ensure long-term economic stability and
growth
• Employs strategies gained
from expertise,
perspectives, and
efforts of extensive
network of partners
and stakeholders
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
12
Bend the
Curve
It is NOT event-driven; it is a pro-active
approach to planning for and
managing economic transitions.
Rapid Response requires:
• Ongoing efforts to build relationships with
employers and other community stakeholders
• Knowledge of labor market trends and
economic forecasts
• Strategic planning, data gathering and
analysis designed to anticipate, prepare for,
and manage economic transition
• Understanding workforce assets and needs
• Convening, facilitating, and brokering
connections, networks, and partners
• Planning for and responding to layoffs,
minimizing their impacts wherever possible
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
13
Rapid
Response
Throughout
the Business
Cycle
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
An orientation does not Rapid
Response make. If it does, you’re doing
it wrong.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
15
15
OVERALL PROCESS
High Level “Reader’s Digest” Version
Employer
Contact
and/or Layoff
Announcement
Research &
Discovery
Activation
Meet with
Employer/
Company
Tailor
Plan
Determine &
Facilitate
Additional
Services
Determine
Intervention
Required
Things to Keep On Your Radar
 Tracking and Evaluation
(Continuous Improvement)
 Follow-Up
THE
NEW
ETTHAE VNI ES W
I O NE T FAO R
V I SRI O
AP
N I DF ORRE SRPAOPNI D
SE RESPONSE
Rapid Response
Flow Chart
LWIB - Local Workforce Investment Board
NEG - National Emergency Grant
OSCC - One-Stop Career Center
TRA - Trade Readjustment Act
UI - Unemployment Insurance
WIB – State Workforce Investment Board
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
17
Research and Discovery
Research
and
Discovery
Forecasting (identifying indicators)
• Networks, non traditional networks,
WARN notices, etc.
• Look at market, LMI data for area, etc.
• Labor, Economic Development, WIBs
• GOALS:
• Collect with as much relevant
information/data as possible before
meeting with the employer
• Seek opportunities to be proactive and
avert or minimize layoffs
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
18
Importance:
• Provides foundation for developing a
Research
and
Discovery
(cont’d)
broad strategic approach
• Creates opportunities for being
PROACTIVE
• Early discovery provides information needed
to take appropriate action
• Gives insight for targeted outreach &
information dissemination
• Raising awareness of your Rapid Response
services and network of resources
encourages participation and information
sharing
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
19
Who Should Be Involved:
• ALL relevant information sources,
Research
and
Discovery
(cont’d)
formal and informal
Key Things To Consider:
• INFORMATION IS POWER
•
Get information OUT so employers & workers
are aware of services
•
Get information IN to proactively create
strategies & services
• MUST be able to articulate “What’s in It For
Them” & the value proposition
• This step is not always in response to a
specific event
•
THE
ALWAYS stay aware of the workforce and
economic indicators
NEW
ETA
VISION
FOR
RAPID
RESPONSE
20
Activation:
Activation
• Awareness of a pending event
• Layoff announcement, WARN, or information
provided through partners or early warning
mechanism
• Assess the Situation
• Gather information/facts, prepare materials,
contact company and identify potential tactics
for layoff aversion, expansion, or layoff
minimization (PROACTIVE Vs. Reactive)
• Customize strategy for specific event
• Begin to tune your response to the customer’s
needs and your service strategy
• Engage/Connect with local area (WIBs)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
21
Importance:
Activation
(cont’d)
• Begins “movement” toward a strategy/
solution
• Continues information gathering and
assessment of the situation with input from
other partners (Local WIB, etc.)
Who Should Be Involved In Step 2?
• WIBs/Local Areas
• Sources of information that can “fill in the
blanks” regarding information about the
employer
• Preliminary contacts to key partners
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
22
Key Things To Consider:
Activation
(cont’d)
• Tools MUST already be in place
• “Tools” such as partnerships/a resource
network, collateral materials, etc., are
necessary for proceeding in a timely and
consistent manner
Summon
your inner
Boy Scout:
ALWAYS BE
PREPARED!
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
23
Initial Employer
Contact and/
or Layoff
Announcement
Includes:
• Contact employer, set up a meeting, etc.
• Can be the result of a layoff announcement
or a chance to offer services to a growing
or declining company (Proactive)
• GOAL: Face-to-face meeting with employer
representatives w/decision-making authority
Importance:
• Relationship with employer or employee
starts here
•
Remember, you only have one chance to
make a first impression
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
24
Key Things To Consider:
Initial Employer
Contact and/
or Layoff
Announcement
(cont’d)
• Preparation is Key
• It is ESSENTIAL gather information about
employer/company before this step
• It Can Be Challenging
• Employer may not want to meet
• Presenting a solid value proposition and
articulating “What’s In It for Them” is critical
• “Do or Die”
• Instilling trust with the employees and
employers from the start is a MUST
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
25
Includes:
Meeting with
Employer/
Company
• Great Rapid Response starts with
asking one question: “What’s
happening in your company?”
• Leverage your partnerships
• This is where layoff aversion, Trade, NEG,
and more come into play
• Coordinate with union/labor
representatives
• Explore layoff aversion and minimization
possibilities
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
26
Meeting with
Employer/
Company
(cont’d)
• Determine and coordinate with
partnerships/resources the company
already has in place (outplacement
firms, etc.)
• Determine the severance package and
how it may effect UI
• Ask about the demographics of the
workforce (ex., language barriers, other
special needs)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
27
Importance:
• An opportunity to demonstrate your
Meeting with
Employer/
Company
(cont’d)
value to the employer or employee
• Offers insight on other potential
partners/resources that can be used to
provide services to the employer/
employees
• Further develops the relationship with
the employer
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
28
Key Things To Consider:
• Investigate/explore how the pending
Meeting with
Employer/
Company
(cont’d)
layoff or plant closure will affect other
outside companies and/or other
facilities that they own in other
locations
• Again, a PROACTIVE approach can result
in the acquisition of valuable information
• Tracking and Evaluation are critical here
(tracking company information, who you
meet with, how many employees are
served, etc.)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
29
Includes:
Determine
Intervention
Required:
Compile
Information and
Notify System
Partners
• Establish working partnership with
the company/union
• Develop 1.)Transition Plan or
2.) Layoff Aversion Plan
• Plans need to remain fluid and flexible
• Determine other workforce programs
that may need to be notified/involved
(Trade, NEG, UI, etc.)
• Coordinate with Local Area/WIB
• Determine funding needs and from
where it will come
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
30
Determine
Intervention
Required:
Compile
Information and
Notify System
Partners
(cont’d)
• For Transition Plans:
• Determine other outside partners to involve
(EDA, TAA for Firms, Unions, MEP, etc.)
• Conduct a pre-feasibility study
• GOAL:
Leverage time onsite prior to the
layoff to provide as many services as
possible (i.e. onsite transition center)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
31
Determine
Intervention
Required:
• For Aversion Plans:
•
•
•
•
•
•
•
Compile
Information and
Notify System
Partners
(cont’d)
THE
Conduct a pre-feasibility study
ESOPs
(Workshare)
Incumbent Worker Training Programs
Company Matching
Staff Training
And Many More…
NEW
ETA
VISION
FOR
RAPID
RESPONSE
32
Determine
Intervention
Required:
Compile
Information and
Notify System
Partners
(cont’d)
Importance:
• This is where you align your team,
•
•
strategy, and your plan
Working partnerships are truly established at
this step – you become part of their solution
You are assembling the components for your
plan
Who Should Be Involved?
• WIBs, One-Stops, UI, Unions… EVERYONE
– all relevant partners*
* BEWARE of the Entourage Effect
when meeting with employers
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
33
Key Things To Consider:
Determine
Intervention
Required:
Compile
Information and
Notify System
Partners
(cont’d)
• Leverage as much time as possible
prior to the layoff “onsite, on company
time”
• Seek opportunities to avert or
minimize a layoff, i.e., company
match, workshare, etc.
• GOAL: To walk away from the process
with the company as a partner
* This is a good time
to look for company
contributions
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
34
Includes:
• Determine union/employer coordination
Tailoring
the Plan
(Labor/Management Committees, etc.)
• Bring other companies into the
mix/onsite to match skills
• Coordinate with other on-site providers
(e.g., outplacement, etc.)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
35
Tailoring
the Plan
•
For Aversion Plans – coordinate with
economic development agencies, UI
(Workshare), MEP, & others to provide
services
•
Transition from onsite services to One-Stop
Career Center services
(cont’d)
“Know when the time is right to let go.”
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
36
Tailoring
the Plan
(cont’d)
Importance:
• Explore every option
• Allow for customized solutions – serving
the employer/employee’s specific needs
Who Should Be Involved:
• Again, WIBs, One-Stops, UI, Unions…
everyone providing solutions specific to
your plan
Things To Consider:
• GOAL: Develop a “lifelong” partner – a
working relationship that continues into
the future and remains valuable
throughout all stages of the business
cycle
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
37
Includes:
• “JUST DO IT”
Determine
Additional
Services
• Maintain relationships developed throughout the
process - stay in touch, make sure all needs were
met, look for
new opportunities to work together
• Ongoing talent management (throughout the
business cycle)
Importance:
• Cements relationships for future endeavors
Things To Consider:
• GOAL: Make it so they cannot imagine doing
business without you.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Quality Principles of Rapid Response
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
39
10 Quality Principles +1
1
2
Timeliness
Internal and
External
Partnerships
The quicker information and services are
provided, the quicker workers can start the
reemployment process
• Help communities pull together
• Provide access to a wide range of
•
resources
Build collaborative opportunities
3
Leveraging
Resources
Creates strong community support
network that goes beyond Rapid Response
and One-Stop activities
4
Seamless
Service
Delivery
Ensures efficiency and productivity in
providing services and getting people
reemployed
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
40
10 Quality Principles +1
5
6
Active
Promotion
Marketing services through materials, media,
websites, social networking, meetings, events,
etc.
Layoff
Aversion
Potential strategies that help retain/save jobs:
• Instant labor exchange / Reemployment
• Self-Employment Assistance (SEA)
• Prefeasibility studies
• Incumbent worker training
• Workshare
• Linkages to loan programs and other
business assistance programs
• Management or employee buyouts using
ESOPs or conventional financing
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
41
10 Quality Principles +1
7
8
9
Information specific to the worksite
Consistent
and community and includes non-joband Accurate
specific referrals to services and
Information
agencies
Meeting the schedules and location(s)
Convenience that meets worker and business
needs; connecting to One-Stops
Customizing services to meet local or
Customer
event-specific requirements enhances
the success of helping people
Choice
transition back to employment
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
42
10 Quality Principles +1
10
Measure of
Success
Measurable goals provide valuable
feedback
• Collect measurable data (ex.: How many
individuals were served?)
• Determine if activities are successful
• Identify potential problems
• Make changes to ensure continuous
improvement
+1
INNOVATE
Re-evaluate, Re-vise, Evolve!
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Layoff Aversion 2.0
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
44
Defining
Layoff
Aversion
From TEGL 30-09:
• ETA considers a layoff averted
when:
• 1) a worker’s job is saved with an
existing employer that is at risk of
downsizing or closing; or
• 2) a worker at risk of dislocation
transitions to a different job with the
same employer or a new job with a
different employer and experiences
no or a minimal spell of
unemployment.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
45
What is
Layoff
Aversion?
• Layoff aversion activities exist as a
continuum of potential approaches
• Layoff Forecasting/Early Warning Networks
• Full layoff aversion (rare)
• Pre-feasibility studies, buyouts, ESOPs, etc
• Lessening the impact of a layoff (the norm)
• Workshare Programs
• Company Match (growing employers with
layoff employers)
• Incumbent Worker Training
• On-the-Job Training
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
46
1
2
BROADER IDEA:
Saving the Company
or Jobs
•
•
•
•
•
•
Lessening the Impact
of Layoffs
Lessening the number of
employees that the company needs
to layoff
ESOPs - Employee buyouts
Finding a buyer for the closing
business
Linking with Economic
Development
•
•
•
•
•
•
Incumbent worker programs
Fewer people filing for UI
benefits
Claimants filing for fewer weeks
Linking with other companies that
are hiring (Company Match)
OJT programs-linking with growing
companies
Early warning networks
Effective partnerships
Workshare*
* Not currently available in Ohio.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
47
Instant Labor
Exchange
• Skill set analysis mapped to
regional economy will result
in the identification of career
pathways
• Short-term training with
sufficient notice/awareness of
layoff will allow for workers to
be trained prior to actual
layoff
• Real world examples already
happening
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
48
• Minimize the impact of the layoffs that are
occurring at a particular plant closing or
downsizing by placing employees in new jobs
prior to layoff
Company
Match
• Minimize the length of unemployment if not
placed prior to layoff
• Matching the skills of employees who have
been notified of a layoff (and not yet laid off)
with those of companies that are in need of
skilled employees. – Direct Match
• Masco/Kenworth
• Express Loan/Equity Trust
• Training employees and placing them in new
careers prior to layoff – Customized Training
• Polaroid/Bose
• Avon
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Unemployment Insurance as
Workforce Investment
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
50
• UI Training Waivers
UI =
Workforce
Development
• Allows UI claimants to participate in WIA, TAA
and other training programs to improve
employability
• Additional Benefits during Training (ABT)
• Additional, state-funded benefits for
individuals in approved training (7 states)
• State funds available for training
purposes
• Usually targeted to incumbent workers
• Ohio Department of Development
• Workshare (Short-Term Compensation)
• Allows employers to retain skilled workers
• 21 states; 1 pending
• Self-Employment Assistance (SEA)
• Allows entrepreneurship training while
receiving UI (9 states)
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Rapid Response:
Partnering For Success
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
52
Rapid
Response
Initiated
Programs
• Response to company
closures and layoffs
• Layoff Aversion / Company
Matching
• Rapid Response Set-Aside
• National Emergency Grants
• Trade Adjustment Assistance
• For Firms
• For Workers
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
53
Building
Partnerships
•
•
•
•
Private Outplacement
Economic Development
Business Community
Other State and Local
agencies
• Community-based
Organizations
• Faith-based Organizations
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
54
Partnering
With
Outplacement
Firms
• Companies have ongoing
relationships with outplacement.
• Outplacement can benefit from
partnering with Rapid Response.
• Outplacement firms work with
companies in the planning of
services for upcoming layoffs.
• One of the questions when first
meeting with a company is
whether outplacement is involved
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
55
Rapid
Response &
The Bottom
Line
• Early intervention services
allow dislocated workers the
best chance of re-entering
the workforce with the least
amount of time and money
lost.
• 31 states currently owe $41b
in UI loans to the USDOL
• Rapid Response services in
Massachusetts saved the MA UI
Trust Fund an estimated $6.6m in
PY2008
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
56
Linking With
Economic
Development
• Sharing information on
company closings and
layoffs.
• Sharing information of
company expansions.
• Working together to enhance
business growth.
• Identifying reasons
companies leave and stay.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
March 2011
Wrapping Up
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
58
Lessons
Learned
• Get into the companies as
early as possible before
signs of trouble.
• Have one point of contact or
designated lead to coordinate
all of the available economic
development tools.
• Think of Rapid Response
funding as one of many
economic development tools.
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
59
The Time to
Innovate
Was
Yesterday
If the worst economic
condition since the
GREAT DEPRESSION
isn’t enough motivation,
what’s it going to take?
“If you do what you’ve always
done, you get what you always
got.” – Roger von Oech
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE
60
Thank You!
Jeff Ryan
Office of National Response
U.S. Department of Labor
Employment and Training Administration
202-693-3546
[email protected]
Timothy Theberge
Boston Regional Office
U.S. Department of Labor
Employment and Training Administration
617-788-0139
[email protected]
[email protected]
Skype: tim.theberge
THE
NEW
ETA
VISION
FOR
RAPID
RESPONSE