2012 Rapid Response Vision and Innovation (NYATEP)

The New ETA Vision for Rapid Response

NYATEP Spring Conference - May 2012

Presented By:
• Timothy Theberge, U.S. Department of Labor – ETA
• Boston Regional Office

THE NEW ETA VISION FOR RAPID RESPONSE

2

The When you
PROMISE
of the need us most,
Workforce
Investment
we will be there.
System


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• To establish a comprehensive,
collaborative effort to improve
Why are we the Rapid Response system
here? throughout the country by
promoting consistent, high
quality, timely and innovative
responses to economic
transition.
• We are “America’s Backstop”


May 2012

Rapid Response: Transition
Management


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Rapid Response
• Required state function under the Workforce
What Is Investment Act (WIA); funded by reserving up to
Rapid 25% of the state’s WIA Dislocated Worker
Response? 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


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AND….
Faster
engagement
= Better Rapid Response is a primary
results gateway to the workforce
system for both dislocated
workers and employers


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Legislative Authorization

From the
Sec 665.300 WIA Final Rule
Regs…
(a) Rapid response … “activities
necessary to plan and deliver services to
enable dislocated workers to transition to
new employment as quickly as
possible”


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Timely, consistent and high-quality
services to workers and
Customized businesses
Consistency • 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 one-
size fits all solutions
• High-Quality
• Proactive, comprehensive solutions
that meet the needs of workers and
businesses


May 2012

Rapid Response:
It’s not just for layoffs anymore.


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Rapid Response is PROACTIVE
Don’t wait • Prepared
for WARN… • 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

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Solution-Based Approach for
Solutions- Managing Transitions in an
Based Evolving Economy.
Transition
Management
• 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


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It is NOT event-driven; it is a pro-active
approach to planning for and
Bend the managing economic transitions.
Rapid Response requires:
Curve
• 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

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Rapid
Response
Throughout
the Business
Cycle


May 2012

An orientation does not Rapid
Response make. If it does, you’re doing
it wrong.


15
15

Determine &
OVERALL PROCESS Tailor Facilitate
Plan Additional
High Level “Reader’s Digest” Version Services

Employer
Meet with Determine
Contact
Employer/ Intervention
and/or Layoff
Company Required
Announcement

Research &
Discovery
Activation Things to Keep On Your Radar
 Tracking and Evaluation
(Continuous Improvement)
 Follow-Up

THE NEW ETTH E V I E WO NE T F O R I SR O P I D OR E S PA PN D E R E S P O N S E
A N SI A V IAN F R R O IS

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


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Activities:
Research • Building systems, networks, and partnerships
and designed to make optimal use of a range of
Discovery data and indicators.
• Develop early warning networks and
systems, to identify opportunities for
proactive approaches, or to implement layoff
aversion strategies.
Key Partners:
• Organized labor, economic
development, Chambers of Commerce, and
local workforce boards.


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Importance:
• Provides foundation for developing a
Research broad strategic approach
and • Creates opportunities for being
Discovery PROACTIVE
(cont’d)
• 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


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Activation:
• Awareness of a pending event
Activation
• Assess the Situation
• Customize strategy for specific event
• Engage/Connect with local area (WIBs)
Importance:
• Begins “movement” toward a strategy/
solution
• Continues information gathering and
assessment of the situation with input
from other partners (Local WIB, etc.)


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Who Should Be Involved In Step 2?
• WIBs/Local Areas
Activation
• Sources of information that can “fill in the
(cont’d)
blanks” regarding information about the
employer
• Preliminary contacts to key partners

Key Things To Consider:
• 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


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Includes:
Initial Employer • Contact employer, set up a meeting, etc.
Contact and/
or Layoff
• Can be the result of a layoff announcement
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


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Initial Employer
• Preparation is Key
Contact and/ • It is ESSENTIAL gather information about
or Layoff employer/company before this step
Announcement • It Can Be Challenging
(cont’d) • 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


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Includes:
• Great Rapid Response starts with
Meeting with asking one question: “What’s
Employer 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


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• Determine and coordinate with
Meeting with partnerships/resources the company
Employer already has in place (outplacement
(cont’d) 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)
• Will be key for preparing National Emergency
Grant applications


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Importance:
• An opportunity to demonstrate your
value to the employer or employee
Meeting with
Employer • Offers insight on other potential
(cont’d) partners/resources that can be used to
provide services to the employer/
employees
• Further develops the relationship with
the employer


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• Investigate/explore how the pending
layoff or plant closure will affect other
Meeting with outside companies and/or other
Employer facilities that they own in other
(cont’d) 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.)


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Includes:
Determine • Establish working partnership with
Intervention the company/union
Required:
Compile
• Develop 1.)Transition Plan or
Information and 2.) Layoff Aversion Plan
Notify System • Plans need to remain fluid and flexible
Partners
• 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


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Determine
• For Transition Plans:
Intervention
Required:
• Determine other outside partners to involve
(EDA, TAA for Firms, Unions, MEP, etc.)
Compile
Information and • Conduct a pre-feasibility study
Notify System
Partners
• GOAL: Leverage time onsite prior to the
(cont’d) layoff to provide as many services as
possible (i.e. onsite transition center)


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Determine
• For Aversion Plans:
Intervention
Required: • Conduct a pre-feasibility study
Compile • ESOPs
Information and
Notify System
• Workshare
Partners • Incumbent Worker Training Programs
(cont’d)
• Company Matching
• Staff Training
• And Many More…


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Importance:
• This is where you align your team,
Determine strategy, and your plan
Intervention • Working partnerships are truly established at
Required: this step – you become part of their solution
Compile
• You are assembling the components for your
Information and
plan
Notify System
Partners Who Should Be Involved?
(cont’d) • WIBs, One-Stops, UI, Unions… EVERYONE
– all relevant partners*

* BEWARE of the Entourage Effect
when meeting with employers


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Determine • Leverage as much time as possible
Intervention prior to the layoff “onsite, on company
Required: time”
Compile
Information and • Seek opportunities to avert or
Notify System minimize a layoff, i.e., company
Partners match, workshare, etc.
(cont’d)
• GOAL: To walk away from the process
with the company as a partner

* This is a good time
to look for company
contributions


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Includes:
• Determine union/employer coordination
Tailoring (Labor/Management Committees, etc.)
the Plan • Bring other companies into the
mix/onsite to match skills
• Coordinate with other on-site providers
(e.g., outplacement, etc.)


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• For Aversion Plans – coordinate with
Tailoring economic development agencies, UI
the Plan (Workshare), MEP, & others to provide
(cont’d) services
• Transition from onsite services to One-Stop
Career Center services

“Know when the time is right to let go.”


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Importance:
• Explore every option
Tailoring • Allow for customized solutions – serving
the Plan the employer/employee’s specific needs
(cont’d)
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

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Includes:
• “JUST DO IT”
Determine
• Maintain relationships developed throughout the
Additional process - stay in touch, make sure all needs were
Services 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.


May 2012

Quality Principles of Rapid Response


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10 Quality Principles +1
The quicker information and services are
1 Timeliness provided, the quicker workers can start the
reemployment process
• Help communities pull together
Internal and
• Provide access to a wide range of
2 External
resources
Partnerships
• Build collaborative opportunities
Creates strong community support
Leveraging
3 Resources
network that goes beyond Rapid Response
and One-Stop activities
Seamless Ensures efficiency and productivity in
4 Service providing services and getting people
Delivery reemployed


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Marketing services through materials, media,
Active
5 Promotion
websites, social networking, meetings, events,
etc.
Potential strategies that help retain/save jobs:
• Instant labor exchange / Reemployment
• Self-Employment Assistance (SEA)
• Prefeasibility studies
Layoff • Incumbent worker training
6 Aversion • Workshare
• Linkages to loan programs and other
business assistance programs
• Management or employee buyouts using
ESOPs or conventional financing


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Consistent Information specific to the worksite and
7 and Accurate community and includes non-job-specific
Information referrals to services and agencies
Meeting the schedules and location(s) that
8 Convenience meets worker and business needs;
connecting to One-Stops
Customizing services to meet local or
Customer event-specific requirements enhances the
9 Choice success of helping people transition back
to employment


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Measurable goals provide valuable
feedback
• Collect measurable data (ex.: How many
Measure of individuals were served?)
10 Success • Determine if activities are successful
• Identify potential problems
• Make changes to ensure continuous
improvement

+1 INNOVATE Re-evaluate, Re-vise, Evolve!


May 2012

Layoff Aversion 2.0


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From TEGL 30-09:
Defining • ETA considers a layoff averted
Layoff when:
Aversion • 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.


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• Layoff aversion activities exist as a
continuum of potential approaches
What is • Layoff Forecasting/Early Warning Networks
Layoff • Full layoff aversion (rare)
Aversion? • 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


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1 2
BROADER IDEA:
Saving the Company Lessening the Impact
or Jobs of Layoffs
• Lessening the number of • Fewer people filing for UI
employees that the company needs benefits
to layoff
• Claimants filing for fewer weeks
• ESOPs - Employee buyouts
• Linking with other companies that
• Finding a buyer for the closing are hiring (Company Match)
business
• OJT programs-linking with growing
• Linking with Economic companies
Development
• Early warning networks
• Incumbent worker programs
• Effective partnerships
• Workshare
• (Short-time Compensation)

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• Skill set analysis mapped to
regional economy will result
Instant Labor in the identification of career
Exchange
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


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• 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 • Minimize the length of unemployment if not
placed prior to layoff
Match
• 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
• Training employees and placing them
in new careers prior to layoff –
Customized Training


May 2012

Rapid Response:
Partnering For Success


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• Response to company
Rapid
Response closures and layoffs
Initiated • Layoff Aversion / Company
Programs
Matching
• Rapid Response Set-Aside
• National Emergency Grants
• Trade Adjustment Assistance
• For Firms
• For Workers


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• Private Outplacement
• Staffing Firms
Building
• Economic Development
Partnerships
• Business Community
• Other State and Local
agencies
• Community-based
Organizations
• Faith-based Organizations


50

• Companies have ongoing
Partnering relationships with outplacement.
With
Outplacement • Outplacement can benefit from
Firms 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


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Rapid
• Early intervention services
Response & allow dislocated workers the
The Bottom best chance of re-entering
Line the workforce with the least
amount of time and money
lost.
• New York currently owes $4b
to USDOL for UI loans:
• Rapid Response services in
Massachusetts saved the MA UI
Trust Fund an estimated $6.6m in
PY2008

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• Sharing information on
Linking With company closings and
Economic layoffs.
Development
• Sharing information of
company expansions.
• Working together to enhance
business growth.
• Identifying reasons
companies leave and stay.


May 2012

“Other” Use of Rapid Response Funds


The Shrinking Envelope of Innovation

The outer most line (red) represents Federal legislation.
The next line (blue) represents Federal regulations.
The third (green) represents state rules.
The last line (orange) represents local rules.

The distance between orange and red represents lost
opportunities for innovation. Our mission is to get locals
and states to maximize the flexibility allowed by law.


• Regional Asset Mapping
• Service providers, community
Transition
Management
and faith based organizations,
(The Economy) educational facilities,
foundations [665.320(b)]
• Economic Mapping
• At-risk employers, growth
employers, infrastructure assets
and needs, technology transfer
(R&D) capabilities
[665.320(d)(3)]
• Action not Reaction

• Approach at-risk (and growth) employers
with information on Rapid Response and
Business One-Stop services BEFORE there are
Visitation layoffs
Programs • Does not wait for first contact with employer to
be in relation to layoffs
• Links businesses with financial
planning, technology planning, marketing
and job training resources (layoff
aversion)
• TAA for Firms, Commerce, Economic
Development
• Ongoing effort, not a one-time event
• Focus on small to medium sized
employers first

• Provides actionable
intelligence prior to layoff
Skills Gap • Allows local workforce
Analysis
system to develop and
deploy strategic planning
efforts ahead of layoffs
• Should focus on at-risk (and
growth) employers and/or
sectors


• State-Based NEG
Rapid • Rapid Response funds used
Response to assist local areas in
“Set-Aside” responding to events that do
not otherwise qualify for a
NEG
• “Gap-Filler” Funds
• Covers the gap between
layoff and NEG
• NEG funds used to replenish
set-aside funds
• Trade “wrap around”
services

667.262(b)(4)
Small
“Active participation in local business
Business
resource centers (incubators) [One-
Assistance
Stops] to provide technical assistance to
Services
small and new business to reduce the
rate of business failure;” [added]

Possible Technical Assistance Areas
(HR Related):
Resolving Conflict, Assisting Troubled and
Difficult Employees, Managing Employee
Turnover and Absenteeism, Supervisory Skills
Enrichment (Human Resource Seminars)


Incumbent Worker Training*

Incumbent • 665.320(d)
Assist in devising and overseeing strategies
Worker for:
Training (1) Layoff aversion, such as prefeasibility
studies of avoiding a plant closure through
an option for a company or group, including
the workers, to purchase the plant or
company and continue it in operation;
(2) Incumbent worker training, including
employer loan programs for employee skill
upgrading; and
(3) Linkages with economic development
activities at the Federal, State and local
levels, including Federal Department of
Commerce programs and available State
and local business retention and
recruitment activities.
*A waiver is required to use RR H E N E Wpay the direct O N F of R R A P I D worker training.
T funds to E T A V I S I costs O incumbent R E S P O N S E

• Full complement of allowable services not
completely defined in regulations
• Could allow for operation of mobile or
Disaster temporary one-stops
• Should be coordinated with FEMA and the
Response State EMA
• Co-location with these agencies should
be a priority
• Assist workers in accessing DUA and other
benefits and services
• Assist employers in reopening
• Beware of restriction on “employment
generating activities”
• Pre-planning activities may also be allowable
• Responding to Disasters is a REQUIRED
Activity

• Ideal for large-scale layoffs, in
locations away from existing one-stops
Temporary or in disaster scenarios
• Always offer this option to the employer
Transition • Most successful if placed onsite or
Centers near-site
• Engage the employer to seek financial
contributions to the services
• Employer funds are non-restricted
• Must include community partners
• Food banks, heat and rental assistance,
other social service agencies and
organizations
• All costs for operations are allowable
under Rapid Response
• Staff can be from multiple programs: WIA,
ES, UI, etc.
• Can be long-term in nature

• Crosswalk skill sets of impacted
workers to regional economies
• REMI, EMSI, TORQ, etc.
• GIS to map dislocations, growth
Technology employers and available
resources
• Laptops, cell phones, etc. for
Rapid Response staff
• Mobility and connectivity are two
key aspects of strong rapid
response services
NOTE: Mention of a particular product does not constitute and
endorsement thereof. ETA does not endorse particular products or
vendors.


• Comprised of a variety of
community members
Community
Transition • Develops Local Resource Guide
Teams • Faith and Community Based
Services
• Mental Health Services
• Other Government Agency
Services
• Provides non-employment related
workshops
• Holds community and fundraising
events

• Maintain a presence for your
organization on Twitter, Facebook and
Social other social media sites
Networking • A great way to reach dislocated workers
and employers
as a Service
• Maintain a presence for yourself on
LinkedIn and other similar sites
• A great way for people you know to connect
to our services when they need them
• If your current IT policies don’t allow
you access to them, get those policies
changed
• In case you missed it, the way the world
communicates has changed.
• Facebook: Fueling revolutions since 2011.


May 2012

Wrapping Up


67
If the worst economic
condition since the
The Time to GREAT DEPRESSION
Innovate
isn’t enough
Was
Yesterday motivation, what’s it going to
take?

“If you do what you’ve always
done, you get what you always
got.” – Roger von Oech


68

Timothy Theberge
Boston Regional Office
U.S. Department of Labor
Employment and Training Administration
Thank You! 617-788-0139
theberge.timothy@dol.gov
timtheberge@gmail.com
@timtheberge (Twitter)


2012 Rapid Response Vision and Innovation (NYATEP)

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