Rapid Response
Orientation
Narrated By
George Bousquet
Texas 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.
Background (cont’d)
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.
Why Provide
Rapid Response Services?
Rapid Response services
promote:
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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:
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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.
Layoff Aversion (cont’d)
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.
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.
Partnerships (cont’d)
The appropriate involvement of a variety
of other groups may also include:
• vocational rehabilitation
• child care agencies
• mental health services
• community-based organizations.
section II
Rapid response
Services and
processes
Benefits of Rapid Response
Rapid Response interventions
result in:
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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:
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Representatives from the company
Board Rapid Response coordinator
Appropriate contractor staff
Unemployment Insurance field
representative
• Labor Union Official or other authorized
worker representatives.
Who Should Be There? (cont’d)
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.
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 outplacement firm to provide services
• company-provided services the state
must not duplicate
Management On-Site
Meeting Agenda (cont’d)
• 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.
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.
Worker Transition Committee
(cont’d)
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 Center
(WTC)
Although a WTC is more highly
preferred and effective on-site,
services may be provided either on
or off-site.
Worker Transition Center
(cont’d)
The WTC should be configured and
staffed as a mini one-stop career
center featuring:
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computers
copy and fax machines
telephones
job postings.
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.
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 BY
The 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 Specialist
Saundra Kirk, Curriculum Writer