Ohio Rapid Response Webinar 1
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1st of a two part webinar prepared for Ohio on Rapid Response services under the Workforce Investment Act.
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Ohio Rapid Response Webinar 1
- 4. March 2011 Rapid Response: Transition Management
- 9. March 2011 Rapid Response: It’s not just for layoffs anymore.
- 13. Rapid Response Throughout the Business Cycle
- 14. March 2011 An orientation does not Rapid Response make. If it does, you’re doing it wrong.
- 16. LWIB - Local Workforce Investment Board NEG - National Emergency Grant OSCC - One-Stop Career Center TRA - Trade Readjustment Act UI - Unemployment Insurance WIB – Local Workforce Investment Board Rapid Response Flow Chart
- 38. March 2011 Quality Principles of Rapid Response
- 41. 10 Quality Principles +1 7 Consistent and Accurate Information Information specific to the worksite and community and includes non-job-specific referrals to services and agencies 8 Convenience Meeting the schedules and location(s) that meets worker and business needs; connecting to One-Stops 9 Customer Choice Customizing services to meet local or event-specific requirements enhances the success of helping people transition back to employment
- 43. March 2011 Layoff Aversion 2.0
- 49. March 2011 Unemployment Insurance as Workforce Investment
- 51. March 2011 Rapid Response: Partnering For Success
- 57. March 2011 Wrapping Up
- 59. If the worst economic condition since the GREAT DEPRESSION isn’t enough motivation, what’s it going to take? “ I f you do what you’ve always done, you get what you always got.” – Roger von Oech The Time to Innovate Was Yesterday
Notas del editor
- Handoff to Jeff.
- Handoff to Rob
- Handoff to Jeff
- Handoff to Tim
- I want to ask for some audience input here. When you think layoff aversion, what do comes to mind? What does layoff aversion mean to you? A lot of people think that layoff aversion simply means preventing a layoff from happening, but in reality, there is so much more to it. There are two sides to layoff aversion. One is actually saving the company. This could be done by minimizing the number of employees that need to be laid off, work-share, company furloughs, employee-buyouts or finding a buyer, linking with economic development, or incumbent worker training programs based on the company. Then there’s the proactive side to layoff aversion, which is that you may not actually be able to save the company, but you can lessen the impact that a layoff event or closure has. This can be by lessening the number of people who file for unemployment insurance, company match, which is linking laid off employees with companies that need trained workers, linking On-the-job Training programs with growing companies, or broader incumbent worker programs. So layoff aversion is really a lot more expansive than simply stopping a layoff from happening.
- Avon (Hamilton County/Cincinnati area) while they are still working at Avon have received testing and training to obtain the BIO Ohio Certificate and/or the Manufacturing Skill Standards Council certification so that they are more marketable when they are laid off.
- 21 states now have workshare programs. This is the ideal time to conduct the skill set analysis of workers in an attempt to map them against growth industries. Also time to contact the TAA for Firms program, MEPs and others. Should at this point also look at incumbent worker training to improve the competitiveness of the workers.
- Handoff to Rob
- Handoff to Tim