Outreach Strategies For Dislocated Workers

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Outreach StrategiesForDislocated Workers

• Ohio Association of Community Action Agencies
• Summer Legislative Conference
• June 26, 2008
• McKinley Grand Hotel
• Canton, Ohio
• Presented by
• Lynn Minick
• Workforce Development Specialist
• National Employment Law Project

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Best practices in serving dislocated workers
includes

• Have a Good Rapid Response System!
• Address Personal Needs of Workers FIRST!
• Use Peers!
• Having a good provider of training services!

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1. Best practice in serving dislocated workers
includes having a good Rapid Response system!

• RAPID RESPONSE IS OFTEN TIMES THE FIRST
  CONNECTION TO WORKFORCE DEVELOPMENT SYSTEM!
• Services to Employees
• Rapid Response should focus the primary benefits
  on affected employees
• Focus ensures employees receive information and
  services needed to secure new jobs
• Benefits to Employers
• Employer benefits are less tangible but important
• Employer receives assistance in addressing the
  needs of its workforce

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What is Rapid Response?

• Definition Under WIA
• Rapid response activity- - The term rapid
  response activity means an activity provided by
  a State, or by an entity designated by a State,
  with funds provided by the State under section
  134(a)(1)(A), in the case of a permanent closure
  or mass layoff at a plant, facility, or
  enterprise, or a natural or other disaster, that
  results in mass job dislocation, in order to
  assist dislocated workers in obtaining
  reemployment as soon as possible, with services
  including-

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What is Rapid Response? continued

• (A) the establishment of onsite contact with
  employers and employee representatives- -
• (i) immediately after the State is notified of a
  current or projected permanent closure or mass
  layoff or
• (ii) in case of disaster, immediately after job
  dislocation as a result of such disaster
• (B) the provision of information and access to
  available employment and training activities.

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What is Rapid Response? continued

• (C) assistance in establishing a labor-management
  committee, voluntarily agreed to by labor and
  management, with the ability to devise and
  implement a strategy for assessing the employment
  and training needs of dislocated workers and
  obtaining services to meet such needs
• (D) the provision of emergency assistance adapted
  to the particular closure, layoff, or disaster
  and
• (E) the provision of assistance to the local
  community in developing a coordinated response
  and in obtaining access to State economic
  development assistance.

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Ohios Rapid Response System

• Ohios Strategic State Plan
• Title I of the Workforce Investment Act of 1998
• and the
• Wagner-Peyser Act
• Modification Effective
• September 29, 2007 to June 30, 2009

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What is role of Rapid Response?

• Receive and process WARN notices
• Receive any other type of notification, i.e.,
  employer, union, workers, media, UI
• Respond to news of dislocation immediately after
  becoming aware - preferable within 48 hours
• Arrange meeting with company (and union officials
  if workers are represented by union)
• Gather information from company (and union
  officials if workers are represented by union)
• Explore layoff aversion
• Assist in establishing Labor-Management Committee

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What is role of Rapid Response?

• Oversee coordination of services, i.e.,
  Unemployment Insurance, Employment Services,
  Workforce Investment Act, Veterans Services,
  Trade Act, etc.
• Oversee coordination of services with other
  States and between Worker Investment Areas
• Assist in applying for Trade Adjustment
  Assistance
• Assist in applying for National Emergency Grant
  (NEG)
• Discuss and arrange worker informational meetings

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Labor-Management Committee - encouraged and
recognized as best practice

• The purpose of a Labor-Management Committee is
  to develop comprehensive plan for individuals
  faced with layoffs using resources available from
  Federal, State and local resources as well as
  contributions from employers, unions, and
  community organizations.

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Benefits of a Labor-Management Committee

• Earlier reemployment - forming committee and
  focusing attention and services on workers will
  get reemployment activities started more quickly
  enabling workers to take advantage of job
  openings as they occur.
• Workers helping workers - involving workers in
  planning transition services helps build
  acceptance of program. Also provides
  opportunities for workers to discuss their
  service needs with committee members.
• Coordination of services - committee helps
  coordinate resources and activities to ensure the
  right services are available.

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Benefits of a Labor-Management Committee continued

• Increased motivation - workers who become
  motivated are more likely to participate in
  program when they see the company and fellow
  employees working together to help them find new
  jobs and training opportunities.
• Productivity and morale - experience show that
  high absenteeism and decreases in productivity
  are avoided when company and workers participate
  cooperatively in providing transition assistance.
• Positive labor-management relations - working
  together to solve problems in positive way
  reduces labor/management tension. Involvement of
  affected unions also helps build worker
  acceptance of programs.

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Benefits of a Labor-Management Committee continued

• Positive community impact - major layoffs and
  plant closings attracts public attention. The
  way in which these events are handled will
  determine if attention reflects positively.
• More effective use of resources - companies
  sometimes offer severance packages and some
  collective bargaining agreements may include
  training and adjustment assistance resources.

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Things that make a difference in doing Rapid
Response!

• Is Rapid Response State or local function?
• Have you done rapid response before?
• If so, how many times?
• What was the length of notice given?
• What was the number of people dislocated?
• Were workers represented by a union?
• Was an outplacement firm involved?
• Use of Labor-Management committee?

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2. Best practice in serving dislocated workers
includes addressing personal needs of workers
FIRST!

• For every 1 rise in unemployment rate the
  following increases were recorded nationwide
• 36,887 additional deaths
• 20,240 heart attacks
• 495 deaths from cirrhosis
• 920 suicides
• 648 homicides
• 4,227 admissions to mental hospitals
• 3,340 state prison admissions

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What happens when the paycheck stops?

• Workers need to know how to
• Help themselves (deal with stress - have positive
  attitude)
• Get help (United Way, Community Action Agency,
  public assistance agencies)
• Deal with creditors
• Keep a roof over head (top priority)
• Put food on the table (food pantries, food
  programs)
• Manage utility payments (budget payment plans)
• Stay insured (homeowners, car, life, health)
• Stay healthy (county health department for
  immunizations, well-baby care, WIC, basic dental,
  prescription drug)

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You need to understand the psychological impact
of job loss!

• Some of the basic phases a worker will go
  through, but not limited to, include
• Phase One Denial
• Phase Two Anger
• Phase Three Depression
• Phase Four Acceptance

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Phases after layoff

• Some of the basic phases a worker will go
  through, but not limited to, include
• Phase One Disbelief or numbness
• Phase Two Remembering the Good OLE Days
• Phase Three Depression, Disorganization and
  Despair
• Phase Four Acceptance and Moving Ahead

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Variables of psychological impact

• Length of time with company
• Their feelings about the job/company
• Whether they have been through job loss before
• Person's age
• Parent? Childrens ages
• Their family situation
• Person's emotional health
• Quality/availability of support services

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Understand personal impact of job loss

• Workers lose more than a job. They lose
• Loss of wages and benefits
• Loss of structure for the day
• Loss of work family
• Loss of role of worker and provider
• Loss of place in world
• Loss of pride, dignity and self-esteem
• Loss of American Dream
• Loss of trust
• Loss of control over life

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Impact of job loss on family

• A parent's diminished ability to parent
• Difficulties adjusting to new family roles and
  tasks
• Difficulties remembering "good times
• Increased family disputes
• Scapegoating and blaming others
• Concerns and disputes about financial future
• Concerns about having to move
• Worries about what friends will think about
  unemployed status
• Stress-related problems

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3. Best practice in serving dislocated workers
includes using Peers!

• Peers are knowledgeable and helpful because they
  know
• Their co-workers from a working relationship and
  more than likely a personal relationship outside
  of work
• Their co-workers attitude and state of mind
  regarding the job loss, i.e. denial, anger,
  depression, acceptance
• Their co-workers needs
• Their co-workers issues
• Their co-workers fears
• Their workplace history and problems

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What do Peers do?

• Peers in general
• Help promote programs and services
• Provide outreach and recruitment of participants
• Serve as liaison between the workers and services
• Help monitor what works and what does not work
• Serve as advocates for workers
• Help overall but especially with early
  intervention services
• Are a valuable tool in the dislocated worker
  toolkit!

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Example of using Peers
Illinois Peer Counselor Program Peer Counselors
have been the single most effective tool for
increasing enrollment participation.
Dislocation event Examples 2003 APAC Services
2 Peer Counselors 40 WIA Enrollment 2003
Curwood, Inc 2 Peer Counselors 60 WIA
Enrollment 2005 Archway 2 Peer Counselors 60
Dual Enrollment 2005 Joy Tech 1 Peer Counselor
50 WIA Enrollment 2006 Smurfit Stone 1 Peer
Counselor 50 WIA Enrollment 2006 Technicolor
3 Peer Counselors 80 Dual Enrollment 2006
Maytag Whirlpool 4 Peer Counselors 85 Current
Dual Enrollment

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The impact of Peer involvement on average
enrollment percentage


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4. Best practice in serving dislocated workers
includes having a good provider of training
services!

• Who can provide training?
• Initial eligibility
• 1. Automatic eligibility
• Post-secondary institutions
• Registered apprenticeship
• 2. Other eligible providers
• Apply under procedures set by the Governor and
  implemented by the local WIB
• Subsequent eligibility
• All must conform to established procedures and
• performance requirements

Services
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Certification of training providers State
responsibilities

• Set procedures for local WIBs to determine
  eligibility including minimally acceptable
  performance levels
• Solicit public comment on procedure
• Compile statewide list of training providers
• Disseminate list through one-stop
• Enter into cross-state agreements

Services
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Certification of training providers WIB
responsibility

• Set timing and manner of application
• Can require higher performance levels
• Inform the state of approved providers
• Allow workers to select from any provider

Services