T H E N E W V I S I O N O F R A P I D R E S P O N S E 1

The Reason TIMELY, CONSISTENT & HIGH-QUALITY Solutions 2

T H E N E W V I S I O N O F R A P I D R E S P O N S E The Assumption An Established Rapid Response Infrastructure Understanding your value proposition (your “elevator speech”) Including system to continually evaluate, enhance, and improve* * Rapid Response Self Assessment Tool 3

T H E N E W V I S I O N O F R A P I D R E S P O N S E The Assumption (cont’d) Continuous Staff Training Ensure all Rapid Response Staff understand the various processes, partners, and tools 4

T H E N E W V I S I O N O F R A P I D R E S P O N S E The Tools Well-formed and engaged network Information and insight Knowledge of the resources available and how to access them Facilitation/brokering skills 5

T H E N E W V I S I O N O F R A P I D R E S P O N S E LWIB - Local Workforce Investment Board NEG - National Emergency Grant OSCC - One-Stop Career Center TRA - Trade Readjustment Act UI - Unemployment Insurance WIB - Workforce Investment Board Rapid Response Process Map

T H E N E W V I S I O N O F R A P I D R E S P O N S E RAPID RESPONSE PROCESS High Level “Reader’s Digest” Version 7 Research & Discovery Research & Discovery Activation Employer Contact and/or Layoff Announcement Employer Contact and/or Layoff Announcement Meet with Employer/ Company Meet with Employer/ Company Determine Intervention Required Determine Intervention Required Tailor Plan Tailor Plan Determine & Facilitate Additional Services Determine & Facilitate Additional Services T H E N E W V I S I O N O F R A P I D R E S P O N S E Things to Keep On Your Radar Tracking and Evaluation (Continuous Improvement) Follow-Up 7

T H E N E W V I S I O N O F R A P I D R E S P O N S E Phase 1 Includes: Forecasting (identifying indicators) Networks, non traditional networks, WARN notices, etc. Look at market, LMI data for area, etc. Talk to Labor Talk to Economic Development Talk to Local WIBs Phase 1 Includes: Forecasting (identifying indicators) Networks, non traditional networks, WARN notices, etc. Look at market, LMI data for area, etc. Talk to Labor Talk to Economic Development Talk to Local WIBs PHASE 1: Research and Discovery 8

T H E N E W V I S I O N O F R A P I D R E S P O N S E 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 PHASE 1: Research and Discovery (cont’d) 9

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 1: Research and Discovery (cont’d) Importance of Phase 1: Provides foundation for developing a 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 10

T H E N E W V I S I O N O F R A P I D R E S P O N S E Who Should Be Involved: ALL relevant information sources, 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 phase is not always in response to a specific event ALWAYS stay aware of the workforce and economic indicators PHASE 1: Research and Discovery (cont’d) 11

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 2: Activation Phase 2 Includes: 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) 12

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 2: Activation (cont’d) Importance of Phase 2: 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 Phase 2? WIBs/Local Areas Sources of information that can “fill in the blanks” regarding information about the employer Preliminary contacts to key partners 13

T H E N E W V I S I O N O F R A P I D R E S P O N S E 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 PHASE 2: Activation (cont’d) Summon your inner Boy Scout: ALWAYS BE PREPARED! 14

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 3: Initial Employer Contact and/ or Layoff Announcement Phase 3 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 of Phase 3: Relationship with employer or employee starts here Remember, you only have one chance to make a first impression 15

T H E N E W V I S I O N O F R A P I D R E S P O N S E Key Things To Consider: 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 PHASE 3: Initial Employer Contact and/ or Layoff Announcement (cont’d) 16

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 4: Meeting with Employer/ Company Phase 4 Includes: 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 (ex., AFL-CIO) Explore layoff aversion and minimization possibilities 17

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 4: Meeting with Employer/ Company (cont’d) Phase 4 Includes (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) 18

T H E N E W V I S I O N O F R A P I D R E S P O N S E Importance of Phase 4: An opportunity to demonstrate your 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 PHASE 4: Meeting with Employer/ Company (cont’d) 19

T H E N E W V I S I O N O F R A P I D R E S P O N S E Key Things To Consider: Investigate/explore how the pending 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.) Phase 4: Meeting with Employer/ Company (cont’d) 20

T H E N E W V I S I O N O F R A P I D R E S P O N S E Phase 5: Determine Intervention Required: Compile Information and Notify System Partners Phase 5 Includes: 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 21

T H E N E W V I S I O N O F R A P I D R E S P O N S E Phase 5 Includes (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) PHASE 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d) 22

T H E N E W V I S I O N O F R A P I D R E S P O N S E Phase 5 Includes (cont’d): For Aversion Plans: Conduct a pre-feasibility study ESOPs Workshare (where applicable) Furlough (where necessary) Incumbent Worker Training Programs Company Matching Staff Training And Many More… PHASE 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d) 23

T H E N E W V I S I O N O F R A P I D R E S P O N S E Importance of Phase 5: 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 PHASE 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d) 24

T H E N E W V I S I O N O F R A P I D R E S P O N S E Key Things To Consider: 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 PHASE 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d) * This is a good time to look for company contributions 25

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 6: Tailoring the Plan Phase 6 Includes: Determine union/employer coordination (Labor/Management Committees, etc.) Bring other companies into the mix/onsite to match skills Coordinate with other on-site providers (e.g., outplacement, etc.) 26

T H E N E W V I S I O N O F R A P I D R E S P O N S E Phase 6 Includes (cont’d): 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 “Know when the time is right to let go.” 27 PHASE 6: Tailoring the Plan (cont’d)

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 6: Tailoring the Plan (cont’d) Importance of Phase 6: 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 28

T H E N E W V I S I O N O F R A P I D R E S P O N S E PHASE 7: Determine Additional Services Phase 7 Includes: “ JUST DO IT” 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 of Phase 7: Cements relationships for future endeavors Things To Consider: GOAL: Make it so they cannot imagine doing business without you. 29

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) Importance of Tracking and Evaluation Good information matters – prove the value of Rapid Response Information is power – allows you to add value system wide Allows you to market the value of Rapid Response with solid supporting data 30

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) 31 Tracking & Evaluation Includes: Continuous feedback & improvement Collecting metrics to tell our story Prove the value of Rapid Response Connecting growing companies with declining ones Keeping contact information on hand for when other companies call)

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) 32 Tracking & Evaluation Includes: Making sure that the customer receives the best services possible Providing seamless service, avoiding duplicate efforts Using reports as a management tool

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) Tracking & Evaluation Phase By Phase: 1. Discovery Track all pertinent information/findings – “A job well started is a job well done” 2. Activation Begin to “catalog” your partners and their resources – first “public” step in developing a service plan “Turn on” your formal tracking system (if you have one… and you should!) 33

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) Tracking & Evaluation Phase By Phase (cont’d): 3. Employer Contact/Layoff Notice Measure timeliness of services provided (clock starts here) Gather real-time Labor Market Intelligence 4. Meet with Employer Implement Evaluation Tools (Employee and Employer) to ensure customer satisfaction and understanding Gather Demographic Information and project parameters 34

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) 35 Tracking & Evaluation Phase By Phase (cont’d): 5. Determine Intervention “How will we know we’ve achieved success?” Determine what to track and measure what demonstrates success Employer feedback for continuous improvement

T H E N E W V I S I O N O F R A P I D R E S P O N S E Tracking and Evaluation (Continuous) 36 Tracking & Evaluation Phase By Phase (cont’d): 6. Tailor Plan Consider data collected and how well it addresses specific employer/worker needs (What would you do differently next time?) “Customized Consistency” (i.e., meet the employer’s needs but also provide consistent services across multiple areas) Is there a need for additional assessments? 7. Determine Additional Services Formal evaluation by the employer THE RESULT: A strong record of evaluation for your services; data to help tell your story

T H E N E W V I S I O N O F R A P I D R E S P O N S E Follow Through & Follow-Up (Continuous) Follow Through & Follow-Up Includes: KEEP YOUR PROMISE: Be there when and where they need you Provide excellent CUSTOMER SERVICE Your credibility is on the line – if you say you are going to do something, DO IT Be PERSISTENT from the start ALWAYS circle back – the key to building and maintaining partnerships Treat customers the way you want to be treated 37

T H E N E W V I S I O N O F R A P I D R E S P O N S E Follow Through & Follow-Up (Continuous) Follow Through & Follow-Up Things to Consider: When you register people upfront, follow-up (transferring them to the correct Career One- Stop Center) occurs automatically Follow-up is essential to being proactive… and connecting growing and declining companies Ensure planned events actually happen Make calls before and after a meeting to ensure it takes place and went well 38