Transcript Aims of Rapid Response Service (RRS)

Rapid Response Service
Support for major
redundancies
John Davis
Jobcentre Plus
Aims of Rapid Response Service (RRS)
A rapid, coherent and effective response to
redundancies
To move people quickly into new jobs.
Redundancies 2000 - 2005
800
700
600
500
400
Total in '000s
300
200
100
0
2000
2001
2002
2003
2004
2005
Redundancies by industry: 2000
- 2005
Manufacturing
Construction
Distribution
Transport
Finance
Public
administration
Workers made redundant by
age: 2000 - 2005
16 - 24
25 - 34
35 - 49
50+
Numbers of men and women
made redundant 2000 - 2005
2, 500, 000
2, 000, 000
1, 500, 000
1, 000, 000
500, 000
0
M en
Women
Re-employment by age 2000 - 2005
16 - 2 4
25 - 34
35 - 49
50+
Employers’ responsibilities
• Give advance notice:
30 days notice for 20+ redundancies
90 days notice for 100+ redundancies
• Consult with employees and Trades Unions:
• Identify workers at risk of redundancy
• Provide support to workers who will be
made redundant
What is a large - scale
redundancy?
Impact on the local labour market. e.g.:
Significance of the employer in the local
economy.
Strength of the local labour market
Do local job vacancies match the skills of the
redundant employees?
Impact on supply chain companies
Standard support for a large-scale
redundancy includes:
Advice and guidance about jobs and claiming
benefits
Immediate access to help to apply for jobs.
Immediate access to training courses if
employees’ skills don’t match with local
vacancies.
Major redundancies and the
Rapid Response Service
(RRS)
Partnership support for major redundancies
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Jobcentre Plus
Learning and Skills Council
Regional Development Agency
Government Office
Chamber of Commerce
Local Authority
Members of Parliament
Trade Union representatives
Additional support funded by RRS includes:
Skills Transfer Analysis for employees under
notice delivered by specialist providers
Job Focussed Training to provide training that
cannot be delivered through standard Jobcentre
Plus contracts
Action Fund payments to help individuals starting
new jobs
Employers are always encouraged to provide
support
e.g.
out-placement services to deliver advice, guidance
and jobsearch support
Bring in financial advisers
Provide accommodation on-site for Jobcentre Plus
or partners.
Demand – led provision
• Match the skills and knowledge of
redundant workers to the needs of new
employers
• Provide relevant training – may be
essential for workers leaving traditional
or manufacturing industries
• Target support on those who need it
Timing of support
• Deliver support before workers leave
the company
but not before they are under notice to
leave
• Or as soon as they become
unemployed
The
MG ROVER
Experience
Impact
April 2005
MG Rover Group in Administration
5,300 immediate redundancies
Partners put support packages
in place immediately
Impact
Economic
Estimated impact of up to 1% on GDP
Loss to Regional Economy alone of
up to £500 million per year
Impact
Jobs
MG Rover – over 6,000 job losses
Supply chain – initial estimates
of up to 10,000 jobs at risk
RRS and partnership support
Employer Telephone Help Line
Jobs Fair:
1,600 back in work
Manufacturing and Engineering Hub recruitment and skills retention support:
1,005 back in work
RRS and partnership support
• 2,800 in new jobs after re-training
• Support to suppliers across UK to find
new markets
• Practical and financial support for
workers starting their own businesses.
75% of employees back in work
within 12 months
100 starting new jobs every week
Almost 50% back in
manufacturing jobs
Less than 5% have become
unemployed again
The future
• Further development of
partnerships to respond more
flexibility to major redundancies.