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Can you tell your story? Can you quantity your efforts to tell a compelling account of your efforts to benefit workers, businesses and your community?
Being able to present a convincing argument of the value you provide is important in many ways. It helps in efforts to promote Rapid Response to employers, stakeholders, elected officials at the local and state level, and the even the resident of your Governor’s mansion. It also helps you define what you are doing well and what areas may need improvement.
So, what information do you need to tell your story? Rapid Response touches on so many elements of the workforce system and the economy – layoff aversion/business retention strategies, job training, talent management, reemployment, and others – there is a lot to consider.
It is not just about how many workers may been impacted by a layoff, processed though a One-Stop Career Center, or placed into a new job. Since Rapid Response can be involved throughout the business cycle and during times of growth and decline, collecting data regarding non-layoff situations is also important in order to tell the full story of Rapid Response.
For instance, there may be relevant data concerning incumbent worker training that helps a business up-skill its workforce and avert a layoff, information that describes how Rapid Response practitioners helped identify a pool of skilled workers for a company seeking to expand, persuasive accounts of how building new and engaged partnerships have expanded services to workers and businesses, or return on investment.
What are your thoughts on Rapid Response and the data we need to tell our story? What are your processes? What insight can you provide others? What information are you looking for to enhance your data collection?
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