Slide presentation outlining the benefits and services offered under the Trade Adjustment Assistance program as amended by the Trade Adjustment Assistance Reauthorization Act of 2015.
Trade Adjustment Assistance Reauhorization Act of 2015Timothy Theberge
This document provides an overview of trade adjustment assistance programs and legislation. It begins with the mission statement of fostering employment opportunities for US workers. It then defines various acronyms used in trade programs. The document reviews the history of major trade legislation dating back to 1962. It also describes the petition process, eligibility criteria for trade-certified worker groups, guidelines for approving training programs, and benefits available under trade adjustment assistance including trade readjustment assistance payments and training waivers.
Trade 101 - A Summary of the Trade Adjustment Assistance for Workers ProgramTimothy Theberge
This presentation provides an overview of the Trade Adjustment Assistance for Workers program of the U.S. Department of Labor. This material covers the 2002, 2009 and 2011 versions of the program including: TAA, TRA, A/RTAA, HCTC, program reporting and financial management.
What to expect when you're expecting... The Feds (from ETA)Timothy Theberge
A presentation prepared by the Boston Regional Office for NYATEP's Spring 2012 Conference. The presentation is designed to give Federal grantees and sub-recipients valuable insights into the Federal perspective of oversight and monitoring requirements with ETA grants.
The document provides guidelines for listed entities in India on preparing and submitting an annual Business Responsibility Report (BRR).
It specifies the format and content for the BRR, which must describe the entity's environmental, social and governance initiatives. The format includes sections on general company information, financial details, other details, principles-based performance, and governance.
The guidelines aim to promote responsible business practices by companies for stakeholders. Listed entities must submit a BRR annually as part of their mandatory disclosures. Those already submitting sustainability reports can furnish those instead of a separate BRR.
Webinar Series in Designing a Compensation Structure - deals about the classification of salary components, compensation structure, governance or compliance and sample salary structure.
The document discusses group members, definitions of wages and salaries, wage and salary administration, reasons for studying it, the role of human resources in payment, principles, objectives, and elements affecting wage/salary levels. It defines wages as paid to blue-collar employees and salaries to white-collar employees. Wage and salary administration involves developing, implementing, and maintaining a pay system. Objectives include attracting qualified employees, controlling payroll costs, motivating performance, and maintaining fairness and equity.
This document provides an overview of implications of Fair Work Australia for managing staff performance. It discusses developing better people management practices through Fair Work Australia. It outlines key aspects of Fair Work Australia including national employment standards, modern awards, bargaining and industrial action processes. It provides information on compliance requirements for employers such as record keeping, payslips and agreements.
Trade Adjustment Assistance Reauhorization Act of 2015Timothy Theberge
This document provides an overview of trade adjustment assistance programs and legislation. It begins with the mission statement of fostering employment opportunities for US workers. It then defines various acronyms used in trade programs. The document reviews the history of major trade legislation dating back to 1962. It also describes the petition process, eligibility criteria for trade-certified worker groups, guidelines for approving training programs, and benefits available under trade adjustment assistance including trade readjustment assistance payments and training waivers.
Trade 101 - A Summary of the Trade Adjustment Assistance for Workers ProgramTimothy Theberge
This presentation provides an overview of the Trade Adjustment Assistance for Workers program of the U.S. Department of Labor. This material covers the 2002, 2009 and 2011 versions of the program including: TAA, TRA, A/RTAA, HCTC, program reporting and financial management.
What to expect when you're expecting... The Feds (from ETA)Timothy Theberge
A presentation prepared by the Boston Regional Office for NYATEP's Spring 2012 Conference. The presentation is designed to give Federal grantees and sub-recipients valuable insights into the Federal perspective of oversight and monitoring requirements with ETA grants.
The document provides guidelines for listed entities in India on preparing and submitting an annual Business Responsibility Report (BRR).
It specifies the format and content for the BRR, which must describe the entity's environmental, social and governance initiatives. The format includes sections on general company information, financial details, other details, principles-based performance, and governance.
The guidelines aim to promote responsible business practices by companies for stakeholders. Listed entities must submit a BRR annually as part of their mandatory disclosures. Those already submitting sustainability reports can furnish those instead of a separate BRR.
Webinar Series in Designing a Compensation Structure - deals about the classification of salary components, compensation structure, governance or compliance and sample salary structure.
The document discusses group members, definitions of wages and salaries, wage and salary administration, reasons for studying it, the role of human resources in payment, principles, objectives, and elements affecting wage/salary levels. It defines wages as paid to blue-collar employees and salaries to white-collar employees. Wage and salary administration involves developing, implementing, and maintaining a pay system. Objectives include attracting qualified employees, controlling payroll costs, motivating performance, and maintaining fairness and equity.
This document provides an overview of implications of Fair Work Australia for managing staff performance. It discusses developing better people management practices through Fair Work Australia. It outlines key aspects of Fair Work Australia including national employment standards, modern awards, bargaining and industrial action processes. It provides information on compliance requirements for employers such as record keeping, payslips and agreements.
This document summarizes a summer training project conducted at Genpact on analyzing the effects of inflation on the company's costs and profitability. It includes an analysis of key cost drivers like salaries, benefits, infrastructure expenses, IT expenses, and other employee costs. Trends in these costs and their relationship to factors like headcount, work stations, and inflation rate charged to clients are examined. Key findings are that salary costs are most impacted by inflation, the company charges an average 5% inflation rate to clients, and continuing high inflation could negatively impact future profitability if costs are not further controlled. Suggestions include controlling attrition to reduce hiring costs, negotiating inflation clauses in all contracts, and incrementally increasing inflation rates charged over
Legal framework on Compensation Structure Mark Anders
The document summarizes several key Indian labour laws:
- The Employee's Provident Fund Act establishes a compulsory retirement fund contributed by employers and employees.
- The Employee State Insurance Act provides health insurance and benefits to employees of organizations with 20+ workers.
- Other laws discussed include the Equal Remuneration Act, Factories Act, Industrial Disputes Act, Minimum Wages Act, Payment of Bonus Act, and Payment of Gratuity Act which aim to protect workers' rights and welfare.
The Fair Work Act And Modern Award System | EmploysureEmploysure AU
This presentation provides an overview to The Fair Work Act and Modern Award System in Australia. It answers the questions: What is the Fair Work Act? What is a Modern Award? What is the Fair Work Ombudsman? And what is The Fair Work Information Statement?
--------
Employsure is Australia’s leading workplace relations specialist – providing support with employment relations, HR services, and workplace health & safety. Employsure works alongside employers to set solid foundations for business success. With highly skilled professionals assisting over 24,000 business owners Australia-wide, Employsure provides small to medium-sized businesses with the tools, advice, and assistance to be workplace confident.
Instilling Workplace Confidence
Employsure’s main objective as workplace relations specialists is to give business owners peace of mind when they need it most. This is achieved by providing employers advice on the Fair Work Act, National Employment Standards (NES), and relevant Modern Awards. Employsure clients receive tailored documentation such as employment contracts, policies, and procedures – as well as immediate updates of relevant legislative changes. May the situation present itself, Employsure also provides its clients with representation and legal protection.
Employsure also reviews workplace health and safety processes and documents to identify specific gaps and solutions. Based on this, best practice tools are provided to lay the foundations for ensuring a fair and safe workplace.
In essence, Employsure believes that all business owners, no matter their size, deserve access to comprehensive, quality and honest advice – and support that is scalable to the needs of their business.
--------
CONNECT WITH US
Email: comms@employsure.com.au
Website: https://employsure.com.au/
YouTube: https://www.youtube.com/user/Employsure/
Facebook: https://www.facebook.com/employsure.com.au/
LinkedIn: https://au.linkedin.com/company/employsure
Twitter: https://twitter.com/Employsure
Instagram: https://www.instagram.com/employsure/
Compensation and Wage & Salary Administration.Priyanka Saluja
Employees receive compensation in exchange for their contributions to an organization. Compensation generally consists of three components: pay or guaranteed pay, incentives or variable pay, and benefits. The objectives of any pay system include attracting and retaining talent, ensuring equity, controlling costs, and complying with legal rules. Equity in compensation refers to internal equity, external equity, and individual equity. The goals of wage and salary administration are to design a cost-effective pay structure that will attract, motivate, and retain competent employees.
This document summarizes the components and structure of a typical salary package. It includes fixed payments like basic salary and allowances for housing, transport, education and other expenses. It also includes variable payments like bonuses and incentives, as well as non-monetary benefits like company cars and stock options. Retirement benefits like provident fund contributions and insurance are also covered. The objectives of compensation planning and governance/compliance considerations are outlined. Specific examples of the breakdown of various salary components are provided.
The document discusses the importance of training for entrepreneurs and their staff. It explains that training allows businesses to address weaknesses in employees' skills, improve performance, ensure consistency, increase employee satisfaction, and strengthen the business overall. Training presents costs and drawbacks, but the benefits of a more knowledgeable and competent staff make it a worthwhile investment, especially when expanding a business.
This document outlines an incentive scheme introduced by the Government of Telangana to promote growth in the state's textiles and apparel sector. Key points:
- Telangana is a major cotton producer but most processing currently occurs outside the state; the scheme aims to encourage more value addition within Telangana.
- The scheme provides various capital subsidies, operational assistance like interest subsidies and power tariff subsidies, infrastructure support including land allotment, and skills training subsidies to new and existing textile/apparel units in the state over 5 years.
- Incentives are segmented based on investment amount and jobs created, with higher benefits for larger projects. Returning weaver migrants are also eligible for certain subsidies
Industrial sickness in India has been growing at an annual rate of around 28% and 13% in terms of number of units and outstanding bank credit, respectively. There are currently over 2 lakh sick units in India with outstanding bank credit of over Rs. 7,000 crore. Around 29,000 units are added to the sick list every year. Causes of industrial sickness include both external factors like government policy, supply issues, and demand constraints, as well as internal factors like outdated technology, financial problems, and management issues. Consequences of industrial sickness include job losses, industrial unrest, wastage of resources, and losses for banks and financial institutions. Various measures have been taken to remedy industrial sickness, including assistance from banks
The document discusses voluntary retirement schemes (VRS) in India. It provides details on:
- VRS allowing employees to voluntarily retire before their retirement date, with certain eligibility requirements like a minimum age of 40 and 10 years of service.
- Compensation packages that typically provide 35 days of salary for each year of completed service and 25 days for each remaining year until retirement, up to a maximum of 36 months salary.
- The role of trade unions in approving VRS and convincing workers that attractive financial packages make accepting VRS preferable to potential job losses.
- Employers view VRS positively as a "golden handshake," while unions call it "voluntary retrenchment," and the government sees
This document outlines recent ILO research and technical cooperation projects related to employer engagement in skills development and skills utilization. It discusses ILO work in several areas: national skills policies and systems with industry involvement; sectoral approaches to skills development; strengthening formal and informal apprenticeship systems; financing skills training through levies; and developing skills ecosystems through collaboration. Examples of successful ILO technical cooperation projects are provided from countries such as Bangladesh, Turkey, Niger, and India. Key factors for effective employer engagement are coordination across stakeholders and giving industry a meaningful role with adequate funding or income opportunities.
This document provides an overview of a course on advanced strategic management. The objectives of the course are to familiarize students with strategic management concepts, frameworks, and techniques. It aims to help students understand business performance, generate and assess strategic options, and select and implement strategies. The document discusses levels of strategy, definitions of strategy, elements of successful strategies, and how strategy relates to profit maximization and shareholder value. It also introduces concepts like sources of competitive advantage, experience curves, economies of scale, and using the value chain to analyze costs.
Compliance with New DOL Regulations re Oil & Gas White-Collar Overtime Exempt...Marcellus Drilling News
The U.S. Department of Labor more than doubled the minimum salary thresholds required for exempt "white-collar" employees under overtime laws, which will take effect in December 2016. This will require oil and gas employers to review positions, ensure classifications are correct, and determine whether to reclassify or raise salaries. Employers must also address tracking hours and paying overtime for newly non-exempt employees, such as for travel, on-call, and remote work time. The document provides guidance on how employers can prepare for these changes.
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. recruitment for air conditioning industry, recruitment for automotive industry,recruitment for construction industry, recruitment for construction workers,recruitment management services
The document contains job postings from Alahad Group, an overseas employment agency. The jobs listed include project managers, engineers, technicians and other roles in Saudi Arabia, Qatar, Kuwait and other Middle Eastern countries. The postings provide information on education, experience and certification requirements for each role as well as standard benefits packages.
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
You Can Do That With Rapid Response Funds? (Philadelphia Version)Timothy Theberge
The document provides an overview of Rapid Response funding and services. It discusses how Rapid Response funding can be used for layoff aversion strategies, transition management services, skills training, and forming partnerships to help dislocated workers find new employment opportunities. Rapid Response aims to engage employers and workers proactively and provide customized assistance to meet their needs during economic transitions.
This document summarizes a summer training project conducted at Genpact on analyzing the effects of inflation on the company's costs and profitability. It includes an analysis of key cost drivers like salaries, benefits, infrastructure expenses, IT expenses, and other employee costs. Trends in these costs and their relationship to factors like headcount, work stations, and inflation rate charged to clients are examined. Key findings are that salary costs are most impacted by inflation, the company charges an average 5% inflation rate to clients, and continuing high inflation could negatively impact future profitability if costs are not further controlled. Suggestions include controlling attrition to reduce hiring costs, negotiating inflation clauses in all contracts, and incrementally increasing inflation rates charged over
Legal framework on Compensation Structure Mark Anders
The document summarizes several key Indian labour laws:
- The Employee's Provident Fund Act establishes a compulsory retirement fund contributed by employers and employees.
- The Employee State Insurance Act provides health insurance and benefits to employees of organizations with 20+ workers.
- Other laws discussed include the Equal Remuneration Act, Factories Act, Industrial Disputes Act, Minimum Wages Act, Payment of Bonus Act, and Payment of Gratuity Act which aim to protect workers' rights and welfare.
The Fair Work Act And Modern Award System | EmploysureEmploysure AU
This presentation provides an overview to The Fair Work Act and Modern Award System in Australia. It answers the questions: What is the Fair Work Act? What is a Modern Award? What is the Fair Work Ombudsman? And what is The Fair Work Information Statement?
--------
Employsure is Australia’s leading workplace relations specialist – providing support with employment relations, HR services, and workplace health & safety. Employsure works alongside employers to set solid foundations for business success. With highly skilled professionals assisting over 24,000 business owners Australia-wide, Employsure provides small to medium-sized businesses with the tools, advice, and assistance to be workplace confident.
Instilling Workplace Confidence
Employsure’s main objective as workplace relations specialists is to give business owners peace of mind when they need it most. This is achieved by providing employers advice on the Fair Work Act, National Employment Standards (NES), and relevant Modern Awards. Employsure clients receive tailored documentation such as employment contracts, policies, and procedures – as well as immediate updates of relevant legislative changes. May the situation present itself, Employsure also provides its clients with representation and legal protection.
Employsure also reviews workplace health and safety processes and documents to identify specific gaps and solutions. Based on this, best practice tools are provided to lay the foundations for ensuring a fair and safe workplace.
In essence, Employsure believes that all business owners, no matter their size, deserve access to comprehensive, quality and honest advice – and support that is scalable to the needs of their business.
--------
CONNECT WITH US
Email: comms@employsure.com.au
Website: https://employsure.com.au/
YouTube: https://www.youtube.com/user/Employsure/
Facebook: https://www.facebook.com/employsure.com.au/
LinkedIn: https://au.linkedin.com/company/employsure
Twitter: https://twitter.com/Employsure
Instagram: https://www.instagram.com/employsure/
Compensation and Wage & Salary Administration.Priyanka Saluja
Employees receive compensation in exchange for their contributions to an organization. Compensation generally consists of three components: pay or guaranteed pay, incentives or variable pay, and benefits. The objectives of any pay system include attracting and retaining talent, ensuring equity, controlling costs, and complying with legal rules. Equity in compensation refers to internal equity, external equity, and individual equity. The goals of wage and salary administration are to design a cost-effective pay structure that will attract, motivate, and retain competent employees.
This document summarizes the components and structure of a typical salary package. It includes fixed payments like basic salary and allowances for housing, transport, education and other expenses. It also includes variable payments like bonuses and incentives, as well as non-monetary benefits like company cars and stock options. Retirement benefits like provident fund contributions and insurance are also covered. The objectives of compensation planning and governance/compliance considerations are outlined. Specific examples of the breakdown of various salary components are provided.
The document discusses the importance of training for entrepreneurs and their staff. It explains that training allows businesses to address weaknesses in employees' skills, improve performance, ensure consistency, increase employee satisfaction, and strengthen the business overall. Training presents costs and drawbacks, but the benefits of a more knowledgeable and competent staff make it a worthwhile investment, especially when expanding a business.
This document outlines an incentive scheme introduced by the Government of Telangana to promote growth in the state's textiles and apparel sector. Key points:
- Telangana is a major cotton producer but most processing currently occurs outside the state; the scheme aims to encourage more value addition within Telangana.
- The scheme provides various capital subsidies, operational assistance like interest subsidies and power tariff subsidies, infrastructure support including land allotment, and skills training subsidies to new and existing textile/apparel units in the state over 5 years.
- Incentives are segmented based on investment amount and jobs created, with higher benefits for larger projects. Returning weaver migrants are also eligible for certain subsidies
Industrial sickness in India has been growing at an annual rate of around 28% and 13% in terms of number of units and outstanding bank credit, respectively. There are currently over 2 lakh sick units in India with outstanding bank credit of over Rs. 7,000 crore. Around 29,000 units are added to the sick list every year. Causes of industrial sickness include both external factors like government policy, supply issues, and demand constraints, as well as internal factors like outdated technology, financial problems, and management issues. Consequences of industrial sickness include job losses, industrial unrest, wastage of resources, and losses for banks and financial institutions. Various measures have been taken to remedy industrial sickness, including assistance from banks
The document discusses voluntary retirement schemes (VRS) in India. It provides details on:
- VRS allowing employees to voluntarily retire before their retirement date, with certain eligibility requirements like a minimum age of 40 and 10 years of service.
- Compensation packages that typically provide 35 days of salary for each year of completed service and 25 days for each remaining year until retirement, up to a maximum of 36 months salary.
- The role of trade unions in approving VRS and convincing workers that attractive financial packages make accepting VRS preferable to potential job losses.
- Employers view VRS positively as a "golden handshake," while unions call it "voluntary retrenchment," and the government sees
This document outlines recent ILO research and technical cooperation projects related to employer engagement in skills development and skills utilization. It discusses ILO work in several areas: national skills policies and systems with industry involvement; sectoral approaches to skills development; strengthening formal and informal apprenticeship systems; financing skills training through levies; and developing skills ecosystems through collaboration. Examples of successful ILO technical cooperation projects are provided from countries such as Bangladesh, Turkey, Niger, and India. Key factors for effective employer engagement are coordination across stakeholders and giving industry a meaningful role with adequate funding or income opportunities.
This document provides an overview of a course on advanced strategic management. The objectives of the course are to familiarize students with strategic management concepts, frameworks, and techniques. It aims to help students understand business performance, generate and assess strategic options, and select and implement strategies. The document discusses levels of strategy, definitions of strategy, elements of successful strategies, and how strategy relates to profit maximization and shareholder value. It also introduces concepts like sources of competitive advantage, experience curves, economies of scale, and using the value chain to analyze costs.
Compliance with New DOL Regulations re Oil & Gas White-Collar Overtime Exempt...Marcellus Drilling News
The U.S. Department of Labor more than doubled the minimum salary thresholds required for exempt "white-collar" employees under overtime laws, which will take effect in December 2016. This will require oil and gas employers to review positions, ensure classifications are correct, and determine whether to reclassify or raise salaries. Employers must also address tracking hours and paying overtime for newly non-exempt employees, such as for travel, on-call, and remote work time. The document provides guidance on how employers can prepare for these changes.
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. recruitment for air conditioning industry, recruitment for automotive industry,recruitment for construction industry, recruitment for construction workers,recruitment management services
The document contains job postings from Alahad Group, an overseas employment agency. The jobs listed include project managers, engineers, technicians and other roles in Saudi Arabia, Qatar, Kuwait and other Middle Eastern countries. The postings provide information on education, experience and certification requirements for each role as well as standard benefits packages.
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
Alahad Group (Pvt) Ltd. is a Manpower Recruitment, Business Management and Outsourcing Group combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Alahad Group collaborates with clients to help them become high-performance Businesses and Governments. http://www.alahadgroup.com
You Can Do That With Rapid Response Funds? (Philadelphia Version)Timothy Theberge
The document provides an overview of Rapid Response funding and services. It discusses how Rapid Response funding can be used for layoff aversion strategies, transition management services, skills training, and forming partnerships to help dislocated workers find new employment opportunities. Rapid Response aims to engage employers and workers proactively and provide customized assistance to meet their needs during economic transitions.
This poem celebrates the richness of Jamaica's natural landscape and changing seasons. It describes the lush green canefields in the sun and the torrential rains that beat down. When the rains pass, the land is bare but soon blossoms again with mango and logwood trees in bloom, their scent filling the air. The poem conveys the cycles of nature and encourages appreciation for one's country.
This document discusses 3 quick marketing ideas for new businesses:
1) Utilize free internet platforms like blogs, social media, forums, and email marketing to spread your message to a large online audience.
2) Advertise on popular websites by placing banners or negotiating pay-per-click or profit-sharing deals.
3) Consider affiliate marketing but be aware you will need to share profits with others. Signing up for a virtual office can lend credibility to your marketing.
El documento presenta una edición de 120 páginas de la tercera parte de La Divina Comedia de Dante Alighieri titulada "El Paraíso", divida en 33 cantos. La obra se ofrece de forma gratuita a través del sitio web interlectores.com para lectura y uso personal.
The document discusses how workplaces are changing and the need to redefine office spaces. It notes that employees are more willing to change jobs or consider new opportunities. Traditional offices focused on command and control but now must cultivate collaboration. Face time remains important for collaborating, motivating staff and strengthening relationships. Offices should provide safety, connection, vision/feedback, resources, diversity, focus areas and sanctuaries. A mix of private, team and social spaces is needed. Well-designed workplaces can attract employees, partners and customers by expressing the organization's values through the building. The office building type should support how people work with flexibility.
This PowerPoint identifies 9 different work personalities. It gives a short definition and provides examples of the type of people who embody each personality type.
Teks tersebut memberikan ringkasan sejarah perayaan Valentine's Day dan kerusakan yang terkait dengan merayakannya. Valentine's Day berasal dari upacara keagamaan Romawi Kuno yang kemudian diadopsi oleh gereja Katolik. Merayakannya dianggap melanggar larangan Islam karena meniru-niru orang non-Muslim dan menghadiri ritual agama lain.
This document discusses the importance of friends and sisters and compares best friends to four leaf clovers. It also announces that Ollie Bugg has gotten new shoes.
FutureIT Investor Presentation March 09RDV Systems
FutureIT is a leading provider of database management software focused on Microsoft SQL. It was founded in 2005 and its flagship product, EZManage SQL, provides an affordable and easy-to-use solution for SQL administration. EZManage SQL has over 250 customers with more than 800 licenses. FutureIT aims to expand its partner network, increase its brand recognition overseas, and extend its product line beyond SQL administration.
Virtual offices provide a low-cost alternative to physical office spaces by eliminating expenses associated with facilities like rent, utilities, furniture and equipment. They offer key services like a dedicated phone number, mailing address, email and website hosting, administrative support from a virtual receptionist, and optional physical meeting spaces. Virtual offices allow businesses, especially startups, to establish a professional presence and test their market at a lower risk and cost compared to a traditional office.
The Path of Faith
(Abdul Majid Aziz al-Zindani)
Faith Increases with Acts of Obedience
When faith is firm in your heath you will feel the eagerness to do good deeds creeping into you, and you embark upon good deeds and purify your intention for your Lord you will find that your faith increases. If you come across any matter which baffles you then seek the help of other sincere believers and you will overcome your difficulty by Allah’s leave. But beware of being a help for those who are corrupt and stick to your Lord’s command: “Help ye one another unto righteousness and pious duty. Help not one another unto sin and transgression, but keep your duty to Allah. Lo! Allah is severe in punishment.” (5:2)
==========================
I am pleased to invite you to:
http://www.quranexplorer.com/quran/ http://www.islamreligion.com , http://quranicaudio.com, http://www.islamtomorrow.com/, http://www.islamhouse.com/, http://www.islam-guide.com/ , http://www.harunya
This document provides a summary of a book about faith and happiness. It includes information about the publisher, author, translator, and editor. It describes the printing details and provides a note to the reader explaining the purpose of the book. It also includes biographical information about the author Harun Yahya and a table of contents for the book.
The document outlines guidelines for developing training plans for apprentices and trainees. It discusses the regulatory framework that requires training plans and their purpose. A well-developed training plan must include specific details such as the names of parties involved, qualifications and modules, delivery methods, assessment arrangements, and signatures of confirmation. The plan should be developed by the registered training organization in conjunction with the employer and apprentice/trainee. It must then be monitored and updated throughout the training period.
This document provides information about the Trade Adjustment Assistance (TAA) program, which assists US workers who have lost their jobs due to foreign trade. The TAA program seeks to provide trade-affected workers with skills training and support to become reemployed. It explains that workers must file a petition if they believe their job loss was due to trade, which is then investigated by the Department of Labor. If approved, workers can receive benefits and services through their State Workforce Agency. It also outlines eligibility criteria for training approval and the roles of case managers and academic advisors in connecting workers with approved training programs at colleges and universities.
The document provides information about the Trade Adjustment Assistance (TAA) program, which assists US workers who have lost their jobs due to foreign trade. The TAA program seeks to provide reemployment opportunities and skills training to trade-affected workers. It explains that a petition must be filed for a worker group and approved by the Department of Labor. If approved, individual workers can receive benefits and services through their State Workforce Agency. It describes the petition and approval process as well as benefits like training funds and the roles of case managers and academic advisors in approving training programs at colleges.
The document provides information on workplace skills planning (WSPs) and annual training reports (ATRs) in South Africa. It discusses how the Skills Development Levy collected from employers is used to fund skills training. It also outlines the benefits to employers of submitting their WSPs and ATRs such as receiving a mandatory grant to offset training costs and qualifying for black economic empowerment points. The roles and responsibilities of skills development committees and their involvement in establishing WSPs are described.
NATS - An INDUSTRY oriented insightful Presentation over the SchemeLa Fourier Consultants
The National Apprenticeship Training Scheme (NATS) in India is a 1-year program that provides practical skills and knowledge to technical graduates and diploma holders. Under the scheme, apprentices receive training at participating organizations and a stipend, of which 50% is reimbursed to the employer by the government. Upon completion, apprentices receive a certificate of proficiency. The scheme aims to bridge the skills gap between job requirements and available candidates.
Programs
We are offering a preview of our programs and previous results to those seeking introduction to U.S. Active Military and Veterans engaged or soon to be engaged in our Career
Career Transition Training, Employment, Promotions & Marketing, Social & Health, Education & Training
⦁ -We continue with you, our Client, a Promotions & Marketing Campaign
⦁ -for those who seek to introduce their companies and organizations to the veterans and active military personnel.
⦁ -Each person we are in contact with is briefed on our Social and Health Referral Program - cost free.
⦁ Every veteran is afforded an active membership in the Professional Society of Warriors'
Education & Training Program
Remarkably unique and different than any other offering of its kind
⦁ ·Military Network has cultivated and forged relationships with top IT Leadership in the industry!
Offering years of insight and benefit associated with the MOST effective Information Technology Training Centers in the Nation
⦁ an important benefit part of the process necessary to obtain top talent at no cost to the (veteran), you our client!
Image
Skill set validation complemented by industry recognized standards such as IT Certification ...
UNITED STATES DEPARTMENT OF LABOR Employment and Training Ad.docxdickonsondorris
UNITED STATES DEPARTMENT OF LABOR
Employment and Training Administration
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Apprenticeship?
What is Registered Apprenticeship?
Introduction
The Registered Apprenticeship system has been utilized to meet the needs of America's skilled workforce for over 75 years. It is a unique, flexible training system
that combines job related technical instruction with structured on-the-job learning experiences. Registered Apprenticeship is a leader in preparing American workers
to compete in a global 21st Century economy because the system keeps pace with advancing technologies and innovations in training and human resource
development.
The Registered Apprenticeship system provides the opportunity for workers seeking high-skilled, high- paying jobs and for employers seeking to build a qualified
workforce. In this regard, the Registered Apprenticeship system effectively meets the needs of both employers and workers.
Registered Apprenticeship is highly active in traditional industries such as construction and manufacturing, but it is also instrumental in the training and
development of emerging industries such as healthcare, energy, and homeland security.
It's an Immediate Job
Apprentices start working from day one with incremental wage increases as they become more proficient on the job. Apprenticeships range from one to six years,
but the majority are four years in length. In 2011, more than 130,000 individuals nationwide became apprentices.
It's On-the-Job Learning and Education
The "Earn and Learn" training model of Registered Apprenticeship provides a unique combination of structured learning with on-the-job training from an assigned
mentor. Related instruction, technical training or other certified training is provided by apprenticeship training centers, technical schools, community colleges,
and/or institutions employing distance and computer-based learning approaches. The goal is to provide workers with advanced skillsets that meet the specific needs
of employers.
It's a Credential
Upon completion of a Registered Apprenticeship program, participants receive an industry issued, nationally recognized credential that certifies occupational
proficiency, is portable, and can provide a pathway to the middle class. In many cases, these programs provide apprentices with the opportunity to simultaneously
obtain secondary and post-secondary degrees. In 2011, over 55,000 participants nationwide graduated from a Registered Apprenticeship program.
What are the Advantages of Registered Apprenticeship?
The Registered Apprenticeship system provides a wide array of benefits.
For apprentices, benefits include:
• Improved ...
Here are the key next steps after validating your pre-assessment tool:
1. Document the validation process and outcomes. Record how the tool was tested, what was evaluated, any issues identified, and actions taken.
2. Make any necessary changes or improvements to the tool based on the validation results. Modify the tool, assessment methods, guidelines, or training as needed.
3. Implement the validated tool for pre-assessing learners. Use the tool consistently as part of the enrolment process to identify learner support requirements.
4. Review learner pre-assessment results on an ongoing basis. Monitor outcomes for continual improvement opportunities. Look for inconsistencies or gaps to address through future validation.
5. Re
Here are the key next steps after validating your pre-assessment tool:
1. Document the validation process and outcomes. Record how the tool was tested, what was evaluated, any issues identified, and actions taken.
2. Make any necessary changes or improvements to the tool based on the validation results. Modify the tool, assessment methods, guidelines, or training as needed.
3. Implement the validated tool for pre-assessing learners. Use the tool consistently as part of the enrolment process to identify learner support requirements.
4. Review learner pre-assessment results on an ongoing basis. Monitor outcomes for continual improvement opportunities. Look for inconsistencies or gaps to address through future validation.
5. Re
This document discusses on-the-job training (OJT) and consultancy services to help organizations implement structured OJT. It begins by listing common situations organizations face that could be addressed through OJT. It then discusses what structured OJT is, how it differs from unstructured OJT, and the benefits it provides to employees, supervisors, and the organization through standardized training. The document outlines various OJT courses and consultancy services that can help organizations set up an OJT framework, including courses for OJT managers, developers, instructors, and consultants. It positions structured OJT as an effective way to develop job-specific skills and ensure performance standards are met.
A Guide to Apprenticeships at Pathway Group - Employer Engagement & Other StaffThe Pathway Group
The document provides information on apprenticeships to help staff promote apprenticeship opportunities to employers. It defines apprenticeships and their benefits for both employers and apprentices. It outlines the responsibilities of employers, the recruitment process, and types of apprenticeships available. It emphasizes that apprentices do not need prior experience and employers should be flexible in their expectations.
The document discusses various aspects of employee training. It provides details on different training methods like on-the-job training, vestibule training, apprenticeship training, and orientation training. It also outlines the benefits of training, such as improved job performance and reduced costs. While training has advantages, it also has costs and potential drawbacks like disruption of regular work. Overall, the document emphasizes that training is important to improve employee skills and productivity.
A guide to apprenticeships at pathway for employer engagement & other staff u...The Pathway Group
guide to apprenticeships for employer engagement staff, staff training materials on apprenticeship, apprenticeship staff training programme, apprenticeship staff support programme, training for staff dealing with apprenticeships, training college staff on apprenticeship employer engagement, apprenticeship employer engagement training
call us on 0121 707 0550
Speak with Alan Hill or email Alan on Alanh@pathwaygroup.co.uk
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
(Handbook) management of training & developmentAamirBashir51
This document provides an overview of training processes and the role of training managers. It begins with defining training and discussing the need and rationale for training. Training is defined as increasing an employee's knowledge and skills for a particular job. The need for training arises from factors like changing technology, demanding customers, productivity improvements, and motivation. Benefits of training are discussed for both employers and employees, such as increased productivity, standardization, and career advancement. The roles and responsibilities of trainers are also examined.
Employer Induction Pack- Employer documentation for apprenticeship provisionThe Pathway Group
Employer Induction Pack, employer induction pack template, apprenticeship induction for employers, apprenticeship employer handbook, guide for apprenticeship for employers, guide to apprenticeships for employers,
This document discusses different types of enterprise RTOs (registered training organizations) and how they deliver training. There are three main types: centralised ERTOs which deliver training through dedicated trainers with some assistance from employees; integrated ERTOs which deliver all training on-the-job through subject matter experts with support from trainers; and volunteer ERTOs which deliver training through volunteers or volunteer-supported coordinators. The document also discusses aligning an ERTO's training with an organization's strategic goals and measuring the impact of training on job and business performance.
Outreach Training Requirements 2017 newJohn Newquist
This document outlines new requirements for OSHA authorized outreach trainers effective January 2017. Key changes include:
- Trainers must complete a trainer update course every 4 years to maintain authorization.
- Trainers can only be affiliated with one authorizing training organization per industry.
- Trainers must sign a statement of compliance and adhere to standards of professional conduct.
- Strict limits are placed on class duration, breaks, contact hours per day, and time to complete training.
- Attendance for the full class is required to receive course completion cards.
The Workforce Innovation and Opportunity Act (WIOA) replaces the Workforce Investment Act of 1998 and aims to improve the nation's public workforce system. Key provisions of WIOA include requiring at least 75% of youth funds be spent on out-of-school youth, 20% be spent on work experiences, establishing new performance measures, and selecting youth providers through competitive processes with exceptions for rural areas. States must submit plans describing their strategies for implementing WIOA's vision.
Trade Adjustment Assistance for Workers Reversion Primer 2013Timothy Theberge
The 2011 amendments to the Trade Adjustment Assistance for Workers program expire on December 31, 2013. If there is no action taken by Congress, the program will revert to a modified version of the 2002 program. This presentation represents a summary of what that reverted program will look like. Congress may pass legislation prior to December 31, 2013, or may even pass legislation after that date with retroactive provisions (as they did in 2011). ETA will issue official guidance to the system based on either an expectation of reversion or Congressional action. This presentation is intended to provide an informal summary to the system and stakeholders. Questions should be directed to the appropriate Regional Office.
The document summarizes a financial directors meeting presentation about Trade Adjustment Assistance (TAA) funding. It discusses different TAA funding types and allocation rules. Key points include how much can be spent on case management, administration, training, and job search/relocation. Funding has shifted from separate grants to a single consolidated grant. Costs must benefit and be consistently treated under the applicable grant. Documentation is required to show costs are allowable. The presentation concluded with a discussion and Q&A.
Just in time for another round on reauthorization, here is a bootcamp rundown on state and local governance under WIA with a focus on state and local boards.
Rapid Response and the National Emergency Grants ProcessTimothy Theberge
The document outlines the U.S. Department of Labor's Employment and Training Administration's (ETA) new vision for Rapid Response. It discusses how Rapid Response aims to establish a comprehensive, collaborative effort to improve the system by promoting consistent, high-quality, timely responses to economic transitions. It also discusses how Rapid Response is moving from being an event-driven response to layoffs, to being a proactive approach involving ongoing employer engagement, economic analysis, and strategic planning to anticipate and manage economic changes. The presentation encourages innovation and pushing the boundaries of what Rapid Response services can encompass.
This document outlines Massachusetts' process for utilizing Workforce Investment Act funds set aside for rapid response assistance to local areas experiencing job loss events. It describes how:
1) Additional funds are made available to local areas through a proposal process to provide direct services to participants, such as intensive training services, when adequate local funds are not available.
2) The proposal process involves local areas developing proposals in coordination with the Rapid Response Coordinator for review and potential approval by a set-aside committee.
3) Approved proposals receive quick turnaround funding within two weeks, and grantees must track services and spending according to state requirements.
Opening session of the ETA Region 1 State Administrators' meeting in July 2012. This presentation focuses on Rapid Response under the Workforce Investment Act.
2012 Rapid Response Vision and Innovation (NYATEP)Timothy Theberge
Workshop provided by the Boston Regional Office of ETA at NYATEP's Spring Conference. The workshop provides the audience ETA's vision for Rapid Response services in the workforce development system. The presentation also includes examples of innovative activities and services that can be funded through Rapid Response.
The document outlines the agenda and topics for a workshop on the new vision of rapid response. The workshop included presentations on building an ideal rapid responder, ETA's vision for rapid response, how to use rapid response funding, and a closing session. The document also provides an overview of what rapid response is, its legislative authorization, and importance of timely, consistent, and high-quality services. It describes an ideal 7-step rapid response process that includes research, activation, employer contact, determining required interventions, tailoring plans, additional services, and continuous tracking and evaluation.
Rapid Response funding can be used flexibly for a broad range of services beyond just assisting workers after a layoff. It can fund strategic planning, skills gap analysis, business visitation programs, small business assistance services, and incumbent worker training to help avert layoffs. The presentation aims to shift the perception of Rapid Response from a reactive program focused only on post-layoff assistance to a more proactive approach that engages employers and workers pre-layoff.
Layoff Aversion Under the Workforce Investment ActTimothy Theberge
The document discusses strategies for layoff aversion or preventing and minimizing unemployment. It defines layoff aversion as preventing or lessening unemployment for employees facing layoffs through various approaches. Some strategies mentioned include work sharing programs, incumbent worker training programs, on-the-job training programs, early warning networks, and employee stock ownership plans. The document emphasizes that layoff aversion is an ongoing process that involves building partnerships between businesses, employees, and social service agencies.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
4. Alphabet Soup
Speaking the Language of Trade
ATAA = Alternative Trade Adjustment
Assistance
CSA = Cooperating State Agency
DEV = Data Element Validation
DOL = U.S. Department of Labor
DW = WIA Dislocated Worker program
ES = Employment Service
ETA = Employment & Training
Administration
GSA = Governor Secretary Agreement
HCTC = Health Coverage Tax Credit
NAICS = North American Industrial
Classification System
NWDG = National Dislocated Worker
Grant
OTAA = Office of Trade Adjustment
Assistance
RR = Rapid Response
RTAA = Reemployment Trade
Adjustment Assistance
TAA = Trade Adjustment Assistance for
Workers
TAPR = Trade Act Participant Report
TEGL = Training and Employment
Guidance Letter
TEN = Training and Employment
Notice
TRA = Trade Readjustment Allowance
UI = Unemployment Insurance
UIPL = Unemployment Insurance
Program Letter
ITC = International Trade Commission
WIOA = Workforce Innovation and
Opportunity Act
4
6. TAA for Workers Materials Overview
• Petition Process / Worker Group Eligibility
• Training
• TRA
– General Qualifications
– Basic TRA, Additional TRA, Completion TRA
– Waivers
– Earnings Disregard, Election Provisions
• Enrollment Deadlines
– Federal Good Cause & Equitable Tolling
• Case Management and Related Services
• RTAA
• Job Search and Relocation
• Financial Management of the Trade Program
• Program Reporting Requirements and Data Validation
• References, Guidance and Contacts
6
8. Filing Petitions
Online at www.doleta.gov/tradeact
Fax to: (202) 693-3585
Mail to:
U.S. Department of Labor,
Office of Trade Adjustment Assistance
200 Constitution Avenue, NW, Room N-5428
Washington, DC 20210
8
9. Who Can File a Petition?
Group of 3 or more workers
Company Official
Union
State Workforce Official
American Job Center Network Partner
– Rapid Response, Employment Service,
Unemployment Insurance, WIA provider,
etc.
9
10. Petition Processing
Upon receipt of petition, investigators
contact the company
Company provides information on a
confidential basis to the Department
Investigator recommends decision to a
Certifying Officer who issues the decision
States ensure the provision of Rapid
Response services, if not already provided
Also must provide appropriate career services
10
11. Appealing Petition Denials
1. Request administrative reconsideration
of the determination;
2. Seek judicial review of the
determination;
11
12. Worker Group Eligibility (2015)
Affected Workers may include workers in firms that produce articles
and workers in service sector firms, based on:
1. increased imports of like or directly competitive articles or services; or,
2. increased imports of a finished article for which the workers’ firm produces
component parts or supplies services; or,
3. increased imports of articles directly incorporating foreign components that
are like or directly competitive with the component parts made by U.S.
workers; or,
4. shifts in production of articles or supply of services to any foreign country;
or,
5. workers in firms that supply component parts or services to firms with
TAA-certified workers or perform additional, value-added production
processes to firms with TAA-certified workers; or,
6. workers in firms identified in International Trade Commission “injury”
determinations
NOTE: Certifications under 2015 are limited to the private sector. No public sector
certifications were ever certified even when available.
12
13. Training
“I was training to be an electrician. I suppose I got
wired the wrong way round somewhere along the
line.” - Elvis Presley
13
14. Mission of Training
Trade’s Axiom:
The least amount of training at the lowest
reasonable cost in the shortest amount
of time to be able to obtain “suitable
employment.”
14
15. Training - Guidance
There is no entitlement under Trade to receive
training.
– All 6 criteria must be met before training can be
approved
There is no entitlement to receive the
maximum number of weeks of training.
When approving training, CSAs must look at
the requirements for the occupation as found
on O*NET and actual job postings
– Additional add-ons and other certifications not listed
in job postings are not always appropriate
15
16. Six Criteria for Approval of Training
1. There is no suitable employment (which may include
technical and professional employment) available for
the adversely affected worker.
2. The worker would benefit from appropriate training.
3. There is a reasonable expectation of employment
following completion of such training.
4. Training approved by the Secretary is reasonably
available to the worker from either governmental
agencies or private sources.
5. The worker is qualified to undertake and complete such
training.
6. Such training is suitable for the worker and available at
a reasonable cost.
16
17. 1. Suitable Employment
Suitable employment is defined as work of
an equal or higher skill level and with a
wage of at least 80% of the worker’s prior
average weekly wage.
• A job, known to be short duration or
temporary in nature, should not be
considered suitable
17
18. 2. Benefit from the Training
• Is there a direct relationship between the
needs of the worker for skills training or
remedial education and the training
program under consideration?
• Will the worker be job ready on
completion of the training program?
18
19. 3. Reasonable Expectation of Employment
• Based on labor market information, job
postings, letters of commitment from
employers, etc.
• Does not need to be a promise of
guarantee of employment.
• Can be in the current commuting area or an
area to which the participant would
relocate.
• Does the training program show a record of
successful outcomes?
19
20. 4. Reasonably Available
• The proposed training is suitable and
reasonably accessible either inside or
outside the current commuting area.
– If outside the commuting area, the
transportation or subsistence costs are
reasonable.
20
21. 5. Qualified to Undertake the Training
• This means that the participant has the
knowledge, skills and abilities that will allow
them to increase these as a result of the
training.
• The participant has the mental and physical
capabilities to undertake and complete the
training.
• Are the worker’s financial resources
(including UI, TRA, savings, spousal
support, etc.) adequate to undertake and
complete the training
21
22. 6. Suitable and Reasonable Cost
• Are the costs of the proposed training
reasonable in comparison with the average
costs of training other workers in similar
occupations?
– Costs include all tuition, fees, supplies and
transportation/subsistence.
• Does the proposed training satisfy number
criteria 5 AND is the training appropriate for
the worker given the worker’s capabilities,
background, and experience?
22
23. One Training Per Certification
A worker may only be approved for one training program
per certification.
Therefore, a training program begun prior to separation counts
as that one training program, and the training plan should be
designed to meet the long-term needs of the worker.
A training plan may be modified
Note: A training program may be comprised of several
training components (i.e.: remedial training first, then
vocational training, may also combine classroom and OJT)
23
24. Full-Time vs Part-Time Training
2015
Allows for part-time training
TRA is not payable during weeks of part-time
training
– Definition of full-time training [617.22 (f)(4)]
• Full-time training. Individuals in TAA approved training
shall attend training full time, and when other training is
combined with OJT attendance at both shall be not less
than full-time. The hours in a day and days in a week of
attendance in training shall be full-time in accordance
with established hours and days of training of the
training provider.
24
25. Length of Training
2015
– The maximum length of Trade-approved
training is 130 weeks
– At the end of the 130 weeks, there must be
a reasonable expectation of employment.
– OJT limited to 104 weeks
25
26. Breaks in Training
• Up to 30 days of a scheduled break in training allowed
• TRA may not be paid for breaks longer than 30 days
• Training plans should seek to avoid breaks
• Unscheduled breaks are not the same thing as
scheduled breaks
• Excludes weekends and holidays unless training
would normally have occurred on those days
26
27. Training Prior to Separation (2015)
NOTE: This does not apply to worker groups certified as
a result of a Petition approved following an injury
determination by the International Trade Commission.
Training may be approved before separation for adversely
affected incumbent workers. The incumbent worker must be
someone who:
1. Is a member of a group of workers that has been certified
as eligible to apply for TAA benefits
2. Has not been totally or partially separated from
employment, and
3. Is determined to be individually threatened with total or
partial separation (will be monitored via case
management).
27
28. Remedial / Prerequisite Training
Remedial education can occur concurrently with other
training
Ideally, they should occur either simultaneously or part of a customized
training program that blends together occupations and remedial
education together
Example: Basic math & writing skills, English as a second language,
GED, etc.
No additional weeks of TRA are provided. The maximum
number of training weeks and benefit payments is 130.
See TEGL 13-05 for additional guidance
28
29. Training-Related Costs
Allowable
– All tuition & fees;
– Books, uniforms, supplies, equipment
• Anything required by the training provider for all students
– Transportation costs (mileage, mass transit, parking)
– Laptops and software may be purchased if required for all students by the
institution
– Health insurance premium costs, if all students are required to carry
health insurance and they are not otherwise covered
– Costs of licensing exams required for employment in the field of training
Not Allowable
– Child care, Auto repair, etc.
– These can be covered through co-enrollment with WIOA or other partners
29
31. Qualifying TRA Requirements
An individual must:
Be an adversely affected worker;
Have a first qualifying separation occur on or after the
impact date of the certification & before the expiration of the
2-year period beginning on the date of certification;
Have 26 weeks of employment at wages of $30 or more a
week in adversely affected employment with a single firm or
subdivision of the firm in a 52-week period ending with the
week of the first qualifying separation; and,
The individual must have been entitled to (or would have
been entitled had they applied) UI for a week within the
benefit period of the individual's first qualifying separation
31
32. Qualifying TRA requirements (cont.)
Have exhausted all rights to UI to which the individual was
entitled:
(1) Accept any offer of suitable work & apply for any suitable
work the individual is referred by a State, &
(2) actively engage in seeking work & provide tangible
evidence of such efforts, & (3) register for work and be
referred by the state agency to suitable work,
AND
(1) be enrolled in or participating in a TAA approved training
program approved by the state agency, or
(2) have completed a TAA approved training program
approved by State agency after a total or partial separation
from adversely affected employment (3) have received from
the state agency a written statement waiving the TAA
participation-in-training requirement [617.11(a)(2)(i)–(iv)]
32
33. Basic TRA
Payable only upon exhaustion of UI benefits
52 weeks minus UI
Including all state and Federal benefits
Participant must be in full-time training or on a
waiver from training
Participant must meet the enrollment deadline
26 weeks from separation, or
26 weeks from certification of the Petition
May be paid prior to 26 week deadline even if not
enrolled in training
33
34. Additional TRA
A worker can receive the additional weeks of TRA
only if they are participating in approved training
(including allotted breaks in training)
In order to receive additional benefits, workers must
have met the enrollment deadline
If an individual becomes entitled to UI after
commencing receipt of TRA, they may elect to remain
on TRA instead of having to exhaust their UI;
34
35. Training Waivers Under 2015
Health – The worker is unable to participate in training due to the health of
the worker, except that this basis for a waiver does not exempt a worker
from the availability for work, active search for work, or refusal to accept
work requirements under Federal or State unemployment compensation
laws.
Enrollment Unavailable – The first available enrollment date for the
worker’s approved training is within 60 days after the date of the training
determination, or, if later, there are extenuating circumstances for the delay
in enrollment, as determined under guidance issued by the Secretary.
Training Not Available – Training approved by the Secretary is not
reasonably available to the worker from either governmental agencies or
private sources (which may include area vocational schools as defined in
section 3 of the Carl D. Perkins Vocational and Technical Education Act of
1998 (20 USC 2302) and employers), no suitable training for the worker is
available at reasonable cost, or no training funds are available.
35
36. Earnings Disregard
For adversely affected workers in Trade-approved training:
No deduction is made for earnings from work for a week
up to an amount that is equal to the worker’s most recent
UI benefit amount
This provision will affect only the benefit computation for
workers who are participating in full-time training other
than on-the-job training
State penalties only apply to the earnings in excess of the
participant’s weekly benefit amount
36
37. TRA Election Provision
• Allows adversely affected workers to elect TRA instead
of UI where:
– 1) The worker is entitled to receive UI as a result of a new
benefit year based in whole or in part upon part-time or short-
term employment in which the worker engaged after the
worker’s most recent total separation from adversely affected
employment This provision will affect only the benefit
computation for workers who are participating in full-time
training other than on-the-job training
– 2) The worker is otherwise entitled to TRA.
37
38. TRA Election Provision
38
26 weeks* of UI
* Number of weeks will vary based on state law and/or Federal extensions.
39. Completion TRA
Completion TRA aligns with the Department’s larger aim to increase the completion
of recognized credentials
Provides participants with up to 13 more weeks of TRA within a 20 week period in
order to complete training plan
Conditions of Completion TRA:
– The requested weeks are necessary for the worker to complete a training
program that leads to a degree or industry-recognized credential; as described in
TEGL No. 15-10, and;
– The worker is participating in training in each such week; and
– The worker has substantially met the performance benchmarks established in the
approved training plan; and
– The worker is expected to continue to make progress toward the completion of
the approved training; and
– The worker will be able to complete the training during the period authorized for
receipt of Completion TRA
39
40. 2015 Program Benefits: TRA Timeline
Impact
Date
Lay
Off
Unemployment
Insurance
Certification
TRA
Exhausted
2 1/2 Years
Basic TRA
26 Weeks
52 X WBA
Completion TRA
13 Weeks
Payable in 20 Weeks
130 Payable Weeks over a 150 Week period
HCTC
Eligible
Until one
month after
last service
or benefit
Additional TRA
65 Weeks
Payable in 78 Weeks
40
42. Training Benchmarks
Reviews conducted at a minimum 60 day intervals from the start of the
training plan
Most states have 30 day requirements
Documented in individual employment plan and signed by participant
Two Evaluation Criteria
Satisfactory academic standing
On track to complete training within the agreed upon timeframe
Encourages early intervention and modification of unsuccessful training
plans
Supports modification measures in order to increase training completion
and credentials
42
43. Training Benchmarks
Required for Completion TRA eligibility
Must be established at the beginning of all training programs- except
for very short training programs
Encouraged because they strengthen case management efforts
43
44. Participant Meets Benchmarks
IEP Developed
with benchmark
requirements
documented
and signed
Up to 15 benchmark reviews through point of
Completion TRA eligibility
Participant Fails Benchmarks
IEP Developed
with benchmark
requirements
documented
and signed
130 weeks of training
Participant fails
one of two
benchmarks
Revise plan
Modify IEP
Modified plan may include
Completion TRA eligibility
Completion
TRA begins
2nd
Failure
Participant may continue in original
approved plan with no Completion TRA
Training Benchmarks
44
45. 45
Appeals
Trade appeals follow the UI appeals
process
State required to notify ETA of all appeals
– States are required to notify ETA of every
decision rendered under Trade
– 20 CFR 617.52(c)
Unlike regular UI, ETA has the authority to
demand additional appeals to higher levels
(i.e.: courts)
– 20 CFR 617.52(c)
47. 26/26 Week Deadline
47
Participant must be enrolled in training no more than:
– 26 weeks from the date of the petition certification; OR
– 26 weeks from the worker’s most recent total separation from adversely
affected employment
– 45-day “extenuating circumstance” extension is possible
– Good Cause
• Federal good cause & justifiable cause provision allowable
• State good cause is not applicable
TRA eligibility:
– From TEGL 11-02, Change 3, the above does not apply to be eligible
for TRA, if the determination is made before the training deadlines.
– A worker may receive TRA prior to the 26/26 if all other eligibility has
been met in the Section 231(a) of the Act.
– Once the enrollment deadline (26/26), is reached the training
requirement must be met: enrolled in training or receipt of a waiver.
48. Deadlines – Intent
TEGL 11-02
– “These deadlines may be waived for
specified reasons… However, the intent of
the time limitations is that adversely-
affected workers who are in need of training
be enrolled in training quickly in order to
expedite their adjustment and
reemployment.”
48
49. “Enrolled in Training”
20 CFR 617.11(a)(2)(vii)(D)
– “Enrolled in training” means that the worker’s
application for training has been approved by
the CSA and that the training institution has
furnished written notice to the CSA that the
worker has been accepted into the approved
program which is to begin within 30 days of
such approval.
Once “enrolled in training,” a participant
is no longer subject to UI work search
requirements
49
50. Federal Good Cause &
Equitable Tolling
Death, taxes, first penalty at the Forum!
50
51. A waiver for good cause of the time limitations “with respect to an
application for TRA or enrollment in training” means:
26/26 week enrollment in training deadline
Highlights for Federal Good Cause
51
52. Federal Good Cause and Equitable Tolling
are Separate and Distinct Provisions
Federal Good Cause Equitable Tolling
Statutory Yes No
Program Applicable under the
2011 & 2015 Program
Available in 2002, 2009,
2011, & 2015 Programs
Deadlines Can be applied ONLY to
application for TRA and
enrollment in training
Applies to any TAA
deadline
When
Available
Effective with TAAEA
(2011 Act)
Effective with issuance of
TEGL:
October 19, 2011
52
53. Case Management and Related
Services
“The purpose of these employment and case management services
is to provide workers the necessary information and support for
them to achieve sustainable reemployment.” – TEGL 22-08
53
54. Case Management
2015
Requires that case management services be provided to all adversely
affected workers and adversely affected incumbent workers
These services are not optional.
Trade funds are provided to support these services
Co-enrollment is still appropriate and highly recommended
Trade participants are, by definition, dislocated workers under
WIOA
Trade funds can only pay for provision of case management
services by State merit staff
Case management services, however, can be provided by any
partner program
54
55. Case Management
Required Services
Comprehensive and specialized assessment of skill levels and service
needs;
Development of an individual employment plan to identify employment
goals
Information on:
training available in local and regional areas, information on
individual counseling to determine which training is suitable training,
and
how to apply for such training
how to apply for financial aid
Short-term prevocational services
development of learning skills, communications skills, interviewing
skills, punctuality, personal maintenance skills, and professional
conduct
55
56. Case Management
Required Services
Individual career counseling, including job search and placement
counseling, during the period in which the individual is receiving a
trade adjustment allowance or training under this chapter, and after
receiving such training for purposes of job placement.
Provision of employment statistics information, including the
provision of accurate information relating to local, regional, and
national labor market areas
Information relating to the availability of supportive services,
including services relating to child care, transportation, dependent
care, housing assistance, and need related payments that are
necessary to enable an individual to participate in training
Support services are available through WIOA and other partner
programs or local community organizations (Co-enrollment
opportunity)
58. What is the RTAA program?
• Wage supplement program for workers age 50
and over
• May be employed full or part-time
– Full-time employment as defined by applicable
state law
– If part-time, must also be in training
• May be combined with training
• Can receive RTAA after TRA
– Weeks of TRA are deduced from RTAA benefit
• Cannot receive TRA after RTAA
58
59. RTAA Basics
50% of difference between reemployment wages and
wages earned at separation
Payments may not last more than the eligibility period
(i.e., not to exceed two years)
Total payments may not exceed $10,000
Qualifying reemployment is not employment at the
same “firm” or subdivision of the firm as the qualifying
separation (review certification for details)
This includes successors-in-interest
Group eligibility is automatic with certification of a
Trade petition
59
60. RTAA Clarification
• A worker need not be 50 or older when obtaining
RTAA qualifying reemployment. The worker
must; however, meet the eligibility period.
• Eligibility Period
– If TRA is not received, then it is for a period not to
exceed two years beginning on the earlier of (1)
worker exhausts all rights to UI or (2) the date
worker obtains reemployment
– If TRA is received, then it is for a period of 104
weeks beginning on the date the worker obtains
reemployment reduced by # of weeks of TRA)
60
62. Job Search
• To cover allowable costs related to travel
outside of a participant’s commuting area
to seek suitable employment
– Usually related to job interviews.
– Must be within the “United States”
• Limited to the 50 states, DC & Puerto Rico
– Must be pre-approved by the state
62
63. Job Search Benefit Amount
• In accordance with the regulations of 20 CFR 617.48 and 617.49
– 90% of allowable costs up to $1,250
– May included multiple trips
– Governed by Federal Travel Regulations at 41 CFR §301
63
64. Relocation
• To cover allowable costs to relocate a
participant, their immediate family and
their household goods to suitable
employment outside of their commuting
area
– Limited to the 50 states, DC & Puerto Rico
– Must be pre-approved by the state
64
65. Relocation Benefit Amount
• In accordance with the regulations of 20 CFR 617.48 and 617.49
– 90% of allowable relocation costs
– Additional lump sum payment of up to $1,250
– Governed by Federal Travel Regulations at 41 CFR §302
65
66. Health Coverage Tax Credit
(HCTC)
66
Take two of these and call me in the morning.
67. Health Coverage Tax Credit (HCTC)
Guidance pending!
Currently accessed via end of year tax returns
Is it likely that states will need to provide the IRS data
via the ICON system at some point in the near future.
See www.irs.gov/hctc for more.
67
69. Trade as a One-Stop Partner
Required Partner under WIOA
Sec. 121(b)(1)(B)(vii)
TAA funding available to support infrastructure costs of the one-
stops
Infrastructure support limited to 1.5% of the state’s allocation
See 20 CFR 678.700 for definition of infrastructure costs
All adversely affected workers under Trade are, by definition,
dislocated workers under WIOA
Cross training of staff needed to ensure trade-impacted workers
are identified
TAA funding may support non state merit staff costs in certain
scenarios
69
70. Trade as a One-Stop Partner
Rapid Response is required for all worker groups that
file a petition
If not already provided to the worker group, as soon as
possible after the petition is filed
Appropriate career services must also be provided to
worker groups for whom as petition is filed
Independent of whether the petition is ever certified
70
72. Trade and UI
TRA and UI are closely related
Initial weekly benefit amount uses the same calculation
Dependent allowances
Taxes and child support deductions still made
Uses the same adjudication and appeals process
Not all state UI provisions apply to Trade participants
Under certain circumstances, Trade participants can leave non-suitable
employment and still be eligible for benefits
TRA recipients may earn up to their weekly benefit amount without penalty
All decisions can be reviewed by USDOL and the State can be ordered to
act on erroneous decisions
72
74. Trade Funding Types
• TAA = Training, job search, relocation,
case management & related costs
• TRA = Income support benefits
• RTAA = Wage insurance payments
74
75. Funding For FY 2015 through 2021
75
Uncapped Funds Consolidated Allocation Cap
Conditions: Not more than 10
percent for administration; Not less
than 5 percent for case management
Case
Management Admin
Job Search
&
Relocation
TrainingTRA
RTAA
76. Recapture and Financial Reporting
USDOL may recapture funds from States with remaining
un-obligated funding
USDOL may distribute recaptured funds to States in need of
additional funding
No established percentages.
Not automatic.
Trade-specific ETA-9130-M financial report now in use
76
77. Merit Staffing Requirement
20 CFR 618.890
– Staff funded under Trade funds must be
state merit staff (except MA, MI & CO)
– Does not apply to non-inherently
governmental functions (OMB Circular A-76)
• One-stop intake / front desk
77
78. Case Management & Related Costs
Page A-50, TEGL 22-08
“In addition to staff costs for career counselors, the
‘employment and case management services’ funds may
be used for: assessment tests; skills transferability analysis;
peer counselors; development and provision of labor
market information; maintenance and enhancement of
electronic case management systems to allow for improved
case management services; information on available
training, including provider performance and cost
information; and, any other staff costs related to case
management. This list is not intended to be all inclusive.”
Case management is not an administrative cost.
78
79. Shared Costs in the One-Stops
Trade Funds Can Pay For…
Operating costs of American Job Centers
MIS development, appropriate upgrades
and maintenance
Supplies and equipment
Assessments, labor market information,
career counseling
79
80. Case Management Systems
TEGL 22-08 Sec. G(2) and G(3); – Case
management funds may be used for
upgrading and maintaining electronic case
management systems
Maintenance and enhancement of electronic
case management system to allow for
improved case management services
Collecting validating and reporting required
information is charged to admin
80
82. Trade Act Participant Report (TAPR)
• A “flat file” of participant and exiter
information
• Submitted quarterly by each state
• Includes performance, services, benefits
and financial information
• Migrating to PIRL under WIOA for quarter
ending 12/31/2016
• Trade performance measures same as
WIOA.
82
83. 83
Data Element Validation (DEV)
DEV conducted annually
No additional annual report is required under Trade
DEV completed by the states using the file submitted for
June 30 of each year
ETA Regional Offices review Trade DEV results during
our regular DEV review cycle for WIA and Wagner-Peyser
Status for PY16 / FY17 not yet confirmed
84. 84
Trade Adjustment Assistance Data Integrity (TAADI)
Conducted quarterly
Email to states from Region with results
Response required for failures
Annual formal notice sent to states that have not made
progress or identified the cause of integrity failures and
outlined corrective actions
Only data integrity process of its kind within USDOL
Will continue under PIRL
85. 85
FY2015 Program Outcomes / Services
Certified Petitions = 413 (320 in Manufacturing)
Estimated Workers Covered = 57,631
New Participants = 13,144
Total Participants = 47,355
Total Training Participants = 25,402 (53.6%)
Total Exiters = 21,833
EER = 74.03%
ERR = 92.34%
Average Earnings = $17,911.10
86. 86
Trade Program Demographics FY2015
Demographic Civilian Labor Force1 TAA FY2015
Male 53.1% 62.2%
White 78.8% 65.6%
Some College+2 58.8% 37.5%
Age3 42.3 50
Tenure4 4.6 8.0
1 BLS Data on employed persons: 2015 Annual Averages data. Source: http://www.bls.gov/cps/
2 TAA participant data based on pre-participation educational level.
3 Median Age in Years.
4 Median Tenure in Years. TAA participant data is based on the adversely affected employment
89. Legislation & Regulations
• Trade Act of 1974, as amended
– 19 USC 12
• Public Law 93-618 (Trade Act of 1974)
• Public Law 100-148 (aka: The 1988 Amendments)
• Public Law 106-113 (FY2000 consolidated appropriation)
• Public Law 107-210 (Trade Reform Act of 2002)
• Public Law 111-5 (Trade and Globalization Adjustment Assistant Act of 2009)
• Public Law 112-40 (Trade Adjustment Assistance Extension Act of 2011)
• Public Law 114-27 (Trade Adjustment Assistance Reauthorization Act of 2015)
• 20 CFR 617 (TAA/TRA Program Rules)
• 20 CFR 618 (Merit Staffing & Funding)
• 29 CFR 90 (Petition Process)
89
94. Program Updates
• NPRM Targeted for October 2017
• New TRA TAG targeted for simultaneous
publication of Final Rule
• Guidance inventory updated with
publication of Final Rule
– List of remaining active guidance
• Monitoring Guide and Cost Allocation
Toolkit updated based on Final Rule
94
95. Contact Info
Timothy Theberge
Lead Policy Analyst
Office of Trade Adjustment Assistance
(617) 788-0139
theberge.timothy@dol.gov
@timtheberge
www.doleta.gov/tradeact
95