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Workforce Reductions: A Responsible Approach.National Alliance of Business, Inc., Washington,D.C.Employment and Training Administration (DOL),Washington, D.C.ISBN-0-88713-812-8; TRN-038-58829p.NAB Clearinghouse, National Alliance of Business,1015 15th Street, NW, Washington, DC 20005 ($5.00; 25or more: $3.50 each).Guides - Non-Classroom Use (055)

MF01 Plus Postage. PC Not Available from EDRS.Counseling Services; *Dislocated Workers; EmployerEmployee Relationship; *Employment Practices; FederalPrograms; Financial Support; Fringe Benefits; JobTraining; *Outplacement Services (Employment);*Personnel Policy; Program Development; ProgramImplementation; *Reduction in Force; *Retraining;State Programs; Unemployment Insurance

ABSTRAZTThis guide is intended to serve as a reference tool

to individuals responsible for planning and implementing a work forcereduction program. The information included in the guide represents asynthesis of practices that have worked for a number of companies,individuals, and communities that have had to cope with a work forcereduction. The first of the guide's four parts discusses the manybenefits developing and implementing a responsible work forcereduction program, including cost savings in unemployment insurance,increased productivity and morale, improved company image andcommunity relations, and improved communications with workers and thecommunity. The federal, state, and employer/union contractual fundsthat are available for dislocated worker assistance programs aredescribed in the second part. Part 3 explains 6 general principlesfor responsible work force reduction programs and 10 key steps inplanning a program. Part 4 discusses the special needs of dislocatedworkers; 10 types of reemployment services (group job searchworkshops, formal assessment, career planning, job development andplacement, occupational training, job clubs, on-the-job training,basic education, resource areas, and L.location assistance); and foursupportive services for dislocated workers (individual benefitplanning, unemployment insurance. personal counseling, and temporaryfinancial assistance), The addresses and phone numbers of theNational Alliance of Business' seven regional offices are included.(MN)

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Reproductions supplied by EDRS are the best that can be madefrom the original document.

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"PERMISSION TO REPRODUCE THISMATVIAL IN MilROFICHE ONLYHAS BEEN GRANTED BY

TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)"

Copies of this guide may be obtained by writing or calling the NAB Clearinghouse,1015 15th St. NW, Washington, D.C. 202-289-2910. Single copies available at $5.00, bulkorders (25 or more) at $3.50 each.

The preparation of this document was made possible by a grant from the Employment andTraining Administration, U.S. Department of Labor. Points of view or opinions stated in thisdocument do not neccessarily represent those of the Department of Labor.

: Copyright © 1988 by the National Alliance of Business. All rights reserved.: TRN/038/5

ISBN #0-88713-812-8

a

Clt tvrifAcknowledgements

PrefacePreface

Introduction

The Benefits

The Funds and the System

The Principles and Steps of Workforce Reduction

Services for Employees

Conclusion

1ti

ouilS'pe-in#011,his guide represents the experience of many individuals and organiza-tions who have provided effective and efficient assistance to companies

that have closed facilities and those workers who lost their jobs. It is asynthesis of the practices which worked best for the companies, individuals,and communities involved. Ted Buck, Senior Associate, the NationalAlliance of Business served as editor of this revision of a previous NABpublication.

The National Alliance of Business (NAB)is an independent, non-profit corporationworking in partnership with business,labor, government, education andcommunity groups to reduce theunemployment problems of economicallydisadvantaged youth and adults. NAB'sprimary mission is to encourage privatebusinesses to provide jobs and training forthese unemployed people.

lanning a workforce reduction is one of the most important, difficult,and unique challenges that corporate executives now face. The way

management responds to this challenge directly affects productivity, eachemployee's future, and the impact on the effected communities. Fortunate!y,effective approaches have been developed and there are substantial govern-ment and community resources available to support company initiatives.

f his guide is a description of a responsible approach to planning andimplementing a workforce reduction program that utilizes existing state

and federal programs. It is designed to provide the reader with a clear over-view of the process and serve as a useful reference tool to developprograms. The guide compliments related technical assistance services thatare available from NAd's 'Norkhrce Adjustment Team.

William H. Kolberg,Fresident

Th14441-ditipncreasingly, the inter-national marketplacechallenges American

competitiveness, daily forc-ing companies to face deci-sions regarding liquidation,automation, consolidation,and plant closings. Thissituation presents a crisisnot only for the company,but also, much morepersonally, for theemployees who now findthemselves out of work afterdevoting much of theirworking lives to theiremployer. This guide is forthose companies who wantto help their former employ-ees through the transition oflosing job security and find-ing a new job. In addition,this guide provides informa-tion about a process andprogram that can reduce theemployer cogs and disrup-tions created by permanentlayoff.

ost companies are in a position to assist those faced with job lossand a career change meet the challenges of the future by providing

an opportunity for them to receive beneficial re-erriploymeht services.William H. Kolberg, President of the National Alliance of Business (NAB),said recently, "Effective transitions occur more frequently when the employerchooses to act responsibly by providing reasonable notification and by work-ing cooperatively with the employment and training system to design anddeliver a comprehensive array of services."

his guide is not an exhaustive description of the technical detailsinvolved in the variety of available funds and services but more a broad

overview of the systems available for employers to assist their employees.The guide is divided into four sections:1. The Benefits2. The Funds and the System3. The Principles and Steps of Workforce Reduction4. Services for Employees

I his guide is designed to help employers plan workforce reductions andtake advantage of the employment and training system. It emphasizes

positive collaboration with the workers and with the employment and train-ing system to find new jobs and maintain morale and productivity duringthe phase-out operation. The guide should Le used by company officials todetermine the most effective strategy for reducing the workforce. In general,this guide can help the reader think through the key issues related toworkforce reduction.

has determined that the key elements to a successfulworkforce transition program are effective coordination,

mobilization of state and local resources, and a logical sequence of activitiesfor those employees faced with permanent layoff.

.1=1"Effective transitions occur morefrequently when the employer choosesto act responsibly by providingreasonable notification and by workingcooperatively with the employmentand training system to design anddeliver a comprehensive array ofservices."

companies faced withworkforce reductionshould develop a

comprehensive plan usingthe existing employmentand training system toprovide resources and serv-ices to their employees. It isin the mutual interest ofcompanies, unions, workers,and the community io poolresources and work cooper-atively to (1) plan theworkforce reduction care-fully; and (2) implement atargeted intensive programof transition assistance maxi-mizing the resources andservices of the employmentand training system.

: Unemployment Insurance: Cost Savings

AVVAJIMI

Awell-planned and implementedprogram can significantly reduce the

number of weeks that employees remainon Unemployment Insurance (UI), savingthe company considerable money, espe-cially when health and other benefitswould continue for extended periods aftertermination.

More Effective Use of Benefits=Pa"'

ompanies frequently offer generousseverance benefit packages, and

collective bargaining agreements ofteninclude training and adjustment funds.This is especially true where specialmanagement-labor funding pools havebeen created for training or other adjust-

9

ment services. Training benefits, for exam-ple, can produce far greater results whenworkers are given the time, encourage-ment, and professional guidance to makeinformed decisions.

Productivity and Morale

xperience shows that high absentee.L ism and decreases in productivity canbe avoided when the company andworkers participate cooperatively in a tran-sition assistance program. Additionalproductivity gains can be realizedbecause the company's treatment of termi-nated employees can have a direct bear-ing on the morale and productivity of theremaining workforce. Maintaining produc-tivity means saving money.

Improved Company Imageand Community Relations

he drama of major layoffs and plantclosings always attracts attention.

While such attention can focus on thenegative aspects of terminations, anaggressive worker assistance effortsupported by the firm can help mobilizethe community toward assisting, not criti-cizing, the firm. The program can alsohelp enhance a corporation's national im-age as a model corporate citizen.

Additional productivity gains can berealized because the company'streatment of terminated Employeescan have a direct bearing on themorale and productivity of theremaining workforce.

r R

New Jobs for Employees

uring the past five wars plannedEL,1 worker transition programs haveproven to be an effective method tore-emp:oy dislocated workers quickly.

Positive Labor-ManagementRelations

ompames can reduce labor-management tensions accompanying

workforce reductions by working togetherwith unions to solve problems positively.Assistance programs can be particularlyvaluable when the affected union plays asignificant role and can take specificactions to help its members.

Improved Communicationswith Workers andthe Community

mplementing a communication plan), that includes structured, organized

information about company plans, assis-tance efforts, and benefit packages can1?duce the disruptive effects of misunder-standings and rumors.

Positive Community Impact

Communities benefit when terminatedworkers find new jobs and, therefore,

continue to support the local economy.Furthermore, wnen companies, unions,volunteer organizations, and governmentprograms pool resources to butfer theimpact of termination on workers andtheir families social and economic bene-fits are increased.

n addition to the benefits outlinedabove, workforce reduction planning

and employee transition programs are notexpensive. A cost of several hundreddollars per worker is typical, and costsavings cited above in productivity, unem-ployment insurance taxes, and other bene-fits can more than offset the program cost.By using the Job Training Partnership Act°TPA) system, most of ine cost of servicesand training can be funded by the Title Illof JTPA. Title III can pzy for employeetraining, job placement, career planning,counseling, skill testing and assessment,relccation assistance and other services.A well- organized program with companyand union involvement can more effec-tively use federal and state resources.

T

rke,r/u4td--T he financial resources

I available for dislocatedI worker assistance

programs are federal govern-ment funds. state appropri-ations, and employer/Lnioncontractual funds. In addi-tion, many companiesinvolved with major restruc-turing have identified fundsfor training and re- employ-ment services. A variety oforganizations administer thefederal and state fundsthrough a myriad of servicedelivery systems primarilycontrollea locally orregionally.

he system for providing dislocated1 worker Services is a combination of

federal and state programs involvingemployment an° training organizations,educational institutions, unemploymentinsurance, and related human serviceprograms.

1 he Job Training Partnership Act (JTPA)is the core program. JTPA Title III

provides federal funds to states foi workerre-adjustment efforts, including training,job development, and job placement.Depending on how the state structures itsprogram, funds can be provided directlyto companies, unions, P /ate IndustryCouncils, city, and/or county governments.Governors have broad authority over eligibility, program planning and administra-tion, resource distribution, and provisionof service. The JTPA is a decentralizedsystem administered at a state level byState Job Training Coordinating Councils(SJTCCs) and at the local level by Privateindustry Councils (PICs). Ti.ere are 57SJTCCs and over 600 PICs throughout theUnited State ;.

T he U.S. Department of Labordistributes Title III funds to the states

through a formula allocation and theSecretary's Discretionary Funds. Seventy-

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t

five percent of the funds are distributed bya formula based on state unemploymentdata. The remaining twenty-five percentare distributed through the DiscretionaryGrant process whereby states apply foradditional funds to meet the needs of alarge plant ck,sing and/or assist the long-term unemployed.

Many other organizations, such ascommunity colleges, vocational

educational facilities, the local employ-ment service, and community - basedorganizations, provide services to dislo-cated workers.

n addition, over 40 states now providegeneral appropriation funds for related

services in the areas of dislocated workerand training programs. Some states, forinstance, California, Washington, andDelaware, have diverted portions of theirUnemployment Insurance funds into train-ing programs that assist businesses toremain competitive in the changingeconomy and provide training funds forindividuals faced with permanent job loss.

g he trend is clear: Every year morestates recognize the effects of

economic transition on the state'seconomy and are appropriating genera:

V

funds for dislocated worker trainingprograms. These funding sources havecreated new, more flexible opportunitiesfor companies in upgrading existing work-forces and training those individuals facedwith dislocation. In general, the statefunds are used in partnership with theJTPA funds. In many cases, however, thestate funds require separate contractualrelationships especially for programsdesignrd to upgrade and/or train existingemployees.

4

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n addition, several major companiesand labor unions have negotiated

contracts that include training funds:

The United Auto Workers (UAW)-FordMotor Company established theEmployee Development and TrainingProgram (EDTP) in 1982 to providetraining and developmental services forboth active and dislocated workers.

The Communication Workers ofAmerica (CWA) contracts in 1986 withAT&T and the Bell Companie3 includedprovisions dealing with off-hours train-ing for personal and career develop-ment, and each company continues toprovide job-specific training duringworking hours.

AT&F also has an agreement with theInternational Brotherhood of ElectricalWorkers (IBEW) lc provide training andcareer development services to helpworkers meet the company's antici-pated skill needs.

General Motors (GM)-UAW hasestablished a training "nickel-dime"fund related to their work hours toprovide funds for training andre-employment services for bothdisplaced emp :oyecs and those whoneed additional training to retain theirjobs.

s these trends indicate, the need fortraining is pervasive, and the

resources required to meet this challengea e growing rapidly. Companies can takeadvantage of these resources when facedwith major plant closings, and they canwork with their employees and thecommunity to plan a smooth and respon-sible reduction in force.

Ihe best source of information on howthe Title III programs are administered

in your area is the local Private IndustryCouncil and/or the local EmploymentService Office.

tie p4,47.T,ide--; ri-nd

The most important stepa company can take isto coordinate their

plan and program with theresources available throughthe local and state employ-ment and training system.These local and state systemshave been specificalydesigned to help deliver thenecessary services. Experi-ence demonstrates that byadopting the following prin-ciples and pursuing the stepsoutlined in this section, theemployees, the company,and the community benefit.This section provides generalprinciples of workforcereduction and key steps inprogram development.

F r ach approach will depend on the localsituation. Factors such as the existence

of other dislocated worker programs, thenumber of workers being terminated at theplant and elsewhere in the community, andthe availability of local assistance willdetermine the level of services for theprog3m.

he recommended approach empha-sizes the importance of voluntary

pre-notification of a major reduction inforce or plant dosing, ongoing communi-cation with employees, and joint actionwith the affected union(s) or employeerepresentatives and the community toimplement a comprehensive, targetedprogram of re-employment services.

General Principles ofWorkforce Reduction

F" he principles identified here take intoconsideration the special circum-

stances surrounding a closure or majorreduction in force and the special needs ofthose to be terminated. These principlesare based on the NAB's experience indesigning such programs with companiesand unions throughout the United States

1 EARLY, VOLUNTARY NOTIFICATION

xperience proves that advance noticeL and timely intervention make a major

difference in the adjustment for employeesand allow an organized reduction in force.When early notification is combined withthe announcement of a comprehensiveassistance program, employees have anincentive to stay at the plant and continueworking while they prepare for the transi-tion. Early notification provides time toplan and schedule an assistance programthat is effective and does not conflict withthe company's prodtiction needs. In addi-tion,, employees have the opportunity toassess their personal situation, plan a newcareer, and make the necessary financialadjustments before termination. With theseopportunities, an employee can often makethe transition to a new job quickly, thus

1n

M1 1

General Principles:1. EARLY, VOLUNTARY NOTIFICATION2 PLANNED, ONGOING

COMMUNICATION3. JOINT MANAGEMENT-LABOR

INVOLVEMENT4. ASSISTANCE CENTERS5. POOLED RESOURCES6. COMPREHENSIVE AND TARGETED

SERVICES

avoiding the decrease of income and theloss of self-respect that can accompanytermination and inactivity. Studies indicatethat unemployment insurance and workercompensation costs are reduced when atimely, comprehensive program is in place.

2 PLANNED, ONGOINGCOMMUNICATION

ctating the facts and reducing theunknown factors help to minimize

anxiety, thus allowing employees toconcentrate on their current jobs and theirtransitions to new employment. Rumorscan be potent barriers to cooperation and,ultimately, to employee efforts to find niwjobs. A formal process of straightforward,ongoing communication with employeescan overcome these problems. Promotionof the assistance efforts can also assure thatemploye,) take full advantage of the services to be offered.

3 JOINT MANAGEMENT-LABORINVOLVEMENT

xperience demonstrates the positiveeffects of involving employee represen-

tatives in the planning process and over-sight of transition services. A small commit-tee composed of an equal number of repre-sentatives from management and labor canbe established for this purpose. A neutralChair should be appointed to facilitate themeetings and provide an objective perspec-tive. The Chair should be skilled in groupprocess and problem-solving techniques

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and be knowledgeable about employmentand training programs. It is also important

.t the Chairperson understand andrespect the needs of management andlabor. If there is a collective bargainingagreement, unions should play a majorrole in assisting the worker readjustmentprocess. The committee can help bycommunicating with, counseling, andproviding help to other employees. In mostcases, employee acceptance of an assis-tance program can be increased greatly byforming a joint management-labor decisionmaking structure to oversee the program.

4 ASSISTANCE CENTERS

II services should be provided orcoordinated through a central loca-

tion, often called a Worker AssistanceCenter, preferably located at the plant. Thecenter serves as the anchor or focal pointfor contact with workers. It should beaccepted by workers as a place for them,and Fhould operate over a definite periodof timepreferably before, during, and upto three months to a year after the finalphase-out. The duration of operation willvary depending on the location of thefacility and the number of individualsaffected. The center gives the affectedworkers a familiar and supportive atmos-phere in which to conduct their job searchwith their peers. This reduces the sense ofisolation that often accompanies job lossand helps maintain contact between eachemployee and the program. In general,, thecenter creates a vehicle for providingcareer plannir, and a wide range of adjust-ment services to employees.

ghe role of the assistance center canvary. Sometimes the center will house

all available services on-site and operate asa self-contained, comprehensive employ-ment program. In other cases, the centerwill operate as a referral and coordinationvehicle with most services contracted outto local agencies. In both cases, e role ofthe center is to coordinate services foremployees, keep track of each individual'sprogress, and serve as a central place

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where planning and assistance can beobtained.

5 POOLED RESOURCES

I" he local and state agency responsiblefi for JTPA Title HI dislocated worker

programs should be the lead organizationin coordinating resourc 5. Companies cancontact the lead agency by telephoning thelocal Private Industry Council and/or thelocal Job Service office. It is essential thatthe lead agency have the company'ssupport to leverage state and localresources into a coordinated effort. Mostcommunities will respond enthusiasticallyto help laid-off workers, and it is oftenpossible to get financial support from anumber of sources. Many successfulprograms have created ad hoc communityadvisory committees or task forces thatstrengthen the link with state and federalprograms, local schools, business organiza-tions, and community leaders

6 COMPREHENSIVE AND TARGETEDSERVICES

o single service can help affectedemployees. Therefore, a wide range

of serices should be available to workerseither at a center or through referral toother service providers. Services shouldinclude the following:

Ile "Self-help" Job Search Assistanceskills Assessment and TestingCareer PlanningJob Development and Employer OutreachJob Placemtnt AssistanceOccupational Training and BasicEducation

III Financial CounselingRetirement PlanningEmergency Referral and Support Services

ssistance to terminated employees ismost effective when company, union,

and community resources are coordinatedin a targeted, intensive program, ratherthan having each worker forced to makethe transition and obtain access to servicesindividually.

't

Key Steps to Planning aWorkforce ReductionProgram

his section outlines a series of keysteps in developing a worker assis-

tance program. Although the steps arepresented sequentially, in actual practicesome steps will overlap and the sequencemay differ.

1 CONTACT THE LE D AGENCY

t is important to contact the lead agencybefore making the plant closing

announcement. State and local agenciescan confidentially assist in developing asequence of activities to help create asmooth transition for the affectedemployees. They can also provide informa-tion to the employees outlining servicesand programs available for them, or thecompany can incorporate the informationinto its planned communications.

2 PROVIDE NOTIFICATION

he importance of advance notificationto workforce reduction planning has

been stressed in earlier sections. Withoutnotification of several months, advanceplanning is very difficult, and a positivemanagement-labor approach to problemsolving is less likely. Effective planninggenerally takes several months, and addi-tional time is valuable for obtainingresources and dealing with contingencies.If your business circumstances only permit30 to 60 days of advance notice, however,you still can effectively n anage the transi-tion process. Companies should give asmuch advance notice as the businessconditions permit.

Managers commonly face the dilemmaof not knowing exact termination

dates and other details in advance, evenwhen a basic decision about cutting backproduction has been made. In these situa-tions, it is generally better to give areasonable amount of advance notice thanto wait until all details are settled. It is best

to provide as much factual information aspossible about the overall situation andkeep lines of communication open so thatemployees are assured that they have themost current information available abouttheir future.

3 FORM A MANAGEMENT-LABORCOMMITTEE

ffective worker assistance approachesusually involve a meeting of key

management personnel, union officials (oremployee representatives where mere is nounial), and local and state officials. Thisdiscussion should provide the basis fordeveloping a transition plan and an outlineof services to be ir eluded in the program.Companies can use a consultant to act as aliaison with local and state officials and tooutline approaches used by othercompanies and unions in similar situations.

n general, an open discussion of thiskind is preferable to presenting a

completely developed program toemployee representatives. Employees gaina sense of ownership in the program,

Key Steps to Planning aWorkforce Reduction Program:

1. CONTACT THE LEAC AGENCY2. PROVIDE NOTIFICATION3. FORM A MANAGEMENT-LABOR

COMMITTEE4 ESTABLISH A FORMAL

COMMUNICAT'ON PROCESS5. DEVELOP A P. ASE-OUT

SCHEDULE6. CONVENE AN AD HOC ADVISORY

COMMITTEE7. IDENTIFY RESOURCES AND

SERVICES8. GATHER EMPLOYEE AND LABOR

MARKET INFORMATION9. DEVELOP A PROGRAM PLAN

10. CONDUCT A PROGRAMORIENTATION

Companies can use aconsultant to act as a liaisonwith local and state officialsand to outline approachesused by other companiesand unions in similarsituations.

DO

The 'ant management-laborcommittee is an idealvehicle for establishing aformal, crediblecommunications link witheveryone at the plant andwith the community atlarge.

which is essential in overcoming pessi-mism and adopting a positive, problem-solving team approach.

-r he initial meeting is often the mostopportune time to establish a joint

management-labor committee to overseeemployee assistance efforts. This commit-tee should have oversight responsibility forthe entire employee assistance effort. Brief-ly, some of the committee's responsibilitiesinclude the following:

Identifying and appointing a neutralChair.

11 Collecting information on employeetraining and ser 'Ice needs.Identifying the agency to coordi-nate the transition process.Establishing a working relationship withlocal agencies and community leaderswho could assist the project.Deciding what services will beprovided.Deciding who will deliver services (staffor agencies on contract).Developing a program budget andacquiring resources.Monitoring and overseeing programoperations.

D ased on initial meetings, some broadoutlines for the program can be estab-

lished. Priorities should emerge regardingthe importance of such services as jobsearch instruction, career planning, train-ing, job clubs, job placement assistance,relocation assistance, remedial education,and job development-employer outreach.

4 ESTABLISH A FORMALCOMMUNICATION PROCESS

-T- he joint management-labor committeeis an ideal vehicle for establishing a

formal, credible communications link witheveryone at the plant and with the commu-nity at large. Formal communications withemployees can begin with an announce-ment that a management-labor committeehas formed and that planning for a jointlysponsored employee assistance program isunder way. Committee members should

15

encourage suggestions from a!! employees.Once the initial announcement has beenmade, plans for regular communicationsand status reports though meetings, news-letters, information centers, and othermeans should be established to assurecontinuity.

r3 Ian every aspect of the program tor maximize communication with

employees and to encourage employeeparticipation. Over a period of the first fewweeks, dispel rumors and help employeesto become comfortable with the programand understand the available services.Continuous promotion and explanation ofthe program should be built into the earlyphases of planning and implementation.Unions can play a special role here, sincethey often have the trust and personalknowledge of the employees, the organiza-tional capacity, and the access to unionresources to mobilize an outreach andcommunication effort.

he committee should develop abrochure listing all services provided

by the assistance center and all othercommunity agencies, thus providing valu-able information to employees and alsorelieving the workload on referral staff atthe assistance center. Categories of assis-tance that should be listed include allprogram services, area schools, social serv-ices, health clinics, and community volun-teer agencies.

5 DEVELOP A PHASE-OUT SCHEDULE

ecognizing that determining a phase-out schedule is difficult because of

unpredictable production demands, it isnevertheless important to identify, as earlyas possible the expected schedule ;orterminations, and the schedule for anyplanned employee transfers. Also, if it is aplant closing or if certain divisions withinthe plant are closing, it is necessary todetermine whether employees laid offbefore the plant closure announcementwill be eligible for program assistance.These phase-out statistics are needed to

estimate the number of individuals theprogram will serve and, consequently, theprogram's overall staffing and budgetlevels.

6. CONVENE AN AD HOC COMMUNITYCOMMITTEE

ften, bringing together a upkey community representativesa

group that does not have governing author-ity for the program but serves as a link withcommunity services is a good approach togetting resources and gaining comn.unitysupport. Frequent meetings are not neces-sary; two or three meetings during the lifeof the program and informal contacts areprobably sufficient. Representatives caninclude local elected officials, the chair ordirector of the local Private Industry Coun-cil, a local employment service represen-tative, and representatives of local commu-nity colleges and vocational schools, busi-ness organizations, social service agencies,economic development agencies, and arealabor organizations. Check with the leadagency to see if a co imittee that can helpwith program development already exists.

7 IDENTIFY RESOURCES ANDSERVICES

D efore program development proceedstoo far, it is important for the manage-

ment-labor committee to identify resourcesand services available from federal andstate programs, the company, the union,and community volunteer agencies. Beginby identifying what JTPA funds are avail-able and what the potential is for receivinga Discretionary grant from 1TrA. Thendetermine what cash and in-kind contribu-tions the company and union can nake.Staff time, office furniture and equipment,office space, and an area for a workeradjustment center are common companycontributions when financial resources arenot available.

his information can be helpful inseveral ways. Some community serv-

ices may become an integral part of the

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program. Information about local voca-tional schools and community colleges ises,,ential, for example, before designing any.-Tcupational tranirg programs forworkers. Frequently, free services or in-kindcontributions can be obtained fromcommunity or government agencies. Theseservices can include testing, counseling,tutoring, and office space. Employeesshould be made aware of all available serv-ices in the community including social andmedical services. Important places to startinclude the following:

State JTPA. Title Ill Dislocated WorkersProgram and/or the local Private Indus-try Council can provide information onlocal employment and trainingprograms and on the availability of TitleIII Dislocated Worker training grants.

The local Employment Service can helpwith job placement and offer testingand assessment services, frequently freeof charge.

Economic development agencies oftenhave the most up-to-date informationabout local business trends and areas ofeconomic expansion. Economic devel-opment information can help greatly inidentifying job opportunities.Vocational schools and communitycolleges not only offer a wide range oftechnical training courses but frequent-ly house career and vocational counsel-ing services that can be made available

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A survey of area labormarket conditions is criticalto developing training andjob placement programs.

to workers. Often, universities can helpdesign and implement surveys, labormarket analyses, and other researchefforts.

State, district, an local labor agenciesoften have established services fordisplaced workers such as food banksstress counseling and social servicesreferrals.

The United Way, churches, and othercommunity service groups can often bevery helpful in arranging free or low-cost social, health, and counseling serv-ices for workers.

he program should have current infor-mation on the full range of govern-

ment and other services available for indi-viduals and families in need.

8 GATHER EMPLOYEE AND LABORMARKE f INFORMATION

dministering an employee survey orquestionnaire is a key planning step.

The survey has three objectives: (1) toobtain information for planning services toemployees; (2) to encourage employees tobegin thinking about their plans after termi-nation; and (3) to provide an additionalopportunity for the management-laborcommittee to promote and explain theprogram. The survey can be administeredat the plant during the work day, as pan ofa general orientation session, or inconjunction with employee benefits coun-seling. The survey should be administeredshortly after the committee forms so thatresults can be used for planning. Keep the

: survey short and concise.

brief cover memo should accompanythe survey. The memo should explain

that a management-labor committee hasformed, that planning for adjustment serv-ices has begun, and that the purpose of thesurvey is to help the committee plan thoseservices. Employees should be assured thatdata will be kept confidential and is beingcollected unlv to help them to make atransition to another job.

1 he company will also generally haveinformation about the affected work-

force that can be useful for program plan-ning, such as the following:

I Names, addresses, and telephonenumbers of employeesOccupations and a description of ,killsEducational levels of employeesLength of employment at the plantNumber of potential retireesDemographic make-up of the workforceZIP codes of employee residences

Asurvey of area labor market conditionsis critical to developing training and

job placement programs. Starting such asurvey involves an outreach effort to iden-tify market trends and opportunities andalso begins to inform local employers that apool of workers with definable skills isavailable. Generally, there are three or fourstarting places to get such data, the areaEmployment Service office, the localPrivate Industry Council, local and stateeconomic development agencies, and localbusiness organizations.

anks, unions, schools, and areabusiness and civic leaders are also

good sources of information on the area'seconomy. This survey is essential since thelocal employment service lists only approx-imately 25 percent of the available jobopenings. Information should be collectednot only in the local area of the plant butfor important labor markets that lie within50 to 75 miles of the affected communities.

9 DEVELOP A PROGRAM PLAN

Development of a complete programplan can begin once an administra-

tive structure is in place, priorities are clearand preliminary information has beenassembled. It should provide a basis foragreement about the specifics of theprogram. It should outline the administra-tive structure, staffing needs, services, loca-tion and physical facilities, operations time-table, management system, budget andexpected funding sources for the program.A first draft need not be thought of as iron-

clad; it is simply a discussion document.As the program progresses, the planbecomes written documentation of howthe program will operate.

Based on information assembled aboutemployees skills, the area labor market

and available resources, the program staffand committee should begin planningspecific training prograi -Ind strategies forijc:-tifying job opportunities and matchingthem with individuals.

Record :seeping and managementsystem, are crucial to the program's

success. Stiiff must keep organized files 'neach individual for planning and referral. Aclient tracking system should be estab-lished for staff to contact each individualperiodically to check on progress in train-ing or job search. Financial and programrecords that will satisfy requirementsassociated with grant funds must be main-tained. In most cases, records managementcan be handled by local employment andtraining agencies such as the Private Indus-try Council or the local EmploymentService.

Program staff should be .nvolved withthe joint management-labor commit-

tee. A project manager should be on boardas soon as possible, preferably no later thanone month before the program begins. Thecommittee will need this staff support forin-depth planning, budgeting, and develop-ing funding proposals. Sometimes a projectmanager is needed before outside grantfunding, such as Title III funds, can besecured. Companies can handle this situa-tion in a variety of ways: staff can be loanedfrom the company and/or union, prelimi-nary commitments can be obtained fromstate or local agencies for retroactive fund-ing, or the company might simply pay amanager's salary for the limited period oftime that funding is unavailable. Otherstaff, ich as counselors or workshopinstructors, can be identified and trained asneeded and as funding becomes available.

C ervice contractors should be identifiedin advance so proper coordination

with program staff and other contractorscan take place. Negotiate with severalagencies when possible to obtain the mostcost-effective contracts. Performance-basedcontracts which relate payments to resultsshould be used when practical.

he program must develop a plan forenrollment and preliminary assess-

ment procedures. This means making deci-sions about how to schedule and coordi-nate enrollment, individual planning,formal testing and assessment, job searchworkshops, and referral services.

10 CONDUCT A PROGRAMORIENTATION

A formal orientation session outlining^' the program should be sponsored bythe committee once plans are set. Programstaff and key service providers should bepresent at the orientation to explain thedetails of program. Clear explanationsmust be given regarding the timing andsequence of services so that employees arenot confused by the variety of activities.The employee services brochure should bedistributed at the orientation, if it has notbeen done previously.

g deally, the program should start about11 two to three months before employeeterminations begin. The timing of theprogram operation should be judgedcaretully. If it starts too soon, employeesmay receive services before they are readyto be serious about re-employment; if theprogram starts too late, opportunities for anearly start on readjustment may be lost.Timing wiil also depend on whether allterminations occur at once or gradually. Ifhundreds of terminations occur simultane-ously, build in time for scheduling smallgrow classes and other activities.

lb

Clear explanations must begiven regarding the timingand sequence of services sothat employees are notconfused by the variety ofactivities.

program servicesgenerally fall into twocategories: those that

help workers find new jobs;and support services such aspersonal counseling andhealth care, that are notemployment services butcontribute to a worker'sadjustment after termination.

This section providesmore in-depth informationon services for employees. Itis divided into two majorsections: (A) a description ofreemployment services and(B) a description of availablesupport services.

Ov

Dislocated Workers HaveSpecial Needs

Workers displaced as a result ofplant closures or major workforce

reductions are not typical of theunemployed. For instance, compared withmost unemployed individuals, dislocatedworkers are generally more skilled andhave solid work histories. They are olderhomeowners, and contributing membersof the community who are also accus-tomed to higher wages (and thereforelikely to experience significant earningloss). They are less willing to relocate andsi.sceptible to stress and health problemsupon job loss. Thus, considering theseconditions, it becomes apparent thatdislocated workers have special needs:

They need to be convinced that theirjobs are no longer available and thatthey must explore new jobopportunities.

They often need assistance to under-stand complicated company benefitpackages and how to take advantageof them effectively.

11 They may need to re-learn job searchtechniques because they have not usedthese skills in a long time.

They need information on relocationand help in exploring job opportuni-ties in new labor market areas.

They often need support to deal withthe stresses of an unfamiliar situationbefore pursuing the task of finding anew job.

They need information about commu-nity resources, such as special healthcare programs. In general, dislocatedworkers are unfamiliar with social serv-ices available in their community.

A well planned program does not relyExclusively on one type of service to

help employees that are experiencing awide range of problems and personalcircumstances. Job search ;Astruction, skilltesting and assessment, job developmentand placement basic education, training,

career planning, personal and stress coun-seling, and emergency support services all

: play a strategic role in the adjustment. process.

Re-Employment Services

D e-employment services are the mostat direct way to help dislocated workersfind new jobs. These services aredesigned to meet different needs and canbe used alone or in a combination.Program staff are responsible for helpingeach individual identify the services theyneed for re-employment.

1 GROUP JOB SEARCH WORKSHOP

arly in the re-employment process,L individuals must have a basic under-standing of their employment situationand what they can do about itunder-standing the nature of the job market,how to find a job, how to match aptitudesand interests with a job, how to prepareresumes and job applications, and how tointerview Group job search workshopsprovide this information cost effectively.The outcome of the workshop should bethat each individual has a preliminaryre-employment plan. To accomplish thisgoal, these diverse topics should becovered:

Individual skills and interestsassessment.

Identification of job opportunities andhidden job markets.;nterviewing skills and practice.Resume preparation.Trends in business and the labormarket.

II Psychological adjustment to job loss.Personal and family budgeting andfinancial planning.Salary and wage negotiation.

iob search workshops are now quitewidespread and may be available from

the local employment service, areacommunity colleges, or other servicecontractors. Also, in numerous cases,

1:9

companies and unions have sponsoredtheir own workshops with technical assis-tance from the outside.

Group job search workshops are costeffective for two reasons: (1) many

individuals are served at one time; and (2)the workshop provides the skills and moti-vation to seek new opportunities, whichcan lead to rapid re-employment anddecrease unemployment insurance costs.

2 FORMAL ASSESSMENT

ormal assessment tools can provideindividuals with new insights about

their abilities, interests, and skills. Thisinformation can be particularly usefulwhen the individuals have not establisheda career direction or identified the type ofjob ti-iey would like. The wide variety ofassessment instruments that are availablefall into these categories:

III Aptitude assessment, which identifiesan individual's basic abilities in areassuch as mechanical ability, specialvisualization, manual dexterity, clericalability, and more.

Specialized skill and aptitudeassessments, which are sometimesuseful to identify occupational aptitudefurther for individuals who havenarrowed career options to a generaloccupational area.

Basic literacy skills assessment, whichdetermines the general grade level atwhich individuals are competent inreading, writing, and mathematics.

Interest assessments, which indicate anindividual's vocational preferences andinterests, such as, mechanics, crafts,outdoors, service, and sales.

hese four types of assessment are notnecessary for everyone. In fa,:t, some

individuals may not require any type offormal assessment to establish a careerdirection. It is important that program staffknow what tools are available and thatthey are competent to judge an individal'sneed for assessment.

ollowing assessment, each individualr- should receive professional guidanceon developing and/or refining are-employment plan.

3 CAREER PLANNING

Group job search workshops are goodfor getting workers oriented to the

labor market. Individual career planning,however, is a critical follow-up step in thejob search process. Individual planningcan achieve the following objectives:

Improve the employee's understandingof his or her abilities.Identify transferable skills.Provide guidance on career options.

M Prepare or refine the employee'sresume.Provide guidance on education andtraining options or needs.Advise how to market oneself toprospective employers.

Provide motivation and moral support

Make more efficient use of programresources by properly matching serv-ices to individual needs.

?() QU

Close coordination with communityemployment and training agencies isessential to a job developmentcampaign.

4 JOB DEVELOPMENT ANDPLACEMENT

ob G2velopment (that is, identifying jobopportunities) and employer outreach

are often the most important services aworker assistance program can offer.Company and union involvement in thisaspect of the assistance program frequent-ly proves instrumental in identifying jobopportunities. Companies in particularhave extensive contacts with suppliers,customer, competitors, and corporateaffiliates. Some companies invite otheremployers to "job fairs" for theiremployees. A personal call from acompany official may create additionalopportunities for an individual attemptingto get a job interview.

r, lose coordination with communityemployment and training agencies is

essential to a job development campaign.Professional job developers, such as, staffof the Employment Service, local PrivateIndustry Councils and other private agen-cies, often have extensive employercontacts throughout the community. Thecompany should make sure that the jobdevelopment strategy includes thefollowing:

Directly contacting comoany suppliers,customers, and others to identify jobopportunities.

Identifying potential employers throughpersonal and professional contacts ofthe advisory committee members.

Coordinating with other professionaljob developers and job placementagencies in the area, such as the localPrivate Industry Council, the localEmployment Service office, and localvocational/technical schools.

Contacting all local, state, and regionaleconomic development agenciesregarding area business expansions.

III Using relocation and on-the-job train-ing financial incentives as a pail ofeconomic development businessincentive packages.

III Requesting local and state businessorganizations to develop networks ofcontacts to identify job openings.

Arranging employee interviews onpremises or at the assistance center.

mplementing such a wide range of jobdevelopment strategies requires careful

planning and specific task assignment toprogram staff and members of the steeringcommittee or community advisory group.Questions to be addressed include these:

Who will work with local economicdevelopment groups, the local PrivateIndustry Council, the EmploymentService, and area business groups toidentify job openings and on-the-jobtraining opportunities? How will thisbe accomplished?

ac2

Who will be responsibk: for r,:search-ing the job market and contactingemployers, business organizations, andother helpful entities in adjoining labormarkets within 50 to 100 miles fromthe plan site?

How will job openings in outlyingareas be correlated with employee resi-dences (for example, ZIP codes) forappropriate matche '

Who will be responsible for makingsure that all job openings are postedor otherwise publicized at the plantand assistance center?

How will the program try to matcheach worker with job openings suitedto his or her particular skils?

nswers to these and similar questionsshould result in a specific plan and

individual assignments for job develop-ment activity.

5 OCCUPATIONAL TRAINING

any dislocated workers need train-ing before they can find suitable

employment. The program should coordi-nate customized occupational trainingprograms for those who are interested andqualified. Short-term vocational educationclasses leading directly to employmentshould be emphasized. The skills of somedislocated workers, although obsolete, canbe adapted to newer applications. It maybe possible, therefore to design a trainingcurriculum that adapts the skills ofworkers in a particular occupation orindustry to match the skill requirements ofavailable job openings. Training should beclosely linked with job developmentefforts to ensure that the programs aregeared to identified job opportunities.

Tr he program can organize trainingfi projects in several ways: (1) hire its

own instructors and run courses; (2) makeindividual referrals to area education andtraining institutions; and (3) contract witharea training institutions for specialcourses suited to the needs of groups of

dislocated workers. The local PrivateIndustry Council is a good source of infor-mation regarding area training opportuni-ties. Examples of how the program staffcan arrange training opportunities foremployees i 'dude the following:

Working with the local Private IndustryCouncil to arrange on-the-job trainingand special classroom instructioncourses.

Contracting with local education insti-tutions for short,, specialized occupa-tional training courses based on possi-ble "skills transference" betweenworkers' existing skills and those skillsin demand by employees.

Funding tuition reimbursementprograms for employees wishing toenroll in established courses or inspecial training courses.

Exploring the possibility of arrangingentrepreneurship training for workerswho might be interested and able tostart a small business.

ike job development, the implementa-tion of a training program requires

careful planning and specific task

a

; 0t

We

f

assignments for program staff. Questionsthat must be addressed include these:

How will vocational planning be coor-dinated with training programs so thatspecial group training courses, basedon individual need, can be developed?

How will valuable informationobtained during job search workshops(for example, individual skill areas) berecorded so it can feed into counsel-ing, training, and job development?

How will training coordinate withother services so that individuals whoare near the end of their training willbe integrated into the flow of jobsearch and job development activitiesat the assistance center?

Who will coordinate the scheduling oftraining classes to fit the shift scheduleemployees still on the job?

6 JOB CLUBS

T he fermatior of job clubs comple-ments the job search workshop.

Experience shows that individuals aremore likely to find new jobs if they workin teams with their peers. Peer supportand encouragement can help greatly to

keep individuals on course. In addition,the job club format enforces a structuredwork schedule requiring team members toreport to wo-k (team job search) regularly.This activity greatly increases the numberof hours per week that individuals spendlooking for work. Finally, job clubsprovide a vehicle for continued contactwith program staff and access toassistance.

eams can form as an outgrowth of thefi job search workshops. If possible, the

workshop instructor should be assigned tomaintain contact with the group. As indi-viduals find jobs, team membership canbe replenished by assigning "graduates" oflater workshops---a process that can alsobe coordinated by workshop instructors.

7 ON-THE-JOB TRAINING (OJT)

n-the-job training (OJT) positionsrepresent special opportunities for

dislocated workers. OJT programs reim-burse employers up to 50 percent of thenew employee's wages to offset the train-ing costs for a period of up to six months.Dislocated workers are prime candidatesfor OJT positions because of their solidwork histories.

8 BASIC EDUCATION

any jobs require specific educa-tional credentials and skills. Basic

education competencies may also berequired for enrollment in occupationaltraining courses. Remedial educationcourses, especially GED equivalencycourses, can fill this need. GED instruc-tion and individual tutoring can bearranged by the program with local secon-dary and post-secondary institutions. Indi-vidual tutoring in basic skills such as read-ing and arithmetic can often be arrangedat no cost through local volunteer groupsor educational agencies.

23

9 RESOURCE AREA

he program should provide aresource area containing supplies,

phone banks, bulletin board, job listings,area maps, newspapers, other job informa-tion sources, and the appropriate supportstaff.

10 RELOCATION ASSISTANCE

ome labor markets have relatively fewjobs available. Although most workers

are reluctant to uproot and relocate, somemay have to in order to find new jobs.Programs can provide qualified workerswith some financial assistance for reloca-tion, in addition to job development andother services that support a successfulmove. To qualify for relocation supportunder the state Title III program, a workermust have a legitimate job offer thatrequires relocation.

Support Services

upport services are indirectly Matedto finding new jobs and are some-

times necessary before employees make asuccessful adjustment. Support servicesare especially important early in theadjustment process or after a long periodof unemployment. They can alleviatemany personal complications that stand inthe way of adopting a positwe approachto job search. Important support servicesinclude the following:

1. INDIVIDUAL BENEFIT PLANNING

mployees often do not absorb detailsL on paper or in group presentations,especially when these are given shortlyafter advance notice or terminationannouncements are made. Modern bene-fits packages can be quite complicated.Company or union staff should provideone-on-one planning.

2 UNEMPLOYMENT INSURANCE

Lmployers can frequently arrange forthe local unemployment insurance

office to send staff to take initial claims atthe plant.

3 PERSONAL COUNSELING

"71- he frustration felt by employeesfollowing termination is one of the

barriers to re-employment. Many individ-uals are not ready to take positive stepsuntil they have had a chance to dealopenly with their frustrations. Job searchworkshops and individual planning canhelp, but, in some cases, psychologicalcounseling is necessary to give individualsa chance to vent their emotions andunderstand that others share ',heir anxie-ties. Group or individual stress counselingsessions can be arranged early in theprogram expressly for this purpose. Thesesessions can help greatly to create theenvironment for a cooperative, positiveapproach to finding a new job. Localmental health agencies should beinvolved in arranging these services.

ounseling services and educationalworkshops on specialized topics

such as financial planning, health, nutri-tion, and local social services can bearranged. Local banks or credit agencies,for example often are willing to provideworkshops and free individual counselingon personal credit, budgeting, and finan-cial management.

ob termination can generate a range offinancial, family, and health problems.

Community agencies should be madeaware of the situation and referral staffshould be knowledgeable of the full rangeof local assistance in the various countieswhere employees live. Some health agen-cies may be willing to contribute diag-nostic or paramedical services at low costor free of charge.

4 TEMPORARY FINANCIAL ASSISTANCE

n iition to Ul, other temporaryti financial assistance programs such asutility payment programs, food stamps,and general assistance, are available.These programs vary from state to stateand must be identified locally. The cityand/or county social services agency is anexcellent source of information regardingthese services.

Local banks or creditagencies, for example, oftenare willing to provideworkshops and freeindividual counseling onpersonal credit, budgetingand financial management.

he key points to remember are: plan the workforce reduction, workwith the existing employment and training system, involve the workers

in the planning process and be sensitive to their needs, and coordinatecommunity resources. Every company faced with the decision to close afacility has different resources, circumstances, and operational limits toconsider when formulating a strategy. However, the core principles involvedin a responsible approach to workforce reduction are valid for both largeand small employers and when these principles are followed the results arebeneficial for both the company and the employees.

25ER

National Alliance of Business

Chairman

JOHN L. CLENDENINBellSouth Corporation

President

WILLIAM H. KOLBERGNational Alliance of

Business

`144-e/eM Ill/Board of Directors

THOMAS D. BELL, JR.Ball Corporation

WILLIAM D. BONILLABonilla, Read Bonilla,

Berlanga, nc.

W. E. BURDICKIBM Corporation

DR. EDWIN D. CAMPBELLEducational Testing Service

JAMES B. CAMPBELL

MISSCO Corporation

BRUCE CARSWELL

GTE Corporation

JOHN B. CARTERThe Equitable

FERDINANDCOLLOREDO-MANSFELDCabot Cabot and Forbes

JAMES E. DUFFY

Capital Cities/ABC, Inc.

SAMUEL L. FOGGIEUnited National Bank of

Washington

ROBERT C. FORNEY

E.I. du Pont de Nemoursand Company

LLOYD N. HANDVerner, Liipfert,, Bernhard,

McPherson and Hand

JOHN J. HELDRICHJohnson & Johnson

BENJAMIN HOOKSNAACP

WILLIAM H. HUDNUT, :IICity of Indianapolis

ELTON JOLLY

OIC's of America, Inc.

BLAINE KELLEY, JR.

The Landmarks Group

CORETTA SCOTT KINGThe Martin Luther King, Jr.

Center

JOHN W. KLEPINGERNAPIC

MALCOLM R. LOVELL, JR.George Washington

University

EDWIN A. LUPBERGERMiddle South Utilities, ;nc.

JAMES T. LYNNAetna Life & C,sualty

BYRON I. MALLOTTSealaska Corporation

JEWELL JACKSON McCABENational Coalition of 100

Black Wor---n, Inc.

JOHN D. ONGThe BFGoodrich Company

JOHN E. PEPPERThe Procter & Gamble

Company

JOSEPH A. PICHLERThe Kroger Company

JOHN P. SINGLETONSecurity Pacific Corporation

RICHARD F. SCHUBERTAmerican Red Cross

JOHN E. SLOAN, JR.NFIB

EE

7?,,,rizt:ott-01ATLANTIC

(Delaware, District of Columbia,Maryland, New Jersey, New York,Pennsylvznia Puerto Rico, Virgin Islands,Virginia, West Virginia)(2r1 ) 524-4022

CENTRAL

(Arkansas, Kansas, Louisiana, Missouri,Nebraska, New Mexico, Oklahoma, Texas)(214) 373-0854

MIDWEST

(Illinois, Indiana, Iowa, Michigan,Minnesota,, North Dakota, Ohio. SouthDakota, Wisconsin)(312) 341-9766

NEW ENGLAND

(Connecticut, Maine, Massachusetts, NewHampshire, Rhode Island, Vermont)(617) 235-1332

27

01-Mi" 1-

PACIFIC NORTHWEST

(Aiaska, Idaho, Montana, Oregon,Washington)(206) 622-2531

SOUTHEAST

(Alabama, Florida, Georgia, KentuckyMississippi Nortb. Carolina, SouthCarolina, Tennessee)(404) 522-9350

WEST

(Arizona, California, Colorado, Guam,Hawaii Nevada, Pacific Islands Utah,Wyoming)(415) 391-4061

Worker Dislocation:A Growing Problem

wow'n the next three to five years, thousands of businesses will beforced to close their doors or permanently lay off workers.While such situations are always difficult, NAB's Workforce

Adjustment Team will assist you in making the necessary changesto meet the needs of your company.

NAB's national networkof professionals can help I ' ANI)

ii lipyou and your company cutthrough the bureaucraticmaze of service options and

c,gather the necessaryresources.

By working with NAB'sWorkforce Adjustment Team, -...4you can minimize the

Ch-traumatic effects of masslayoffs or plant closings by:

Reducing the costs associated with layoffs or plant closings.Maintaining a positive company image in the community.Helping you gain access to government funds to help workerswith re-employment and training.Developing human resource programs to meet the needs ofworkers who are losing their jobs.Establishing effective communication between managers andemployees throughout the transition.

For more information about the Workforce Adjustment Teamcontact Ted Buck, Senior Associate at 202-289-2900.

28