The future of work has received an avalanche of attention over the past several years from the media, academics, and policymakers. However, most discussion has been theoretical and speculative. And the challenges facing opportunity youth have largely been left out of this conversation. Given this context, the Aspen Institute Economic Opportunities Program and Aspen Institute Forum for Community Solutions, with support from the Citi Foundation, developed a practical approach and toolkit that community leaders can use to begin to learn how the future of work is playing out right now in their local economies. The toolkit includes a framework and questions to guide conversations with employers and young adults to learn from them about the nature and structure of work in specific occupations and what’s changing now; a guide to resources for conducting background labor market research to inform conversations; and sights from three organizations that pilot-tested the approach and toolkit in their communities

Good Jobs, Good Business is a comprehensive toolkit for small business owners seeking to improve job quality. The toolkit includes sections on Employee Compensation, Scheduling and Paid Leave, Hiring and Professional Development, Employee Engagement, Health Benefits, Retirement and Wealth Building, Racial Equity, and Covid-19. Each section helps users develop a business case and provides guidance on implementing new policies. This resource is designed for small business owners but can also be used by partners (including lenders and workforce development organizations) to coach businesses on job quality improvements with potential business benefits.

This fact sheet displays the disproportionate effect technological change may have on Black workers and presents potential benefits that effective training programs could have on Black communities. This resource is useful for practitioners seeking to design training programs that center equity.

This report details the findings from a randomized 2019 Gallup survey of over six thousand American workers to understand their perspectives on job quality. The study offers a definition of job quality based on ten dimensions workers care about and provides useful findings and implications about who has a quality job and how job quality impacts quality of life.

This report identifies 12 evidence-based practices companies can use to help break down barriers women face in the workplace while simultaneously creating a competitive business advantage. This resource has applications for employers and the practitioners who work with them to create and implement policies that support a workplace that is gender inclusive.

The personal and economic needs of gig workers can be as varied as the platforms they use. In what ways is independent work working for people? In what ways can it pose problems? How can we build systems in which gig work is good work?

As a society that encourages work, we need to also consider what the rewards for hard work should be. We know that working people need access to benefits such as health insurance and paid sick days, but who should provide them? What kind of flexibility do workers need and how well does that match with business needs for flexible access to workers? Can gig jobs support both thriving businesses and thriving workers and families?

This event explores the issues and opportunities facing gig workers and offers ideas for building supports to make gig work good work.

Food retailers play an important role in communities, serving as major employers and anchor institutions. But local chains are facing challenges from market consolidation, new competitors, and new technologies that threaten to alter business operations and replace workers. Some stores are finding ways to differentiate and improve business performance by investing in workers – which helps them create exceptional customer service and cater to local communities. Research by the National Grocers Association, the trade association for independent supermarkets, indicates that more than 80 percent of consumers still prefer their local store to an online alternative, and they value local, quality items and friendly staff.

This event explores how grocers can succeed – and can advance economic and racial equity – by investing in workers. Bringing together food access advocates, food retail leaders, and workforce development experts, we discuss what consumers, business owners, and policymakers can do to encourage good working conditions for the people behind our groceries.

Running a company with job quality in mind is good business, and a metric for quality jobs could improve decisions about where to invest, whom to lend to, and which companies to do business with. However, until now, there was no easy and consistent way to measure a businesses’ “people outcomes” and benchmark to industry peers.

In 2018, the Economic Opportunities Program’s Good Companies/Good Jobs Initiative, in partnership with Working Metrics, unveiled a new tool that assesses businesses’ job quality performance for frontline workers and benchmarks them against others. This tool is part of a unique nonprofit-for profit collaboration with Working Metrics to get this tool into the hands of investors and businesses’ procurement systems to help them include firms’ treatment of workers in their decision making – thereby creating strong incentives for business change.

This Working in America event includes a presentation on this tool and discussion with businesses who contributed to it and used it to improve their practices.

While the low quality of many “essential” jobs became more apparent during the pandemic, the issue of low-quality jobs is longstanding. This publication is based on a survey of organizations about their efforts to advance job quality. Survey responses were gathered before the effects of the pandemic took hold, and understanding perspectives on job quality then can give us important insights as we tackle the urgent challenge of improving job quality now. Many organizations are working to improve job quality both within their own organizations and externally, but they face a variety of challenges. They are eager for more tools and resources to support their efforts.

In Boston’s increasingly competitive hotel industry, what does it take to stay on top? The Omni Parker House, America’s longest continuously operating hotel – and proud originator of the Boston cream pie – earns its four-star Trip Advisor rating by investing in its most important asset: its people. The first step is meeting basic employee needs through generous wages and full benefits. But the key to the Omni’s exceptional customer service lies in recruitment, training, and performance management systems that empower frontline staff to make decisions, solve problems, and advance to management roles. The Aspen Institute recently spoke with Alex Pratt, Area Director of Human Resources at Omni Hotels & Resorts, a chain of 53 hotels that includes Boston’s Omni Parker House. Alex brings more than 25 years of experience in hospitality, and has achieved industry-leading retention and high employee satisfaction at the Parker House.