Also known as the “gig economy,” “consumer-to-consumer sharing,” and “peer-to-peer marketplaces,” the term “sharing economy” is used to describe a wide variety of exchanges between people, including property, skills, labor, or space.

Sharing economy companies include Airbnb (rent a room or your house), Uber (provide rides), TaskRabbit (do chores for others), and Instacart (be a personal grocery shopper), to name a few. There were an estimated 80 million sharers in the United States in 2013 – although that included 33 million “resharers,” those who buy and/or sell pre-owned goods online at sites like Craigslist (Vision Critical and Crowd Companies).

Revenue estimates vary from $3.5 billion in the U.S. in 2013 (Forbes) to $335 billion globally in 2025 (PricewaterhouseCoopers). Many have touted this system’s benefits for consumers, including convenient and affordable services and shared goods. But what are the benefits — and the downsides — of the sharing economy for the workers who provide the services? What is the influence of the sharing economy on the future of work? What are the implications for public policy and business practice?

Panelists explored these issues and more.

A good job is the most important factor in helping people escape poverty. How do some employers create consistently high-quality jobs for even front-line employees, while their competitors offer only middling pay and poor employee satisfaction? This event highlights how companies can invest in their front-line workers to create a better workplace and strong results for customers and shareholders.

The event features three companies from the Hitachi Foundation’s Pioneer Employers Initiative, which focuses on the business case for investing in front-line workers. This initiative has identified nearly 100 companies that are securing a sustainable competitive advantage through increased productivity, revenues from new market segments, and improved quality of product or service by creating genuine opportunities for employees to thrive in the workplace and move up the economic ladder.

Americans spend an average of 18 percent of household income on transportation and the poorest one-fifth of families spend more than twice as much; the vast majority of these transportation costs are for buying, operating, and maintaining an automobile.

Public transportation can be a much cheaper option, but millions of workers lack access to buses and trains, the routes often do not efficiently connect workers from their homes to their jobs (and stops in between such as child care), and budgets for public transportation are consistently under threat. However, improved and expanded public transportation remains an important part of the solution to helping low- and moderate-income workers get to work and helping employers get access to the workforces they need.

Panelists will discuss the specific transportation challenges workers face, creative and cost effective solutions being explored and implemented across the country, and examples of how communities, organizations, and employers have mobilized to address this critical workforce issue.

In MIT Sloan professor Zeynep Ton’s game-changing book, The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs & Boost Profits, she discusses how companies such as Costco offer good jobs to workers, low prices and excellent service to customers, and great returns to shareholders all at the same time. What makes good jobs not only possible but very profitable—even in low-cost service businesses—is a set of counterintuitive choices that transforms the company’s investment in workers into high performance. What are these choices? Offer less, combine standardization with empowerment, cross-train, and operate with slack. It’s a combination that lowers operating costs, increases worker productivity, and, as “The Good Jobs Strategy” shows over and over, puts workers — yes, even cashiers and stockroom workers—at the center of a company’s success. In this strategy, “everyone — employees, customers, and investors — wins.”

In this discussion, Zeynep Ton and Richard Galanti, Executive Vice President, Chief Financial Officer and Director of Costco Wholesale Corporation, explore how the strategy works in a company like Costco and the implications for creating better jobs in our economy.

The Family and Medical Leave Act, passed in 1993, guarantees up to 12 weeks of unpaid leave to covered workers and has been used over 100 million times since its inception. But since this leave is unpaid, many cannot afford to take it.

In addition, only a little more than half of the U.S. workforce is covered by FMLA since establishments with 50 or fewer employees are not covered by the law, and workers need to meet job tenure and hours worked requirements before becoming eligible. This situation is not only bad news for workers and customers, businesses themselves may experience decreased worker productivity and increased worker turnover when employees must put work ahead of health and family. As this issue gains attention, a number of states and localities are implementing or exploring paid sick or family leave laws.

In this conversation, panelists will discuss challenges faced by workers, parents and employers in managing this issue and explore ideas for practices and policies that can better support the workforce, families, and the economy.

In MIT Sloan professor Zeynep Ton’s game-changing book, The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs & Boost Profits, she proves that it is possible to offer good jobs to workers, low prices and excellent service to customers, and great returns to shareholders all at the same time. What makes good jobs not only possible but very profitable—even in low-cost service businesses—is a set of counterintuitive choices that transforms the company’s investment in workers into high performance. What are these choices? Offer less, combine standardization with empowerment, cross-train, and operate with slack. It’s a combination that lowers operating costs, increases worker productivity, and, as The Good Jobs Strategy shows over and over, puts workers—yes, even cashiers and stockroom workers—at the center of a company’s success.

In this book talk, Ton discusses The Good Jobs Strategy and its implications.

In the United States today, roughly 25 million workers, over 16 percent of all workers, are foreign-born. Immigrant workers contribute skills, knowledge and labor to the U.S. economy through employment in a diversity of sectors, including hospitality, construction, information technology, health care and others.

Foreign-born workers also start businesses at higher rates than native born workers, contributing to economic growth and job creation. While some immigrant workers and business owners achieve great economic success, others operate marginal businesses or are employed in jobs where wages are low, working conditions are poor, and safety standards are disregarded. For foreign-born workers that wish to improve their education and upgrade their skills, other barriers may stand in their way, such as limited English skills or poor access to financial aid. Millions of these workers have toiled in the shadows of the labor market, but soon, the nation may have opportunities to both improve job quality and offer ways for these workers to build their skills. These opportunities can help improve employment for the labor market and economy overall in ways that benefit all Americans.

Panelists discussed the immigrant workforce in the U.S. today, focusing on its past and potential economic contributions, opportunities for gaining skills as well as the implications of immigration and immigration reform for job quality. This is the third conversation in the Aspen Institute’s Working in America series that highlights a variety of job quality issues affecting low and moderate income working Americans.

In this brief, we provide an overview of work in the direct-care industry and profile PHI (Paraprofessional Healthcare Institute), an organization dedicated to improving job quality in the industry. Our goal is to offer information to those involved in workforce development about the challenges of work in the direct-care industry and the strategies PHI uses to promote job quality improvements.

As one of our nation’s strongest training models, apprenticeship provides individuals the unique opportunity to work and develop their skills at the same time through a mix of paid on-the-job training and classroom instruction. In this report, Aspen WSI examines completion and cancellation rates in construction apprenticeship, the challenges apprentices experience in completing their programs, and strategies that are being used to support the success of these individuals. The report is based on national and state-level analysis of apprenticeship completion rates and dozens of interviews and focus groups with apprentices, journey workers, union representatives, construction contractors, pre-apprenticeship program leaders, and other stakeholders in the industry.

This report details the state of low-wage work in the restaurant industry and provides a profile of Restaurant Opportunities Center-United, an organization striving to empower low-wage restaurant workers, employers, and consumers to collectively improve job quality in the industry.