The San Diego Workforce Partnership developed this list of seven actionable steps workforce development practitioners can take to assess and improve job quality. Strategies relate to spending, employer engagement, partnerships, building worker power, and measuring success. The Workforce Partnership also provides a job quality framework and a list of job quality indicators. Although designed for workforce practitioners, this tool can also be informative for others interested in strategies to improve job quality, including policymakers and economic development professionals.

This framework can help employers and their partners define job quality and design high-quality job opportunities in collaboration with workers, based on a menu of components of a quality job. The tool is built around three pillars that can help to attract and retain talent: foundational elements of a quality job such as wages and benefits, support elements such as training, and opportunity elements such as recognition.

MIT’s Good Jobs Institute created this framework to help employers seeking to improve worker experience, retention, and productivity to assess their performance across nine “essential elements” of a quality job. These include meeting an employee’s basic needs, such as through fair wages and a flexible schedule, and meeting “higher needs” such as personal growth, belonging, and recognition. While designed for employers, the framework has relevance for all practitioners seeking to define and assess job quality in an organization.

This piece discusses the need for upskilling in the public sector workforce. Private sector workers often enjoy more investment in their skill development and the piece argues for more investment in public sector upskilling and addresses the barriers to realizing this goal.

This assessment is a tool to help employers (primarily >150 employees) benchmark their talent management strategies against those other employers are undertaking and to determine where to focus practice change efforts. The topics covered in the survey include recruiting, hiring, retention, advancement, and more. A separate resource section also provides a variety of business-facing tools. Practitioners who work with businesses could direct them to this tool and even walk them through it.

This PDF provides a helpful model for assessing business practices. Employers are asked questions about the quality of their jobs through factors such as diversity, benefits (e.g., paid leave), health support, and flexible scheduling. Although some questions are specific to New Mexico’s policies, this application may be used as a model for organizations interested in assessing job quality for current and potential employer partners. This tool could also be used internally for employers who would like to assess their own practices.

This report examines findings from phase two of the Gig Worker Learning Project, an effort of The Workers Lab and the Aspen Institute Economic Opportunities Program. The purpose of this effort is to understand more about gig work and workers directly from gig workers themselves – motivations to do gig work; challenges being faced; and solutions that would impact gig workers personally, their families, and their work. The first phase of the Gig Worker Learning Project produced an analysis of existing research and recommendations. The phase two findings presented in this latest report emerged from participatory research which included more than a dozen focus groups and several participatory analysis sessions led by an incredibly diverse set of workers. It marks the beginning of The Workers Lab’s plan to help build greater advocacy for gig workers nationally.

In late 2023, Lee Health, one of the largest public health systems in Florida, began a virtual nursing pilot designed to understand the opportunities and implications of shifting this vital role into a virtual environment. I sat down with three Lee Health leaders responsible for the design and implementation of the virtual nursing pilot — Kim Gault, MSN, RN, business system analyst for virtual health and telemedicine; Max Rousseau, supervisor of virtual health and telemedicine; and Jonathan Witenko, system director, virtual health and telemedicine — to learn more about why this was a priority for the organization, the considerations they made, and the outcomes they’re seeking. This conversation took place over two interviews and has been edited for clarity.

In this brief, the Aspen Institute Economic Opportunities Program discusses Participatory Decision Making (PDM), including its history, the outcomes it helps create for workers and businesses, its importance in helping firms navigate technological changes and design work-based learning, and numerous examples including those from employee-owned companies.The scope of this brief is intended to help organizations working at the intersection of job quality and business competitiveness better understand how incorporating workers’ ingenuity through PDM is important for firm success and good jobs. This brief is a resource for workforce and economic development organizations, community development finance institutions, and other organizations that advise businesses or focus on or fund employer practice change, to help inform their job quality conversations and efforts with employer partners.

Shared Success, a demonstration project run by the Aspen Institute Economic Opportunities Program, leverages the trusted relationships of community development financial institutions (CDFIs) to improve job quality for workers while helping small business owners strengthen their businesses. This piece discusses findings from a portion of the Shared Success Project, which helps to understand business perceptions of job quality, identify strategies to encourage the adoption of job quality elements, and define recommendations to involve financial institutions in this process.