This question bank includes targeted questions that workforce development professionals can ask retail business representatives to have learning focused conversations and deepen relationships. The tool includes questions to help understand a business and its workforce, employee engagement, development and advancement in a firm, and wages and scheduling practices.

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 article discusses issues with popular mentorship programs.The authors argue organizations should consider investing in “mentors of the moment”, who promote a culture where all members of the organization seek opportunities every day to develop or grow junior colleagues. The authors then provide advice for improving the mentoring culture in an organization. This article can be helpful for HR professionals, managers, organization leaders, and employees looking to create more effective mentorship programs in their organization.

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 recent years, the United States grocery industry has become increasingly competitive and experienced unprecedented consolidation. In Chicago, 25 stores closed between 2015 and 2017 — bringing the total number of stores down to its lowest number since 2009. Independent, privately owned food retailers rate competition as their highest concern, followed by worries about hiring and retention. In 2017, sales declined for half of the nation’s independent grocers. Pete’s Fresh Market (Pete’s) offers a notable exception. Launched in the early 1970s as a small, full-service produce stand on the South Side of Chicago, today Pete’s has 13 stores in the city and plans to open five more in the next few years. This family-owned grocer recognizes what it takes to succeed in a rapidly changing industry. One key to Pete’s growth strategy is its partnership with Instituto del Progreso Latino (Instituto), a nonprofit organization committed to the fullest development of Latino immigrants and their families through education, training, and employment. Reimagine Retail, an initiative of the Aspen Institute Economic Opportunities Program funded by the Walmart Foundation, explores ways to enhance job quality and improve mobility for the retail workforce. In Chicago, we partner with a collaborative of workforce organizations, including Instituto, that is testing approaches to advance and retain workers in the retail sector. We caught up with Alita Bezanis, director of organizational development at Pete’s, and Yesenia Cervantes, dean of student services and community affairs at Instituto, who were eager to share how the partnership supports growth for Pete’s — and for Pete’s workers.

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.

Hospitality ranks among America’s fastest-growing sectors, but millions of hotel workers are not reaping the rewards. Boston Education, Skills & Training (BEST) Corp. is solving this problem by providing best-in-class training that prepares workers to excel and engages hotels in discussions about the value of training. BEST was founded in 2004 as a nonprofit workforce development program focused on helping individuals develop skills and find good jobs in Boston’s hospitality industry. BEST serves nearly 500 job seekers and hotel workers each year, with training in English, computer skills, culinary skills, and industry-specific certifications like food safety. Through career coaching, BEST helps participants secure quality jobs and provides hotels with the skilled talent to thrive in an increasingly competitive industry. As the third prong of a productive labor-management partnership, BEST works closely with Local 26, the hospitality worker’s union, and its high road hotel employers. These 35 hotels pay a starting hourly wage as high as $21.43 to BEST graduates, and provide a generous benefits package, which includes career advancement training through BEST. BEST’s model programs benefit workers, hotels, and Boston’s regional economy by placing engaged employees in stable jobs. BEST reaches the working poor – particularly immigrants and people of color – and provides them with the opportunity to obtain a quality job and enter the middle class. Hotel partners report that BEST-trained workers bring the critical thinking skills and cultural competency to perform better with decreased turnover, contributing to stronger financial performance. The Aspen Institute’s interview with Alex Pratt, Area Director of Human Resources at Omni Hotels & Resorts, speaks to BEST’s vital role in preparing top talent and enabling operational excellence. The Aspen Institute recently caught up with Marie Downey, the founding Executive Director of BEST, and Joan Abbot, BEST’s Assistant Director, to learn more about how BEST partners with high road employers to prepare workers to excel in quality jobs.

In July 2017, the Aspen Institute convened its second annual Economic Security Summit, “Reconnecting Work and Wealth: Constructing a New American Middle Class.” Where a cross-section of leaders from industry, academia, philanthropy, government, and nonprofit organizations grappled with how to restore widespread economic prosperity to families and communities all across America. This report captures the ideas that emerged as participants debated factors contributing to the growing economic divide, what inequality means for our democracy, and potential opportunities to strengthen family economic security and upward mobility in the 21st century.