This piece features video excerpts from interviews with the Colorado Department of Labor and Employment Northwest Workforce Area, as well as Carpet One Floor and Home, to hear about their partnership in a small business advising pilot aiming to improve job quality.

This shared definition of job quality was created collaboratively by leaders in business, labor, workforce development, and policy as part of the Good Jobs Champions Group, an initiative of the Aspen Institute Economic Opportunities Program and the Families and Workers Fund. The definition provides a framework for understanding job quality, dividing the components of a good job into three categories: economic stability, economic mobility, and equity, respect & voice.

This op-ed discusses the important role of domestic workers such as nannies, housecleaners, and homecare workers in our society and economy and offers ideas on how we can value and support its importance.

This op-ed discusses the important role of essential workers and how coming out of the pandemic, we can ensure their contributions are fully recognized and valued.

This publication provides a guide to re-opening businesses in the restaurant sector and sets out a long-term vision for the restaurant industry after the shock of COVID-19. Based on input from restaurant owners across the country, the roadmap identifies ways restaurateurs can reimagine how they operate as practical, sustainable, and ethical businesses, including by reforming tipping and restaurant minimum wages. The business examples and innovative ideas have relevance for restaurant owners who are navigating the crisis and for workers and their advocates with a stake in the sector’s trajectory after COVID-19.

This guide identifies policies employers can enact to support workers during COVID-19, which can be applied in other moments of workplace upheaval. There are sections on providing emergency benefits to workers, ensuring a safe workplace, and how to support workers who are furloughed or laid off. This publication includes tangible solutions that employers can implement, such as exploring a work-sharing agreement or increasing flexibility of scheduling. While designed for employers, this guide may also be useful for worker advocates and workforce professionals who work closely with employers to support workers.

This series, informed by local job quality initiatives, can support workforce development professionals interested in beginning or strengthening engagement with employers to improve job quality. The reports are organized around three areas: 1) Strategies for Resourcing Job Quality Initiatives, with a focus on co-investment strategies with employers; 2) Practitioner competencies that can support staff engaged in job quality efforts with employers; and 3) Employer readiness characteristics to consider when determining employer partners. The last report also includes a link to a resource to help practitioners navigate employer resistance to change efforts. This series may also be useful for others interested in partnering on local job quality efforts, including economic development professionals and employers.

The Employer Engagement Question Bank is designed to help workforce professionals engage in conversations with businesses to support the job seekers they work with. This tool can be used to learn about a business with an eye toward providing workforce services, developing expertise about industry norms and practices, and building relationships that build credibility in discussions about strategies for promoting worker retention and advancement. The tool includes questions to build understanding of the business, its workforce needs, and a range of job quality factors including compensation, opportunities for advancement, and equity and inclusion. Workforce development practioners and other professionals who support workers can adapt the tool to meet their employer engagement goals.

This report examines definitions and research on job quality and provides a job quality framework based on findings. It focuses on job quality elements with the potential to support economic mobility. Designed to provide common ground for discussions around job quality, this report may be useful for practitioners and employers interested in exploring job quality frameworks and the link between job quality elements, worker well-being, and upward mobility.

This report addresses worsening job quality during the COVID-19 pandemic, using data from the 2020 Great Jobs Survey and building on the 2019 Great Jobs report. Among other insights, the report addresses how COVID-19 had a differential impact on high wage versus low wage workers, how job quality before the pandemic predicted job quality changes during the pandemic, and how COVID-19 has created new job quality challenges, such as increased remote work.