Insights

This publication examines how fragmented skills, credentialing, and workforce data systems limit the potential of skills-based hiring and advancement, and outlines a shared vision for building the interoperable infrastructure needed to create a connected skills ecosystem that benefits workers, employers, educators, and governments.

Economic security shouldn’t be a lottery. Yet for millions of working families, stagnant wages and precarious jobs collide with the daily grind of managing money on shaky ground — leaving stability feeling less like a plan and more like a gamble. Fixing that takes more than one lever. It takes structural reform and the tools people need to take control of their financial lives, working together.

Insights from Focus Groups with Employee Owners

This resource is designed to help colleges and universities become more employer-friendly and build the kind of institutional capacity that sustains and grows partnerships while simultaneously better serving working learners. It offers role-specific guidance for leaders across the institution, a self-assessment spanning five domains of practice, and a process for turning results into action, grounded in the conviction that institution/employer partnerships can become easier without compromising academic missions.

Bridge, Propel, and Career Academy are built on a practical philosophy: that MillerKnoll has great talent already inside the organization. Finding that talent, developing it, and aligning it to the right opportunities is key to its success. T

States invest in work-connected learning through dozens of distinct funding streams, grant programs, and agency initiatives, often developed independently over time by different administrations and agencies pursuing different goals.

“Social contract” has quickly become one of the most-used, least-defined phrases in the AI policy conversation. This first event in a two-part series will trace the origin and history of the American social contract, examining how work became the anchor of economic security, mobility, and civic identity in the United States.

For decades, economists and policymakers have debated how to help workers get better jobs. But what if the more fundamental problem is that employers have systematically redesigned work itself to make a third of the workforce expendable? In his forthcoming book, “Disposable Workers: The Transformation of Employment,” MIT Sloan Professor Emeritus Paul Osterman examines this idea and what it would take to reverse it.