Aspen is a place for leaders to lift their sights above the possessions which possess them. To confront their own nature as human beings, to regain control over their own humanity by becoming more self-aware, more self-correcting, and hence more self-fulfilling.
The Employee Ownership Ideas Forum brings together leading policymakers, practitioners, experts, and the media for a robust discussion on how we can grow employee ownership for the shared benefit of American workers and businesses.
This profile of Clegg Auto illustrates the company’s experience becoming employee-owned, the innovative holding company model it pursued, and its employees’ perspective on the transition and what ownership means to them.
About the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
The purpose of the Institute for the Study of Employee Ownership and Profit Sharing is to study the various models that have emerged and will emerge of employee ownership shares and profit shares in the corporation and society of the United States and around the world.
About the Economic Opportunities Program
The Aspen Institute Economic Opportunities Program advances strategies, policies, and ideas to help low- and moderate-income people thrive in a changing economy.
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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.
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.
