Publications and Commentary

To create a future-ready workforce system, we must move beyond outdated credentials and analog processes to one that is skills-first, transparent, data-driven, and aligned with the evolving needs of workers, educators, and employers.

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.

In this interview, Chelsea Miller of Upskill America speaks with Nick Greif of InStride about how employers can design education benefits that are more accessible, strategic, and aligned with workforce goals.

Putting people at the center of the systems we are building means accepting that career paths are rarely linear. It requires us to build infrastructure that accommodates life transitions, recognizes informal learning, and values a worker’s agency over their own data.

This is the final event in our Job Quality in Practice series. In this conversation, hosted by the Aspen Institute Economic Opportunities Program on May 7, 2026, we hear from the Institute’s Job Quality Fellows who are embedding job quality into their work across a range of contexts and strategies — from employee ownership models that give workers a direct financial stake in their company’s success, to apprenticeship programs that create structured pathways to higher-wage careers, to worker advisory committees that bring employee voice into business decision-making.

Putting people at the center of the systems we are building means accepting that career paths are rarely linear. It requires us to build infrastructure that accommodates life transitions, recognizes informal learning, and values a worker’s agency over their own data.

Back to where we started, AI is not creating one future. It is opening up several. Which one gets created may depend on whether the people closest to the work bring their voice, and name what no one else is naming.

Putting people at the center of the systems we are building means accepting that career paths are rarely linear. It requires us to build infrastructure that accommodates life transitions, recognizes informal learning, and values a worker’s agency over their own data.

We’re not training Fellows to win some abstract corporate game. We’re equipping them with the tools they need to navigate complex systems skillfully and make an impact for the workforce they serve.

We’re not training Fellows to win some abstract corporate game. We’re equipping them with the tools they need to navigate complex systems skillfully and make an impact for the workforce they serve.

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.

This chapter walks organizations through the key decisions and steps required to launch a successful apprenticeship program.