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.
UpSkill America’s Upskilling Playbook is a strategic guide for organizations to build, scale, and integrate skills-based workforce development initiatives that drive business performance and career growth.
Despite rapid economic and technological shifts making upskilling a business imperative, many efforts struggle to gain traction and become embedded in business strategy. This playbook cuts through the noise while preserving the depth needed to drive real change — integrating corporate best practices, academic research, and practical application. It helps organizations amplify the impact of existing initiatives or launch new efforts with clarity and measurable results. It provides a practical framework for navigating challenges, capitalizing on opportunities, and implementing upskilling at scale. Covering key areas such as workforce ecosystem development, program design, measurement strategies, and leadership alignment, it delivers actionable insights for HR professionals, business leaders, and decision-makers.
When organizations fully embed upskilling into their talent and business strategy, they create sustainable talent pipelines, improve retention, and future-proof their workforce against industry shifts and technological advancements. Click below to read more, and join our mailing list to be notified when new content is released.
The first edition of UpSkill America’s Upskilling Playbook launched in 2017. If you are trying to access content from the original playbook, please email us at [email protected].
About UpSkill America
UpSkill America, an initiative of the Economic Opportunities Program, supports employers and workforce organizations to expand and improve high-quality educational and career advancement opportunities for America’s front-line workers.
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.
Join Our Mailing List
To receive occasional emails about our work — including new publications, commentary, events, fellowships, and more — join our mailing list.
To create a future-ready workforce system, we must move beyond outdated credentials and analog processes to one that is skills-first, transparent, data-driven, and aligned with the evolving needs of workers, educators, and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.