Search

Begin New Search Publishing Institution Aspen Institute Author Jenny Weissbourd

1. Harnessing Digital Technology for Frontline Worker Mobility: Eat’n Park’s Partnered Approach

Author:
Vivian Vazquez, Jenny Weissbourd, and Amy Blair
Publication Date:
08-2019
Content Type:
Working Paper
Institution:
Aspen Institute
Abstract:
Online upskilling programs have the potential to support continuous, lifelong learning that can help adults learn new skills and advance in a changing labor market. Yet the online learning landscape can be difficult to navigate. Many workers face challenges balancing digital courses with work and personal commitments, accessing and using technology, and determining which of the many available programs signal value to employers. Companies can play an important role in making online upskilling accessible and relevant to frontline workers. Our latest report documents one partnered approach to designing and piloting an online training program for incumbent workers, led by a food service company, a civic leadership organization, and a local university in Pittsburgh, Pennsylvania. It explores how Eat’n Park partnered with Robert Morris University and the Allegheny Conference on Community Development to design and deliver digital training to frontline Eat’n Park employees. Our profile shares findings from a pilot customer service training program, focusing on the experiences of workers who participated and their managers. It includes information on program content and design, and the business case for launching training. It also offers four key practices that workers noted were important to their motivation and ability to complete the program
Topic:
Science and Technology, Labor Issues, Retail, Digitalization, and Customer Service
Political Geography:
North America and United States of America

2. BEST Corp: Quality Training for Quality Jobs

Author:
Jenny Weissbourd
Publication Date:
07-2018
Content Type:
Working Paper
Institution:
Aspen Institute
Abstract:
Hospitality ranks among America’s fastest-growing sectors, but millions of hotel workers are not reaping the rewards. Boston Education, Skills & Training (BEST) Corp. is solving this problem by providing best-in-class training that prepares workers to excel and engages hotels in discussions about the value of training. BEST was founded in 2004 as a nonprofit workforce development program focused on helping individuals develop skills and find good jobs in Boston’s hospitality industry. BEST serves nearly 500 job seekers and hotel workers each year, with training in English, computer skills, culinary skills, and industry-specific certifications like food safety. Through career coaching BEST helps participants secure quality jobs and provides hotels with the skilled talent to thrive in an increasingly competitive industry. As the third prong of a productive labor-management partnership, BEST works closely with Local 26, the hospitality worker’s union, and its high road hotel employers. These 35 hotels pay a starting hourly wage as high as $21.43 to BEST graduates, and provide a generous benefits package, which includes career advancement training through BEST. BEST’s model programs benefit workers, hotels, and Boston’s regional economy by placing engaged employees in stable jobs. BEST reaches the working poor – particularly immigrants and people of color – and provides them with the opportunity to obtain a quality job and enter the middle class. Hotel partners report that BEST-trained workers bring the critical thinking skills and cultural competency to perform better with decreased turnover, contributing to stronger financial performance. The Aspen Institute’s interview with Alex Pratt, Area Director of Human Resources at Omni Hotels & Resorts, speaks to BEST’s vital role in preparing top talent and enabling operational excellence.
Topic:
Training, Job Creation, Labor Market, and Hospitality
Political Geography:
United States of America and North America

3. Competing on Service: The Case for Good Jobs at the Omni Hotel

Author:
Jenny Weissbourd
Publication Date:
07-2018
Content Type:
Working Paper
Institution:
Aspen Institute
Abstract:
In Boston’s increasingly competitive hotel industry, what does it take to stay on top? The Omni Parker House, America’s longest continuously operating hotel – and proud originator of the Boston cream pie – earns its four-star Trip Advisor rating by investing in its most important asset: its people. The first step is meeting basic employee needs through generous wages and full benefits. But the key to the Omni’s exceptional customer service lies in recruitment, training, and performance management systems that empower frontline staff to make decisions, solve problems, and advance to management roles. The Aspen Institute recently spoke with Alex Pratt, Area Director of Human Resources at Omni Hotels & Resorts, a chain of 53 hotels that includes Boston’s Omni Parker House. Alex brings more than 25 years of experience in hospitality, and has achieved industry-leading retention and high employee satisfaction at the Parker House. Alex is quick to credit partners for the Parker House’s success. He works closely with Local 26, the hospitality worker’s union, and with Boston Education, Skills & Training (BEST) Corp, a model workforce training organization also profiled by the Aspen Institute. BEST provides high road hotels like the Omni with skilled talent. BEST graduates excel in quality jobs where they have the autonomy to shine. In 2021, the Omni will open its second Boston hotel, a 1,054-room property in the Seaport district. One secret to winning the city’s competitive bidding process was a first-of-its kind proposal for an onsite BEST training center where current and prospective employees will develop exceptional hospitality skills. We spoke with Alex to learn more about how the Omni’s innovative people practices and partnerships are delivering winning outcomes for frontline workers, guests, and the hotel’s bottom line.
Topic:
Employment, Job Creation, Labor Market, Hospitality, and Customer Service
Political Geography:
United States of America, North America, Boston, and Massachusetts

4. Chicago’s Fresh Approach to Incumbent Worker Training

Author:
Amanda Newman and Jenny Weissbourd
Publication Date:
11-2018
Content Type:
Working Paper
Institution:
Aspen Institute
Abstract:
In recent years, the United States grocery industry has become increasingly competitive and experienced unprecedented consolidation. In Chicago, 25 stores closed between 2015 and 2017 — bringing the total number of stores down to its lowest number since 2009. Independent, privately owned food retailers rate competition as their highest concern, followed by worries about hiring and retention. In 2017, sales declined for half of the nation’s independent grocers. Pete’s Fresh Market (Pete’s) offers a notable exception. Launched in the early 1970s as a small, full-service produce stand on the South Side of Chicago, today Pete’s has 13 stores in the city and plans to open five more in the next few years. This family-owned grocer recognizes what it takes to succeed in a rapidly changing industry. One key to Pete’s growth strategy is its partnership with Instituto del Progreso Latino (Instituto), a nonprofit organization committed to the fullest development of Latino immigrants and their families through education, training, and employment. Reimagine Retail, an initiative of the Aspen Institute Economic Opportunities Program funded by the Walmart Foundation, explores ways to enhance job quality and improve mobility for the retail workforce. In Chicago, we partner with a collaborative of workforce organizations, including Instituto, that is testing approaches to advance and retain workers in the retail sector. We caught up with Alita Bezanis, director of organizational development at Pete’s, and Yesenia Cervantes, dean of student services and community affairs at Instituto, who were eager to share how the partnership supports growth for Pete’s — and for Pete’s workers.
Topic:
Labor Issues, Employment, Training, and Skilled Labor
Political Geography:
North America, Chicago, Illinois, and United States of America