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1. 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

2. 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

3. Preferences on Redistribution in Fragmented Labor Markets in Latin America and the Caribbean

Author:
Sarah Berens
Publication Date:
12-2015
Content Type:
Journal Article
Institution:
German Institute of Global and Area Studies
Abstract:
This study investigates the extent to which labor market duali- zation polarizes preferences on redistribution between formal and in- formal sector workers in Latin America and the Caribbean. Differences in welfare state costs and benefits for these labor market groups are likely to fuel diverging incentives regarding welfare consumption. The article tests whether or not informal workers are driven mainly by eco- nomic self-interest to increase gains from public welfare goods. The study employed a hierarchical model on pooled survey data from the Latin American Public Opinion Project (LAPOP) 2008 and 2010 to analyze the risk exposure of formal and informal workers and, subse- quently, their preferences on redistribution. The analysis reveals that while economic self-interest is an influential factor for formal workers, it is (unexpectedly) much less so for informal workers. Also, an increased economically insecure environment, reflected by high unemployment rates, does not motivate informal workers to an exceptional degree to turn towards the state for redistribution, despite greater exposure to economic risk. Labor market dualization does not translate into polariza- tion at the individual level regarding redistributive preferences in Latin America and the Caribbean.
Topic:
Inequality, Welfare, Labor Market, and Redistribution
Political Geography:
South America, Latin America, Caribbean, and North America