In this episode of Work in Progress, my guest is Rachel Korberg, executive director and co-founder of the Families and Workers Fund (FWF), a coalition of now more than 20 philanthropic groups working together to build an equitable economic recovery and create jobs that enable upward mobility.
The Families and Workers Fund was started last year in the early days of the COVID-19 pandemic with the goal of helping ease the financial pain being suffered by low-wage workers—those who lost their jobs and those who had to continue working despite the risk to their health because they needed the money to survive.
“We know that before the pandemic, 40% of people in the United States did not earn enough money to afford the basics of rent, childcare, food. People were already in a very precarious position,” says Korberg.
“And then the layoffs hit hardest among people who were already at the bottom of the labor market. In 2020, nearly half of the lowest paid workers lost their jobs. Those jobs were people who worked in restaurants, people who worked in big box retail, people who worked in hospitality. The effects were really far- and wide-reaching, but they were clustered in people who were already earning the least, who are either in poverty wage jobs or just above it.”
FWF was created to get money into the hands of those who needed it quickly. Korberg—then a program officer at the Ford Foundation—co-founded it with Darren Walker, president of the Ford Foundation and Eric Braverman, CEO of Schmidt Futures, both of whom remain on as co-chairs of the Fund. That initial coalition grew in short order.
“It was really a sleeves rolled up group. We pooled about $10 million over the course of 2020, and rather than do cash transfers directly— which we didn’t think was the right role for us—we supported nearly 30 grassroots groups and worker networks that were already in long-term, authentic, trusting relationships with the hardest hit workers and families. And we supported them in doing cash transfer efforts.
“For some of them, they had already done work like this in the past, but for a lot, this was a new muscle that they were building and it was really exciting. There’s this really virtuous cycle of beyond just the payment. It’s also an opportunity to join up around advocacy, community building, and training opportunities.” And that’s what they’ve done.
Refocusing the Mission
Korberg says that while the Fund started as a rapid response to people in need, the organizers quickly realized that it was an unprecedented opportunity to build a more equitable economy, that is why is still exists, and that is why it has evolved. Rather than being a one-time $10 million emergency response fund, today it’s a $51 million coalition of about 20 diverse philanthropies with the twin goals of funding job pathways that enable economic security and mobility and repairing the unemployment benefits system.
“The confluence of three forces—essential workers, equity, and unprecedented public investment in (job creation)—really come together to create this huge opportunity to reimagine our labor market and economic systems and to go big on ultimately advancing good jobs and delivering a more effective and equitable social safety net,” Korberg tells me.
She says FWF sees two main strategies in advancing good jobs.
“Building ladders into upwardly mobile jobs—and that’s usually a train in place model—and then we see approaches that are more about growing t...
Oct 19, 2021
22 min
In this episode of the Work in Progress podcast, Futuro Health CEO Van Ton-Quinlivan and I discuss the importance of collaboration in solving employers’ problem in finding enough workers while insuring workers find good-paying jobs and careers.
Take health care workers, for instance. The country was already in need of more trained health care workers—including medical technicians, medical billing specialists, dental hygienists, and more—when the pandemic struck and made that demand more urgent. By one estimate, and this is really an astounding number, the state of California will need 500,000 new health care workers by 2024. Again, that is just in California.
The nonprofit Futuro Health is working to fill some of the worker gap in the state through training and certificate programs that brings together all the stakeholders. Collaboration, Ton-Quinlivan who has lead Futuro since it launched in January 2020 says, is the key to success. “One of the misconceptions for many employers is that they have to go at it alone. There’s a lot of other parties that can come together and I call it the three-legged stool.”
“So, instead of trying to do workforce development where you do everything—setting up the education, finding the diverse candidate pool, and then doing the hiring process—there are actually stakeholders out there from the education institutions to community-based organization and public workforce agencies, who are ready to collaborate and to partner with employers to produce a talent pool that is inclusive, that is reliable, and that is quality. And all of that, there’s a formula to growing the talent puddle that you may be facing into a talent pool.”
Futuro Health is itself a collaboration. The venture is a partnership between health care provider Kaiser Permanente and the Service Employees International Union-United Healthcare Workers West (SEIU-UGW). Futuro helps identify in-demand careers in the field through tis work with health care providers, does community outreach to attract applicants, then helps match applicants to short-term, affordable, and flexible programs that will lead to jobs in those careers, Ton-Quinlivan tells me.
“There’s usually two barriers that stand in the way of adults being able to skill up. The first is affordability. And then the second is flexibility. On the second point, flexibility, that’s where it’s really important that the education and instruction is delivered in a format that accommodates adult schedule, because adults have all these commitments of family and jobs. We make sure that the shortlist of education providers pay attention to having adult-friendly education and training.
“And then on the former, which is costs, we have fortunately been able to underwrite tuition for the over 4,000 adult students that have been with us, but it’s still important for adults to have some skin in the game. They pay a $100 registration fee. And there may be some small ancillary fees, for example, if they need to take a background check or take an assessment test, but we have covered their tuition up to this point.”
Ton-Quinlivan says the partner programs are curated to only include programs that will lead to a credential that will put them on the pathway to a good job.
“We’re driving towards a goal of credentialing 3,500 healthcare workers in order to repopulate the frontlines. We are delighted that our average age of our students is 30 with 87% ethnic diversity, 36% bilingual. We continue to be able to bring diverse communities into the workforce to address this big number of 500,
Oct 12, 2021
28 min
It’s Cybersecurity Awareness Month. In this episode of the Work in Progress podcast, Mark Ouellette, program manager for the Cybersecurity Youth Apprenticeship Initiative (CYAI), joins me to talk about a unique learn-and-earn program that is exposing youth adults to opportunities and careers in the cybersecurity workforce.
Even before the coronavirus pandemic, there was a shortage of cybersecurity workers. With the increase in remote work and the increase in cyber attacks such as ransomware that need for workers has grown exponentially. Right now, there are at least 465,000 open cybersecurity jobs in the U.S., according to Cyberseek.org—a joint project of Emsi Burning Glass, CompTIA, and the National Initiative for Cybersecurity Education—which tracks employment in the field. Ouellette says there is a need for experts in the field from entry level upwards in every industry.
“The thing about cybersecurity is that it’s really industry-agnostic. I mean, you’re going to need cybersecurity folks in government, in schools, in banks, in hospitals now,” explains Ouellette. “If you have a problem—something all of a sudden is going haywire and you don’t know why—and you make a phone call and you have your IT help desk. Those are all cybersecurity professionals. But it’s also medical records in the hospital field, making sure that the data that you collect from all these COVID tests is secure and safe so someone doesn’t hack into it and get your data and share it.”
The need is not going away any time soon, so CYAI was created to encourage teens and young adults to enter the field and help fill some of the open roles. It’s a registered apprentice program administered by ICF, a global consulting firm which acts as an intermediary on behalf of the U.S. Department of Labor. CYAI is only in its second year with a relatively small footprint and is open to people aged 16-to-21.
“The employment and training administration within Department of Labor has funded ICF to go in and support or register 900 youth apprentices in IT and cybersecurity by 2024. As of now, we’re about 500 that we’ve been able to place. We work with high schools, community colleges, community-based groups that are saying we see a need for better training. What curriculum is out there? We help them identify curriculum,” he tells me.
“We are a bridge to combine those entities that are interested in providing training. We help them align their training to their local employer needs, we help raise awareness with employers, and then we also fund programs. We actually have money from the Department. It doesn’t cover the entire cost of an apprenticeship, but it does cover some expenses. And so, if you’re a registered apprenticeship, we do give you funds per participant.”
Ouellette says CYAI and ICF raise awareness through “capture the flag” events, so-called ethical hackathons in which young people can show their skills. “We encourage employers to come see what they’re doing, see how qualified these individuals are, and that really is a match. You see light bulbs going off with employers all the time. ‘Wow, that person has that skill? How do I get them on my team?'”
Employers range from small entrepreneurs to big companies such as IBM and Google. Depending on the part of the country and the size of the business,
Oct 5, 2021
18 min
Expanding incumbent training and diversity in manufacturing could solve the unmet demand for workers
It’s national Manufacturing Week and Friday is national Manufacturing Day.
Manufacturing continues to be one of the top five employers in the country, according to the U.S. Census Bureau. But, like all industries, the skills that employers want are changing. In this episode of the Work in Progress podcast, I’m joined by Andrew Stettner, a senior fellow at The Century Foundation, for a look at the unmet demand for skilled workers in the industry and his thoughts on what can be done to fill open jobs.
One solution, he says, is taking a closer look at the current workforce and help them gain the new skills they need.
“Many of the types of work we’re talking about here—varying types of deeply skilled work that was being done by hand in the past—may be now automated in the future. Some of those underlying skills are very valuable, but people are going to have to have a new set of skills. Digital literacy is going to be important in nearly all jobs in our economy. And it’s not ubiquitous among the current U.S population. Understanding the problem is the first step, and knowing that we have to get that training out in a much broader basis.”
“We’ve seen that major shifts in technology over the last several decades, under the broader rubric of automation, is not the thing that we have generally responded to as a society,” Stettner says as he explains that businesses need to be more involved in meeting their own hiring needs.
“We’re moving in that direction, and you certainly have seen in more cases large employers also being engaged in this, engaging in training their incumbent workforce. We think a lot more needs to be done there. We really need companies to look at their own talent and say, ‘Okay, this person knows the company. They know how to work here. They know us. Let’s go ahead and give them those additional digital skills,’ for example.”
Stettner points out that an increasing share of jobs in manufacturing require workers to use a touch screen and using computers to insure quality control of the parts moving through the line. And while you don’t need a college degree, he adds that more and more of the jobs are requiring training beyond high school.
“In terms of the breakdown, it used to be that 80% of people working in manufacturing, their greatest education was a high school degree. That is down to 40% of people in manufacturing. The others at least have some post-secondary credential. There are entry pathways for those workers that have a high school degree and then some short-term training or a post-secondary credential, so it still is that on-ramp type of sector that you can get at and there is some areas for mobility.”
Stettner says U.S. manufacturers are going to need an estimated two million workers over the next decade and an aging workforce is part of the problem, especially as Baby Boomers reach retirement age. “(Businesses) have to recruit a new generation of workers. If these talent issues aren’t resolved, U.S. manufacturing is not going to be able to be competitive on a global basis, and it will shrink over time. America will always be the one (country) that’s advanced technologies, whether it be at MIT or in private industry. The question is,
Sep 28, 2021
15 min
In this episode of Work in Progress, Joe Fuller, Harvard Business School (HBS) professor and co-chair of the school’s Managing the Future of Work project joins me in a discussion about the widening labor shortage and some ideas about how business leaders can improve their hiring practices to uncover untapped talent pools. That’s the focus of a new report from HBS and Accenture, Hidden Workers.
“Companies are increasingly desperate for workers. As they continue to struggle to find people with the skills they need, their competitiveness and growth prospects are put at risk,” states the report. “At the same time, an enormous and growing group of people are unemployed or underemployed, eager to get a job or increase their working hours.”
The numbers back up that analysis: there are 10.9 million open jobs and 8.4 million people out of work and looking for a job, according to the U.S. Bureau of Labor Statistics. According to the report, co-authored by Fuller, the workers remain “hidden” from employers because of the way businesses go about looking for talent to fill those open jobs.
“We framed the phrase ‘hidden worker’ because the processes that companies use, and the way they implement them, have the effect of screening out a large number of people from any kind of active consideration for a position. So they’re hidden from the process,” Fuller explains.
The report estimates that there are more than 27 million hidden workers in the U.S. According to the report, “Our analysis indicates many such workers want to work and are actively seeking work. They experience distress and discouragement when their regular efforts to seek employment consistently fail due to hiring processes that focus on what they don’t have (such as credentials) rather than the value they can bring (such as capabilities).”
One of the main reasons for this mismatch, Fuller says, is the use of AI-powered applicant tracking systems, or ATS, which 99% of the nation’s largest companies use to assess job applicants. “In those software tools, there are a number of variables that an employer can set to both filter-in candidates, keep this person in the pool, exclude this person from pool, and to rank them.”
“A common filter is, does this person have a college degree? No, exclude, yes, continue. Another one is, does this person admit to having a felony conviction. A more subtle one is that almost 50% of U.S. employers will use what’s called a continuity of employment filter that says if someone has a gap on their resume of more than six months, exclude.”
The result, says Fuller, is that these filters “aggregate in a way that causes a large number of people who might actually be 80%, 90% of the way home to being qualified, to fall out of the candidate pool, having never been assessed by a human being. They’re just being assessed by the AI system.”
This filtering process is just one of the hiring screening practices that Fuller and the report cite in the creation of hidden workers. The report also includes recommendations on steps companies can take to include hidden workers, and in doing so, create a “new and valuable pipeline of talent.”
Learn more by listening to the podcast here. You can also find the episode wherever you get your podcasts. And you can read the entire report from Harvard Business School and Accenture <a href="https://workingnation.com/wp-content/uploads/2021/09/HIdden-Workers-1.
Sep 14, 2021
24 min
In this episode of Work in Progress, I’m joined by Daniel Ferguson, the director of workforce development at the Los Angeles Cleantech Incubator (LACI), a nonprofit organization that incubates promising cleantech startups in underserved communities and then helps to develop the local L.A. green jobs workforce through training and internships.
“There are two working definitions for green jobs. One is an actual company that has sustainable practices to be able to create a green product, and then the other, of course, is just an actual company that has a green product to be able to help to reduce greenhouse emissions and pollution,” explains Ferguson.
LACI focuses on startups working on clean energy; smart, sustainable cities; and zero emissions transportation. The ultimate mission is to bring more green jobs to workers and communities that haven’t always had representation in the tech industry. Ferguson says its important that for the cleantech industry to realize there are hidden treasures within local BIPOC communities that can help these companies grown.
“Giving startups exposure to our talent pipeline and seeing how well they can actually develop an idea and be able to work for an organization is really helping to change that narrative. Diversity, equity, and inclusion is very important to us. The purpose of our workforce development program is to provide individuals from underrepresented communities with experiential training and industry recognized credentials to get them into the green workforce.”
Career Exploration, Boot Camps, Credentials, and Internships
LACI recruits from local community based organizations, local work source centers, community colleges and universities, and word of mouth. Once someone signs up for the workforce development program, they spend the day learning about green job opportunities.
“Clean tech, for some, it’s attractive, and for others, it’s this interesting concept that some folks might not be aware of. We believe that introducing them to clean technology is important. Throughout the career expiration day, we’re providing individuals with the opportunity to learn about clean tech, also understand career pathways and introduce them to our LACI ecosystem and our startups. We believe that exposure is key,” Ferguson tells me in the podcast.
“The ultimate goal is not only helping them to realize some of the career opportunities that can come out of participating in our workforce development program, but also some of the other opportunities to become an actual founder and to have your own cleantech idea and help them to see how realistic it could be for them to become a founder and provide solutions in their local community as well,” he adds.
The career day is followed by a technical boot camp. “That is what I call the nuts and bolts of our actual program, where individuals learn from industry practitioners that are experts in the actual area in which we’re training. This technical boot camp can range from two weeks, all the way up to eight or 10 weeks. It just depends on the particular theme that we’re focusing on for the respective cohort.
“They then go into an internship program with our local startups, our partner organizations, where they get three months of hands-on experience to really apply all the things that they’ve learned throughout the technical boot camp. They also receive a stipend to be able to help them with living expenses as they go through the three-month internship.
“Technically, it’s part-time. We do encourage our participants to take advantage of 20 hours a week. That way, there’s a work and life balance so that they get the experience or training that they need in hopes that once they comple...
Sep 7, 2021
21 min
In this episode of the Work in Progress podcast, Johnny C. Taylor, Jr., president and CEO of the Society for Human Resource Management—better known as SHRM—sits down with me at the ASU+GSV Summit 2021 to discuss upheaval in the workforce, the questions hiring managers and employers want answered now, and the issue that makes him want to climb onto his soap box.
An Unprecedented Period of Adjustment
“We’re in the middle of a level of transition that we’ve never seen in such a short period of time in the workforce. There’s a paradigm shift from the resume and the degree being a proxy for smart and capable and having the skills, to a different world where maybe (qualification for a job) doesn’t show up in a bachelor’s degree or a person with a graduate education, it just shows up.
“Hiring managers are trying to keep up with it, and it’s tough. That’s the only way I can describe it.” Taylor says hiring managers are relying heavily on feedback from the people who are actually interviewing for a job.
“I want to know who’s showing up (and) how are they describing themselves and their skills and qualities and characteristics. I don’t mean to dance around it, but it is really difficult. I’ve been at this work now 25 years in human resources, and let me tell you, even I’m a little flummoxed at times.”
Tell Me Your Story
According to Taylor, that means hiring managers now want job seekers to not only describe your technical competency, they want you tell them who you are, what you’ve done, and what kind of results you’ve gotten in the workplace. And you can’t get all this simply from a resume, he adds.
“The most important thing you’ve got to do is to become a storyteller, even if you’re not great at it. Think about it. We don’t allow people to say to us, ‘I’m not good at this, so trust me.’ You’ve got to get good at it,” says Taylor.
“(You’ve) got to be able to convince me that, ‘I’m agile, I’m flexible. I’m a lifelong learner.’ Anyone can put those three words, those phrases on a resume, but if you give me a story, you tell me how you’re agile, you tell me how you have been flexible, give me examples at its core, storytelling is going to get you the job.”
Taylor acknowledges that it could be difficult for some people to become a storyteller, but he emphasizes that in this new work environment it is crucial.
“They’ve got to commit themselves to it. I wish I could tell you there’s a magic way to do it, but long gone are the days when a degree that you got 20 years ago matters to us. It doesn’t. Because the world changes too much in a 20 year period. Heck, it changes a lot in a five year period. So more and more, you’ve got to be able to evidence that you can change with the times, because the one thing we know that’s constant is change.”
Ageism in the Workplace
This brings us to the question of the midcareer worker who might have lost their job and are now trying to find their way back into the workforce.
“We openly discriminate against people in the workplace based on age,” states Taylor. “It drives me nuts. It is personally—when I get on my soap box—it’s that point.”
“Ageism in the workplace is one of the biggest, most tragic forms of discrimination in the workplace. We have to address that head on and sensitize people to the fact that—if you keep waking up—one day you too will be 50, and therefore you have to, 25-year-old, understand that this is in your best interest to cha...
Aug 31, 2021
16 min
In this episode of the Work in Progress podcast, Diana Caba, assistant vice president for policy and community engagement for the Hispanic Federation joins me to discuss the digital skills gap in the Latino community and what is being done to close that gap.
“The dire need for digital skills is a longstanding issue for communities of color in general. And before the pandemic, the digital divide has been especially detrimental to the economic prospects of Latinos of all ages,” says Caba.
“The Latino workforce is growing exponentially,” she adds, “(and) a lot of those workers are lacking critical digital skills to be able to work, to be able to progress in their careers, to be able to increase their financial security.”
Latinos are 14% of today’s workforce and will account for as many as seven out of 10 workers entering the workforce by 2025, but they also currently represent 35% of workers without digital skills and 20% of those with limited digital skills, according to the National Skills Coalition.
This disconnect means that Latino workers without in-demand digital skills will have fewer opportunities to compete for the best-paying jobs.
“This stems from a variety of different issues from K-12 education and access to opportunities. There’s so much to be said in regards to that, but I think that we can all agree that the devastation the pandemic has caused has shed light on these deep-rooted inequities, but has also offered the opportunity to see that digital access is no longer a luxury.”
To address the digital skills gap, a few years ago the Hispanic Federation created the Latino Digital Accelerator initiative, which enhances and expands the digital workforce activities of Latino-led and Latino-serving nonprofit organizations across the nation.
“The intention of the Digital Accelerator is to be able to support Latino-serving organizations that are doing the work, that are in the community with the resources and expertise for them to grow their digital skilling initiatives, that in turn will prepare Latinos for the workforce of today and tomorrow, and the idea of creating a coalition of organizations working in this area to then further inform other groups that want to do this in their communities,” Caba explains on the podcast.
The Hispanic Federation is currently working with 24 community-based organizations (CBOs) in 10 states and in Puerto Rico. “We have provided them with seed funding to either start a digital skilling program or enhance their digital skilling programs that they currently have, again, through the workforce training work that they do.
“In additional to the capital, we have developed a basic digital skilling and job preparedness curriculum, which was created also with input from the CBOs that we’re working with and also additional research and also combining that with free tools that can be incorporated. It’s part of our essential services that we provide to the organizations that we provide capacity building for.”
As Caba explains, “We are very fortunate to receive the support of Google.org and also continue to work with other entities interested in digital skilling for Latinos. The long-term vision for the Digital Accelerator, of course, is to establish a pipeline that leads to well-paying jobs.”
“The future belongs to those who are connected.”
You can learn more about the Digital Accelerator and the work the Hispanic Federation is doing to close the digital skills gap by downloading the podcast here, or wherever you get your podcasts.
Aug 24, 2021
18 min
In this episode of the Work in Progress podcast, I am joined by Kelcey Reed, the new chief technology officer for the nonprofit Opportunity@Work.
Opportunity@Work’s mission is to rewire the U.S. labor market so that individuals Skilled Through Alternative Routes—workers and job seekers they call STARs—can work, learn, and earn to their full potential.
“You shouldn’t have to have a college degree to acquire a good-paying job. You should have the acumen to gain skills and utilize those skills to your fullest potential,” explains Reed.
“I don’t want to ever tell anyone college isn’t important, but college isn’t for everyone. We have to remember that—we see the numbers—70-plus million folks out there do not finish a four-year degree.”
In the podcast, Reed and discuss how these STARs who don’t go to a four-year school obtain their skills. “They go into military service, just like I did. They go into community colleges and do two years. You got that working mom that is trying to put food on her kid’s table, and she’s a single mother that can’t.”
“Should I penalize you because you don’t have a college diploma, you shouldn’t come work?” he asks. “No, we shouldn’t do that. We should really find ways to reward them for trying to get the skills that they need in order to be competent in their job and proficient in their job, right? That is key.”
To that end, in his role as Chief Technology Officer, Reed will oversee and expand the organization’s Stellarworx hiring platform which highlights and matches a job seeker’s skills to employers with open jobs.
“Stellarworx actually levels the playing field for STARs who otherwise are overlooked in recruiting channels that cater to college graduates—and are dominated by employers who rely specifically on pedigree as a proxy for skill—by allowing them to showcase the skills they have for a job,” he explains.
Reed’s passion to help STARs find a pathway to a good job comes from his own life experiences. “I didn’t have all of the resources to go into college, so I decided to go into the military where I could actually get money to go to college later, so I basically was postponing college.”
“When I went in the military, my job was fire direction control for artillery. It is a computer operations/computer programming type of role in which I learned a lot of skills in how to program computers, how to plot on a map, how to read a map.”
After eight years in the military, Reed says he “hit a brick wall. A lot of employers look for you to have a four-year degree before they let you come in and get higher-paying jobs like a management type of job. Although I was managing troops, the employers was not looking at my military experience or the skills that I gained in the military.”
Reed was able to find employers who valued the skills he learned in the military and later in the civilian workforce. He doesn’t want it to be as hard for others as it was for him.
“People shouldn’t be faced with the same challenges that I was faced with, especially if you’ve gained real hard skills that can translate for you to be very productive inside of an organization. That’s what we need today.”
You can listen to more of Reed’s personal journey and his plans for the @Opportunity@Work’s Stellarworx platform here, or download the episode wherever you get your podcasts.
Episode 197: Kelcey Reed, chief technology officer, Opportunity@Work
Aug 17, 2021
14 min
WorkingNation is in San Diego this week for the 12th annual ASU+GSV Summit, the big three-day convening focused on innovations in education and technology, and their impact on the way we acquire knowledge and skills. My guest on this episode of the Work in Progress podcast is Deborah Quazzo, managing partner of GSV Ventures and the co-founder of ASU+GSV, a collaboration between GSV and Arizona State University (ASU).
The way we prepare for our future—the way we learn—has changed just as much as the way we work and the skills we need for a good job. As we’ve seen over the past 18 months, the adoption of education technology has accelerated as we’ve had to address the impact of the pandemic on our lives.
“We really are here. It is truly the dawn of digital learning,” Quazzo tells me in the podcast. “There has been a transformational change in the acceptance of digital learning and scaling solutions that has the opportunity to really make a difference in the lives of millions of people in ways that just had not happened here before, and the attraction of capital into the space is going to drive more and more innovation.”
The three days of conversation touch on all stages of learning, from “pre-K to gray”, as Quazzo describes it. Given the impact of the pandemic on the workforce, many of those discussions zero in on how this ed-tech innovation can help close the skills gap.
“It’s really about what can this means for the transformation at scale for working adults who desperately need it, who probably even more desperately need it coming out of COVID.
“We can finally really look where the puck is going and chase it. While it’s hard not to talk about what we’ve just been through, we’re trying to keep a focus on staying on the balls of our feet. How do we take advantage of this? How do we transform things? And how do we use the crisis to transform workforce learning, to transform reskilling, upskilling, higher education, and K-12 education. We’re trying to push the conversation that way.
“What we really hope is that people walk away feeling like the world really did change, and that learning has really become a centrally important cultural and economic sector and learning is just a critical economic sector for the world.”
You can listen to this Work in Progress podcast with Deborah Quazzo here, or download it wherever you get your podcasts.
Check out what WorkingNation is up to at the ASU+GSV Summit this year.
Episode 196: Deborah Quazzo, ASU+GSV Summit co-founder, GSV Ventures Managing Partner
Host and Executive Producer: Ramona Schindelheim, editor-in-chief, WorkingNation
Producer: Larry Buhl
Executive Producers: Joan Lynch, Melissa Panzer
Music: Composed by Lee Rosevere and licensed under CC by 4.0.
Download the transcript for this podcast here.
You can check out all the other podcasts at this link: Work in Progress podcasts
Aug 10, 2021
18 min
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