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• Get the Basics Right
  Fair pay. Fair hours. Living and equal wages. Safe working conditions. Benefits that support stability and quality of life. The right to organize. Pay transparency. Work-life boundaries. Systems that ensure respectful cultures—in person and virtually—free of harassment where all can thrive. Research shows that companies that pay workers well tend to have and or more than companies that don’t. If you’re not sure what to pay, check out the.

  Paying well is good for business. shows that worries about finances can make it difficult to focus at work and even reduce a worker’s cognitive capacity—equal to going without a good night’s sleep. Other have found that when workers aren’t worried about money, they’re more productive and make fewer mistakes.

• Make Schedules Stable
  Many hourly, retail, and service workers, many of whom are women, mothers, and people of color, are often given unpredictable schedules—different numbers of hours every week, different shifts scheduled at different times, and with very short notice. That means workers often have no idea when they’ll be working and how much they’ll earn from week to week, making it difficult to pay bills, arrange child care or plan for their lives.

  The unpredictable schedules are often the result of algorithmic scheduling—companies using technology to attempt to match labor with demand in order to keep labor costs low. But what this now-common practice ignores is that unstable schedules are not only bad for workers and their families but also for business. Companies can see labor costs on their books, but they fail to see the of disillusioned customers who can’t find experienced workers to help them and never make a purchase. Research has also found that stable schedules have not only.

• Cross Train
  Instead of hiring part-time workers and sending them home or laying them off when demand falls off, research by Zeynap Ton, a professor at MIT’s Sloan School of Management and founder of the Good Jobs Institute, has found that companies can offer more stable jobs by cross-training workers to work in different departments to better meet fluctuating demand. For instance,, the grocery store chain, never laid workers off when the pandemic hit, instead it trained workers for new tasks—learning to bake bread or cut seafood or working as a runner to help customers with curbside pickup. Cross training is a way of upskilling workers and offering potential paths to advancement. The key is to have good systems, Ton says. “Simplified work, empowered standardization, giving enough time, which I call operating with slack, and cross-training are all part of a system that enables people to shine and be a lot more productive and contribute higher,” “But you can’t just do one and not the others.”
• Provide Pathways to Advancement from Within
  Offer on-the-job training, development, and opportunities to improve skills to help the upward economic mobility of workers, ensuring they don’t get, as many do now. Surveys show an often wide between employers and essential workers and, in workplaces where workers are treated as expendable, little trust. But treating workers well and providing opportunities to advance from within leads to and, which, in itself can be a huge cost savings.

“In the pandemic, people have talked a lot about essential workers, but we actually treat them as essential jobs. We treat the workers as quite replaceable. So that's the most important thing. Remember that all the people who are working for you are actually people and should be treated as such … My hope is that there'll be a set of companies who say, ‘Wait a minute. We can actually operate in a very different way’—and not just being distributed or remote or out of the office, but actually caring for our people in a different way because the business benefit is—we're going to be more profitable and keep people around longer and be able to attract better people. And the human benefit is the human beings actually are healthier, enjoy what they're doing, which then also benefits the business in the end.” –, co-founder and CEO of, a human resources company, and former vice president of people operations at Google told NPR