Use Cases

Scenario 1: Healthcare career pathways

The workforce board decides to procure healthcare sector pathway development and placement services from BIPOC-focused community organizations and create higher quality jobs for CBO staff. The board is crafting a procurement process that is intended to engage a wider set of organizations, provide deeper technical assistance and implement the board’s new living wage requirements.

Sample Metrics

Output Metrics

• # of diverse organizations that responded

• # of hours of technical assistance provided to BIPOC organizations

• Pre-procurement understanding of job quality concepts, as demonstrated by qualitative survey/interview/focus group results from potential RFP respondents

Outcome Metrics

• % change in wage as a result of living wage requirement

• # or % of awardee staff with increased job quality (e.g., access to benefits or to learning pathway) as a result of procurement

• % change in participation of diverse organizations from prior procurements

• Shifts made in procurement process (e.g., timelines, inclusion of training)

• % increase in awareness of job quality concepts (e.g., technical assistance provided, post-submission survey/interview)

Scenario 2: Inclusive infrastructure spending

The city is investing in the improvement of road infrastructure. City leadership needs to address infrastructure issues quickly, but also sees this work as an opportunity to simultaneously improve job quality. City staff highlight that many infrastructure workers are often BIPOC individuals with temporary or shift schedules and are interested in using the procurement to encourage more stable scheduling. The city decides to award priority points to BIPOC-led organizations and to organizations that demonstrate they have stable scheduling policies and practices.

Sample Metrics

Output Metrics

• # of diverse organizations that participated

• # of days of advanced schedule notification

• # or % of full-time vs part-time staff

• Variance in success outcomes (e.g., time to hire, wages) for individuals with stable schedules

Outcome Metrics

• % change in participation of diverse organizations from prior procurements

• % change of individuals at infrastructure organizations with a flexible work schedule by demographics

• % or # change in productivity

• Schedule-related employee satisfaction trends by role or function and demographics

Scenario 1: Worker ownership

A dry cleaner wants to provide additional avenues for workers to feel empowered in decision making and is exploring the possibility of a transition to employee ownership. The business owner is working with Project Equity to determine the feasibility and confirm potential legal structures (e.g., co-op, ESOP).

Sample Metrics

Output Metrics

• % of company stock owned by employee stock ownership plan

• Size of company contribution to employee stock ownership plan

• Employee stock ownership plan voting rights

• Participation rates in co-op leadership roles

Outcome Metrics

• % or amount of profit transitioned to employed individuals post employee-ownership transition

• Grievance/complaint severity and frequency trends pre/post transition

• Change in trends of hours and earnings pre/post transition

• Change in stock return trends over time, pre/post transition

Scenario 2: Worker standards board

The city wants to create a formal mechanism for workers to share their perspectives and inform upcoming infrastructure investments and decides to create a worker standards board, with the specific aim of tackling occupational segregation in construction jobs.

Sample Metrics

Output Metrics

• # of individuals, and demographic makeup, on the standards board

• # of policies the board reviews over a period of time

• # and type of feedback board provides to the city

• # of underrepresented individuals in leadership roles within the occupations

Outcome Metrics

• % increase of BIPOC workers represented in new construction jobs post implementation of board

• % change in salaries paid to underrepresented groups in target occupations

• % change in # of underrepresented individuals in leadership roles in target occupations

• # or % reduction in wage gaps in target occupations

• Additional $ allocated to training pathways for underrepresented groups in target occupations

Scenario 1: Exit interviews to increase worker retention

An employer is struggling to recruit and retain a diverse set of talent. The quality of the organization’s work, along with its ability to launch new projects, is being impacted. Leadership has heard from exit interviews that salary and lack of childcare are key complaints and proposes aligning salaries with the market and providing child care.

Sample Metrics

Output Metrics

• # of employees requiring child care benefits over the last 12 months

• # of days off used for caregiving

• Availability and use of benefits, by type and any variance of plans by level/role

• Use of child care benefits or subsidies available through government or other local programs, based on survey input

• % of benefit cost paid by employer vs employee (premiums + deductible)

• Mean # of days of paid annual leave given to employees

Outcome Metrics

• Changes in salary, retention and progression by race and gender pre/post implementation

• Changes in % of average frontline staff salary required for basic needs pre/post implementation

• Changes in rates of participation in childcare program post subsidy

Scenario 2: Training and development

The county anticipates a large number of retirements and is troubled by the lack of diverse individuals in senior positions. The county wants to create a formal training and development program to help diverse workers advance into senior roles.

Sample Metrics

Output Metrics

• # of employees, by level and demographics

• # of average applications for promotion by demographics

• Ratio of advancement for diverse candidates vs white candidates

• # of mentors assigned and available by demographics and level

• # of trainings completed by demographics and level

Outcome Metrics

• Mentoring feedback from participants

• Trends in HR reports/complaints related to advancement and support

• Improvements in learning and development-related employee satisfaction trends by role and demographics

• Tracking trends and alignment in responses to questions such as (1) what does success look like for you in your role? (2) what does success look like for the team/department? (3) what does success look like for the organization?

Scenario 1: Living wage policy

The city rolled out a new living wage policy effective for all city employees and contractors receiving city funds. The policy outlines specific increases in pay rates with the goal of increasing economic mobility for all.

Sample Metrics

Output Metrics

• % or # of city contracts where wage increases are currently in effect

• % of city employees and contractors above the poverty line for family of four

• % of city $ impacted by this policy

Outcome Metrics

• # of individuals (or % change) in living wage jobs as a result of the policy

• Shifts in pay gaps between subpopulation groups

• % change in entry level/front line workers on public assistance pre/post implementation

• Change in % of income of entry level/front line workers required to meet basic needs pre/post implementation

Scenario 2: Performance targets for living wages

The workforce board is committed to increasing the economic mobility of participants. In reviewing its own work, the board finds that not all programs are leading to a living wage job and decides to implement living wage performance targets for its adult programs.

Sample Metrics

Output Metrics

• # or % of participants placed in living wage jobs

• # or % of employer partners providing living wages

• Average gap between earnings and living wage, by demographics

Outcome Metrics

• Increased awareness of job quality among employer partners

• % change in wages pre/post policy implementation

• # or % of employers that alter wages for existing jobs post implementation

• # or % of employers who request assistance in improving their jobs pre/post implementation

Scenario 1: Educating compliant businesses

The county has identified manufacturing as a priority sector due to growth, but its strategic enforcement efforts found multiple labor violations at key manufacturing employers. The workforce board uses the county’s enforcement findings to inform prioritization of wage subsidies for compliant businesses.

Sample Metrics

Output Metrics

• % of subsidy funding prioritized to manufacturing businesses in compliance

• # of education events for incumbent workers in manufacturing and job seekers considering manufacturing positions

• # of businesses attending education events focused on common non-compliance areas

• $ allocated to businesses proactively working to address compliance gaps

Outcome Metrics

• % increase in compliant businesses

• Shifts in $ or % of training budget directed to compliant businesses

• Trends in responses to worker survey and focus group meeting on violations, resources and support available

Scenario 2: City-wide business education

Many businesses struggle to keep pace with changing regulations and have limited resources to focus on compliance. The city has decided to launch an education series to raise business awareness and is coupling this with small business process improvement grants to address compliance issues.

Sample Metrics

Output Metrics

• # of small and midsize businesses in a particular sector/industry of interest

• # of businesses that attend education sessions on key regulations

• $ allocated to business process improvement grants

Outcome Metrics

• Change in # or % of compliance/non compliance as a result of education

• Shifts in business awareness of key regulation changes

• Changes in satisfaction with city services as a result of education and grants

• Increase in sense of commitment to worker safety and rights

Scenario 1: Pay scale and bonus structures

Exit interviews consistently note that pay is a key factor in why individuals decide to leave the company. Company leadership has decided to implement a new pay scale and bonus structure. The company wants to understand if the changes are making a difference in order to determine what other steps might be needed to address retention.

Sample Metrics

Output Metrics

• % of workers’ earnings required for basic needs

• Average wage compared to industry (percentile for industry/occupation)

• Pay gap between subpopulation groups (e.g., women vs men)

• % of employed individuals working more than one job

Outcome Metrics

• Earnings-related employee satisfaction trends by role or function and demographics

• Change in retention rate by demographics, pre/post implementation

Scenario 2: Equitable sector strategies through wage standards

The workforce board has identified advanced manufacturing as a priority sector and wants to increase the number of BIPOC individuals in family sustaining jobs. The board has adopted the MIT living wage standard and wants to understand what the current gap is between actual earnings and living wage to assess the impact of its programming.

Sample Metrics

Output Metrics

• Hourly rate/salary vs living wage for local area, variance by demographics (before change)

• % of employed individuals with pay below living wage, by demographics

Outcome Metrics

• Increase in earnings as a result of intervention at a point in time and over a period, by role and demographics

• Increased % of board’s training $ allocated to placements with living wages

• Increased % or # of individuals or organizations educated about living wage

Scenario 1: Benefits as recruitment and retention tools

A midsized home health organization has growing demand for its services but struggles to attract workers, despite offering competitive wages. Prospective recruits indicate that affordable healthcare is a big concern. Healthcare is expensive, and the organization wants to understand whether benefit changes will pay off.

Sample Metrics

Output Metrics

• Availability of benefits, by type (e.g., sick leave, health insurance) and variance of plans by level

• % of benefit cost covered by employer vs employee (premiums + deductible)

• % of employees using benefits, by benefit, role and demographics

Outcome Metrics

• Changes in cost ratio of benefits to salary, pre/post intervention

• Change in productivity and retention rate, by demographics, pre/post implementation

• Benefits-related employee satisfaction trends, by role and demographics

Scenario 2: Benefit pooling pilot

The workforce development board is funding a group of small businesses to explore how to make pooled benefits more accessible to companies and individuals. The businesses want to identify ways to measure the impact of the benefits on their respective companies.

Sample Metrics

Output Metrics

• % of employed individuals eligible for insurance, by role and demographics

• % of employed individuals using benefits, by benefit, role and demographics

• % or amount of earnings allocated to benefits

Outcome Metrics

• Change in benefits cost per employee

• Change in attraction, productivity and retention rate by demographics, pre/post implementation

• Benefits-related employee satisfaction trends by role and demographics

Scenario 1: Stable scheduling

Tourism related businesses, particularly hotels, casinos, retail and restaurants, are struggling to recruit and retain talent. Workers frequently express frustration with the short notice of and frequent changes in schedules. A group of hotels has decided to pilot a stable scheduling approach.

Sample Metrics

Output Metrics

• Average # of days/weeks in advance employees are informed of schedules

• % deviation between actual and planned hours per week

• % of employees working: <10 hours, 10-20 hours, 20-30 hours, 30-40 hours, >40 hours per week

Outcome Metrics

• Changes in demographic gaps in access to flexible, stable, fair schedules

• Change in # of individuals with stable and fair schedules as a result of pilot

• Change in productivity and retention rate, by demographics, pre/post implementation

Scenario 2: Sector partnerships

As part of their commitment to good jobs, the city recently passed a new scheduling ordinance and wishes to increase worker knowledge and employer compliance with the ordinance. The city plans to use existing sector partnerships to deliver training and respond to questions.

Sample Metrics

Output Metrics

• Average # of days/weeks of advanced schedule notification

• % deviation between actual and planned hours per week

• % of employed individuals working: <10 hours, 10-20 hours, 20-30 hours, 30-40 hours, >40 hours per week

• Mean weekly hours usually worked per employed individual

• Minimum guaranteed hours for part-timers

Outcome Metrics

• Changes in demographic gaps in access to flexible, stable, fair schedules

• Increased # of individuals with stable and fair schedules as a result of pilot

• Change in productivity and retention rate, by demographics, pre/post implementation

Scenario 1: Increased safety for worker retention

A retail employer has heard from employees that they do not feel safe at work due to rising crime and potential exposure to disease. The retailer is considering closing locations because of staff shortages. The retailer wants to understand the impact additional security measures might have on retention and what else may be needed.

Sample Metrics

Output Metrics

• Rate of fatal and nonfatal occupational injuries for employees, by role, demographics and trends

• Grievance/complaint severity and frequency trends related to physical safety

• Employee assistance program (or related support) usage rates

• Security training participation rates

Outcome Metrics

• Safety and security related employee satisfaction trends, by role and demographics

• Change in productivity and retention rate, by demographics, pre/post implementation

Scenario 2: Manager trainings

The workforce board has received frequent requests for DEIA, anti-harassment and unconscious bias training from the small business community. Frontline managers currently have little, if any preparation, and feel ill-equipped to support their staff. The board has identified a contractor to deliver the training at a nominal fee to the business community.

Sample Metrics

Output Metrics

• Existence of anti-discrimination, harassment and profiling policies as well as frequency of training

• Grievance/complaint severity and frequency trends related to mental/emotional safety

• Training participation and completion rates

Outcome Metrics

• Changes in % of leave requests related to mental or emotional health, if tracked

• Reductions in # of persons who have been victims of physical, psychological or sexual violence in relation to their employment, by role, demographics and trends

• Increase in % of workers that persist beyond one year in the company, by role and demographics

• Employee satisfaction trends, by role and demographics

Scenario 1: Employee ownership

A business owner wants to retire, but does not want to sell the business to an out of state organization. Internal staff have been requesting a greater role in determining the future of the business. The business owner also wants to diversify the leadership team to better tap into market opportunities. The owner hears about an employee ownership model and is exploring it as a transition model that could meet both needs.

Sample Metrics

Output Metrics

• % of company stock owned by employee stock ownership plan

• Size of company contribution to employee stock ownership plan

• Employee stock ownership plan voting rights

• Participation rates in co-op leadership roles

Outcome Metrics

• % or $ of wealth/profit transitioned to employees post- employee ownership transition

• Grievance/complaint severity and frequency trends before and after employee ownership transition

• Trends in hours and earnings pre/post transition

Scenario 2: Worker engagement pilot

Workforce business services staff have noticed that many of their clients need help with employee engagement. Businesses share that they value their workers but are not sure how to embed this into their work. Recent Glassdoor reviews from a number of employees indicate that their workers feel disenfranchised and undervalued. The workforce board develops an engagement pilot with a set of midsized businesses to test employee engagement techniques and deliver leadership training.

Sample Metrics

Output Metrics

• Frontline employee turnover

• First-year or 90-day turnover %

• Cost of turnover annually

• Absenteeism/callouts by role

• Participation rate in business resource groups or forums

• Rate of successful training completion

Outcome Metrics

• Cost savings from frontline employee ideas/efficient practices implemented

• Changes in employee productivity rate, based on role (e.g., time to complete tasks, revenue generated, customer satisfaction increased)

• Increase in % of workers that persist beyond one year in the company, by role and demographics

• Employee satisfaction trends, by role and demographics

Scenario 1: Understanding worker populations

A large manufacturing company has begun hiring from the immigrant population in the area. Many of the immigrant hires feel that their skills are under used, don’t understand the goals of the company or how decisions are made, and are unsure of common business culture practices. As a result, turnover is high, costing the company valuable time and money.

Sample Metrics

Output Metrics

• Results of mapping of existing skill sets against skill matrices

• Frequency or # of recognitions or rewards for skill attainment annually

• Trends from assessment tools that measure skills and abilities

• % of employees who have a good relationship with their supervisors

• Gauge of employee understanding of organization’s purpose, goals and values through survey or focus group

• Employee’s feedback on organization’s purpose goals and values through survey or focus group

Outcome Metrics

• Changes in trends and alignment in responses to questions such as (1) what does success look like for you in your role? (2) what does success look like for the team/department? (3) what does success look like for the company?

• % change in individual’s sense that work matters as indicated by a variety of factors such as developing and becoming self, expressing full potential, and unity with others

Scenario 2: Career pathways

The workforce board has created a specific pathway for justice-involved individuals to move into technology careers. The pathway includes technical training and job readiness skills. The workforce board wants to build training on workplace culture into the pathway to increase the success of participants.

Sample Metrics

Output Metrics

• Mapping of existing skill sets against skill matrices

• Trends from assessment tools that measure skills and abilities

• Gauge of employee understanding of organization’s purpose, goals and values through survey or focus group

• Employee’s feedback on organization’s purpose, goals and values through survey or focus group

Outcome Metrics

• Increase or # of individuals with understanding of environment and culture

• Changes in employee productivity rate, based on role (e.g., time to complete tasks, revenue generated, customer satisfaction increased)

• Increase in % of workers that persist beyond one year in the company, by role and demographics

• Employee satisfaction trends, by role and demographic

Scenario 1: Small business recruitment

A family-owned plumbing company has started to recruit younger workers. The founder currently does plumbing jobs and has little time to spend onboarding new staff. He wants new hires to be successful but also isn’t sure how to communicate the purpose and meaning of the work in ways that resonate with younger workers.

Sample Metrics

Output Metrics

• Existence of onboarding program that incorporates information on company impact

• # of one-on-one discussions with employees about purpose and meaning, by demographics

• # or % of employees assigned mentors, by demographics

• Existence of documentation and formal feedback loops

Outcome Metrics

• Increase or # of individuals with understanding of purpose and meaning as a result of intervention

• % change in individual’s sense that work matters as indicated by a variety of factors such as developing and becoming self, expressing full potential, and unity with others

Scenario 2: Messaging to workers

The workforce board has received feedback from many participants that the available jobs are focused on profit over impact. Job seekers want opportunities to live their purpose and work for organizations that advance social causes as a meaningful part of how they operate. The economic development agency has contracted with a local PR firm to assist midsize businesses in better telling their stories in order to attract workers.

Sample Metrics

Output Metrics

• # of views/downloads of content, by medium and viewer demographic

• Worker perspective on the company through online sources or survey

Outcome Metrics

• Changes in worker perception of company, pre/ post survey

• Increase in applications/interviews for open positions post intervention

Scenario 1: Advancement pathways

Increasing retirement rates in the construction trades threaten the continuity of knowledge and unique skills. BIPOC workers in the trades feel stuck in entry level positions and many are exploring other options. Construction companies are searching for ways to create strong advancement pathways as well as increase knowledge sharing before long standing employees retire.

Sample Metrics

Output Metrics

• # of job related non-formal education and trainings provided in the past 12 months

• % allocated to learning and development, allocation vs amount spent

• % of employees whose job-related non-formal education and training has directly contributed to a title or role change

Outcome Metrics

• Increase in % of frontline managers promoted from within, by demographics

• Increase in wages or benefits resulting from completion of training or education, by demographics

• Change in average time to promotion, by level, education and demographics

• Change in productivity and retention rate, by demographics, pre/post implementation

Scenario 2: Healthcare advancement pathways

The workforce board is partnering with a local hospital system to create learning pathways from certified nursing assistant (CNA) to registered nurse (RN) to help incumbent workers advance and reduce recruiting costs.

Sample Metrics

Output Metrics

• % of employees who have received mentorship

• Rate of successful completion of education and training, including certifications

Outcome Metrics

• Increase in % of internal promotions, by demographics

• Change in average time from CNA to RN, by demographics, pre/post intervention

• Increase in % of workers that persist beyond one year in the company, by role and demographics

• Change in productivity and retention rate by demographics, pre/post implementation