While reflecting on our impact, ICA and Fund Good Jobs have also reevaluated what it means to create good jobs.
We recognize the multitude of factors that influence job quality, and the wide range of ways that job quality can be improved. These include, but are not limited to, increased wages, scheduling mobility, benefits, company culture, professional development and career ladders.
Our model is based on the premise that good jobs start with good employers. Thus, the choices of employers are critical in meeting our mission. We recognize that employers are faced with a range of pressures that collectively determine the quality of jobs they are able to offer. Emphasizing the various aspects of job quality encourages entrepreneurs to improve job quality in ways that are appropriate to their stage of businesses, and allows us to capture incremental improvements that transform jobs into good jobs.
Throughout 2014, ICA and Fund Good Jobs have developed new tools to guide partnerships with our entrepreneurs. These tools, which facilitate objectivity, cohesion, and transparency, are used to document employment practices and set goals to improve jobs over time.
In 2014, of the companies we advised
offered benefits to some or all employees at the end of 2014
plan to offer benefits to all employees by the end of 2015
of employees received a pay increase during 2014
employees were promoted to new positions during 2014
Our companies are working in a variety of ways to improve their jobs. Beyond health benefits, promotions, and raises, these companies are offering
- Team building experiences (community dinners, community areas)
- Office improvements (space remodeling)
- Team cohesion measures (scheduled team meetings)
- Robust training systems (employee handbooks, standard performance reviews, explicit job descriptions, cross training, regular check-ins)
- Manager support (daily manager meetings)
- Performance reward systems (public recognition, celebrations)
Our companies are also dedicated to becoming open and supportive environments. Nine so far have taken steps to hiring people that have faced significant barriers to employment, including
- Eliminating background checks
- Cultivating company cultures that value diversity
- Creating systems of support for new employees
- Actively recruiting individuals with employment barriers
- Developing leadership and mentorship programs