Exploring Seismic Shifts in the Workforce Today

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It's staff and management. There are some

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people that make their work just another
thing they have to do, and there

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are those that make their work something
that they want to do. Welcome to

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Working on Purpose with your host Alas
Cortes. In our program, we provide

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guidance and inspiration from those people who
have found deeper meaning and personal connection to

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their work life. It's beyond nine
to five. It's Working on Purpose Now.

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Here is your host, Elise Cortez. Welcome back to the Working on

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Purpose Show. Thanks for tuning in
again this week. I'm your host,

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Elise Cortez, storming you this week
from Chicago, where I'm doing some consulting

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for a client. This program is
all about helping people who are meaningfully and

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productively connect with their work and equipping
organizations to do the same for their employees.

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It was originally inspired by the meeting
and work research I've been doing over

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the last fifteen years and now complements
the work that I do. It.

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Insignium, a global management consulting firm, under to the program in just a

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moment, but let me thank my
media partner and sponsor, jopping dot com.

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They are the leading locally focused joboard
in the nation and they are dedicated

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to helping employers find quality talent in
their own backyard. While giving job seekers

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control of their search, they can
find work close to home. Great partnership.

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Thank you jopping dot Com. Last
week, if you missed the show

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live, we are on the air
with Edward Watson, who is the co

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founder of Inner Drive out of the
United Kingdom. We talked about the perspective

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he's gained coaching student teachers and principles
toward a growth mindset, specifically on the

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differences he's observed and how girls and
boys handle pressure and stress. They also

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talked about the overreliance on cell phones
among youth and how this and the way

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they handle stress and pressure manifest themselves
in the incoming workforce. Anyone with teenagers

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or companies hiring young people can benefit
from hearing this conversation with us this week

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is doctor Petro Kreticos, who was
founder, president and executive director of the

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Institute for Work and the Economy,
which is the Chicago based research collaboratives specializing

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in workforce and the economic development policies
and practice. We'll be talking about the

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work the institutes currently engaged in toward
understanding the more naughty social and economic issues

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facing the workforce today, the import
of technology and others hugely disruptive forces on

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shape in the workforce. And finally, hear a few sneak previews of the

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upcoming conference doctor Kreticos and his team
are hosting. It's called Many Futures of

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Work, Possibilities or Perils, and
it will be October fifth through six,

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twenty seventeen here in Chicago. Doctor
Critical joined it today from Chicago. Like

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me, doctor Criticals, welcome to
Working on Purpose a lease, Thank you

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very much. I look forward to
our conversation. Thank you, and let

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me make sure I'm I saying your
name correctly. Yes, you are perfect.

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Okay, great, Well let's get
into it. There's a lot I

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want to cover in the short time
we have together. So the first thing

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I want to share with our listeners
here, And of course I was so

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intrigued when I found you on LinkedIn
thanks to a common friend and hearing about

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what you're doing with your conference.
But first I do want to understand about

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the work you're doing at the Institute
for Work in the Economy. I'm curious

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to know why did you found this
institute and what you up to. Yeah.

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Actually, yesterday was our seventeenth anniversary, so the timing on this is

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really good. I started it actually
as part of Northern Illinois, excusing Northern

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Illinois University's Center for Governmental Studies.
At the time, I had done quite

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a lot of work with the Center
in Northern on a variety of projects.

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They were looking to restart their workforce
practice, and I was looking to house

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a different kind of policy entity that
that looked at issues on a national perspective

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as well as local and regional and
tied together workforce and economic development. And

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so we launched it then as part
of Northern. It also has a separate

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not for profit corporation, and then
we pulled it out in two thousand and

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seven as a standalone, although we
still enjoy really good working relationships with many

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over at Northern University. The aim
was to we always built it around in

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the idea of a collaborative and so
we've we've kept our staff very small.

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We have an extensive network of both
policy people as well as practitioners engage in

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their own work in the area of
workforce and economic development. And what we

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do is with with my board of
directors, and I have a twelve member

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national Board of Directors of twelve people
try to identify emerging issues and then pull

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together teams from our networks to work
together on a common issue. So we

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rarely are chasing dollars in the sense
that we're not we're not looking to we're

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not scouring the pages for grants that
are being offered. A lot of times

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when we when we identify issues,
we actually have to create our own resources

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by seeking possible funders, either foundations
or government typically but often as unsolicited proposals.

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And so it's kept us I think
at the leading edge and a lot

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of issues as as a result,
I think you are a literally a perfect

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guest for my show, and I
am really really curious to hear about some

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of these as you kind of refer
to them on your website. Naughty economic

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and social issues related to the economy
and the work that you've been have been

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emerging or that you're investigating. Will
you share a few with us? Yeah,

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actually I'll share. I'll share a
connected one. About two thousand and

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four two thousand and five, we
had a grant from the Joyce Foundation to

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explore ways in which immigrants are being
and can be integrated into the workforce.

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It was a project. Typically Joyce
Foundation funds initiatives that are more regional in

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nature, this particular project had had
national scope to it. When we did

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was we try to both identify some
of the better practices out there in terms

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of how employers and unions and others
are going about the business of integrating immigrants

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into the workforce. Then also move
forward with a set of ideas and recommendations

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as to how others can at the
community level, at the business level,

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at the unions and so forth,
how others can put together effective practices and

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programs for immigrant immigrant integration. That
ended up being followed on by a project

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looking specifically at the challenges of well
educated immigrants, people who come over to

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the to the United States legally,
you know, they could be a trailing

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spouse, they can be here for
other reasons, but but they're here and

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usually have And these are individuals who
are well educated in their home countries,

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the proverbial engineer who's driving a cab
you know, here in the United States,

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but for whatever reason, their credentials
don't translate over. And so we

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launched an initiative with Migration Policy Institute
again that was funded by the Joyce Foundation,

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that took a look at what the
barriers are both in terms of licensed

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occupations as well as unlicensed ones,
typically ones that you know, like for

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instance, and management and so forth
within business. And and as a result,

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frankly, Migration Policy instit to just
carry that work forward, you know,

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in in ways that U extraordinarily creative. But you know, we helped

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to launch that, uh that thinking
at the time. In the course of

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those two projects, I kept bumping
into a lot of anti immigrant sentiment.

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And again this was in the you
know, two thousand and four, two

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thousand and five, and this is
well before you know, a lot of

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the debate today that we see around
an immigration and it occurred to us that

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what was what was occurring was that
there was you know, people were largely

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people in the middle we're feeling very
uncertain about their futures, and for better

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or for words, immigrants were a
convenient scapegoat for this, and we were,

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you know, trying to piece together, well, what was the underlying

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issue, and what we were seeing
and finding was that, you know,

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work was changing work, you know, but we now talked about, you

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know, the future of work was
really an issue that was bubbling in the

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in the mid two thousands, early
two thousands when at the time, this

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was before the recession, the economy
was going great guns people had good jobs,

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but you know, their their their
lives were miserable, their jobs who

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were uncertain, and wages were stagnant, and it wasn't but it wasn't really

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showing in the data. And so
we tried to launch and this is a

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project we did not get off the
ground, but has had some bearing on

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what we're doing today, something called
the kitchen Table form. And what we

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imagine was how do we empower people
to talk about their circumstances to talk about

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what they're experiencing, to talk about
their fears and their concerns about the future

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for themselves as well as for their
families, and do so in a way

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that that would be approachable around kitchen
tables, since the name the metaphor was

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you know, how do you have
a conversation around your kitchen table, but

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also in ways in which you know, our our political leadership could could could

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understand as well and translate that into
changes in policies or practices, not only

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at the government side, but also
in business and labor and community organizations alike.

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That that really, in our mind, took a very different approach to

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sort of the the world of policy, because it was it was really aimed

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at making it approachable for people,
not dumbing it down, but making it

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so that it was relevant and it
wasn't a matter of statistics and broad proclamations

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about you know, general theories and
so forth. So those are those are

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some examples in terms of some of
the work that we've done over time,

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and we've tried to put together over
time that you know, look at knotty

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issues and try to turn them on
their head in ways where they're approachable and

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can be lend themselves to different sorts
of solutions and what we're considering in sort

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of the ordinary course of business.
The actor criticles that I can say a

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couple of things to that that was
phenomenal to get to share that and gains

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an insight into the kind of work
that you're doing. And the first thing

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I want to say is, I
hide myself had a very personal soft spot

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for immigrants. I do believe in
the power of us being a great melting

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pot, and I consider myself to
be a citizen of the planet myself.

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I have lived in Spain, I
lived in Brazil. I learned those languages,

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and when I lived in those countries, the people were amazing to me.

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Now, I didn't work neither of
those countries because I didn't have the

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Vucifer work and I was a student, but the experience was incredible and it

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just taught me a lot about being
the other in a different country. So

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I really appreciate and understand the importance
of being able to integrate immigrants well into

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our workforce. So want to applaud
you for investigating that. The second thing

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I wanted to say and maybe ask
you another question about is it certainly strikes

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me that the work that you're doing
is incredibly impactful, not just to the

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people that let's say, these immigrants
that you were investigating, but everything else

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that it touches. And I really
applaud that. I might ask you,

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just because I'm a meaning work researcher
myself, what do you find meaningful about

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doing this kind of work? Well, some of it is just simply the

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joy of the hunts. It's finating
to the step back from from problems and

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try to think in ways that that
are outside of it. I don't want

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to use the phrase outside of the
box because I think that there is a

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sort of a it's become too uh
time worn. But but the way I

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think about, how do you flip
a problem on its head, how do

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you and you know, get to
the underlying assumptions that are driving current thinking

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and question whether those assumptions are relevant
and and whether they are actually leading you

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along a pathway that can can take
you to some solutions. And and one

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quick example is I got interested in
the question of how do you track innovation

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in a in a in a community. And typically, you know, the

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standard measure is you know, what's
you know, things like patents, you

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know, what's the you know,
what's the patent generation of the chicagomentary area

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or Houston or Austin or other places. And those are typically among the routine

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measures. Things like that are among
the routine measures for determining how innovative a

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particular area is. Well to me
from a from a from the standpoint of

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how do you affect change, it's
kind of a useless measure because patents occur

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at the end of a process.
It is the result of a series of

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steps that are taken so that,
in fact, a patent is applied for

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and awarded. What's before that are
things like what's the investment level of research,

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you know, in research development in
businesses within that particular community. And

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and the analogy I use is it's
like, uh, you know, I

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don't know about you, but I'm
constantly worrying about my weight, often not

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successful, but but you know,
jumping on the scale doesn't help you lose

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weight. Counting the calories help you
lose weight. And so it was those

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kinds of things, the equivalent of
counting calories that were was interesting to me,

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and what I tried to do frankly, was to see if we can

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organize an initiative around Great Lakes States
to collectively work on this problem. Now,

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I can only come up with a
few of the ideas in terms of

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what those precursor measures should be,
and they're all very practical things, you

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know, and what I wanted to
do, and we tried to do,

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and again it was partly because lack
of resources, you know, try to

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organize a group of institutions around the
Great Lakes to think about what those other

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measures, what other kinds of measures
would make some sense. But where it

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has a real effect is that it's
directly tied to, you know, what

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kinds of jobs get generated in a
community or in a region, Because to

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me, where you create middle income
jobs is through businesses that innovate, and

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businesses that innovate are require a broad
spectrum of talent from people who can come

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up with the ideas in the laboratory
to the people who actually have to produce

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it. And there's a whole process
in the middle that engages a lot of

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a lot of folks with a variety
of skills. But it's those kinds of

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things that sort of you know,
get me, get me going get me

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interested and and I think you know, makes makes the work really interesting.

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Thank you for sharing that. I
could not resist asking you or about ready

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to go into a break, but
I do want to ask quickly, how

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has your institute evolved over time?
It's seventeen years. Is there a change

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and how you started to where it
is today? You know, I think

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I think the biggest change is that
we lost as strong institutional partner by pulling

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it out that had some merit at
the time. It puts us somewhat somewhat

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at risk because we have to ebb
and flow with what's coming in on business.

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And I think that's probably been the
biggest challenge and the biggest change over

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time is that it's not a steady
it's not a steady growth, it's not

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a steady process. Got it.
Great way to take us into the break,

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doctor Credicos. I'm your host,
Alice Cortez. We've learning are with

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doctor Peter Kreticos, who is the
founder, president, and executive director of

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the Institute for Work in the Economy, a Chicago based research collaborative specializing in

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workforce and economic development policies and practice. He to intested from Chicago here in

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the USA. We've been talking a
bit about his institute, how it got

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started, and the kinds of issues
he investigates. We'll talk more after the

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break about what the other kinds of
things that he's investigating, as well as

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his conference. Stayed with us.
Friend us on Facebook to keep up with

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meaningful development within your workforce that will
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To learn more or to invite Elise
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her at www dot Elise Cortez dot
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Elise Cortez. To reach our program
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at Elise Portez dot com. Now
back to Working on Purpose. Thanks for

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00:20:15.279 --> 00:20:18.440
seeing with us, and welcome back
to working on purpose if you're just joining

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00:20:18.480 --> 00:20:22.640
us. My guest is doctor Peter
Creticos, who is founder, president,

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and the executive director of the Institute
for Work in the Economy, which is

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00:20:25.960 --> 00:20:30.519
a Chicago based research collaborative specializing in
workforce and economic development policies and practice.

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00:20:30.640 --> 00:20:34.119
He and his team are currently in
the process of producing their inaugural conference called

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00:20:34.400 --> 00:20:38.559
Many Futures of Work, Possibilities or
Perils, which will be held Octurbo fifth

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and six, twenty seventeen here in
Chicago. I'm your host, Alice Cortez,

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So if we can on, doctor
Creticos, I want to learn more

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about what you're actually up to at
the Institute and the Futures of Work.

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So I know that you are launching
through the Institute of comprehensive initiative on the

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Features of Work that explores the policy
driven causes of structural changes to the work,

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different consequences for those changes, et
cetera, all those kinds of different

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things that you're up to. Can
you see a few more things about some

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of the topics that you're focusing on
or that you're starting to see emerging And

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we talked about immigration before, what
else? Well, there when you look

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at when you ask about what will
work look like in the future, their

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tendency is is to try it out
a single pathway to say, well,

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00:21:27.039 --> 00:21:33.640
work is going to look like X. And typically what one of the big

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debates is, you know, what's
the role of technology is going to play

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in this? And you know,
red looking at a time when work will

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be done by machines and not by
human beings, and what is that going

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to mean in terms of of how
we live, you know, and how

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and and you know, our our
social, cultural, and economic conditions as

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a as a as a community.
And what I've been troubled by when when

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I hear this kind of discussion is
that you know, first of all,

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it's a sort of a single it's
a scenario based approach. I mean,

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people are saying, well, here's
one scenario, this is what it's going

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to look like. Here's a different
scenario, et cetera, et cetera.

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But they never questioned the assumptions.
Uh, they never questioned what is it

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that you know possibly will will drive
one course of action versus another, our

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set of results of this as opposed
to another. And so in our thinking

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is let's start to peel this back
to start to look at, you know,

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what sorts of business models are going
to lead to different you know,

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to to different kinds of conditions.
And so that's sort of our starting point.

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We've we've challenged the idea that there
is a single build business model,

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that that, in other words,
all businesses are going to be acting in

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a particular way. They're not.
They have different motivations in terms of how

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they you know, they see profit
playing into their operations, how profit is

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recognized, how it's used, and
to whom are they beholding is the shareholders,

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is it to some higher purpose as
a business, is it to to

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to family goals and so forth,
as if it's privately held, and frankly,

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each one of those when you start
getting down into the answers of each

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of those questions, you discover,
in fact that there are very different possibilities

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in terms of how work might be
arranged. The company that is looking to

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sort of extract, you know,
pull out as much as possible any cost.

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Its operation is to eliminate any sort
of risk, and what it's doing,

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they're going to be They're going to
tend to be businesses that are going

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to look to find ways to replace
people with machines. And you know,

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I don't think it's trivial that,
for instance, you see companies like Uber

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and I'm not going to bash Uber
here, but but companies like Uber and

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00:23:56.960 --> 00:24:03.759
so forth looking to replace their drivers
without town onmous vehicles. It says something

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about what their business model is,
and that is that it's their their their

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aim is to drive all possible costs, all possible varials variables in terms of

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their operation, and that has a
very different that has one particular consequence in

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terms of the workforce. You have
other companies that, frankly, are very

297
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interested in innovation, and in previous
segment, as I was pointing out,

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companies that innovate bellpend to employ a
wide variety of people and have a very

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robust middle management and middle class of
workers because they need a variety of people,

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and they need to internalize in order
to be successful over time, because

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they have to constantly come up with
new ideas and products. So there again,

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you know, it's you know,
some of these structural changes begin with,

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you know, really how businesses decided
to shape their own futures, and

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frankly, a lot of times that's
driven by external policies like tax law,

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00:25:07.200 --> 00:25:17.240
like compensation practices, and policies that
catch favor and that trickles into a whole

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set of other decisions. So that's
that's an example of, you know,

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some of the policy driven changes or
policy different questions that we think they have

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00:25:26.440 --> 00:25:30.160
a very practical effect in terms of
what work's going to look like down the

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road. Let's talk about that.
I've for just a second here, There's

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so many things that I could ask
you about, but and we only have

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a short amount of time. But
I am very, very interested in the

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00:25:40.200 --> 00:25:47.440
ramifications of this notion that really leaning
more toward workforces that are driven by artificial

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00:25:47.440 --> 00:25:51.559
intelligence, automation, etceter Like you
were talking about. I have done a

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00:25:51.559 --> 00:25:55.319
little bit of work lately with the
organizations helping them try to embrace the change

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piece of how they embrace technology and
what it means to their workforce. But

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00:26:00.000 --> 00:26:04.720
I'm curious what your perspective is.
Objector critic goes about the notion that in

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some instances, if done well,
that an organization can actually automate some of

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00:26:10.640 --> 00:26:15.960
the lesser desired repetitive tasks and thus
allow their employees to work at more higher

319
00:26:17.039 --> 00:26:21.359
level interesting creative work. Do you
think there's truth to that or is that

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00:26:21.680 --> 00:26:25.960
just hopeful? No, I think
there's truth to it. I think the

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00:26:26.279 --> 00:26:30.799
part of the question is is technology
being used to augment what people can do

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00:26:30.440 --> 00:26:37.400
or is it being used to replace
what people do. Now, some of

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the replacement may be this repetitive task
piece that you're talking about, But even

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00:26:41.880 --> 00:26:47.400
in that case, you know,
it's a question as to whether you need

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00:26:48.839 --> 00:26:52.480
you know, you need people to
be able to adjust the changing circumstances,

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00:26:52.599 --> 00:26:57.680
to be able to identify problems and
deal with them as they are occurring.

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00:27:00.039 --> 00:27:03.799
And that even happened. That even
happens that on some of the most routine

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00:27:03.839 --> 00:27:07.519
tasks. I remember one time I
went to I visited a company that makes

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00:27:07.880 --> 00:27:14.400
brushes, and this was actually part
of the immigration project that we did.

330
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And in the foreman in this line
told us this hilarious story where they had

331
00:27:21.720 --> 00:27:26.359
something like seventeen different languages operating on
the line and they were making brushes,

332
00:27:26.640 --> 00:27:32.880
and the person at the front end
spoke Polish and the person at the very

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00:27:33.039 --> 00:27:37.559
end of the process was Vietnamese and
spoke Vietnamese. And there weren't there weren't

334
00:27:37.559 --> 00:27:41.359
the same, There weren't any common
languages in between these two individuals. There

335
00:27:41.240 --> 00:27:48.599
are several others in between, and
the bushes, brushes started flying off the

336
00:27:48.640 --> 00:27:55.839
line. And because there is a
fault that occurred, and nobody could talk

337
00:27:55.839 --> 00:27:57.799
to each other to tell how,
you know, tell each other how to

338
00:27:57.799 --> 00:28:02.839
stop the line. And so you
know, finally the foreman saw this ruckus

339
00:28:02.839 --> 00:28:07.680
and hit the button and stopped it. Now, you know that takes teamwork

340
00:28:07.799 --> 00:28:11.920
to be able to even address a
situation like that, And this is an

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00:28:11.920 --> 00:28:17.480
example where there wasn't a common language
for people to engage in the team.

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00:28:17.480 --> 00:28:21.440
Now perhaps that would have been automated, but even still, even a fully

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00:28:21.480 --> 00:28:26.200
automated operation needs constant auditoring and adjustment
because machines, you know, simply are

344
00:28:26.200 --> 00:28:29.720
not perfect. They they they do
go out of whack, they wear down.

345
00:28:29.960 --> 00:28:33.440
You know, process problems occur.
It may it may not be the

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00:28:33.480 --> 00:28:37.200
same number of people, but you
do still need to have human beings involved

347
00:28:37.240 --> 00:28:45.599
and in actively, you know,
taking over when when it's necessary any sort

348
00:28:45.599 --> 00:28:51.759
of production line. So but but
in the higher order tasks, there there

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00:28:51.799 --> 00:28:56.519
can be some things that are that
are now done by humans that are actually

350
00:28:56.519 --> 00:29:03.480
fairly routine. And if freed,
I'm doing that you know, individuals could

351
00:29:03.519 --> 00:29:07.519
be then put more of their time
and resources into sort of creative activities.

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00:29:07.559 --> 00:29:10.960
And my daughter is an architect,
and you see this with the cab,

353
00:29:11.480 --> 00:29:15.480
the cad cam programs and another program
that she uses. You know it used

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00:29:15.519 --> 00:29:18.200
to be that they had to hand
draw that stuff. Well, now you

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00:29:18.240 --> 00:29:23.359
know, you work with a soft
piece of software. You're still designing it.

356
00:29:23.480 --> 00:29:26.960
You're still designing the building, but
the software is enabling you to be

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00:29:27.000 --> 00:29:34.160
able to do it more quickly,
to experiment with different ideas, to come

358
00:29:34.240 --> 00:29:40.960
up with different solutions and strategies,
to go through more what ifs in order

359
00:29:41.000 --> 00:29:47.000
to be able to meet the client's
needs. And that's where that's where you

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00:29:47.000 --> 00:29:51.319
know, thoughtful processes behind the scenes
can help augment what a person is able

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00:29:51.359 --> 00:29:56.440
to do. So, as I
listened to you speak, and i've certainly

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00:29:56.519 --> 00:30:00.400
I've been very fixated on this whole
topic around how our official which it's an

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00:30:00.400 --> 00:30:03.880
automation effect, and change the workforce. As you talk and share what you

364
00:30:03.960 --> 00:30:10.960
just shared, it certainly strikes me
that these this kind of continued reliance and

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00:30:11.240 --> 00:30:17.640
development of using these these forces automation, et cetera in the workforce will require

366
00:30:17.799 --> 00:30:22.720
that more and more people get more
of an education to stay employable. Is

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00:30:22.720 --> 00:30:29.000
is that how you see it or
another perspective perhaps, Well, it's interesting

368
00:30:29.079 --> 00:30:33.200
to ask that question. So I'm
actually an old school person when it comes

369
00:30:33.279 --> 00:30:38.799
to question of education and what's its
connection to future employment. Now, some

370
00:30:38.880 --> 00:30:41.440
of that is because of my own
bias. I was a philosophy major when

371
00:30:41.440 --> 00:30:47.640
I was in college, and so
as my wife you know, keeps reminding

372
00:30:47.680 --> 00:30:52.599
me, nobody hires philosophers anymore.
But it's not a job requirement. But

373
00:30:52.799 --> 00:30:56.279
what that's enabled me to do over
the course of my career, and I've

374
00:30:56.279 --> 00:30:59.920
done a lot of different things,
is that it gave me some of the

375
00:31:00.119 --> 00:31:06.079
basic tools to be able to think
my way through and get to the through

376
00:31:06.160 --> 00:31:10.519
problems and challenges and get to sort
of the numb of the issues that I

377
00:31:10.599 --> 00:31:18.839
need to address. I'm my senses
is that I think we're much too linear

378
00:31:18.839 --> 00:31:23.000
in our thinking about how education relates
to employment, and I'm much more of

379
00:31:23.039 --> 00:31:29.799
a frame of mind that in order
for people to be antifragile. It's a

380
00:31:29.880 --> 00:31:36.079
term that was developed by the author
of a book called Antifragility, which I

381
00:31:36.119 --> 00:31:41.759
find a very useful concept. It's
more than just simply being resilient. It

382
00:31:41.880 --> 00:31:49.039
is the ability to be able to
thrive in at times of of of unexpected

383
00:31:49.119 --> 00:31:52.759
change and into you know, things
that are not predicted at all or cannot

384
00:31:52.759 --> 00:32:00.400
be predicted. And people who are
anti fragile programs that are antifragile systems and

385
00:32:00.440 --> 00:32:07.440
are anti fragile are that are are
are able to to to take to take

386
00:32:07.480 --> 00:32:12.039
these changed circumstances find an opportunity to
move forward. And I think that's going

387
00:32:12.119 --> 00:32:14.880
to be increasingly I think that's going
to be a basic skill that people are

388
00:32:14.880 --> 00:32:19.039
going to have to have, no
matter where they are in terms of in

389
00:32:19.119 --> 00:32:24.920
terms of employment or jobs, because
in order to be able to deal with

390
00:32:25.039 --> 00:32:31.799
rapidly changing circumstances, you have to
have the the capability of being able to

391
00:32:31.799 --> 00:32:36.839
to roll with bunches and to and
to move on to to other to other

392
00:32:36.920 --> 00:32:40.000
things. So that's a you know, in large measures, that's actually basic

393
00:32:40.079 --> 00:32:45.000
gliberal arts education. And it doesn't
have to be a college education. It's

394
00:32:45.079 --> 00:32:52.359
it's something that I think should be
part of you know, from from grade

395
00:32:52.359 --> 00:32:55.599
one all the way through. Is
this is this capacity to be able to

396
00:32:57.279 --> 00:33:04.359
uh reason and to change and to
to deal with circumstances and nobody can predict

397
00:33:05.440 --> 00:33:07.640
the skills come later. And then
and then in terms of skills, they

398
00:33:07.640 --> 00:33:15.599
can be either acquired through for your
institutions advanced education, or through the institutions

399
00:33:15.680 --> 00:33:22.759
or programs that actually teach very specific
skills. And and that and that is

400
00:33:23.440 --> 00:33:30.480
but that's that's that is a different
type of thinking and and one that sort

401
00:33:30.480 --> 00:33:34.480
of completes the process in terms of
whether person is able to pursue in terms

402
00:33:34.480 --> 00:33:38.799
of a career. Hopelessly interesting to
hear you speak about this. I have

403
00:33:38.880 --> 00:33:43.720
never heard of the anti fagility idea. I certainly know about resilience, so

404
00:33:43.759 --> 00:33:46.400
I'm terribly glad to hear about this. And I'm also glad to hear about

405
00:33:46.400 --> 00:33:50.759
your perspective of how how we can
actually develop it, that it isn't necessarily

406
00:33:50.839 --> 00:33:53.279
something we have to go to college
for, and that it can be developed

407
00:33:53.319 --> 00:33:58.119
in other ways in life. And
I think that's hopefully encouraging for all of

408
00:33:58.160 --> 00:34:01.519
our listeners. Fascinating. Just one
quick point. I mean, I was

409
00:34:01.759 --> 00:34:07.239
talking to somebody yesterday about I worked
somewhat with the Machinists Union, and and

410
00:34:07.280 --> 00:34:14.639
I've enjoyed every single moment that I've
that I work with with with with machinists.

411
00:34:14.920 --> 00:34:21.079
They are an incredibly bright group of
people. And what's really fascinating is

412
00:34:21.079 --> 00:34:23.280
that, you know, when you
when you talk to machinists, ask them

413
00:34:23.320 --> 00:34:28.039
about their or her, but typically
it's a him, and it's still pretty

414
00:34:28.079 --> 00:34:35.239
much male dominated. Ask him what
his hobby is, and you know that

415
00:34:35.320 --> 00:34:37.400
I do. And and one person's
a golfer, and then I find out

416
00:34:37.440 --> 00:34:42.039
he makes his own golf comes.
And then another person works on cars.

417
00:34:42.360 --> 00:34:46.119
He likes to fabrigate his parts.
And so these are these are peri inventive

418
00:34:46.159 --> 00:34:52.239
people with with you know, really
an eight and they you know, curiosity

419
00:34:52.280 --> 00:34:55.679
about how to do stuff and they
figure out how to make it, you

420
00:34:55.719 --> 00:35:00.159
know. And to me, that's
a sort of intelligence that both blends skill

421
00:35:00.320 --> 00:35:07.639
with just sharp you know, smarts
and and and able to think ways that

422
00:35:07.400 --> 00:35:15.559
you know are pretty challenging. I
would agree it's fascinating. And I appreciate

423
00:35:15.559 --> 00:35:20.360
that you actually inquire about about hobbies
outside of work too. I think that's

424
00:35:20.960 --> 00:35:22.679
I don't do that and I probably
should add that to my arsenal. Thank

425
00:35:22.719 --> 00:35:29.079
you a little bit more time before
we go on to our our our second

426
00:35:29.079 --> 00:35:31.480
break here, and I just would
love to start maybe talking about any other

427
00:35:32.159 --> 00:35:37.119
disruptive emerging trends that you see that
affect the state and the function of the

428
00:35:37.119 --> 00:35:40.559
workforce that would be interesting to talk
about. Yeah, I think I think

429
00:35:40.639 --> 00:35:45.519
the other question is clearly going to
be and this is off the table and

430
00:35:45.559 --> 00:35:49.480
a lot of discussion around again the
future of work, and that is where

431
00:35:49.519 --> 00:35:54.559
does where does matters of race,
gender, age, disability and so forth

432
00:35:54.639 --> 00:36:00.840
play play roles. We don't talk
about it. It's it is, but

433
00:36:00.920 --> 00:36:06.000
they are extraordinarily important and frankly is
one of the reasons why I think of

434
00:36:06.079 --> 00:36:08.039
work as a future of work,
but the futures of work, because it

435
00:36:08.039 --> 00:36:14.000
really does make a difference as to
who you are and where you start and

436
00:36:13.760 --> 00:36:20.519
and and these and the career trajectories
are very different because of that. And

437
00:36:20.559 --> 00:36:23.000
it's not making excuses. It's not
saying that, you know, gender is

438
00:36:23.000 --> 00:36:29.599
a barrier, but it is saying
that there are a race or ethnicity or

439
00:36:29.599 --> 00:36:32.199
whatever that they are quote barriers that
have to be overcome. Instead is it

440
00:36:32.280 --> 00:36:37.599
is a reality of where people sit
within society and culture and where the resources

441
00:36:37.960 --> 00:36:42.800
are allocated that do make a difference
in terms of opportunities down the road.

442
00:36:44.679 --> 00:36:49.719
Well, that is a heavy heavy
one. I really appreciate you quewing it

443
00:36:49.840 --> 00:36:57.280
up to because I can say that
I am a basic white Caucasian female fifty

444
00:36:57.280 --> 00:37:00.159
two. But you know, it's
interesting when I go other places and I

445
00:37:00.199 --> 00:37:04.519
experience what it's like to be in
more of the minority. It's really an

446
00:37:04.519 --> 00:37:07.920
interesting perspective and I think this is
really hugely important to talk about. So

447
00:37:08.639 --> 00:37:12.079
I'm glad you cued that up.
And here we are already, as I

448
00:37:12.119 --> 00:37:14.400
mentioned, going on to our next
streect. She will chat a bit more

449
00:37:14.440 --> 00:37:16.480
about that after the break. I'm
Elie Cortes, your host. We'll go

450
00:37:16.639 --> 00:37:21.440
near doctor Peter Kreticos, who is
the founder, president, and executive director

451
00:37:21.559 --> 00:37:24.039
of the Institute for Work in the
Economy, which is a Chicago based research

452
00:37:24.079 --> 00:37:30.320
collaborative specializing in workforce and economic development
policies and practice. You dogitate from Chicago

453
00:37:30.360 --> 00:37:32.039
here in the USA. Hanging on
with us, We'll be right back.

454
00:37:44.639 --> 00:37:47.760
Friend us on Facebook to keep up
with what's empowering the world. Voice America

455
00:37:47.840 --> 00:37:54.920
Empowerment. Alice Cortez is a speaker
and engagement and development catalyst. She designs

456
00:37:54.920 --> 00:38:00.400
and delivers professional development, leadership and
engagement workshops. Can bring her expertise to

457
00:38:00.440 --> 00:38:06.440
your organization. She will help ignite
meaningful development within your workforce that will increase

458
00:38:06.519 --> 00:38:10.119
employee engagement, performance and retention.
To learn more or to invite a lease

459
00:38:10.159 --> 00:38:15.440
to speak to your organization, please
visit her at www dot Elise Cortez dot

460
00:38:15.519 --> 00:38:21.480
com. She would welcome the opportunity
to help get your employees working on purpose

461
00:38:28.920 --> 00:38:37.840
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462
00:38:37.920 --> 00:38:43.280
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463
00:38:43.400 --> 00:38:49.119
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464
00:38:49.199 --> 00:38:52.480
Channel. Tune into the Power Party
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465
00:38:52.599 --> 00:39:10.000
radio. Visit Star Style Radio dot
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466
00:39:10.039 --> 00:39:15.440
successful people tick. Keep listening to
the Voice America Empowerment Channel. Voice America

467
00:39:15.559 --> 00:39:30.400
Empowerment dot com. This is Working
on Purpose with Elise Cortez. To reach

468
00:39:30.440 --> 00:39:35.719
our program today, please call in
to one triple eight three four six nine

469
00:39:35.800 --> 00:39:39.440
one four one. Again that's one
triple eight three four six nine one four

470
00:39:39.519 --> 00:39:44.960
one. You may also send an
email to Elise A. L I s

471
00:39:45.039 --> 00:39:52.519
E. At Elise Cortez dot com
now back to working on purpose. Thanks

472
00:39:52.559 --> 00:39:55.239
for seeing with us, and welcome
back to working on purpose. But you're

473
00:39:55.280 --> 00:39:59.840
just tuning in. My guest is
doctor Peter Kreticos, who's founder, president,

474
00:40:00.039 --> 00:40:02.159
executive director of the Institute for Work
in the Economy, which is a

475
00:40:02.239 --> 00:40:07.760
Chicago based research collaborative specializing in workforce
and economic development policies and practice. He's

476
00:40:07.800 --> 00:40:13.039
team are currently in the process of
producing their inaugural conference called Many Features of

477
00:40:13.039 --> 00:40:16.559
Work Possibilities or Perils, which will
be held October fifth and six, twenty

478
00:40:16.800 --> 00:40:22.159
seventeen, in Chicago. I'm your
host, Las Cortez, So, doctor

479
00:40:22.199 --> 00:40:23.400
Creticos, I was going to ask
you to say a bit more about that

480
00:40:23.480 --> 00:40:28.719
last topic that you brought up before
this segment finished, that was on race,

481
00:40:28.840 --> 00:40:31.039
gender, agent disability. Although on
the break you and I spook that

482
00:40:31.320 --> 00:40:35.000
these are some of the areas that
you're going to be addressing in your conference,

483
00:40:35.039 --> 00:40:37.599
And one of my major interests in
having you on the show was just

484
00:40:37.719 --> 00:40:40.599
because of this conference that you're having
one. I want to help you spread

485
00:40:40.599 --> 00:40:45.360
the word about it because I think
it's terribly important to discuss the two I

486
00:40:45.360 --> 00:40:47.119
want to live by charocy through because
at some point. I also want to

487
00:40:47.159 --> 00:40:52.760
be able to bring thought leaders together. So maybe could just start by telling

488
00:40:52.800 --> 00:40:54.960
us in this segment a bit more
about the conference and what it is you're

489
00:40:54.960 --> 00:40:58.280
hoping to accomplish, and maybe we
can kind of drill down some of these

490
00:40:58.320 --> 00:41:02.039
topics that you'll be a dressing.
Sure, So we've we've actually I've actually

491
00:41:02.079 --> 00:41:07.360
introduced two of the three legs to
the to the stool that that is the

492
00:41:07.400 --> 00:41:12.480
basis for them, that formed the
basis for the conference. One is looking

493
00:41:12.519 --> 00:41:15.400
at sort of what's driving changes in
the workforce. And by the way,

494
00:41:15.679 --> 00:41:20.880
just to emphasize the point, I'm
not saying technologies driving change. In fact,

495
00:41:20.880 --> 00:41:24.280
technology is a tool. It's that
the policies and practices that businesses and

496
00:41:24.440 --> 00:41:31.679
governments and others have in plays that
that that that that use tools in different

497
00:41:31.719 --> 00:41:37.159
ways or have people think about using
tools in different ways. And so that's

498
00:41:37.199 --> 00:41:39.880
the part I'm looking at, is
the what's driving the use of those tools.

499
00:41:40.559 --> 00:41:46.679
Second, is to sort of tear
the issues apart a bit from the

500
00:41:46.719 --> 00:41:51.480
standpoint that it does make a difference
who you are and where you start,

501
00:41:52.400 --> 00:41:58.440
and and that careers can the trajectories
can can vary significantly and as we were

502
00:41:58.519 --> 00:42:01.079
talking over the break briefly, you
know I. You know, we don't

503
00:42:01.239 --> 00:42:07.800
talk much about age. You know
we have I mentioned I'm sixty five.

504
00:42:07.880 --> 00:42:15.039
I don't plan to retire anytime soon. Part of it is it's largely driven

505
00:42:15.079 --> 00:42:17.599
by the fact is I can do
what I'm doing for a lot longer.

506
00:42:19.880 --> 00:42:24.840
But also it does it does my
life, meaning it gives gives me enjoyment

507
00:42:24.880 --> 00:42:30.880
and so forth. Others are not
going to aren't in that sort of choice

508
00:42:30.880 --> 00:42:32.880
mode, but will have to continue
to work beyond sixty five. But when

509
00:42:32.880 --> 00:42:37.280
you look at what's what people talk
about, and what how our training programs

510
00:42:37.280 --> 00:42:42.440
are set up and so forth,
they typically don't address needs of people who

511
00:42:42.480 --> 00:42:45.559
were in their sixties or in the
late fifties. If you acquire a two

512
00:42:45.599 --> 00:42:51.400
year associate's degree, the sort of
rule of Thama is it takes about ten

513
00:42:51.519 --> 00:42:54.440
years to out of your life in
terms of both the time you're in school,

514
00:42:54.519 --> 00:43:00.400
the opportunity costs engaging in that process, plus you know the other costs

515
00:43:00.400 --> 00:43:04.400
involved, and you know, to
get back to where you were or to

516
00:43:04.840 --> 00:43:07.840
make this a good return on your
investment, it takes ten years. Well,

517
00:43:07.840 --> 00:43:09.800
if you're fifty five, do the
math or if you're sixty five,

518
00:43:09.840 --> 00:43:15.119
do the math. That's tough to
justify. Now they're ways to deal with

519
00:43:15.159 --> 00:43:19.400
that, and part of it is
to recognize that people have gained a lot

520
00:43:19.440 --> 00:43:22.800
of experience and you need to be
able to credential them for what they've already

521
00:43:22.880 --> 00:43:27.079
learned by living their lives and doing
their jobs. So we want to look

522
00:43:27.079 --> 00:43:29.840
at look at that as well,
so they don't have to start from the

523
00:43:29.920 --> 00:43:32.000
beginning, in other words, with
the school. They can start somewhere down

524
00:43:32.079 --> 00:43:37.440
the road, but acknowledge what it
is that they've done. And then the

525
00:43:37.480 --> 00:43:42.960
third thing we want to take a
look at is sort of how this is

526
00:43:43.119 --> 00:43:47.480
playing out in terms of how workers
and systems responding, you know, like

527
00:43:47.519 --> 00:43:52.159
workforce systems, education systems and training
systems and so forth. And what's really

528
00:43:52.159 --> 00:43:57.199
fascinating and what we're seeing is that, you know, I think we're seeing,

529
00:43:57.719 --> 00:44:00.280
you know, some new forms of
collective action called unionism, you can

530
00:44:00.320 --> 00:44:07.039
call it, other sorts of thing
that that don't follow the traditional routes.

531
00:44:07.079 --> 00:44:12.039
And so one of our speakers as
a woman named Saruja Iramin. She's been

532
00:44:12.159 --> 00:44:17.519
organizing restaurant workers around the country and
she's been advocating for better pay, better

533
00:44:17.599 --> 00:44:25.840
working conditions, healthcare, vacation and
so forth. Tiplis restaurants, and she's

534
00:44:25.880 --> 00:44:30.039
been working with that, and she
comes out of a family that ran restaurants.

535
00:44:30.559 --> 00:44:35.800
We also but we also have some
other folks who've been working very very

536
00:44:35.880 --> 00:44:42.400
much in the area of employee stock
ownership programs where employees by the companies and

537
00:44:42.400 --> 00:44:45.920
and and some of them have actually
really been focusing at the very low end

538
00:44:45.920 --> 00:44:52.000
of the sort of the economic ladder, where people who ordinarily you wouldn't think

539
00:44:52.079 --> 00:44:59.599
as being owners of their own businesses
because of their resources, are are finding

540
00:44:59.639 --> 00:45:02.400
ways in which they can find the
financing and the support to be able to

541
00:45:02.440 --> 00:45:07.840
do that and not only grow income, but grow wealth, you know,

542
00:45:07.920 --> 00:45:13.480
grow family wealth, which is what
you know essentially is is the process for

543
00:45:14.360 --> 00:45:21.280
building towards future generations and giving each
succeeding generation a better platform, you know,

544
00:45:21.400 --> 00:45:24.880
a higher platform for which to move
from as there as there as there.

545
00:45:25.119 --> 00:45:30.000
They're trying to grow their own families
and sustain them. So we're looking

546
00:45:30.039 --> 00:45:32.719
at all three angles, and we're
trying to put this together in one event

547
00:45:35.239 --> 00:45:39.840
and frame frame it as a as
A as as A in a much more

548
00:45:42.280 --> 00:45:46.159
world view world not in global like
US or Earth, but world in terms

549
00:45:46.159 --> 00:45:50.760
of the sort of or universal view, in terms of looking at sort of

550
00:45:51.039 --> 00:45:57.079
how the dynamics of these three sets
of issues play together. And that's that's

551
00:45:57.079 --> 00:46:00.800
our goal there. And then,
frankly, the other piece of this is

552
00:46:00.840 --> 00:46:07.159
that we're hoping to attract a diverse
crowd, from policy walks to grasp whose

553
00:46:07.239 --> 00:46:13.400
activists, to business people, to
union leaders, to foundation executives, to

554
00:46:13.639 --> 00:46:17.480
people who are doing education and training
and even elected officials. And one of

555
00:46:17.480 --> 00:46:23.079
the things that we're doing in this
conference is that we're making them work for

556
00:46:23.119 --> 00:46:29.840
six hours. We're breaking the conference
into six working groups, and each working

557
00:46:29.880 --> 00:46:32.280
group is going to be together for
six hours. We'll have subject matter experts

558
00:46:32.320 --> 00:46:36.159
to help with them, but really
the experts are going to be the people

559
00:46:36.199 --> 00:46:38.079
who are signing up to come to
the conference, and we're going to ask

560
00:46:38.159 --> 00:46:44.159
them to come up with ideas about
what to do next, and without the

561
00:46:44.199 --> 00:46:50.199
filter of Washington, without the filter
of you trade associations and others, and

562
00:46:50.280 --> 00:46:52.320
really sort of get into the heads
of the people who are dealing with these

563
00:46:52.360 --> 00:46:57.480
issues and thinking about these things on
a day to day basis, and see

564
00:46:57.480 --> 00:47:01.519
if we come out come out of
this thing with some fresh fresh thinking,

565
00:47:01.639 --> 00:47:08.199
some new ideas, and then our
hope is build on this over time so

566
00:47:08.239 --> 00:47:13.079
that we have succeeding events in different
places around the country. I call it

567
00:47:13.119 --> 00:47:15.960
taken it on the road. So
we've taken on the road and have others,

568
00:47:16.519 --> 00:47:21.000
you know, partner with others and
doing something similar in different places around

569
00:47:21.039 --> 00:47:25.239
the country, growing about you know, growing our knowledge and so forth in

570
00:47:25.239 --> 00:47:30.000
the process. But yeah, I
absolutely applaud that, and I think that

571
00:47:30.039 --> 00:47:35.159
they just the sheer idea of just
the thought leadership and bringing thought leaders together

572
00:47:35.280 --> 00:47:40.519
and creating a conversation about your area
of focus is just terribly important. And

573
00:47:42.519 --> 00:47:45.679
of course that's why I was attracted
to I hope myself to make it to

574
00:47:45.679 --> 00:47:47.719
your conference, as we spoke about
if I can find a way to make

575
00:47:47.760 --> 00:47:52.840
it work in terms of my consulting. So I guess I'm also curious.

576
00:47:52.840 --> 00:47:55.559
And when you think about the work
that you're doing at the conference, there

577
00:47:55.599 --> 00:48:00.440
are there particular speakers that you reached
out to that you've particularly wanted to be

578
00:48:00.480 --> 00:48:05.599
part of the conference, that you
particularly chose. Yeah, I mean it's

579
00:48:05.679 --> 00:48:09.079
well, we're actually we only have
five speakers and ondnesday have to be named

580
00:48:10.559 --> 00:48:15.519
because of the fact that we're really
trying to focus put people into into talking

581
00:48:15.519 --> 00:48:20.920
to each other, so that we
kick it off with with with three presentations.

582
00:48:21.000 --> 00:48:23.320
One is by a fellow named Peter
Georgescu, who used to who is

583
00:48:23.360 --> 00:48:30.519
the emeritus chairman of Young and Rubicon. And Peter is a capitalist. He's

584
00:48:30.599 --> 00:48:37.159
a refugee from Romania, very successful
in life, a wonderful person to talk

585
00:48:37.199 --> 00:48:45.519
to, and he's he has been
he's written a book and he's been speaking

586
00:48:45.559 --> 00:48:53.440
about the challenges that are created by
businesses that pursue sort of short term thinking

587
00:48:54.119 --> 00:49:02.119
and are active and sort of maximizing
the return to shareholders. And he thinks

588
00:49:02.159 --> 00:49:06.000
that that I happen to agree with
him, but he thinks that that's going

589
00:49:06.039 --> 00:49:12.320
to ruling capitalism, and more importantly, it's it's locking out people from being

590
00:49:12.360 --> 00:49:20.920
able to even afford the products and
services of of of everyday life. So

591
00:49:21.119 --> 00:49:27.559
Peter's kicking it off, and then
he's followed by a gentleman out of Germany.

592
00:49:27.719 --> 00:49:32.119
Germany is doing some really interesting things
because even though you don't translate directly

593
00:49:32.280 --> 00:49:38.480
from German to US very well in
terms of programs and activities that governments might

594
00:49:38.480 --> 00:49:44.360
do. What Germany is doing is
they're sort of rethinking their entire approach to

595
00:49:44.400 --> 00:49:49.960
workforce development. They're also rethinking their
place in terms of manufacturing and they call

596
00:49:50.039 --> 00:49:53.719
it work four point oh in terms
of the workforce system and how they're framing

597
00:49:53.760 --> 00:49:58.360
the issues and just you know,
understanding that you know, the connections between

598
00:49:58.639 --> 00:50:02.840
gig economy and on demand work and
other sorts of things and full time employment

599
00:50:02.840 --> 00:50:07.920
and what that means and how that's
supported and the like. Those are very

600
00:50:07.280 --> 00:50:15.559
interesting and useful explorations that I think
have great relevance to the United States.

601
00:50:15.599 --> 00:50:20.599
And so we have Max new find
from from the who's an advisor to the

602
00:50:20.639 --> 00:50:23.440
German labor Ministry, come and talk
and he's going to be followed by two

603
00:50:23.519 --> 00:50:30.079
other people Saruja Irama, she's the
woman I mentioned who's been organizing restaurant workers,

604
00:50:30.559 --> 00:50:36.440
and a professor at a Duke University
Sandy Darty, who has an interesting

605
00:50:36.519 --> 00:50:42.960
idea for you know, of guaranteed
employment and not guaranteed weight, but guaranteed

606
00:50:42.960 --> 00:50:49.000
employment, which I really think is
is it's a concept that we've we've played

607
00:50:49.039 --> 00:50:52.840
with in the past the United States. You saw this during the Great Depression

608
00:50:52.960 --> 00:51:00.000
where people were involved in various federally
funded work projects. And it wasn't just

609
00:51:00.199 --> 00:51:06.079
putting food on the table, but
it was also giving their lives greater meaning

610
00:51:06.559 --> 00:51:10.760
by being able to work and support
their families. And so Sandy's been u

611
00:51:13.440 --> 00:51:16.719
promoting this idea and introducing it part
of the conversation. And we want to

612
00:51:17.639 --> 00:51:22.880
us to as explore some some of
the larger issues that he raises as part

613
00:51:22.880 --> 00:51:30.079
of that. And then that and
then lunch, we have d Davis from

614
00:51:30.079 --> 00:51:35.880
the Center for Rural Strategies, and
d brings a very different perspective. He's

615
00:51:35.920 --> 00:51:39.519
been working in Appalachia is his career. He started the Center for Rural Strategies.

616
00:51:40.559 --> 00:51:47.880
He has been engaged in real life
development issues in in rural America.

617
00:51:49.320 --> 00:51:54.360
And and we we saw what what's
happened in terms of this last election.

618
00:51:55.880 --> 00:52:00.679
It's it's it's not the angry white
man that he's talks about. He talks

619
00:52:00.679 --> 00:52:07.039
about really what what what's important in
rural America, what's where, where the

620
00:52:07.119 --> 00:52:13.440
challenges are and and and brings a
very practical ideas in terms of you know,

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00:52:13.679 --> 00:52:16.360
what we should be thinking of in
terms of policies they not only affect

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00:52:16.400 --> 00:52:22.000
rural America but also have have the
capacity to be able to translate into other

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00:52:22.079 --> 00:52:25.159
environments to in the United States.
So those are main speakers. And then

624
00:52:25.760 --> 00:52:30.079
and then we then we dive into
these working groups. So we'll get about

625
00:52:30.079 --> 00:52:34.400
one minute left on that if you
can, Dutch credit comes. So the

626
00:52:34.440 --> 00:52:37.119
six working groups. One is on
innovative enterprise, one is on restoring in

627
00:52:37.159 --> 00:52:44.440
the middle, one is on race, fourth is on the other issues of

628
00:52:45.199 --> 00:52:52.880
you know, gender, ethnicity,
age, di civility and so forth.

629
00:52:53.760 --> 00:52:59.719
The fifth is actually an on demand
economy, which we which we often think

630
00:52:59.760 --> 00:53:01.880
about the gig economy, but you
know, we've had other sorts of on

631
00:53:01.920 --> 00:53:05.559
demand work in terms of day labor
and so forth, have gone on for

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00:53:05.760 --> 00:53:08.960
generations. So we want to look
at that and what that means in terms

633
00:53:08.960 --> 00:53:14.119
of workers. And then finally we
have a working group on economic justice.

634
00:53:14.519 --> 00:53:16.559
Again, now a topic we talk
about typically at these sources of events,

635
00:53:17.239 --> 00:53:22.639
but one that I think, you
know is needs to be on the table

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00:53:23.079 --> 00:53:28.719
and we are going to give it
some attention. It sounds really wonderful.

637
00:53:28.719 --> 00:53:30.880
I really hope that I get to
join your and I want to thank you

638
00:53:30.920 --> 00:53:34.119
for joining me as a guest today. It has been an absolute profound pleasure

639
00:53:34.119 --> 00:53:36.480
for me to hear it from here
to be inspired by you and see what

640
00:53:36.599 --> 00:53:39.000
you're up to. Thank you for
joining well, you're welcome. This has

641
00:53:39.039 --> 00:53:44.360
been really wonderful and thank you for
the opportunity. You're welcome and listeners.

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00:53:44.400 --> 00:53:46.599
If you want to learn more about
doctor Peter Creticos and the work he's doing

643
00:53:46.719 --> 00:53:51.880
at the Institute for Work and the
Economy, visit his website, it's Work

644
00:53:52.079 --> 00:53:57.239
and Economy dot org. Also go
to the conference website, which is Futures

645
00:53:57.440 --> 00:54:00.039
of Work dot org and join us
on year. Next week when we talk

646
00:54:00.079 --> 00:54:04.280
with Judy Hopperman, who is the
founder of Selling in a Skirt. She

647
00:54:04.440 --> 00:54:07.280
is a speaker, coach, and
an author. You'll be talking about how

648
00:54:07.320 --> 00:54:10.079
she empowers mem to be successful in
their businesses and in sales. See you

649
00:54:10.119 --> 00:54:13.559
then, and remember, workers at
least one third of our life. So

650
00:54:13.639 --> 00:54:22.360
let's work on purpose. We hope
you've enjoyed this week's program. Be sure

651
00:54:22.400 --> 00:54:28.639
to tune into Working on Purpose featuring
your host Alice Cortez every Wednesday at six

652
00:54:28.679 --> 00:54:32.760
pm Eastern Time three pm Pacific Time
on the Voice America Empowerment Channel. This

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00:54:32.800 --> 00:54:36.320
week, find your life's purpose at
work