The coronavirus pandemic has highlighted the shortage of workers with up-to-date digital skills. Tech titans like Amazon, Google, and Microsoft have responded with training and certification programs of their own. In July, Google added certificates in data analytics, user experience design, and project management to its Grow with Google program. The company says these low-cost, platform-agnostic three- to six-month courses put job candidates lacking a post-secondary degree on par with college grads. Google’s VP of Global Marketing, Lisa Gevelber, and Product Lead Natalie Van Kleef Conley discuss the alternative route to in-demand jobs.

For many workers, company-sponsored education benefits are a perk that’s hard to translate from employee handbook to reality. Guild Education bridges this gap by aligning incentives— matching students with appropriate programs, having employers profitably front costs, coaching and supporting students, and only collecting a portion of tuition when students complete a term. The rare billion-dollar B Corp also works to foster resilient careers for workers displaced by automation, the pandemic, or other causes.

Monroe Community College in Rochester, New York, is a leader in workforce development, combining original economic research, employer partnerships, and pragmatic programs for reaching its student population. Recognized for its worker training acumen by the Aspen Institute, Monroe continues to innovate in the delivery of marketable skills. Todd Oldham, VP of Economic Development, Workforce, and Career Technical Education, has spearheaded the colleges’ efforts in this area for the past decade. He discusses Monroe’s responses to the unprecedented challenges of the Covid-19 pandemic and how the college is helping to shape the future of technical education.

Unilever is several years into a company-wide plan to revolutionize its workforce. Faced with the challenge of selling its employees on change as opportunity, the multinational offers job counseling, retraining, and assistance with career moves—within the company or elsewhere. Executive vice president of HR business transformation, Nick Dalton, discusses what it takes to be transparent about coming changes and work with employees, unions, governments, and others to identify mutually beneficial transitions.

The start-stop nature of business during the coronavirus pandemic demands flexibility and innovation. This is especially true for physical places of work. CIC maintains offices, shared workspace, and labs. It specializes in building hives of creative and productive activity and fostering entrepreneurial communities. Founder and CEO, Tim Rowe, explains how Covid-19 has spurred CIC to find inventive solutions to the challenge of working safely amid a viral outbreak and to extend its networking events online.

The Covid-19 pandemic is triggering widespread anxiety, depression, and addiction—deepening what many have identified as a mental health crisis. A recent study suggests that at least a quarter of American adults are experiencing pandemic-attributed, high emotional distress. Louis Gagnon, CEO of the Total Brain online mental health platform, discusses the benefits of preventative care delivered through self-monitoring apps and how analytics based on the resulting data can help companies improve wellbeing and productivity in the workplace.

Covid-19 has made robots a welcome sight for many by hastening the adoption of autonomous cleaner-bots, greeters, personal assistants, burger-flippers, classroom aids, and more. SoftBank Robotics' Kass Dawson talks about the role of robotics in combatting Covid-19 and in changing the world of work. Rather than a wholesale replacement of human workers, he says, we can expect more cobotics—human-robot collaboration—and new robotics jobs.

Pulitzer Prize-winning journalists Sheryl WuDunn (HBS ‘86) and Nicholas Kristof are widely recognized for their coverage of international humanitarian crises. In their recent book, Tightrope: Americans Reaching for Hope, they turn their attention to the struggles of the US working class. Regular encounters with the devastation wracking blue-collar families in Kristof’s hometown of Yamhill, Ore., prompted the couple to examine the effects (and causes) of joblessness, homelessness, substance abuse, incarceration, and chronic ill-health. WuDunn discusses the hard-to-break intergenerational cycles of poverty and despair, the impact of Covid-19, and some glimmers of hope.

How can businesses move from awareness to action on systemic racial discrimination?  In a wide-ranging discussion, Laura Morgan Roberts, an organizational psychology expert and professor at the University of Virginia’s Darden School of Business, says it begins with frankly acknowledging the extent of the problem, fostering open discussion, and committing to meaningful change, both internally and in the wider community. As she notes, business schools have a long way to go as well.

Is the triple bottom line a liability in a crisis? The question is anything but theoretical for John Pepper, who co-founded restaurant chain Boloco in 1997 while still in business school. The pandemic has brought many restaurants to the brink, but Boloco continues to work to establish a profitable model that includes paying a living wage and providing workers with opportunities for more gainful employment. CEO Pepper reflects on running an enterprise whose business plan includes social and environmental goals; navigating the public health and economic crisis; and engaging with the Black Lives Matter movement.