Meet the leaders of the good work movement

“We’ve always believed that in order to deliver the best service to our customers, we needed to be the best employer to our team. The good work code does articulates values that have been a part of the DNA of Managed by Q from the beginning.”

Dan Teran, CEO and Cofounder

How we live the Good Work Code

SHARED PROSPERITY

We believe the future success of Q to be deeply rooted in shared prosperity. We’ve seen over and over again that when our employees in the field are properly motivated and incentivized the results for the brand and the business are incredible, creating structures that share the companies success with all employees guarantees a deep alignment of incentives over a long time horizon, and sets us up to build a sustainable company with a cohesive

Currently we:

  • Have a bonus program that rewards field Operators for their exceptional performance – because we receive clear feedback through our applications it is easy to identify and reward people who are going above and beyond to make Q a success.
  • We decided early on that our base benefits package would be identical for everyone – this includes cleaners, software engineers, and executives. We provide a very high level of benefits for all employees, including a 401 program and healthcare 100% paid for by the company.
  • Calling upon household employers to commit to fair pay, clear expectations and paid time off for domestic workers with the Fair Care Pledge.

We commit to:

  • We are excited to roll out a stock option program to all employees of the company, including cleaners and handymen, to truly align incentives. We started rolling out the program in 2015 to our field supervisors with great results, and our employees are all very excited to be option holders in the company and be part of the company’s success in a very real way.

TRANSPARENCY

Transparency is one of the core values at Q. Transparency embodies the way we communicate with each other, with our colleagues in the field, and with our customers. We give our customers and operators the benefit of the doubt to assume that they are smart, reasonable, and well intentioned – when you look at it that way, transparency is an obvious choice.

Currently we:

  • Distribute meeting minutes from our leadership team meeting across the entire company.
  • Share every quarterly board presentation with the full company.
  • Hold an AQA (Ask Q Anything) portion of our bi-weekly all hands meeting where anyone can anonymously submit a question to be answered by the CEO in front of the whole company.
  • Plan quarterly activities using Objectives & Key Results, which are shared with the entire company so everybody knows what is important, and how we are measuring success.
  • Host quarterly Operator Assemblies in every city we are operational in to share company wide updates, provide ongoing training, and recognize 5 star operators.

We commit to:

  • Improving the messaging aspect of our Operator App to enable more seamless and open communication between employees in the office and the field.
“LeadGenius was founded to provide opportunities to underemployed communities, and we have embraced these values from the beginning. The rapid growth of LeadGenius is proof that companies do not have to compromise growth, profitability, and industry-leading products for fair work values.”

Anand Kulkarni, CTO and Cofounder

How we live the Good Work Code

SUPPORT & CONNECTION

Our researchers work together in teams, with a management structure that is similar to many traditional jobs. Everyone works together to solve problems, and when people have trouble at work or at home, the team comes together to offer support.

Currently we:

  • Use regular video meetings and online chats to offer support to researchers, and help them support one another.
  • Use internal communication such as blogs and email newsletters to introduce researchers to one another and provide a sense of community.

We commit to:

  • Increasing HR support throughout the researcher journey to ensure they have the support they need, and to improve the speed and quality of onboarding.

STABILITY & FLEXIBILITY

The LeadGenius platform is available to people that don’t easily fit into the traditional workforce, such as single and stay-at-home moms, and people who live in communities where there aren’t many work opportunities. Once researchers join projects, they can rely on getting a steady and predictable amount of hours, while still having the flexibility to request time away or take care of their kids when they need to.

Currently we:

  • Match the number of people we hire into our platform to the amount of work that is available.
  • Provide a consistent baseline amount of work by signing longer term contracts with clients to increase stability for researchers.
  • Increase the level of HR support to ensure our researchers have the amount of work they want. This will allow us to give more individual attention to people when they need to find more projects, and to problem-solve other issues that might be preventing them from working.

We commit to:

  • Improving the messaging aspect of our Operator App to enable more seamless and open communication between employees in the office and the field.
“The way we work in the United States is undergoing a fundamental shift, but our current social structures, programs and policies have not kept pace with the realities of our 21st century workforce. As leaders in this space, we’re in position to help shape the future of work, and with that comes the responsibility to ensure the jobs we’re creating are good ones.”

Sheila Lirio Marcelo, CEO and Founder

How we live the Good Work Code

A LIVABLE WAGE

Paying caregivers a livable wage is the right thing to do as many caregivers are parents themselves, working to support their own families. In addition, it ensures that there are enough people choosing caregiving as a profession; a larger volume of caregivers leads to more choice for families, resulting in higher quality care.

Currently we:

  • We decided early on that our base benefits package would be identical for everyone – this includes cleaners, software engineers, and executives. We provide a very high level of benefits for all employees, including a 401 program and healthcare 100% paid for by the company.
  • Call upon household employers to commit to fair pay, clear expectations and paid time off for domestic workers with the Fair Care Pledge.

We commit to:

  • Actively exploring ways to ensure that caregivers have the appropriate social safety net to support them. We will share these initiatives as they roll out.

TRANSPARENCY

We strive to make our user experience clear and transparent, allowing for more job matches to be made which translates into more families finding help and more caregivers finding work. We also strive to arm families and caregivers with the tools necessary to be more transparent with each other, resulting in better satisfaction from both sides of our marketplace.

Currently we:

  • Provide tools for families and caregivers to be more transparent in their relationship including sample contracts, schedules, description of services to be performed and reviews of services performed.

We commit to:

  • Introducing on-site tutorials to help caregivers be aware of the requirements the family has indicated s necessary to be successful in their role and to help caregivers negotiate terms that are fair. These tutorials are designed to help caregivers initiate a spirit of transparency between family and caregiver that will result in better communication and success.
“Digital labor has made all sorts of work opportunities more accessible, but it has also eliminated some of the more traditional elements of work that used to make it a humane experience. The Good Work Code is a step in the right direction toward making digital work more humane.”

Adam Marcus

How we live the Good Work Code

GROWTH AND DEVELOPMENT

As work becomes increasingly digital and distributed, workers’ upward mobility has not made the transition. We focus on building products that require deep expertise in roles like designers, software developers, and data scientists.

Currently we:

  • Use Orchestra, an open source system to orchestrate teams of experts and machines on complex projects, to better gauge their degree of expertise, and offer them subsequently more challenging tasks and mentorship opportunities as they grow.
  • Facilitate digital mini-apprenticeships by pairing aspiring experts up with seasoned veterans.
  • Eliminate the work experts don’t want to do so that they can focus on the work they want to do, by pairing experts with automation, including machine learning models and other power tools.

We commit to:

  • Offering more diverse sets of experiences to our experts so that they can explore different career paths, e.g. a designer could start on their path down the road to becoming a data scientist.
  • Developing models for identifying the complexity of a task, so we can better pair experts with tasks that are feasible but also challenging.

INCLUSION & INPUT

We take seriously what our experts have to say about our approach to projects and the technologies we build, because we recognize that our experts and technology are what allows B12 to deliver amazing client experiences quickly.

Currently we:

  • Run an expert development program through which we speak to experts each week to get feedback on technology and experiences we’re exploring.
  • Vet all new Orchestra features, workflow changes, and new automation with experts before release, so that we can work to continually improve their experience.

We commit to:

  • Getting input from experts on new types of expertise they would like to attain, so that we can better facilitate their professional development.
“Our mission is to transform part-time jobs into a good career path. The nature of work is changing rapidly and support for workers needs to evolve just as fast. We are excited to be part of a movement for good work with the Good Work Code.” Ben Bear, CEO and Cofounder.”

Ben Bear, CEO and Co-Founder

How we live the Good Work Code

STABILITY AND FLEXIBILITY

One of the biggest problems facing part-time workers today is precarious employment. Workers need to manage multiple part-time jobs to get enough hours to support themselves, but are challenged by the inconsistency of hours with each company. We pre-negotiate a schedule with companies offering part-time work on behalf of online economy workers, to create a full-time job that can support a worker.

Currently we:

  • Connect workers with multiple job opportunities matching their needs and availabilities.
  • Provide the worker with a guaranteed schedule between multiple part-time jobs.

We commit to:

  • Continue to focus on putting worker preferences first in our scheduling algorithms. We believe that happy workers will deliver better services.
  • Identifying and embracing new approaches to providing workers with flexibility and stability.

GROWTH & DEVELOPMENT

There are millions of top performers hidden outside of the realm of Stanford, McKinsey, and Facebook. We’re focused on identifying and helping workers grow into higher paying jobs by surfacing new opportunities, making the requirements clear, and finding a fair schedule matched to the workers’ needs.

Currently we:

  • Meet with each worker individually to help them find work to fit their schedule and preferences.
  • Proactively help workers find new work opportunities, on an ongoing basis.

We commit to:

  • Developing programs to help people become qualified for new types of work, to broaden their income opportunities.
“America has a fast aging population and there is going to be a dramatic shortage of caregivers within the new few years unless we start treating caregiving as a sustainable career deserving of pay that exceeds minimum wage. The Good Work Code is a meaningful step towards ending the longstanding exploitation of caregivers.”

Sherwin Sheik, CEO

How we live the Good Work Code

LIVABLE WAGE

We have learned from experience that when caregivers can earn a sustainable living and don’t live paycheck to paycheck, they provide superior quality of care and are less likely to change assignments.

Currently we:

  • Ensure that caregivers see what fair market rates are for their services through CareLinx and allow them to set their own rates. Given our platform many caregivers are actually earning above $15 per hour and these caregivers also have a W-2 classification so their after tax take home pay is on average 25% higher.
  • Factor in overtime for caregivers.
  • Actively promote the “Fight for $15” initiative to increase caregiver wages.

We commit to:

  • Looking at ways to provide our caregivers access to affordable health care benefits.

SAFETY

Safety of caregivers and patients on the CareLinx platform is our #1 priority. Safety comes in many forms, such as making sure that all families and caregivers are screened, security of personal information online, to ensuring that caregivers are working in a healthy and safe work environment.

Currently we:

  • Provide coverage for all caregivers who are registered on our platform with one million dollars professional liability insurance backed by Lloyd’s of London. CareLinx pays the entire cost of the insurance.
  • Speak to every single client who posts a job on CareLinx and validate their ID before we notify caregivers about possible job opportunities. Our processes, technology and procedures have prevented malicious attempts of individuals trying to take advantage of caregivers. Caregivers have the comfort of knowing that every job on CareLinx is screened and the families have been vetted to ensure that their needs are genuine.

We commit to:

  • Constantly improving our processes and matching algorithms to better screen both families and caregivers so as to ensure we provide highest level of safety and the best possible matches for all CareLinx members.
“Our incredible team of designers would not be with us if we were not a good place to work. The Good Work Code brings a strong framework we can use to make the work experience even better, especially as we scale.”

Chris Finneral, CEO and Co-Founder

How we live the Good Work Code

STABILITY AND FLEXIBILITY

Many of our designers have chosen freelance design. This brings great flexibility. We want to enable stability along side this.

Currently we:

  • Pay designers for all good work, regardless of whether SketchDesk is paid.
  • Pay monthly retainers to the highest performing designers.

We commit to:

  • Providing work around the designers’ preferred work schedules.
  • Providing transparency into the drivers of a designer’s workflow and providing tips on how they can increase, decrease or change the work.

GROWTH & DEVELOPMENT

We believe life is a journey of improvement. In everything you do, you should have the opportunity to learn and grow. This should not be reserved for employees in the office.

Currently we:

  • Provide feedback on every design project, from both client and other designers.
  • Foster collaboration between designers on projects so they can learn from each other.
  • Provide opportunities for designers to take on more responsibility.

We commit to:

  • Building structured feedback against important skills so designers can understand their strengths and areas to improve.
  • Enabling more collaboration on projects and across skill sets.
  • Provide resources and materials to improve and develop skills, where allowed.
“VetPronto’s success revolves around providing the best possible experience for pet owners and veterinarians. We would not be able to achieve that without giving our vets flexibility and involving them in the company’s decisions.”

How we live the Good Work Code

STABILITY AND FLEXIBILITY

Veterinarians currently are forced to choose between strict ‘full-time’ jobs and unpredictable relief shifts. VetPronto aims to give them the freedom to set their own schedule as well as the predictability of consistent work.

Currently we:

  • Allow our vets to choose their own schedules.
  • Pay vets a stand-by rate if we do not fill their schedule with appointments.

We commit to:

  • Offering salaried positions from veterinarians that commit to more than 15 appointment slots per week.

INCLUSION & INPUT

Our platform has evolved based on the input from our veterinarians. We sincerely value their input because we know that we need it if we are going to be successful.

Currently we:

  • Hold monthly update calls between our chief medical officer and all vets on the platform.

We commit to:

  • Prioritizing future platform features based on signals from our vet community.
“DoorDash was founded on a mission of empowering local economies and we are proud of the opportunities the company has created for Dashers, local merchants, customers and employees. We look forward to working with other companies who have joined the Good Work Code to collaborate and share best practices across the industry.”

How we live the Good Work Code

TRANSPARENCY

Transparency and strong communication have been core values at DoorDash from the company’s inception. While we strive to regularly communicate with our Dasher community and ensure they are alerted of updates and changes, as we continue to grow it will be even more important that we maintain a culture of open, transparent communication with people dashing through our platform.

Currently we:

  • Communication to Dashers with best-practices for being the most efficient and maintaining high ratings while dashing.
  • Ensuring that experiments, new features, and policy changes are communicated early, clearly and openly to Dashers.

We commit to:

  • Building out a team at DoorDash focused on dasher communication.

INCLUSION & INPUT

Our product and company will only get better through sharing best practices, whether it be from users, merchants, or Dashers. While many best practices around dashing is currently gathered informally and anecdotally, we are looking to formalize processes to ensure all Dashers can share best practices and in a more organized way.

Currently we:

  • Empower local teams in each city where we operate so that Dashers can visit in-person or contact a DoorDash point-person on the ground when needed.
  • Make specific product changes based on compiled Dasher best practices including changing back-end systems to allow for more flexibility in dashing locations and making tweaks to the app to accommodate Dashers that are hearing impaired.

We commit to:

  • Creating new processes for compiling and distributing best practices on the Dasher app and experience, including Dasher focus groups, usability tests and surveys.
  • Establishing ways for Dashers to meet among themselves and with DoorDash employees including Facebook groups, meet-ups, and other ways that facilitate increased communication and conversation.
“We asked ourselves very early on, “How can we ensure we’re doing right by the people that help us accomplish our mission? How do we positively influence other businesses and organizations working in similar ways?” The Good Work Code is a wonderful articulation of some of the values we have been thinking about.”

Dean Jansen, Executive Director

How we live the Good Work Code

STABILITY AND FLEXIBILITY

As a small but growing organization we’re entering a stage where stability and flexibility are increasingly important as we continue to scale the company.

Currently we:

  • Offer flexibility in what type of work team members can opt to take and enable team members to create and manage their own schedules.

We commit to:

  • Exploring ways to increase the stability and consistency of work that is available.

SUPPORT & CONNECTION

Amara is a living and breathing organism – it is composed of volunteers, On Demand team members, and many others who help it grow. Strengthening the bonds of connection (in all directions), and supporting those who help meet Amara’s mission, is critical to our shared success.

Currently we:

  • Listen to requests from the community and do our best to improve the technology, tools, and organizational structures they work within.

We commit to:

  • Improving tools and communication spaces that promote lateral connection within the Amara community.
“We believe that the internet and the rapid growth of the digital economy are creating unprecedented avenues for economic opportunity, but because this space is so new, iterative and unregulated, there are risks and challenges for workers. We are excited about the Good Work Code as it is directly in line with Samaschool’s mission of helping low-income people find dignified, living wage work in the new economy.”

Tess Posner, Managing Director, Samaschool

How we live the Good Work Code

Samaschool’s mission is to help low-income people secure living wage work in the digital economy. Students learn core digital skills (i.e. how to find work using the internet, how to access online work, how to market themselves online), as well as online occupational skills (i.e. online customer service, virtual assistance, and social media marketing). Samaschool then connects students with a network of employer partners, where they gain valuable real-world work experience through paid internships.

Currently we offer both instructor-led training in New York, California, and Arkansas, and we recently launched a free online training that anyonesa, anywhere can access. Our online Certificate program covers the fundamentals of online work, safety in the online economy, and professional skills that you need to find a job through an online

We are also expanding an alumni program designed to support job retention and wage increases. This program will include both regularly-scheduled weekly meetings and personal support by appointment, to be offered both in-person and online, which will allow students to share learnings, best practices, and moral support with their peers.

We commit to incorporate the Good Work Code into our curriculum to help workers develop their own lens to evaluate new online job opportunities.