As workforce systems across the country adapt to changing employer needs, shifting labor market dynamics, and the growing demand for skills-based career pathways, collaboration has never been more important. In Boston, the MassHire Boston Workforce Board/Private Industry Council (PIC) plays a critical role in bringing together business, education, and community leaders to help connect residents to meaningful employment opportunities and support a strong local economy. Earlier this year, PCG’s Jill Reynolds was appointed to the MassHire Boston Workforce Board by Boston Mayor Michelle Wu.

To learn more about her appointment and the work the Board is doing, we sat down with Reynolds to discuss the evolving workforce landscape and how public-private partnerships can help create stronger career pathways for Boston residents and employers alike.

“I would not say I have been surprised by the challenges themselves—many of them have been around for a while. Employers are trying to find and keep skilled workers, job seekers are often navigating complicated systems, and public workforce organizations are working within funding and policy constraints. What has stood out to me, though, is the level of collaboration and commitment across the Boston workforce ecosystem.

In my first few months on the Board, I have been impressed by how employers, education partners, government partners and community-based organizations are actively leaning in. There is a real willingness to think together about what Boston needs now and what it will need next. The conversations are not just about filling jobs today; they are about building stronger talent pipelines, connecting young people and adults to meaningful career pathways, and making sure workforce investments, such as occupational skills training and work-based learning opportunities, are aligned to where the economy is headed. That has been encouraging to see. The challenges are significant, but Boston has a strong foundation of partners who understand that no single employer, agency, or organization can solve them alone.”

“AI is the trend everyone is watching closely, both because of how quickly it is evolving and because of how unevenly its impact may be felt across occupations and communities. I think workforce boards and workforce organizations need to be very intentional about understanding which jobs are most likely to change, which skills will become more important, and which career pathways may be more resilient over time.

Workforce boards have an opportunity to help workers prepare for the large technological changes that are coming. MassHire Boston can help workers build the kinds of skills that will continue to matter as technology changes the workplace—problem solving, communication, adaptability, digital fluency, and the ability to work alongside new tools. It also means paying attention to occupations where human judgment, relationship-building, hands-on work, and care-based services remain central.

Employers have a major role to play here as well. They can help workforce partners understand how jobs are changing in real time, what emerging skills are needed, and where training programs should evolve. Workforce organizations can help translate those needs into accessible education and training pathways that support both new entrants and existing workers.

Just as importantly, employers can invest in training and upskilling their incumbent workers so current employees can adapt to new technologies and changing job requirements rather than being displaced by them. When employers fill higher-skilled positions from within, they create a pipeline of advancement opportunities for current employees while opening entry-level roles that provide a starting point for new workers.

 The goal is not to react to AI after disruption happens, but to build workforce strategies now that help people move with the economy instead of being left behind by it.“

“I see a lot of opportunity in developing stronger industry sector strategies, work-based learning opportunities including apprenticeships, and grant-funded partnerships that bring multiple organizations to the table around a shared workforce need. The most promising efforts are the ones where employers are engaged from the beginning in defining the skills, shaping the training, and creating real pathways into employment and not just asking to hire at the end of a program.

Apprenticeships are a great example. They give employers a structured way to build talent, and they give workers a paid pathway to develop skills while gaining experience. I have been interested in seeing the growing emphasis on apprenticeships in areas like skilled trades, information technology, clean energy, health care, and other sectors where demand is strong.

One example of strong collaboration in Massachusetts is Worcester’s Clark University’s strong partnerships with local workforce boards, including MassHire Boston, employers, and training providers through $54 million in federal workforce and apprenticeship grant funding over the past seven years. These investments have enabled employers to play a leading role in identifying workforce needs, shaping training strategies, and creating pathways for both new and incumbent workers to develop in-demand skills. They have also supported the expansion of apprenticeship opportunities and the design of programs that align public investments with local industry talent needs. PCG has been excited to partner with Clark and supports grant strategy, funding management, program implementation, and employer engagement efforts, helping transform grant investments into sustainable workforce development initiatives.“

“MassHire Boston has built its workforce development strategy around expanding economic opportunity for traditionally underserved populations, including individuals with disabilities, low-income residents, youth, English language learners, and other job seekers facing barriers to employment. Through accessible career services, targeted training programs, employer partnerships, and community-based outreach, MassHire helps connect individuals to education, training, work-based learning, and employment opportunities that support long-term economic mobility. This approach demonstrates how workforce systems can advance both equity and economic growth by helping all workers have access to emerging career opportunities.

I think one of the biggest opportunities is making sure that the career pathways we are building are visible and accessible. It is not enough to create a strong training program or apprenticeship and assume people will find it. We need to be intentional about outreach, communication, supports, and partnerships connecting with organizations that focus on disability employment, vocational rehabilitation, and inclusive workforce development. Those partners can help employers and workforce organizations understand what supports are needed, how to reduce barriers, and how to make pathways more welcoming and effective. MassHire can also provide employer incentive information to encourage hiring underserved workers.

Apprenticeships and other types of work-based learning can be especially valuable here because they combine skill-building with real work experience. But they need to be designed with access in mind from the start. That includes thinking about accommodations, transportation, coaching, employer readiness, and how people learn about opportunities in the first place.

MassHire Boston is well positioned to continue to lead by bringing employers, community partners, government agencies, and education providers together around a shared goal: expanding access not only to jobs, but to meaningful career pathways that lead to economic mobility. I’m excited to be a part of this conversation.”

Learn More:

• MassHire Boston Workforce Board/Private Industry Council
• PCG’s Jill Reynolds Appointed to MassHire Boston Workforce Board
• PCG’s Workforce and Economic Development Services