Reimagining Pathways to Employment: From Transactional to Transformative
In recent years, I can’t tell you how much I’ve heard the term “Retirement Tsunami” being uttered among employers and HR professionals. The term warns of a time when a significant portion of the workforce will reach retirement age, triggering a cascade of high employee turnover, promotions, and a surge in hiring to fill vacated positions. In 2024, this forecasted wave is cresting in America, but instead of focusing on the challenges that crest presents, I encourage employers to think about the opportunities it brings.
In America, one out of every three adults faces barriers to employment due to past arrests or convictions, hindering their potential before they even get a chance to prove themselves. This staggering statistic isn't just a reflection of the individuals affected but points to the underlying systemic issues within employment policies and practices. I have witnessed practices such as using outdated screening criteria, having to manage untrained hiring managers, and the existence of rigid policies all collectively contribute to a significant portion of the population being sidelined and unable to reach their full potential — simply because those people have a record in their past.
For those with records especially, employment is not just important — it's crucial. The link between employment and health, especially mental health, is well established, highlighting that unemployment can lead to deteriorated mental health. Yet, the quality of employment matters immensely. For people who have been involved with the legal system, the battle is not just against unemployment but against being funneled into low-income, low-quality jobs that may exacerbate their challenges and make other barriers harder to overcome.
Employment also serves as a pivotal factor in reducing the risk of reoffending. It helps reintegrate individuals into mainstream society, fosters a sense of identity, and provides financial stability that helps people reach their full potential. This underscores the importance of not just any job but employment that is meaningful and purposeful.
“The wrong first question is, What do we need to do? The right first question is, Who do we need to become?”
In a book I recently read, The Four Pivots, by Dr. Shawn Ginwright, there was a profound quote by Benjamin McBride, and he posed a thought-provoking question that shifts the focus from what actions to take to who we need to become to address these issues effectively. It's a call to look inward and transform not just our policies but our perceptions and attitudes towards giving people a second chance.
Organizations across the United States, from state agencies to private sector giants like IBM, Dell, and Bank of America, are already making strides in this direction by removing the requirement for a college degree. Some employers are also adopting skills-based hiring practices and partnering with organizations focused on reentry programs, such as the Anti-Recidivism Coalition and the Center for Employment Opportunities, where they are taking significant steps towards inclusivity. However, the question remains: Are these transactional steps sufficient to foster true transformation?
One great example of transformative hiring practices is seen at JPMorgan Chase & Co., where they have built second chances into their culture with a dedicated fair chance hiring program. They also go beyond an internal approach, supporting the advancement of second chances by uplifting policies like Clean Slate, commissioning striking art installations that draw attention to the issue, hosting employment fairs and expungement clinics, and spearheading other programs that can help people with records access education.
The Clean Slate Initiative embodies the transformative vision where individuals are no longer defined by their records but are given fair opportunities to contribute to their communities and achieve their full potential. This vision calls for a deep, introspective examination of our hiring practices and policies, challenging systemic inequities and embracing trial and error in the quest for justice.
To truly become people-centric, government agencies, organizations, and employers must humanize the hiring process. This means reflecting on the barriers faced by many and taking actionable steps to dismantle these obstacles. Policy changes are a start, but the real test is in their implementation. Here are a few examples that The Clean Slate Initiative has engaged:
Look beyond the qualifications on paper. Look at the qualities of the individual, their drive, passions, and their ‘why.’ Ask what led them to apply for the opportunity.
Values Alignment. Hire someone because they feel strongly about and deeply connected with your organizational values. Ask questions during the interview that align their values with the organization.
Intentionally amplify and embody your REDIBJ values. Racial Equity, Diversity, Inclusion, Belonging, and Justice must be a core part of your talent management strategy to continuously engage diverse perspectives, encourage mutual respect, and foster inclusivity.
As we observe Second Chance Month, let's challenge ourselves to reflect on the changes we need to embody to make a meaningful impact. For HR professionals, hiring managers, and employers, this is an invitation to rethink who you need to become to champion positive change for those facing employment barriers.
The Path Forward
The journey towards justice and equity in employment is ongoing and requires commitment, empathy, and innovation. By focusing on transformation rather than mere transactions, we can pave the way for a more inclusive, equitable future. Let this Second Chance Month be a catalyst for reflection and action, inspiring us to break down barriers and build bridges toward potential and possibility.