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Five steps companies can take to give those with backgrounds a chance without sacrificing quality or business needs.

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[Images: Adobe Stock / Antonioguillem]

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BY Sara Wasserteil3 minute read

When I was a kid, I was a follower. And I wasn’t just any follower, I took that job seriously. I was the type of big-F Follower who, when a popular kid asked me to tie their shoes, I made sure their bunny ears were right and tight. I’d stand by if I saw a kid getting made fun of, lied if I thought it made me look cool, and with a little bit of peer pressure, vandalized at least two street signs. It didn’t matter that following the crowd often went against my conscience; I said yes because fitting in felt easier than saying no.

While my dogged days of approval-seeking are behind me, I think about what would happen if my behavior from more than 25 years ago was reflected in my resumé. Would somebody hire me if it said, “didn’t think independently,” “befriended bullies,” or “liar”? My guess is that I wouldn’t stand a chance; I’d never make it past the resumé screen.

While I don’t have to be judged by the mistakes I made decades ago, there’s a large segment of our population that doesn’t have that luxury. If you were arrested 10 years ago, you will be precluded from thousands of jobs—even if you’ve been a law-abiding citizen since. And even though I can choose what an employer knows, most people with records do not. In fact, 90% of companies perform background checks that often go back decades, even though research shows that someone with a conviction is no more likely to re-offend after five years than the general population.

Companies that are concerned that individuals with backgrounds won’t be good employees don’t have to fret either. A 2022 McKinsey/Cara Plus study found that individuals with criminal backgrounds were more likely to be promoted than any other group they hired.

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It makes me think about why this group should be offered opportunities—not because companies need to, but because if you’re human, you’ve made a mistake. And if you’re human, you’ve been given a second chance for something, too.

As I reflect on the role that forgiveness plays in society and in business in particular, I think about what it takes to ensure my actions match my words and what steps we might take, no matter how small, to move the ball forward.

Some of these steps companies can take to give this population a chance without sacrificing quality or their business needs include:

1. IDENTIFY THE RECORDS THAT DISQUALIFY INDIVIDUALS FROM SPECIFIC JOBS, AND ENSURE THEY AREN’T MORE STRINGENT THAN REGULATORY REQUIREMENTS

While many firms have regulated roles, almost every employer has internal roles that aren’t held to those policies. Explore what roles need to be disqualified due to relevance or regulation, and then ensure others aren’t held to the same standard.

2. REDUCE YOUR COMPANY’S LOOKBACK PERIOD FOR BACKGROUND CHECKS

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Many companies unknowingly look back decades at an applicant’s background, despite evidence that demonstrates that there’s virtually no risk. Review your lookback period to ensure it doesn’t go back further than five years to ensure you aren’t disqualifying strong talent.

3. CONSIDER THE NATURE OF THE ROLE, THE NATURE OF THE RECORD, AND THE TIME

When a background check reveals that a candidate has a criminal record, determine their fit for the role by considering the nature of the role, the nature of the record, and the time.Records aren’t one-size-fits-all, and the risk goes down when the crime and role are unrelated and when more time has passed.

4. BE EXPLICIT THAT YOU WELCOME PEOPLE WITH BACKGROUNDS TO APPLY

Individuals with backgrounds often preclude themselves from applying to roles they are otherwise qualified for. Adding language to your job descriptions that encourages people with records to apply can help people know they’ll be given a chance.

5. IDENTIFY SPECIFIC ROLES WITHIN YOUR ORGANIZATION TO START A FAIR CHANCE HIRING PROGRAM

Working with community organizations on specific roles can ensure you have a partner in the work and help you build a program that isn’t just good for your company, but is good for the community, too.

I think a lot about the mistakes I’ve made. Yes, the ones as a kid, but also the ones I make every day as an adult. My guess is that I’m the only one who remembers them. As we think about the forgiveness we hope for ourselves—and the opportunities we want to be afforded to us—we should consider how we offer that opportunity outwards. Not just to those who can keep their mistakes to themselves, but also to those who can’t.



ABOUT THE AUTHOR

Sara is a director at the Corporate Coalition, helping companies reimagine their talent strategies to include underinvested communities. Read Sara’s Executive Profile here. More


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