DEI is key to avoiding the Great Resignation: How fair chance hiring can help

The Great Resignation is upon us as employees are quitting their jobs at an unfathomable pace. From April to July, almost four million workers left their jobs each month, a record-breaking streak. Employers are feeling the strain as nearly nine out of 10 executives report they are seeing higher-than-normal turnover at their organization.

Unfortunately, all signs indicate this trend will continue as the same study shows 65% of employees are looking for a new job right now. With the workforce in a state of disarray, it is imperative employers take steps to increase retention and attract top talent.

While some business leaders are getting creative by offering increased salaries, sign-on bonuses, free college tuition and other company perks, these initiatives are unlikely to move the needle on long-term retention. Instead, organizations must focus on creating a diverse, equitable and inclusive (DEI) environment that doesn’t just attract new talent, but encourages current workers to stay.

Focus efforts where it matters: DEI

In today’s workforce, employees want to be a part of an organization that prioritizes DEI. Research shows that nearly 80% of workers want to work for a company that values diversity and 52% would be more engaged at work if their employer improved their efforts on this front. Furthermore, diversity has a direct impact on lowering attrition with diverse teams experiencing higher rates of retention.

While organizations across the board have started to make strides with their DEI strategies, many continue to fall short as they’re not inclusive of all workers — specifically those with criminal records. Formerly incarcerated individuals face constant barriers to employment and as a result, are unemployed at a rate of over 27% compared to those without a record. By excluding these qualified workers from the hiring process, businesses are severely limiting their applicant pool — as more than 77 million Americans have a criminal record — while also hindering their own success. Research continuously shows that diverse workforces increase profitability because varying experiences and viewpoints enhance innovation.

How to create workplace equity with fair chance hiring

For organizations to create an environment of true inclusivity, all individuals, no matter their criminal background must have access to employment. How can employers drive this needed change? It starts with fair chance hiring, the concept that everyone has the right to be fairly assessed for the role they are applying for. Here are actionable steps organizations can take to integrate this approach into their hiring processes:

1. Develop an intentional hiring plan: To launch a successful fair chance hiring program, everyone in the business must be involved — from entry-level staff to managers to executives. HR leaders can gain buy-in by having candid conversations where employees can voice their concerns and thoughts, providing information on the program and outlining the benefits. Once an organization has collective approval, HR departments can create their strategy to fairly assess candidates, while the legal team manages the compliance aspects.

2. Partner with local source organizations: To find top fair chance talent, partner with regional organizations that focus on fair chance hiring and help acclimate formerly incarcerated people back into the local community. This provides employers with the opportunity to engage with their community while streamlining the process of identifying fair chance talent.

3. Take a skills-first approach to hiring: Skills-based hiring assesses candidates based on their skill set rather than formal qualifications like a college degree or previous job experience. This approach immediately breaks down barriers for individuals that took alternate education paths to advancing their skill set. Employers can integrate this strategy by asking themselves: what does it actually take to succeed in this role? Many employers will find the shopping list of requirements typically included on their job listing is not actually essential to being successful in that role.

4. Fairly assess charges: To objectively evaluate each candidate, HR leaders must improve their processes to better understand each applicant on an individualized basis. One way employers have done this is by implementing the nature/time/nature test, which considers: the nature of the individual’s conviction history, the amount of time that has passed and nature of the role being hired for.

With nearly 75% of formerly incarcerated individuals still facing unemployment a year after their release, employers must create a clearer pathway to jobs and workforce mobility. Fair chance hiring is critical to creating equality in the workplace by giving all individuals an equal opportunity in the job search. By integrating these practices, employers move closer to fostering a truly diverse and inclusive workplace that will grow and retain their workforce.

Linda Shaffer, Chief People and Operations Officer at Checkr, manages Checkr’s operations, and is committed to building the highest quality of service for customers and candidates. She has successfully scaled operating teams in fast growth companies in media and telecom at YP, Sense Networks, Nielsen, and Accenture. Checkr’s customer conference for all hiring leaders is Nov. 9 and 10. Register here for free: https://checkr.com/forward.