By: Terika Miller-Wynn, Senior Operations Manager, KellyOCG
Employers can gain real value from second-chance hiring, which removes unnecessary barriers to recruitment and gives qualified candidates a fair evaluation based on their skills and potential rather than excluding them because of a criminal record. With an estimated one in three U.S. adults having such a background, this population represents a significant yet underutilized workforce that can expand talent pools, meet hiring needs, and improve retention – particularly in clerical and call center settings. But real success requires strong execution and organizational alignment among recruiters, hiring managers, HR, leadership, and candidates. Here are some winning strategies based on our experience building teams and breaking down barriers.
Where second-chance hiring works best.
The strongest programs begin with preparation. Recruiters, HR partners, and hiring leaders need clear guidance on conducting compliant, bias-aware interviews. They also need to understand how their influence shapes the process. When stakeholders are aligned on what should and should not affect hiring decisions, the program has a much better chance of succeeding.
Candidate coaching matters just as much. Many individuals entering the workforce through second-chance programs have not had access to career development on how to interview, write resumes, and communicate professionally. Our recruiters help candidates present their experience clearly, navigate interviews with confidence, and handle common challenges. For example, candidates can explain employment gaps professionally by citing personal or “fit” reasons and wait for formal background checks rather than disclosing details during interviews, as this can prematurely shape perception.
Where fair-chance hiring breaks down.
When second-chance hiring struggles, the pattern is often consistent. Common pitfalls include:
- Early disclosure by candidates, influencing decisions before a fair evaluation
- Limited interview documentation, making bias hard to detect or correct
- Inconsistent engagement from HR and leadership, undermining program messaging and support
- Unaddressed bias from leadership or other hiring influencers that shapes organizational culture and talent outcomes
The same risk exists when HR partners or leaders are not fully engaged in the process. Even with good intent, mixed messaging or inconsistent support can undermine the program quickly.
HR partners and leadership can reinforce consistency, set expectations, and support the process from the top down. Recruiters need resources to prepare candidates, particularly around interview navigation, disclosure timing, and addressing employment gaps. And hiring managers need facilitated, practical training on bias and decision-making. For example, in one of our RPO client programs, all hiring decision-makers were required to complete live training before opening a requisition. Monthly sessions were held until full participation was achieved. That level of structure and accountability directly impacted hiring outcomes.
Such training can also address hiring managers' concerns around reliability, motivation, or long-term risks, as these assumptions can form early and influence decisions before a candidate is fully evaluated.
What shifts perspective is not policy alone, but experience. One successful hire can change how a manager views the entire talent pool.
There is also a practical consideration. Many of these candidates are highly motivated to re-enter the workforce and may be more flexible within defined pay ranges. For organizations facing hiring challenges, this can help close critical gaps.
Beyond the resume gap: when candidates can’t access jobs.
In my experience, many hires through second-chance programs demonstrate reliability, engagement, and a strong desire to grow. A significant number remain in challenging roles and progress into higher-level positions over time. This level of engagement reflects a combination of opportunity, support, and personal accountability.
But ultimately, one of the most underestimated barriers is not capability, but access to jobs and career coaching. This is not because they are unwilling to learn; rather, it’s they haven’t had consistent support systems to guide them.
In previous roles, I partnered with local workforce offices to host career coaching sessions focused on these fundamentals. The impact was tangible. Many of those individuals have stayed in touch and shared how that guidance helped them move forward.
I still think about one individual who came in with limited confidence and a great deal of hesitation about re-entering the workforce. With consistent coaching and support, she secured a role and stayed the course, even when it was challenging. A few years later, I learned she had advanced into a supervisor position. Outcomes like that reinforce what is possible when the right structure is in place.
How to make second-chance hiring programs work for everyone.
Second-chance hiring isn’t about lowering standards: it’s about removing barriers that aren’t job-related and evaluating talent more effectively. It expands access to capable workers, strengthens retention, and delivers measurable impact for organizations and communities. It also creates opportunities for individuals who often go on to mentor others and contribute beyond their immediate roles.
Not every hire will succeed. That is true in any hiring model. What matters is recognizing the broader pattern of success and building programs that allow more individuals to reach that potential.
Organizations have seen the benefit of changing internal perceptions and partnering with industry groups and advocacy programs to pave the way. Initiatives like our Kelly 33 program, which recognizes the breadth and potential of Americans with criminal records, give these efforts structure and legitimacy, removing barriers and addressing stigma through data, tools, and success stories. Further, KellyOCG’s consulting offering provides practical, hands-on guidance, customizable delivery models, and targeted services to help companies build an inclusive talent acquisition strategy. Reach out to our experts for guidance on how to drive lasting, measurable talent and business impact.
