The Roundup 2026: volume 2 / Article 1 / Article 2 / Article 3 / Article 4
Second-chance or fair-chance hiring, considering candidates with criminal backgrounds, has moved from a niche concept to a practical, measurable path to workforce growth. Companies are finding the approach provides access to new skills, improves retention, widens the talent pool, and creates measurable community impact. Recent data illustrates the opportunity:
For those examining workforce development through a lens of inclusion and evidence, these numbers add up to clear business value if programs are well-designed and supported.
Our view:
Make the case and build support internally and externally.
Second-chance hiring succeeds when the employer provides a culture of inclusion and equity. That requires alignment across all levels — including executive leadership, hiring managers, recruiting teams, and everyone across the workforce. Hiring is only the beginning. It’s work experience and inclusion that determine the effectiveness of a second-chance approach.
Organizations have seen the benefit of not just changing internal perceptions but also partnering with industry groups and advocacy programs to pave the way. Initiatives like Kelly 33, which recognize the breadth and potential of Americans with criminal records, give structure and legitimacy to these efforts, removing barriers and addressing stigma through data, tools, and success stories.
Embrace focused practices for accessing untapped talent.
Second-chance hiring requires rigor. Organizations that lead in this space typically apply deeper candidate evaluation practices. They focus on job-related and case-by-case assessments, demonstrated skills, training, and readiness, rather than solely background checks.
Sustainable practices include outreach partnerships, skills assessments, work-readiness coaching, and clear feedback loops with hiring managers and community organizations. These elements, also core to the Kelly 33 model, remove barriers and create equitable access, ensuring the right fit while supporting both the individual’s and organization’s success.
Measure results to sustain and improve adoption.
Successful second-chance hiring programs set expectations and gather data on outcomes. Examples include candidate retention, performance, engagement, and advancement over time.
Measured results feed improvement. Companies should revise processes based on feedback, quantify impact, and communicate wins. Transparent metrics are a valuable tool. Track placements, advancement, and retention to build the business case and support momentum for further adoption.
The path to success is in place.
The right second-chance hiring strategy broadens access to essential skills, strengthens workforces, and delivers tangible value while supporting broader goals around diversity, equity, and impact. If your organization is exploring how to structure or expand second-chance hiring, there’s a deep and growing playbook to draw from.
Experience and insight.
Keilon Ratliff, chief humanity officer and president of staffing and BPO at Kelly®, conceptualized Kelly 33 and is a firm believer that access to work is the biggest driver for justice and equality in America. He has personally witnessed how difficult it can be for individuals with criminal records to break free from a cycle of poverty and crime without access to work.
.webp)
