Table of Contents

1. Opening Salvo

2. Did You See This?

3. The Plug

Opening Salvo

This opener is long, so I’m shortening the rest of this week’s issue.

As a country, we need to take a hard, critical look at what we expect from our incarceration system. Is it just a punitive measure, or is it a platform for rehabilitation and reintegration into society? I’m calling for a more intentional approach, particularly from the private sector, to invest in those who have served prison sentences. However, let’s be clear—this isn’t about turning a blind eye to risk/safety or pretending all convictions carry the same weight. To suggest otherwise is disingenuous. This is about having a meaningful conversation, avoiding oversimplifications, and addressing the very real barriers facing formerly incarcerated individuals who are actively seeking to contribute to the workforce.

Let’s also acknowledge the elephant in the room: the prison business has become grotesquely lucrative, creating a system that profits from incarceration while leaving individuals, families, and communities to bear the social and economic consequences. These impacts ripple into our workplaces, communities, and broader economy in ways that demand attention.

The Economic and Workforce Case for Second-Chance Hiring:

• A Large Untapped Workforce: Formerly incarcerated individuals represent a significant labor pool. More than 93% of formerly incarcerated individuals aged 25 to 44—prime working age—are actively seeking work. Yet, their unemployment rate remains alarmingly high, hovering around 30%, compared to the national 4.2% in August 2024.

• Costs to Society: The economic impact of incarceration extends beyond individuals. In 2022, the average annual cost of incarcerating a federal inmate was $43,000 per person. Reducing recidivism through meaningful employment doesn’t just transform lives—it reduces taxpayer burdens and redirects resources toward community investment.

• Proven Performance: Data from SHRM shows that 85% of HR leaders and 81% of business leaders say that second-chance hires perform the same or better than their peers. This reinforces the idea that these hires are not a risk but an opportunity.

• Employment and Skills Reduce Recidivism: Employment alone isn’t enough to break the cycle of incarceration. Those who acquire new skills and hold a job during incarceration see a significant drop in recidivism rates. Individuals who gain these skills and maintain employment post-release have a 16% recidivism rate, compared to 52% for those who cannot secure work or develop skills. Investing in these programs while individuals are incarcerated can have transformative effects.

What Organizations Can Do:

• Challenge Stereotypes: Focus hiring decisions on skills, potential, and readiness to contribute—not solely on someone’s past.

• Invest in Development: Providing skill-building opportunities during and after incarceration can significantly reduce recidivism while building a stronger workforce.

• Track Success: Measure the impact of second-chance hires on retention, productivity, and company culture to build the case for long-term support.

• Advocate for Change: Use your platform to influence public perception and policy around hiring formerly incarcerated individuals.

Second-chance hiring isn’t just about workforce gaps or corporate responsibility. It’s about rethinking a system that profits from punishment rather than rehabilitation. When businesses hire, train, and develop formerly incarcerated individuals, they address labor shortages, reduce recidivism, and invest in their communities. It’s time for us as leaders to step up—not as a charity act, but as a smart, forward-thinking strategy.

Did You See This?

Inclusive Design for a Changing Workforce Demographic

As the workforce ages, companies are facing a new challenge: designing workplaces that accommodate employees of all ages. WorkLife highlights how outdated office designs often fail to meet the needs of older employees, who will make up more than 25% of the workforce by 2030. This isn’t just a matter of comfort—it’s about productivity, retention, and inclusion. Fun (?) fact: The average age of workers in the U.S. is 42, with some industries skewing even older.

• Ergonomic Adaptations: Older employees often face challenges related to repetitive strain, poor lighting, and improper desk setups. Adjustable workstations, supportive seating, and brighter lighting can significantly reduce fatigue and improve performance.

• Tech Accessibility: As technology evolves, companies must ensure tools are designed with all employees in mind. This includes intuitive interfaces, training programs, and options like larger fonts or voice-command capabilities. These changes benefit not only older employees but everyone.

• Wellness Integration: Age-friendly workplace design includes spaces for movement, relaxation, and health support. Quiet zones for focus, accessible restrooms, and wellness centers promote both physical and mental health, ensuring older employees feel valued and supported.

By addressing the needs of aging employees, companies can retain experienced talent, enhance productivity, and foster an inclusive environment that benefits the entire workforce.

The Plug

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• Improve Organizational Culture: Providing insights and solutions to create a positive, high-performing work environment.

• Increase Business Growth: Aligning talent management practices with business goals to drive innovation and growth.

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This plug is shameless and should be shared widely. If your organization or a partner organization could benefit from talent management support, we’d love to help!