Pathway 1

Selecting Company Leaders as Champion

A successful Second Chance hiring program depends on more than policy, it requires visible leadership, consistent commitment, and champions at every level of the company. From executives to frontline supervisors, influential leaders can shape attitudes and build momentum by modeling inclusive values and encouraging their teams to think differently about justice-involved candidates. Companies should foster a shared, human-centered language around Second Chance employment, avoiding dehumanizing terms like “felon” or “ex-convict” and instead focusing on people’s strengths, goals, and potential. Internal storytelling, newsletters, and employee spotlights are excellent tools to celebrate success and inspire support throughout the organization.

One proven strategy for building trust and internal engagement is to create a Second Chance Advisory Committee. This cross-functional team may include volunteers from senior leadership, mid-level managers, direct supervisors, and production or customer-facing staff, and ideally, someone with lived experience or a personal connection to the justice system. Such a group can serve as a sounding board, a planning body, and a culture carrier, providing space for candid conversations that challenge myths, answer questions, and reinforce the values behind the initiative. When belief in the mission is shared and communicated from all directions, top-down, bottom-up, and laterally, it creates a foundation for long-term success and cultural transformation.

While executive support is essential, great ideas and forward movement often start elsewhere. Sometimes it’s an hourly worker closest to the job who sparks a meaningful change. Encouraging open conversations across the company is key, even when the topic may feel uncomfortable. Unlike political or religious debates, discussions about Second Chance hiring have tangible business outcomes, from improved recruitment and retention to stronger community ties. The Society for Human Resource Management (SHRM) offers a tool called the “Let’s Get Talent Back to Work” conversation cards, designed to help teams engage in these important dialogues with clarity and empathy.

Finally, while many companies embrace Second Chance employment for ethical or social reasons, grounding the effort in a solid business case is critical. Framing it as a talent and workforce strategy ensures the initiative is taken seriously across departments and among stakeholders. The business case can highlight the return on investment through higher retention rates, stronger employee loyalty, expanded labor pools, and improved diversity. A compelling rationale, supported by research from organizations like SHRM, McKinsey, the U.S. Chamber of Commerce, and the Second Chance Business Coalition helps organizations move beyond assumptions and adopt Second Chance hiring as a smart, sustainable business decision.

Creating a Business Case Statement