It’s easy to say, “Everyone deserves a second chance.” When it comes to running a business, for some owner-operators, this saying is a little harder to execute. But according to Nation’s Restaurant News (NRN), hiring second-chance employees might be the best decision for your restaurant right now.
“It is a challenging labor market for the hospitality and restaurant industries. Many front- and back-of-house positions are notoriously hard to fill with capable and reliable individuals. The current immigration crack-down in many cities doesn’t help. Hospitality employers may want to consider second-chance hiring as a viable option.”
In fact, it’s not only a viable option, but there are also some benefits: the first and most obvious being, helping out a fellow human who needs to get back on their feet.
Beyond that, NRN reports that, due to lacking background check requirements, some restaurants may be hiring record holders and not even be aware if that information is not disclosed through the hiring process. Some counties even have passed ordinances that require privacy protections for former inmates with varying types of convictions who are job seeking, taking it out of the hiring equation altogether.
These practices are especially important for non-violent offenders. It is easy to lump all criminal records into a single category, not considering the person, the circumstances, and the positive impact of time passed. NRN writes, “employers can’t assume a conviction means the individual is dangerous, violent, or unreliable.”
To implement smart second-chance hiring practices, skills-based positions are a great start. “Many formerly incarcerated individuals have gone through skills-based training, either through the Department of Labor’s (DOL) new grant program, a non-profit, or otherwise, making them qualified applicants with a desire to work,” states NRN. “In fact, the DOL has offered over $81 million in grants to support the training and employment of formerly incarcerated individuals. Some of these grants relate to positions in the hospitality industry, even much needed culinary skills.”
Once the port-of-entry is determined, owner-operators can focus on systems that allow for smart hiring and by educating hiring managers. “Many of the risks of hiring formerly incarcerated individuals who self-disclose their convictions can be mitigated through the interview process, by clarifying expectations such as attendance, and assessing the person’s growth since that experience.”
Along these lines, owner-operators can familiarize themselves with the resources that are available to aid in these more delicate processes. For example, “the DOL’s website touts the success of a grantee program in culinary arts, entitled Cooking Up New Opportunities.” There are also great examples of success stories through Homeboy Industries out of L.A. that may inspire how this program can be implemented in any restaurant.
Richard Weil, owner and principal of National Restaurant Consultants, adds, “An open mind is the first step. Attracting and retaining quality staff is most important in a restaurant’s success. Life-altering events are abundant in our industry, and while care needs to be taken, not only in terms of vetting potential second-chance staff members, many times the gratitude of these candidates will often provide a long term great employee. Open minds.”