CONTRARY TO COMMON PERCEPTIONS... EMPLOYEES WITH CRIMINAL HISTORIES OFTEN EXCEL IN THE WORKPLACE.
AGENT WORKFORCES
These challenges persist even as data show that many individuals with disabilities can perform essential job functions effectively when given reasonable accommodations( Anand & Sevak, 2017; Journal of Labor Policy).
According to the Centers for Disease Control and Prevention( CDC), nearly 6 % of U. S. adults lack access to reliable transportation; it ' s much worse for people with disabilities( 14.4 %). Publicly funded paratransit services are costly, and there are waits and waitlists.
Meanwhile, approximately 23 % of North American rail mass transit systems lack wheelchair-reachable platforms( Ferreira et al., 2021; International Association of Traffic and Safety Sciences), which are expensive to retrofit into older stations or build new ones.
Access to many public spaces also remains problematic. In response, the U. S. Department of Justice( DOJ) published the " 2010 ADA Standards for Accessible Design ". It sets requirements for new construction or altered government facilities, public accommodations, and commercial facilities.
Rather than mandating accessibility, Title III of the ADA provides different accessibility guidance for three use cases:
1. New construction must be fully accessible.
2. Renovations to older buildings must be fully accessible.
3. Buildings constructed before 1992 that are not undergoing renovations must remove barriers to access that are " readily achievable," meaning updates that pose little difficulty or expense.
The main issue with Title III is that what constitutes a " readily achievable " modification is typically decided on a caseby-case basis( Pulrang, 2022; Forbes). The undeniable consequence is that many pre-1992 buildings remain largely inaccessible to individuals with disabilities.
CONTRARY TO COMMON PERCEPTIONS... EMPLOYEES WITH CRIMINAL HISTORIES OFTEN EXCEL IN THE WORKPLACE.
Employers must go beyond compliance to unlock the full potential of individuals with disabilities. They do this by creating an accessible recruitment process that ensures job descriptions focus on essential functions and avoid unnecessary qualifications that may exclude candidates with disabilities.
Applications, websites, and hiring platforms should accommodate various needs, including screen readers and alternative formats, ensuring a fair and inclusive process. Additionally, employers should avoid inquiries about disabilities during recruitment, adhering to ADA regulations.
Providing reasonable accommodations is another critical step in fostering inclusion. Employers can support individuals with disabilities through modified work schedules, assistive devices, and ergonomic workstations.
Regular updates to workplace accessibility, such as ramps and elevators, work-from-home( WFH), and specialized software integration, can further magnify the contributions of individuals with disabilities. These accommodations often- but not always- require minimal investment and yield significant employee satisfaction and performance returns.
Educating leadership is equally important in promoting inclusivity. Training hiring managers and supervisors on ADA compliance and addressing unconscious biases can help create a workplace culture that values the contributions of individuals with disabilities.
Highlighting success stories of disabled employees and fostering open communication around accommodation needs can further strengthen this inclusive culture.
Collaborating with external organizations, such as vocational rehabilitation agencies and disability advocacy groups, provides additional avenues for recruiting individuals with disabilities. Participating in job fairs and initiatives tailored to this demographic helps organizations connect with talented candidates and gain insights into best practices for integration.
By actively targeting individuals with disabilities in the workforce, employers close critical skills gaps, foster innovation, and strengthen team performance. Moving beyond compliance to embrace inclusivity as a strategic priority ensures long-term organizational success. It solidifies the company ' s reputation as a forward-thinking and equitable employer.
SECOND CHANCES, LASTING IMPACT
Recruiting formerly incarcerated individuals is an untapped opportunity for employers willing to embrace fair hiring practices. Nearly 70 million U. S. adults, or 27 % of the population, have an arrest or conviction record, making criminal background checks a major barrier to employment( HR. com, 2020).
Research from the DOJ reveals that applicants with a criminal history are 50 % less likely to advance in the hiring process, with Black applicants facing compounded discrimination.
Nearly half( 49 %) of Black males have arrest records by age 23, compared to 38 % of white males. Employers are twice as likely to hire white applicants with criminal records over their Black counterparts.
This disproportionate impact not only perpetuates racial disparities but also prevents businesses from accessing a large pool of capable talent.
Contrary to common perceptions( see BOX), employees with criminal histories often excel in the workplace.
APRIL 2025 25