Hiring from underrepresented groups is an ongoing conversation in hospitality, but one potential workforce remains largely untapped: people who were formerly incarcerated.
Wayne Boatwright spent time in San Quentin and has worked in hospitality. In my recent conversation with him, he shared his insights into the challenges and rewards of hiring from this population. Through his experience, hotel leaders can learn why hiring returning citizens is beneficial and how to create an environment that fosters their success.
Why Hire People Who Were Formerly Incarcerated?
As hospitality continues to face staffing shortages, hiring from overlooked populations like those re-entering society is both practical and rewarding.
Wayne, a former lawyer who spent time in prison after being convicted of gross negligent vehicular manslaughter, explains that many returning citizens have untapped potential, and hiring from this group offers unique benefits:
- Hypervigilance as a Strength: During his time in San Quentin, Wayne developed a heightened sense of awareness, which he now sees as an asset in the hospitality industry. “That state of hypervigilance isn’t all bad. It means we know what’s going on around us, which is crucial in service roles where attention to detail is everything.”
- A Willingness to Prove Themselves: Many returning citizens are determined to show they’ve changed. Wayne notes, “We come from a place where we made mistakes, and now we want to make up for them. The drive to prove our worth is strong.”
- Loyalty: Returning citizens often exhibit a higher degree of loyalty to their employers, grateful for the opportunity they’ve been given. As Wayne points out, many people in this population have lost their former social networks, making their jobs and the sense of belonging they provide especially significant.
You’re dealing with people who are not just looking for work—they’re looking for a second chance at life.
Practical Considerations for Hiring Formerly Incarcerated Employees
Despite the benefits, hotel operators need to understand this population’s unique challenges. Wayne highlights a few key considerations:
- Understand Socioeconomic and Cultural Differences: Returning citizens often come from environments where dominance, competition, and survival were necessary for day-to-day life. These learned behaviors can contrast sharply with hospitality’s collaborative and service-oriented nature. “You have to help them leave the competitive culture and join a collaborative one,” Wayne says.
- Meet Them Where They Are: Wayne stresses the importance of not expecting perfection but instead fostering an environment of growth. “They may not know all the societal norms we take for granted—like not taking extra food from the catering line—but with patience and guidance, they can learn.”
- Use Restorative Justice Practices: Mistakes will happen, and Wayne advises addressing them to encourage accountability without alienation. “In a collaborative environment, errors should be seen as opportunities to improve, not as reasons to punish. This builds trust and helps them feel part of a team.”
- Leverage Parole Officers as Allies: Hiring someone on parole may provide additional support for the employee and the employer. Parole officers often check on whether individuals are gainfully employed, and employers can use this relationship to address any challenges that arise.
Advice for Creating a Supportive Work Environment
Wayne’s story is full of lessons for how hospitality leaders can successfully integrate formerly incarcerated employees into their teams. Here are some actionable tips based on his experience:
- Offer Soft Skills Training: Wayne emphasizes that many returning citizens lack basic employability skills, such as handling criticism or communicating effectively. He now works with organizations like QA Commons to teach these soft skills, and he suggests that hospitality employers either provide or partner with programs to offer similar training.
- Focus on Long-Term Growth: Don’t just offer a job—offer a career path. “We’re not just looking for short-term employment,” Wayne says. “We want to build careers and better lives, and we’re willing to work hard for it.”
- Create a Culture of Redemption and Opportunity: Encourage an environment where employees can move forward from their past mistakes. Wayne reflects, “I know I’m different because of my experience, but I also know I bring value. Treating me as an equal, rather than an outsider, makes all the difference.”
A Workforce Full of Potential
Wayne’s story highlights the immense potential within a population often overlooked in the job market. By hiring formerly incarcerated people, hospitality leaders not only help these individuals rebuild their lives but also gain valuable, loyal employees.
As Wayne said, “It’s not just about giving someone a job—it’s about offering them a second chance.” The hotel industry is uniquely positioned to lead here, showing the world what it means to combine business success with social responsibility.