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dc.contributor.authorHill, Skyler
dc.date.accessioned2023-01-24T20:02:35Z
dc.date.available2023-01-24T20:02:35Z
dc.date.issued2022-10
dc.identifier.urihttps://hdl.handle.net/1813/112756
dc.description.abstractWithin America’s increasingly competitive talent pool lies a large, underutilized, and greatly unsupported population: “hidden workers.” These are individuals who are willing and able to work but possess one or more barriers that contradict with employers’ profiles of a “viable” candidate, therefore struggling to find full-time employment. (More information on potential barriers can be found in Appendix 1.) The term “hidden workers” encompasses a broad range of individual circumstances but can be generalized into a few categories: older workers; caregivers of children or elders; the formerly incarcerated or recovered substance users; those with physical or mental health issues; military veterans who lack civilian licenses or certifications; and immigrants or refugees who lack regional language skills. Though these workers may seem unfavorable from a more traditional recruiting perspective, organizations which actively hire hidden workers are less likely to face talent shortages and more likely to close skills gaps, proving that supporting them is both a strong moral objective and a strong business case. This executive summary seeks to identify key ways in which hidden workers are disproportionately challenged by modern business practices, highlighting how employers may actively work to mitigate the adverse effects of said practices while supporting hidden workers throughout the hiring, re-entering, and retention processes.en_US
dc.language.isoen_USen_US
dc.subjecthuman resourcesen_US
dc.subjecthybrid worken_US
dc.subjectremote worken_US
dc.subjecthidden workersen_US
dc.subjectdiversityen_US
dc.subjectinclusionen_US
dc.subjectequityen_US
dc.subjectretentionen_US
dc.subjectattractionen_US
dc.subjecthiringen_US
dc.subjectcultureen_US
dc.subjectflexible worken_US
dc.subjectmeasurementen_US
dc.titleHow do Modern Business Practices Introduce Barriers to Hiring and Retaining "Hidden Workers"?en_US
dc.typereporten_US
dcterms.licensehttps://hdl.handle.net/1813/102824
schema.accessibilityFeaturetaggedPDFen_US
schema.accessibilityHazardnoneen_US
schema.accessibilitySummaryAccessible pdfen_US


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