Fairness is one of those values most leaders champion without hesitation. Even if it is not explicit, it is implied in the way leaders describe their culture at work. After all, I’ve never heard an executive say they’re aiming for unfair practices or policies, even if certain practices may unintentionally create that outcome.
Lately, I’ve been sitting with a more contemplative question: Is it worth valuing fairness at work as a core operating principle for how we run, recognize, and relate to others every day? And if the answer is “yes,” how do we reconcile fairness with the messy realities that make it difficult to deliver consistently?
That reflection crystallized for me during a recent LINC roundtable on the topic of fair-chance hiring, where the discussion illuminated that this approach is relevant for everyone in the workforce, not just those making hiring decisions.
Fair-Chance Hiring as a Case Study
Fair‑chance hiring refers to strategies that expand candidate pools and remove unnecessary barriers for people impacted by the justice system. Nationally, one in three adults has a criminal record, which significantly impacts access to housing, education, and employment. Among formerly incarcerated individuals ages 25 to 44, 93% are working or want to work. Yet, unemployment still hovers around 30% for people with records.
In Lehigh Valley, PA, the effects are visible. Allentown’s own data shows a 12.1% prime‑age employment gap in neighborhoods most affected by poverty and justice involvement.
Employment is one of the strongest predictors of successful reentry. The U.S. Chamber of Commerce published data in 2024 showing that individuals who secure employment after incarceration are less likely to return to prison over a 3-year period (16% vs. 52%).
For employers, implementing fair-chance policies and practices can be an immediate unlock for expanding the pool of candidates for open positions without lowering standards or increasing risk. Take a pretty standard practice: background checks. This nearly universal screening gives employers access to details of candidates’ criminal history regardless of its bearing on the job.
One of the first steps employers can take is to examine how background‑check results are used. Are qualified candidates being screened out for issues unrelated to the role?
As Christopher Watler, Vice President at the Center for Employment Opportunities, shared during the roundtable: “Think about what the job is that you need done. What are the skills, and does the candidate match those skills?”
Still, many organizations hesitate to embrace fair‑chance policies. Why?
One reason is the lack of awareness of the needs of justice‑impacted individuals. For instance, a parole officer may require a same‑day meeting without notice. An inflexible policy on paid time off or scheduling could jeopardize someone’s freedom and have nothing to do with poor performance. And these policies don’t just benefit a subset of employees. Flexible scheduling supports caregivers, working parents, and anyone navigating unexpected life events. It is not special treatment. It is a fair, predictable process.
Another reason is culture. Policies alone are not enough to make fair-chance hiring practices effective. The culture of work teams determines whether inclusive policies stick. Trust is a critical ingredient. Inclusive leaders treat every employee as an asset and address behaviors that suggest otherwise.
This short case study illustrates that when we pursue fairness for one group, we often create better systems for everyone. It also shows that, while at times complicated, operationalizing fairness is worth it.
Zooming Out: Operationalizing Fairness
When I zoom out from hiring to the broader workplace, the research case for fairness is compelling. Perceived fairness is linked to higher job satisfaction, stronger commitment, better performance, and lower counterproductive behavior. Many studies find that how decisions are made matters just as much as what we decide.
Here are three practical steps to operationalize fairness across your workplace.
- Standardize how decisions are made: Fairness flourishes when decision-making processes are transparent and consistent. Leaders can create clear, repeatable criteria for workload distribution, promotions, scheduling, project assignments, recognition, and conflict resolution. Ambiguity is where bias hides. When people understand how decisions are reached, trust increases.
- Build a culture that supports candor and trust: Fairness takes root when people trust one another at work. Leaders at any level can reinforce fairness through behavioral norms that cultivate psychological safety, which is the belief that it’s safe to speak up with ideas, questions, concerns, or mistakes. Leaders help cultivate this by modeling curiosity, generously giving credit, listening actively, and responding to feedback without defensiveness.
- Use data to measure fairness: We can’t improve what we don’t measure. Leaders can use surveys, performance data, exit information, turnover patterns, and team climate measures to understand perceptions of fairness across the organization.
Values only matter when we practice them. When it comes to fairness, we can talk a good game. But are we doing the work to expand opportunities for everyone to participate fully in our workforce? As someone who values fairness, we have some work to do.
LINC is a Lehigh Valley-based nonprofit that envisions communities and workplaces where everyone feels welcome, gets rooted, and thrives. LINC partners with employers to attract and retain talent from diverse backgrounds from all over the world. To learn more, visit www.linc-lv.org.
