Blog
Hiring people with convictions: moving beyond stigma to opportunity
People & Culture
Social Impact & Sustainability
Government
Hiring people with convictions is often framed as a risk. But for the employers, practitioners and people working closest to this issue, the reality is more nuanced, and far more practical.
A conversation grounded in reality
At a recent Opencast event in Newcastle, we brought together voices from the Ministry of Justice, The Recruitment Junction and our own People team for an open, panel-led discussion. The session was designed to explore a complex challenge: how organisations can move beyond stigma and policy barriers to open up more employment opportunities for people with convictions, while staying grounded in the realities businesses face.
The conversation was deliberately not about presenting a single “right” answer. Instead, it created space for different perspectives, real-world experiences, and practical insight. What emerged was a discussion rooted in reality, not idealised, not simplified, but focused on what’s possible.

An overlooked talent pool
One of the strongest themes was that employer appetite is already there. Organisations are more open to hiring people with convictions than might be expected, and in some cases are already doing so, just without formal policy or language around it.
What is often less well understood is the scale of the opportunity. There are millions of people in the UK with a conviction, the vast majority of whom have never been to prison and are already part of our communities, seeking work and ready to contribute.
For organisations facing skills shortages, this represents a significant and often overlooked talent pool.
Uncertainty, not resistance
If the willingness exists, what holds organisations back is rarely resistance. More often, it is uncertainty. Employers are unsure where to start, what is required of them from a legal perspective, how to assess risk appropriately, or how existing policies apply in practice. There is also a persistent perception that hiring people with convictions is more complex or more risky than it actually is.
Where policy gets in the way
That uncertainty is often reinforced by internal policy. In many organisations, particularly where background checks are standard, processes have evolved in ways that unintentionally exclude large groups of candidates. Blanket approaches, where any conviction leads to exclusion, remove nuance entirely. They can create legal and ethical challenges, but also discourage candidates from applying in the first place. Many people will simply self-select out as soon as they see a reference to a DBS check, assuming rejection is inevitable.
A more effective approach is to treat risk as something to be managed rather than avoided. This means assessing each situation on its merits, considering the relevance of a conviction to the role, the circumstances behind it, and the evidence of rehabilitation. It requires more judgement, but results in more proportionate and effective decision-making.

It doesn’t stop at hiring
Importantly, the conversation at the event did not stop at recruitment. A recurring theme throughout was that hiring is only the first step. The experience someone has once they join an organisation is just as critical. Creating an environment where people feel safe, where managers are equipped to have informed conversations, and where internal bias is acknowledged and addressed all play a role in whether these hires succeed.
Opening the door is one thing. What happens next is what determines long-term impact.

Starting small, acting practically
A key aim of the session was to ensure that attendees left with something practical they could act on. What became clear is that getting started does not require a complete overhaul. In many cases, it begins with small, deliberate steps.
Reviewing how background checks are described in recruitment processes can uncover unintended barriers. Identifying a single role that could be opened up can provide a manageable starting point. Working with organisations that specialise in this area can bring structure and support, reducing risk for both employer and employee.
Sometimes, the most powerful starting point is simply asking why something is done in a particular way. Challenging long-standing assumptions, particularly within recruitment and HR processes, can begin to shift thinking without requiring immediate large-scale change. Moving away from labels and toward understanding context enables better decisions, for both organisations and the people they are considering.
Beyond business impact
While much of the discussion focused on hiring practice, the wider impact was never far from view. Employment plays a critical role in reducing reoffending, strengthening communities, and creating more stable futures for families. In many cases, a single job can represent a turning point that extends well beyond the individual.
Changing the narrative
This event formed part of a wider effort to bring organisations together to have open, honest conversations about inclusive hiring. Not to simplify the challenges, but to explore them collaboratively and practically.
The overarching takeaway is a simple one. Change in this space does not need to start with large-scale transformation or perfect solutions. It can begin with a question, a conversation, or a single opportunity.
For many organisations, the shift is not about doing something entirely new. It is about reframing what is already possible, and choosing to act on it.











