Reimagining Employability: Beyond the Checklist Approach

At QA Commons, we believe that employability isn’t one-size-fits-all—it looks different in a four-year liberal arts program than in a community college STEM pathway, a workforce CTE initiative, or a high school advisory program. And when it comes to formerly incarcerated individuals, the challenges are even more complex. Traditional job readiness programs check the right boxes—résumé writing, interview prep, skills training—but too often, they miss the human element that makes fundamental transformation possible.

This blog, written by Paul Boyd, a QA Commons Success Coach, challenges us to rethink how we support people reentering society after incarceration. As part of our work with the Missouri Department of Corrections and the Formerly Incarcerated College Graduates Network (FICGN), Paul brings personal experience and professional insight—having gone from homelessness and incarceration to earning a prestigious Truman Scholarship. His story and perspective offer a powerful look at why actual employability is about more than just job training—it’s about connection, trust, and reimagining what’s possible…

Why We Need to Reimagine How We Support Formerly Incarcerated People

By Paul Boyd

Let’s be honest – the way we currently support people returning from incarceration isn’t working as well as it could. I’ve spent years watching organizations scramble to provide services, check boxes, and meet quotas, all while missing something fundamental: the human connection that makes real change possible.

When I first encountered Dr. Shawn Ginwright’s work on healing-centered engagement, something clicked. Here was a framework that put into words what many of us in the field had been feeling but couldn’t quite express. It’s not just about what services we provide – it’s about who we become as organizations and people providing those services.

Let me share how four simple but powerful shifts could transform the way we support formerly incarcerated individuals, and why it matters for everyone involved.

Looking in the Mirror First

Here’s a tough truth: before we can effectively help others, we need to look at ourselves. I’ve seen too many well-meaning organizations jump into providing services without first examining their own biases, assumptions, and yes – even trauma.

Think about it: how many of us in service organizations have really taken the time to examine why we do this work? What assumptions do we carry about the people we serve? What’s our own relationship with the criminal justice system?

One organization I work with started having monthly “reflection circles” where staff could safely discuss these questions. The result? Staff reported feeling more connected to their work and better equipped to build genuine relationships with clients. Sometimes, the bravest thing we can do is pause and look in the mirror.

Beyond the Checklist

“Got them housing? Check. Found them a job? Check. Completed paperwork? Check.”

Sound familiar? While these practical needs are crucial, treating them like items on a grocery list misses the point entirely. Real transformation happens in the spaces between the checkboxes – in the conversations, the understanding, and the genuine human connections we build.

I recently spoke with a program director who decided to throw out their rigid intake process in favor of simply sitting down with new clients over coffee and asking, “Tell me your story. What do you dream about?” The insights and trust built in those conversations led to more effective support than any standardized intake form ever could.

From Problems to Possibilities

We’re so used to focusing on problems that need solving: recidivism rates, unemployment, housing instability. But what if we shifted our lens entirely? What if, instead of seeing a former inmate with problems to fix, we saw a person with possibilities to explore?

This isn’t just feel-good rhetoric – it’s practical. When organizations start focusing on possibilities, they naturally begin collaborating more effectively. Instead of each organization trying to “fix” their piece of the puzzle, they start creating networks of support that can nurture potential and growth.

Finding Our Flow

Here’s something we don’t talk about enough: the burnout in our field is real. We’re all hustling so hard to meet needs that we often forget to create sustainable systems of care – both for our clients and ourselves.

One reentry program I know started blocking out “no scheduling” periods each week – time specifically set aside for staff to process, plan, and connect with each other and partner organizations. Counter-intuitive as it might seem, slowing down actually led to more effective service delivery.

Making It Real

So how do we actually make these shifts happen? Here are some practical steps:

1. Start small. Choose one area where you can begin implementing these changes. Maybe it’s as simple as changing how you conduct intake interviews or how you collaborate with one partner organization.
2. Listen to your people – both staff and clients. What would make their experiences more meaningful? More human? More effective?
3. Document what works. When you see positive changes, no matter how small, write them down. Share these stories. They’re the seeds of larger transformation.