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Research

Research

 

Hidden Workers: Untapped Talent

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Hidden Workers: Untapped Talent

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By: Joseph B. Fuller, Manjari Raman, Eva Sage-Gavin, & Kristen Hines
Increased reliance on technology and changing demographics have shaped the way that companies hire. Hiring processes are designed to find “perfect” candidates in an efficient manner, but in doing so systematically exclude several categories of qualified workers, including caregivers, veterans, the formerly incarcerated, those with disabilities, etc. These workers are “hidden” by traditional hiring processes. Companies who have hired one or more of these groups of hidden workers report that these workers are more loyal and perform better on several key metrics compared to traditional sources of talent. With many companies facing a talent shortage, hiring these hidden workers may be the solution.
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Related Report

Hidden Workers: Part-Time Potential

By: Joseph B. Fuller, Manjari Raman, & Francis Hintermann
  • 13 MAR 2023
Part-time workers constitute a substantial segment of America’s hidden workers. They would like to work more but circumstances—e.g., caregiving responsibilities, health challenges, partial retirement—limit their hours. By learning about and accommodating the needs of these workers, firms can encourage part-time employees to take on more hours—helping ease the talent shortage and raise productivity.
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Featured Articles

Companies Need More Workers. Why Do They Reject Millions of Résumés?

By: Kathryn Dill
By: Kathryn Dill
  • 4 SEP 2021
  • | 
  • The Wall Street Journal
Automated-hiring systems are excluding many people from job discussions at a time when additional employees are desperately needed.
Automated-hiring systems are excluding many people from job discussions at a time when additional employees are desperately needed.

How Businesses Can Find “Hidden Workers”

By: Joseph Fuller, Manjari Raman, Eva Sage-Gavin, & Ladan Davarzani
By: Joseph Fuller, Manjari Raman, Eva Sage-Gavin, & Ladan Davarzani
  • 24 DEC 2020
  • | 
  • Harvard Business Review
Even before the Covid-19 pandemic, low- and middle-skill workers struggled to find and retain steady work. Now, many of these workers are considered "essential," while many others are unemployed and struggling to find work. As the pandemic eases throughout 2021, companies will be looking to hire, and these workers are ready and willing. But there are several, persistent barriers in the way, including caregiving responsibilities and a lack of official credentials. So, in order to capitalize on their strengths and talents, leaders need to understand what's preventing them from hiring "hidden workers" in the first place and how to better reach them.
Even before the Covid-19 pandemic, low- and middle-skill workers struggled to find and retain steady work. Now, many of these workers are considered "essential," while many others are unemployed and struggling to find work. As the pandemic eases throughout 2021, companies will be looking to hire, and these workers are ready and willing. But there are several, persistent barriers in the way, including caregiving responsibilities and a lack of official credentials. So, in order to capitalize on their strengths and talents, leaders need to understand what's preventing them from hiring "hidden workers" in the first place and how to better reach them.

Media Coverage 

AI Is Starting to Pick Who Gets Laid Off

Re: Joseph Fuller
  • 20 Feb 2023
  • | 
  • Washington Post

New Study Finds Disconnect between Community Colleges and Local Employers Looking To Fill Jobs

Re: Joseph Fuller
  • 09 Feb 2023
  • | 
  • Berkshire Eagle

Larry Hogan’s Legacy Includes a Bright Idea for the Labor Force

Re: Joseph Fuller
  • 18 Jan 2023
  • | 
  • Washington Post

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Managing the Future of Work
Manjari Raman
Program Director & Senior Researcher
Harvard Business School
Boston, MA 02163
Phone: 1.617.495.6288
Email: mraman+hbs.edu
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