Building an Inclusive Workforce with Second-Chance Hiring
How Company Values Drive Daily Operations at Working Fields
Mickey Wiles is the CEO and Founder of Working Fields, a mission-driven staffing agency that helps individuals overcome barriers to employment — such as substance use disorder, criminal justice system involvement, resource challenges, or work history gaps — and build stable futures. A U.S. Navy veteran, Wiles has worked in leadership roles at Ben & Jerry’s, Seventh Generation, and Burlington Labs, and served as Executive Director of Turning Point Center of Chittenden County, Vermont. Wiles is a person in long-term recovery and was provided a second chance after spending time in federal prison.
For the last 18 years, Wiles has dedicated himself to helping others who need a second chance after addiction and/or criminal convictions. By collaborating with businesses across Vermont and New Hampshire, Working Fields has fostered a community of recovery-friendly workplaces that treat people in recovery or those with past convictions as they would treat anyone else.
In this conversation, The Kassan Group founder Jenny Kassan chats with Wiles about how Working Fields is contributing to the development of an inclusive, regenerative economy.
Jenny Kassan: How do you stay true to your business’ foundational principles while also being flexible enough to meet the shifting challenges of the day?
Mickey Wiles: Our foundational principles are reflected in our company values: love, humility, honesty, equity in action, stability, and gratitude. Our team keeps these values front and center by focusing every two months on the continued development of a different value. Our leadership team, which meets weekly and addresses the issues and challenges of a changing environment, always considers the company’s values in making company decisions. We embrace change, flexibility, and agility as long as we also always challenge ourselves to make decisions consistent with our values.
Your company helps foster healthy and resilient communities. As we face large-scale challenges on a global scale, to what extent do you consider social entrepreneurship “borderless” and to what extent do solutions need to be localized?
Wiles: Social entrepreneurship means placing people, planet, and prosperity for all at the core of business. These principles apply across the board regardless of where we operate. If we collectively operate with other like-minded businesses, then our reach is borderless. However, with this as the premise, our challenges are to be inclusive and take into consideration all individuals, recognizing that different societal groups have different needs and practices. As we expand and serve communities and varied groups of people, we need to always be aware of these differences.
How do you see the practices and core values of your business as distinct from the “business as usual” status quo? What do you do to resist the pressure to “fit in” to the old economy paradigms?
Wiles: Avoiding “business as usual” is not a difficult task for us as our mission and vision are so different from other organizations in our space. When we remain true to our mission, we automatically are not operating as “business as usual.” We have faced situations that raise questions in light of our company values. In that case, we invite everyone in the organization to discuss the opportunity and the pros and cons. We gain input from everyone to ensure we hear all arguments. Then we make a decision based on that input and the leadership team’s assessment.
Who inspires you in the social impact world, and what is the one question you’d like to ask them?
Wiles: I’ve been fortunate to work with and learn from three fantastic leaders in the social impact world. I first worked for Ben & Jerry’s when social impact businesses were not as common as they are today. Both Ben [Cohen] and Jerry [Greenfield] led us to not accept the status quo and to challenge every decision we made to ensure it took into account our “triple bottom line” (that’s how we referred to social impact business). My next mentor was Jeffrey Hollender at Seventh Generation. His leadership demonstrated that there was an additional level of impact businesses can have on the world. I would ask all of them the same question: If you had to do it over again, what would you change and how would you counsel your younger self?
This article was originally published at https://www.jennykassan.com. B The Change gathers and shares the voices from within the movement of people using business as a force for good and the community of Certified B Corporations. The opinions expressed do not necessarily reflect those of the nonprofit B Lab.
