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A trend gaining momentum among some employers, notably in the government sector, is the revision of job postings to eliminate college degree requirements in favor of skills-based hiring. Requiring a college degree has been widely used as a proxy that applicants possess certain soft skills, such as communication, teamwork, critical thinking, focus, and commitment to finishing projects. The practice has created a paper ceiling – an unnecessary barrier to people who possess the skills required to do a job but lack a college degree.  

The U.S. Census Bureau reports that 37.9% of working adults over 25 possess a bachelor’s degree or higher; this means that over 60% of working-age Americans do not possess a four-year college degree. Requiring a college degree for a vacant position greatly reduces the available labor pool. For some positions, this requirement may make sense or be necessary. However, for many positions, the requirement unnecessarily reduces the applicant pool.  

The paper ceiling also dramatically reduces the diversity of the available labor pool; college degrees are disproportionately held by white people. For employers seeking to foster a more diverse and inclusive workplace, this presents a problem. Looking to attract a larger, more diverse applicant pool that may be qualified to fill your job vacancies? Follow these action steps to challenge the paper ceiling in your workplace: 

• Identify jobs that currently require college degrees and sort out positions that may qualify for alternative methods of skill verification. Some will not, such as those where external parties require higher levels of education (e.g., attorneys, CPAs, physicians, etc.) 

• Analyze the selected jobs to identify the essential and desired skills for a person to succeed. Engage incumbent workers and their front-line managers/supervisors in the discussion and evaluation of the skills needed to succeed in the position. Invite vigorous discussion, and challenge long-held assumptions and norms. 

• Identify alternative measurements for skill competencies, such as validated testing and assessment tools, interview techniques, reference checking, interactive role-playing exercises, and trial periods. Skills developed through life experience, credentials earned, and work experience are also legitimate to consider. 

• Redraft job postings to include the revised requirements; job descriptions may also require updating if they are outdated. 

• Train all staff involved in recruiting, hiring, and managing employees on the changes to a focus on skills to ensure understanding and buy-in to the changes. Clarify that this is not a reduction in expectations of an applicant’s ability to do a job – it is a strategy to value other methods of skill development and end an overreliance on college degrees. 

• Boost awareness among employees so they may refer new candidates for vacant positions. 

• Offer robust post-hire training and individual development plans for candidates who may have skill gaps that need filling within a reasonable amount of time/ effort.  

• Provide tuition reimbursement for higher education and industry-specific credentials benefits to encourage ongoing employee skill development, foster a learning environment, and support succession planning. 

With continuing tight labor markets and a societal push for equity and expanded employment opportunities for a more diverse array of people, revisit long-held beliefs and practices. It is time to shred the paper ceiling.  

If you have any questions about best practices when hiring, please email the Employers Council Member Experience Team.