The 2028 Olympics, following closely on World Cup 2026 and Super Bowl LXI 2027, will supercharge the Los Angeles economy, with over $11.2 billion in projected economic impact. We have choices about how we use that power. We can throw an expensive party that vanishes into memory – or invest in building a more sustainable and inclusive economy with long-lasting quality-of-life improvements for all. We believe it is time for all forward-thinking businesses and local
governments to see the opportunity ahead.
A key way to do that is a smarter approach to hiring. Olympic planners project the creation of 74,000 jobs at venues from the Coliseum and SoFi Stadium to hotels, restaurants and businesses across the region.
We can take this opportunity to solve multiple vexing problems at once – increase job retention for employers, upskill a vulnerable segment of our workforce, improve community safety and prevent homelessness in our region.
Finding the right workers
Last year, 75% of U.S. employers reported difficulty finding skilled talent. My organization, Chrysalis, is part of a network of employment social enterprises that partners with employers to hire, train and support a historically untapped market of skilled workers – and research shows that our model increases job retention.
Who are among the underutilized market of job-seekers we train and support? The one in three working-age Americans who now have a criminal record. More than half of the individuals utilizing our job search services have been impacted by the justice system and many have, or are, at a disproportionate risk of experiencing homelessness. This is why we believe that calling on public and private employers alike to engage in “fair-chance hiring” is one part of a strategy that will benefit business and the community.
Employers used to see hiring someone with a record as a risk, but that’s changing as research proves that these workers match or exceed the job performance of any other workers. Our clients now work at Fortune 500 companies, Michelin-rated restaurants and hold social service positions that draw on their unique experiences to help others.
Employers should commit to fair hiring
To build a more inclusive economy, we propose that Southern California tourism and service employers commit to hiring at least 15% of new positions over the next four years through fair chance hiring.
Local governments can lead the charge by partnering with social enterprise programs to hire, train and retain community beautification crews with discretionary funds. Private employers can tap into fair chance hiring to find and retain workers in retail, housekeeping, maintenance and other essential services.
An economy that systematically excludes justice-involved workers ultimately contributes to our pervasive problems of homelessness and inequality. We know that without access to employment, more than 1 million Californians, on average, who go through the legal system every year are likely to end up re-offending or becoming unhoused. Fair chance hiring interrupts this cycle and aligns our Olympics hiring goals with our goals of addressing the root causes of homelessness.
A real example
During the pandemic, I met Tom, who came to Chrysalis while recovering from a heart attack. Through Chrysalis’ staffing program, Tom was connected to a temporary job as a house attendant at Shutters on the Beach, which led to permanent employment. Workers like Tom often have to climb mountains to reintegrate into our economy. Employment social enterprises lead the way up those mountains by offering employment opportunities that build essential workplace skills, life-saving income and support services including computer access, resume-writing help, and professional clothing.
Employment opportunities are key to preventing and solving homelessness. A recent Economic Roundtable study found that nearly half of unsheltered adults cited unemployment and financial difficulty as the cause of their homelessness.
We know that 61% of unsheltered people of working age are employed or actively looking for work. With the average rent in L.A. County at $2,498, it’s no surprise that Californians who are just scraping by can end up unhoused after a job loss. Like Tom, too many Angelenos are just one car repair, medical emergency or layoff away from homelessness.
In isolation, even an Olympic-sized employment strategy won’t solve homelessness without serious investments in affordable housing. But a fair chance hiring strategy can relieve the pressure on our safety net when people who would otherwise lose their apartments stay in their homes because they have a job. When lower-paid employees still struggle with rising costs, upskilling programs help them move from entry-level positions into sustainable careers.
The Olympics will come and go in a flash. The systems we build now will live on past the applause. Let’s commit to training this workforce by creating job opportunities that offer fair chances to those who need them the most.
Mark Loranger is the president and chief executive of Chrysalis, a Southern California nonprofit that is a leader in workforce development and supportive services for job-seekers who may be experiencing homelessness, have been impacted by the justice system or have some barrier to employment.
