We need to talk about transferable skills, hiring practices, and how we compensate people who didn’t take the traditional path but still deliver real value to their employer.
Too many strong candidates are being overlooked because they don’t have the “right” job title, degree, or perfectly matched resume. And even when they are hired, they’re often brought in at lower pay levels despite bringing the skills to succeed and drive results.
Let’s be clear:
Someone who learned on the job and delivered results should be paid based on what they do, not how they got there. Pay should reflect the skills, relevant experience, and contributions not how well someone fits a traditional mold.
Example 1 - A former retail manager who’s led teams, handled scheduling, inventory, and daily operations is often more prepared for a project management or operations role than someone with a new degree and no people leadership experience.
Example 2 - A self-taught coder who’s built apps, contributed to open-source projects, and solved real-world problems shouldn’t be offered entry-level pay just because they don’t have a Computer Science degree.
Example 3 - A military veteran who led teams under pressure and executed complex missions has already developed the strategic thinking, leadership, and accountability you want on your team.
These candidates may not come from conventional backgrounds, but they bring transferable skills, the ability to learn fast, and a track record of adapting and delivering.
Experience isn’t always linear. Talent doesn’t always wear the expected label.
We need to rethink not only who we hire, but also how we pay them.
** Don’t discount someone’s pay just because they come from a different industry.
** Don’t assume a non-degreed candidate is less valuable than one with a diploma.
** Don’t use starting pay as a penalty for taking a different path.
If they have the right skills and are doing the same work, they should be paid equitably and competitively. Anything less risks disengagement, turnover, and reputational damage.
As HR and business leaders, we have a responsibility to modernize hiring and compensation practices. Let’s recognize and reward talent for what they bring today and not just where they’ve been.
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