School's out: Why hiring those with non-traditional backgrounds is the next competitive advantage

You might say I've had a non-traditional career path. 

I only went to college for two semesters, then worked in sales for nearly seven years, and then stayed home to be a full-time parent for almost a decade. Soon after that, I went back into the workforce, and now I'm an executive at one of the biggest technology companies in the world. 

Maybe it's not how a typical high school counselor would advise you to plan out your career, but I wouldn't change a thing. I've learned a ton about myself — including what I want out of work — along the way, and as a leader I even think about hiring entirely differently thanks to my experience. So, as we continue to face a labor shortage (which is especially prevalent in tech) and address head-on the impact of artificial intelligence (AI) on the jobs of tomorrow, it's time we re-evaluate our approach to talent and re-calibrate our expectations for what's possible when we hire from outside of traditional, normative sources. 

People don't need a college education to be successful, or a standard, by-the-book resume. The elements you'll actually want to measure are much broader than that. Case in point: One of my most successful account executives came from a background in hospitality management; another extremely successful hire has a background in the medical research field. Success comes in all kinds of shapes and sizes. 

In this article, I'm going to walk through some key moments — and corresponding lessons — from my career, before showing how those can be applied to today's shifting hiring strategies and evolving business trends. Let's start back at the beginning.

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'Why would we want you?'
When I interviewed for my first sales job at a technology company, I received some major pushback. I had career-hopped a bit on paper, working three jobs in four years after leaving college due to a family relocation. My future manager was extremely upfront about what he saw. 

"You have no demonstrated ability to sell, and I don't believe you'll be here in a year," he said. "Why would we want you for this role?"

He wanted to see how I would handle the challenge. And I knew I had the determination to learn the role and create success. So, I showed him that determination and grit. I proved I had what it took. I closed my first deal less than 45 days after starting, and I called him when I did to let him know. And, for the rest of my time there, I called him every single time I closed a deal — it became an opportunity for us to connect, and to build a relationship that would prove very valuable to us both.

When experience expires
In 2001, with our first child on the way, I was faced with a choice many expectant mothers must confront: Do I stay home and take care of my baby full time, or do I juggle a full-time job in a demanding career and my family life? Ultimately, with my husband working full time and able to support us, I decided to stay home with my first child and her two younger sisters — and never regretted the choice for a single second. I got to be home for nearly eight-and-a-half years, until the youngest of the three started school. 

When I decided to go back to work, I found that my experience had essentially expired. I had to start from the bottom all over again. But the reality is that degrees run dry, too. Don't get too hung up on doing things just because you think they'll help your resume. The true differentiators are demonstrating success and building real, lasting connections.

I maintained regular touch-bases with sponsors, mentors and coaches for years while I was out of the workforce, because I knew they'd be instrumental to me getting back in when it was time to do so. No matter what you're doing, cultivating an intentional, collaborative and uplifting network will always position you for future success.

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'I'm ready to come back'
Actually getting back to work was another thing entirely. 

For years, I'd stayed in touch with that hiring manager, as well as many others, and he always ended our calls by asking the same question. "Are you ready to come back?" I always said, 'No,' until I suddenly didn't. The support of those connections was invaluable, but I quickly learned it was just as important to build a support network upon returning. Fear of asking for help would mean lasting failure.

This is especially true for women on the way back from maternity leave or a caregiving break. Don't be afraid to reach out a hand to others who can help us. Find ways — and people — to ask for assistance, so you can focus on accomplishing not only what's actually possible, but what's most important to you. 

Only then will you feel the wind behind your back and the momentum building. Community and collaboration are key to building a truly meaningful career. 

Accelerate … and grow
When I first returned to the workforce, I got back into sales again. After several years, I began to feel like I wanted to try something new and different. I began asking myself what it would look like to grow into something new at SAP.

So, although I had never harbored similar aspirations previously, I started considering what shape a leadership role could take. For me, not knowing exactly what I was getting into was what was exciting. That was a new feeling. 

Don't be afraid to take on roles that aren't clearly defined from the start. If you trust the foundation and the overall organizational direction, taking that leap can give you an opportunity to craft something that best suits you — and build something that lasts after you leave. Sure, the unknown can be a little scary, but it can also be downright thrilling. 

Stretching yourself, and always reaching for the next thing, is vital. 

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Adapting to today's trends
Employee recruitment and development today is actually moving toward skill-based hiring, which calls for hiring managers to look at potential employees as whole people with varying capabilities and talents — as opposed to just their educational background. 

At SAP, it's something we're learning to embrace in a widespread way, as the organization discussed before Congress in June. The cost of a college education has increased by 25% just in the last 10 years. This makes career paths requiring a four-year degree entirely inaccessible to millions of Americans who cannot afford one. Skill-based hiring recognizes that people who can do the job should be given the opportunity — regardless of how they acquired those skills.

Take AI, for instance. A skill-based approach to talent management can make companies and their workers more resilient and better prepared for potential AI-driven disruptions. It can do so by fostering a culture of continuous learning and adaptability that focuses on skills rather than fixed roles. It can also do so by facilitating diversity and inclusion via the hiring of individuals from non-traditional backgrounds — which can drive innovation and problem-solving in the face of AI-related developments. 

Talent comes in many forms, from many places. College can be a path to success, but so can parenthood, or time abroad, or culinary school. If you're talking to the right person, the value of their background will quickly become apparent. For myself, the lack of a formal higher education has made me more driven to success, more determined to carve my own path, and more intentional about my own personal development. 

So, if you're looking for your next rockstar, maybe it's time to start turning over some new rocks.