The conventional degree was once as integral to the American Dream as getting the keys to your first home. But among the many norms the pandemic upended, the job market and what is required to succeed has been reimagined. We are all familiar with the idea of a glass ceiling, that invisible barrier that has kept women and other marginalized groups from progressing up the corporate or political ladder for invisible yet all-too-tangible reasons. But there’s another, “paper ceiling” that needs to come down.

As the glass ceiling shows signs of cracking, with women’s representation in senior management roles making gradual gains year over year, we are beginning to shatter other limiting conventional ideas that keep capable but educationally unqualified candidates out of the job pool. One such barrier is the “paper ceiling”—a term that describes the exclusion of talented candidates based on rigid educational requirements, such as a traditional degree, rather than their actual skills and experiences. The concept of “tearing down the paper ceiling” has gained significant traction in recent years, and for good reason.

High costs and debt burdens make the traditional college pathway less accessible, a factor that can hold people back from enjoying economic mobility. In its place, what people want to see are more inclusive, flexible educational models serving diverse student needs, such as shorter degree programs and on-demand education.

The alternate skill-building movement encourages employers to look beyond the rigid requirement of a four-year degree and instead focus on the practical capabilities and experiences that truly matter for job performance. As someone deeply involved in mentoring and development, I’ve witnessed firsthand the transformative power of this approach.

But tearing down the paper ceiling is just the beginning. To truly cultivate and retain top talent in today’s competitive market, organizations must go further. We need to create environments where continuous learning and professional development are not just encouraged but embedded in the company culture; where employee well-being is simply part of the DNA.

Here are three actionable ways employers can empower current and future employees to break through the paper ceiling.

Embrace competency-based hiring

Breaking through current constraints begins with focusing on competency vs. formal education credentials. Shifting the focus onto skills and experiences means reimagining job descriptions and hiring criteria to value relevant experience and the right mindset over a four-year degree.

But making this change goes beyond just rewriting job descriptions—real change requires a serious commitment on the part of human resources teams, recruiters, and hiring managers to rethink what success should look like.

Training for hiring managers is crucial. They have to be prepared to look past traditional skill sets that may not appear simply from a resume. Workshops, bias training, and shared sessions with recruiters will help in this culture change. The onus lies with HR leaders and department heads to lead this change so that recruitment efforts fall in line with the bigger goals of diversity and inclusion that the company has.

Accomplishing this involves embedding new practices within an organization, such as developing skill-specific assessments or interview techniques that capture problem-solving capabilities in the real world. HR teams can work in collaboration with third-party experts to enable hiring managers to learn how to identify latent talent and take a more inclusive approach to recruitment.

The skills-based approach will help organizations get into a wider and more diversified pool, not only in terms of being inclusive but also in terms of offering candidates who may provide unique perspectives or think up outside-the-box solutions to complex problems. Organizations like Npower.org, which provides training and opportunities for those with non-traditional backgrounds to enter the field of technology, focus on fostering the right talent by valuing aptitude over formal education.

Invest in continuous learning and upskilling

Continuous learning and innovative upskilling programs are key to retaining a diverse pool of top talent. Empowering employees to upgrade their knowledge sets will create value today and for years to come, considering current job requirements and future career goals.

It means offering more than a cursory suite of courses to create a culture in which learning is embedded in daily routines. Leaders need to work closely with HR and learning and development (L&D) teams to map out pathways for upskilling aligned to current job demands and future career objectives.

This would entail creating mentorship programs, establishing internal licensing goals, and partnerships with learning platforms that offer learning on-demand. Departmental heads should constantly assess the skill gaps in their teams and work along with L&D to develop focused training meeting those needs.

At Hitachi Vantara, for example, we have implemented an all-inclusive upskilling program that allows employees to gain new certifications and experience in cutting-edge areas, including artificial intelligence (AI), machine learning (ML), and generative AI concepts and use cases. In addition to affording them much-needed state-of-the-art competencies, it is crucial to cross-functional collaboration amongst the team members. By giving tools and opportunities to employees for growth, we ensure they remain interested and motivated enough to help the company thrive.

Navigate non-traditional career paths

Shredding the paper ceiling involves charting alternative career paths for those who did not pursue higher education through conventional means. To accomplish this, companies must collaborate with local community organizations and institutions for special training and mentorship to establish a well-structured career advancement path.

Organizations need to chart new paths by creating partnerships with local community groups, educational institutions, and nonprofits to reach talent outside of conventional channels. Talent acquisition teams play a critical role here, but they need support from leadership to make these connections impactful.

By working with community organizations, your talent acquisition team will be able to connect with talented candidates from underrepresented backgrounds who otherwise wouldn’t have access to typical career routes. With their input, HR leaders and department heads can craft pathways that include apprenticeships, internships, or on-the-job training programs specifically designed for those without formal degrees.

Plus, fostering community relationships leads to a win-win. In times of economic volatility, strong community connections act as a buffer, helping to sustain the organization and its stakeholders.

Ripping through barriers requires an openness toward letting go of tradition. Yet, the reward—a diversified, talented, and committed workforce—is exactly what we need to invest in to keep innovation flowing. This philosophy is simple: Valuing skills over credentials, continuous learning over outdated degree requirements, and a culture of compassion and inclusivity. In that light, employers can create an organization that develops the best and retains them for the long term. In doing so, we will build a better future of work for all: One that is more equitable and innovative.