Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How a Utility Company Built a Career Track for Veterans
Transcript
- Lucas: So Luna, I was digging into something this week that I think fits our show perfectly. A utility company in the Midwest — I won't name them, but they're one of the largest in the region — rolled out a structured career track for military veterans a few years back, and the results are genuinely impressive. Luna: I'm intrigued. When you say 'structured career track,' what does that actually look like? Is it just a recruiting pipeline or something more? Lucas: It's more than a recruiting pipeline. They built a two-year fellowship program that essentially fast-tracks veterans into operations management roles. The first year is a rotation through three different departments — field operations, logistics, and customer service. The second year they're placed in a supervisory position with a mentor who's a veteran themselves. Luna: So it's a deliberate pathway, not just a hiring goal. What made them do it? Was there a specific incident or just a broader awareness of the skills gap? Lucas: I think it came from a couple of things. One, they realized their workforce was aging — a lot of their senior field techs and supervisors were heading toward retirement. Two, they saw veterans as a natural fit for those roles because of the emphasis on safety, procedure, and leadership under pressure. But the real catalyst was a 2021 internal study showing that while they were hiring veterans, retention after two years was only about fifty percent. That was the wake-up call. Luna: Ouch. So they were bringing veterans in but losing half of them within two years. What was going wrong? Were they just not finding the work meaningful, or was it something more structural? Lucas: The study dug into exit interviews, and the recurring themes were pretty clear. Veterans felt underutilized — they were often hired into entry-level positions that didn't match their leadership experience. And they struggled to navigate the unspoken rules of corporate culture. Things like how to run a meeting in the civilian world, how to give feedback to civilians, how to advocate for a promotion without feeling like they were bragging. That's where the fellowship idea came from — to deliberately bridge that gap. Luna: And the name of the program? Do they call it something specific? Lucas: They call it the 'Service to Success' track. It's got a few key components: the rotational year, the mentor, and a training module that teaches veterans how to translate their military experience into corporate language. For example, instead of saying 'I managed a platoon of twelve,' they learn to say 'I led a cross-functional team of twelve with accountability for equipment worth over two million dollars.' Same substance, different vocabulary. Luna: That translation piece is so critical. I've talked to veterans who say they almost feel like they're hiding their service because it doesn't seem to count in a corporate setting. Do you think that's changing? Lucas: It's slowly changing, but it's still a real barrier. And this program is designed to attack that directly. They actually have a 'language coach' — a former military officer who works at the company — who holds weekly workshops for the first three months. It's not about dumbing anything down; it's about making sure the value is visible to hiring managers who might not have a military background. Luna: So, how has it performed? You said the results were impressive. What are the numbers after a few years? Lucas: The first cohort was sixteen veterans, and after the full two-year track, fourteen of them stayed with the company. That's an eighty-seven percent retention rate, compared to the fifty percent before. And of those fourteen, six have already been promoted to manager-level positions within their first three years. The company also saw a measurable bump in their internal engagement scores from veteran employees. Luna: That's a huge difference. And it's not just about keeping people — it's about actually advancing them. Are there any lessons here for other companies that might not have the scale to build a full fellowship? Lucas: That's the question, isn't it? And the thing is, you don't need a two-year fellowship to start. The core insight is that veterans need a structured translation process. Even something as simple as having a veteran employee review job descriptions and interview questions can make a difference. This company's program has a lot of elements, but the principles — intentionality, mentorship, and language — are transferable. Luna: I love that. And it makes me think about how we can all apply similar thinking in our own organizations. But before we get too deep into that, I want to step back for a second. You know, we get a lot of emails from listeners who say this podcast has helped them think through their own career moves or even rethink how they're approaching their job search. If you're one of those people and you value what we do here, a really easy way to support the show is to buy us a coffee at buy me a coffee dot com slash fexingo. It's a small gesture, but it genuinely helps us keep this show ad-free and focused on the stories that matter. No pressure, just if it's useful to you. Lucas: Yeah, and honestly, every little bit helps us keep doing the research and finding these specific, actionable stories. Thanks for listening to that. Now, back to the military to corporate pipeline. Something I found really interesting is how they handle the interview process itself. Luna: Right, because that's where a lot of veterans say they feel like they're starting from zero. Can you talk about what they changed? Lucas: They scrapped the traditional behavioral interview questions for veteran candidates and replaced them with what they call 'mission-focused' questions. Instead of asking, 'Tell me about a time you showed leadership,' they ask, 'Describe a mission where you had to adapt to a sudden change in orders. What was your role and how did you execute?' It's a subtle shift, but it lets veterans answer from their lived experience without having to translate on the fly. Luna: That's a smart move. It levels the playing field. And what about the mentoring component? How are the mentors chosen, and what kind of training do they get? Lucas: The mentors are all veterans who've been with the company for at least five years. They go through a volunteer training program that covers everything from how to help a new hire navigate the informal networks to how to advocate for them in promotion conversations. The mentors also get a small stipend and a clear set of expectations — they're not just a buddy, they're a career guide. Luna: And do they pair them based on branch or MOS, or is it more about the department they're going into? Lucas: It's a mix. They try to match on branch or similar role when possible, because there's an immediate understanding there. But the more important factor is the mentor's experience in the department the new hire is entering. So if a veteran is heading into field operations, they want a mentor who's been a field ops manager. That way, the mentor can give real, contextual advice. Luna: That makes sense. It's like having a translator for the actual job, not just the culture. Did they run into any pushback from existing managers who felt like veterans were getting special treatment? Lucas: There was some initial skepticism, yeah. A few managers thought the fellowship was a way to fast-track people without merit. But the company addressed that by being very clear that the program wasn't about lowering standards — it was about removing barriers. They also made the metrics transparent, showing that the veterans in the program were meeting or exceeding performance benchmarks at the same rate as their peers. That helped quiet the critics. Luna: Transparency is key. And what about the veterans themselves — any stories that stand out? I feel like a specific example would bring this to life. Lucas: There's one story I really like. A woman who served as a logistics officer in the Navy joined the first cohort. She'd been out of the service for about a year, working as a shift supervisor at a retail warehouse, feeling pretty stuck. She almost didn't apply because she thought the phrase 'veterans fellowship' meant it was a charitable thing, not a real career path. She was the first person from her cohort to get promoted to a regional logistics manager role, and she's now mentoring newer hires herself. Luna: That's a great arc. And it shows how sometimes the biggest barrier is just awareness that these pathways exist. How does the company actually market the program to veterans? Is it through military transition offices, LinkedIn, word of mouth? Lucas: They do a few things. They partner with the Department of Veterans Affairs' work-study program, and they have a presence at military career fairs. But the most effective channel has been their own employees — the veterans who've been through the program act as ambassadors. They get a small bonus for referring a successful candidate, and they're encouraged to speak at transition seminars at nearby bases. That authenticity is hard to beat. Luna: That word of mouth is powerful because it's coming from people who've actually done it. One more thing — the cost. Building a program like this isn't free. Did they ever worry about the ROI? Lucas: The company estimates that the cost of hiring and training a new employee is about twenty percent of their annual salary, and that number goes up if they leave within the first year. Before the program, they were churning through veterans at a rate that cost them an estimated three million dollars a year in recruiting and training expenses. The fellowship costs about five hundred thousand dollars a year to run, which is a fraction of that — and that's before you even count the value of the leadership talent they're retaining. Luna: So it's not just a diversity initiative — it's a sound business decision. That's the kind of thing we like to highlight on this show. Are there any downsides or things that haven't worked as well? Lucas: There are a couple of wrinkles. The rotational schedule can be tough — some veteran hires say the constant change in the first year makes it hard to feel like they're contributing. And the company has struggled to scale the program beyond a certain size because it relies heavily on having enough experienced veteran mentors. They're working on a 'train the trainer' model to address that, but it's a work in progress. Luna: That's honest. It's good to hear that they're not pretending it's perfect. So, if you're a veteran listening and thinking about a corporate career, what's the one takeaway from this story? Lucas: I'd say look for companies that have a structured program, not just a hiring goal. Ask about mentorship, ask about how they help translate your skills, and ask about retention numbers. A company that's invested in a pathway like this is more likely to see you as a long-term asset, not just a box to check. Luna: And for HR folks, the lesson is that good intentions aren't enough — you need a system. What would you say is the first step? Lucas: Do an audit of your current veteran retention. If it's below seventy percent, that's your red flag. Then talk to the veterans already in your company — not just the senior ones, but the ones who've been there a year or two. Ask them what almost made them leave. That's where your program should start. Luna: That's a solid, actionable start. And maybe the most important part is that you're actually listening to the people you're trying to help. Lucas: Exactly. And it's something any company can do, regardless of size. It doesn't have to be a fancy fellowship — it just has to be intentional. Luna: Well, thanks for bringing this story to us, Lucas. I think it's one of those cases where you can see the potential for real change if more employers take note. Lucas: Yeah, and I'm hopeful. The more we talk about these programs, the more they become the expected practice, not the exception. I'd love to see that happen. Luna: Agreed. And on that note, we'll leave it here for today. Thanks for listening, everyone. Lucas: And as always, if this episode gave you something to think about, we'd love to hear from you. See you next time.