Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How Sodexo Made Veteran Hiring a Career Accelerator
Transcript
- Lucas: So Luna, I was looking at some data from the Bureau of Labor Statistics the other day, and the unemployment rate for veterans who served after 9/11 is down to around three percent — which sounds great on its face, but the real story is underemployment. Veterans are overrepresented in jobs that don't use their skills, and that's where a lot of corporate programs fall short. Luna: Right — it's not just about getting a job, it's about getting a job that actually builds on what you did in the service. And that's a harder nut to crack. Lucas: Exactly. And that's what made me want to look at Sodexo. They're a huge food services and facilities management company — you know them from corporate cafeterias, stadiums, hospitals — and they've built a veteran hiring program that's less about a one-off hiring fair and more about a career pipeline. They aim to hire five thousand veterans a year, and they've got a dedicated team that maps military roles to civilian jobs. Luna: Five thousand a year is a big number. How do they actually pull that off? Lucas: So one of the key pieces is their Veterans Employee Business Resource Group, which they call VETBRG. That's not just a networking group — it's actually involved in recruitment, onboarding, and mentorship. They have a board of directors that includes senior leadership, and they work with the Wounded Warrior Project to help injured veterans transition into roles that accommodate their needs. That partnership gives them access to a talent pool that a lot of companies overlook. Luna: I've seen that partnership mentioned in their press materials, but what does it actually look like on the ground? Is it just a logo on a website or are there real programs? Lucas: There are real programs. For example, they have a 'military skill bridge' approach — they work with the Department of Defense's SkillBridge program, which lets service members do internships with companies in their last six months of service. Sodexo's program is structured so that those internships often turn into full-time jobs. They've had hundreds of participants, and the retention rate after two years is over eighty percent, which is higher than their overall corporate average. That tells you the roles are actually a good fit, not just a warm body in a chair. Luna: That retention stat is the proof in the pudding. If they were just checking a box, people would leave. So what kind of roles are we talking about? Is it mostly hourly or are they also placing folks in management track positions? Lucas: It's across the board, but there's a real emphasis on management and leadership tracks. A lot of veterans have logistics experience — that maps directly to their supply chain and facilities management roles. Someone who ran a motor pool in the Army can become a fleet manager at a Sodexo operation. Someone who coordinated food service for a battalion can run a university dining hall. They've also created a specific leadership development program for veterans, where participants rotate through different operations over a year and then step into district manager roles. That's a serious career accelerator. Luna: And the Wounded Warrior Project partnership — how does that fit in? I imagine it's more about accommodation and accessibility. Lucas: Yeah, it's dual purpose. They get access to a network of veterans who are looking for work, but they also get guidance on how to make their workplaces accessible — both physically and in terms of culture. For example, they've made sure that their on-site clinics and wellness programs are equipped to handle things like PTSD and traumatic brain injury. They also train managers on how to recognize when a veteran might need flexibility, like for medical appointments. That kind of support is what makes the difference between a job and a career. Luna: So it's not just about hiring, it's about retention through understanding. That's a lot more nuanced than a typical corporate diversity initiative. Lucas: Absolutely. And the business case is strong too. Sodexo found that veterans are more likely to stay with the company — their two-year retention for veterans is around 85 percent, compared to a company average that's closer to 75. And they also promote from within at a higher rate. So it's not just a feel-good program; it's a talent strategy that saves money on recruitment and training in the long run. Luna: I want to go back to that skill bridge idea for a second. It seems like that's a model other companies could adopt. What's the catch? Why don't more employers do it? Lucas: The catch is that it requires real commitment and a bit of bureaucracy. The SkillBridge program is free for companies, but they have to provide a meaningful internship, not just a coffee-fetching gig. They also have to navigate the military's approval process, which can be slow. And there's a cultural component — you have to have managers who understand how to translate military jargon into corporate speak. Sodexo invested in training their hiring managers on that, so a veteran doesn't have to explain what a 'platoon sergeant' does in an interview. The company already knows. Luna: That's interesting — a lot of veterans say the hardest part is articulating their experience in civilian terms. So the company meeting them halfway is huge. Lucas: Exactly. And they've also built a network of 'veteran champions' at their sites — people who volunteer to be the point of contact for new veteran hires. That gives the new employee an immediate ally who can help them navigate things like using their GI Bill benefits for tuition reimbursement or finding a local VA clinic. Little things that make a big difference in that first year. Luna: I love that it's not just a top-down initiative — it's embedded in the culture through those champions. So, for a listener who's a hiring manager at a mid-sized company, what's the one thing they could steal from Sodexo's playbook? Lucas: I'd say start with the skill mapping. Sit down with a veteran in your industry — or better yet, a veteran in your company — and create a cheat sheet that maps military job codes to your equivalent roles. For example, the Army's MOS for logistics is 92Y, and that translates to a supply chain coordinator. If you can make that mapping explicit, you're already ahead of most employers. And then the second step is to make sure your interview process doesn't penalize veterans for not having a traditional resume. They might not have 'managed a P&L,' but they've managed a $5 million budget for a unit. That's the same skill. Luna: That's a practical takeaway. And I think it's worth noting that this isn't just a charitable thing — it's a real talent pipeline that gives the company a competitive edge. We've talked a lot about how diversity is a strength in the workplace, and this is a clear example. Lucas: And that's the core of what we do on this show — finding those concrete examples where an organization turned a group that's often overlooked into a career accelerator. Sodexo isn't perfect, and no program is, but they've built something that works, and there are lessons here for any company that wants to do better. Luna: And if you're a listener who's a veteran or knows a veteran, you might be thinking about how to make that transition yourself. It's a big step, and we hope this episode gave you some ideas about what to look for in an employer. Lucas: Yeah, and speaking of looking for employers — if this show has ever helped you think through a career move or a hiring strategy, you might consider supporting us. We're a small independent network, and listener support is what keeps us ad-free. You can do that at buy me a coffee dot com slash fexingo. That's a great way to help us keep bringing you stories like this. Luna: Yeah, we really appreciate it. But let's get back to that retention stat — because I think that's the part that might surprise people. You said it's 85 percent for veterans versus 75 overall. Why do you think veterans stick around longer? Lucas: I think it comes down to fit and purpose. A lot of veterans are used to being part of a mission-driven organization, and when they find a company that gives them that sense of purpose — and the support to succeed — they become incredibly loyal. Sodexo does that by making sure they're not just a number. The veteran champions, the mentorship, the clear career path — it all tells the veteran that the company sees them as a long-term investment, not just a short-term fill. Luna: That makes sense. And I think that's a lesson that goes beyond veterans — it's about how any employer can build loyalty by investing in people's whole selves. Lucas: Couldn't agree more. So if you're an employer, look at your own hiring practices. Are you making it easy for veterans to show what they can do? Are you training your managers to understand military experience? Are you building a community that supports them once they're in the door? That's the deeper work, and it's what separates a program that's just a press release from one that actually moves the needle. Luna: And for our listeners who are veterans — what would you say is the biggest thing they can do to make that transition smoother? We've talked a lot about what companies can do, but what about the individual? Lucas: I'd say leverage the resources that are out there. Sodexo has a dedicated military recruiting page, and most large companies have something similar. Look for employers that have a formal veteran program — not just a hiring target, but a real structure like an employee resource group or a veteran transition program. And don't underestimate the power of networking with other veterans who've made the leap. They can tell you the unwritten rules of your new industry and often open doors you didn't even know existed. Luna: That's practical advice. And I think it's a good note to end on — whether you're an employer or a veteran, the key is to be intentional about the transition. Lucas: Yeah, intentionality is the word. Thanks for listening, folks. If you want more stories like this, check out the rest of the Fexingo Business podcast network. And remember, you can support us at buy me a coffee dot com slash fexingo. Until next time, keep thinking about how you can make a difference.