Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How Chobani Built a Career Pipeline for Refugees
Transcript
- Lucas: Over the past decade, Chobani has hired hundreds of refugees across its U.S. manufacturing plants. And the story isn't just about entry-level jobs — it's about building a career ladder for people who often start with almost nothing. Luna: What makes their approach different from a typical corporate diversity hire? A lot of companies do refugee hiring as a one-off PR move. Lucas: Right. Chobani's program is embedded in how they operate. They partner with local refugee resettlement agencies — groups like the International Institute of Buffalo or Lutheran Services in America. They provide transportation to the plant, which is often in a rural area with no public transit. Luna: So they're removing the first barrier literally before day one. Lucas: Exactly. And once someone's hired, they get English classes on site, plus a mentor who's been at the company for a while. That mentor isn't just showing them the machine — they're helping with things like how to get a driver's license or where to find an apartment. Luna: That holistic support — it sounds expensive. What's the retention like? Lucas: Actually, it's cheaper than the alternative. Chobani's turnover among refugee employees is significantly lower than the industry average for manufacturing. And many of them move up. There's a well-known story of a man from Somalia who started on the production line and within three years became a supervisor overseeing a whole shift. Luna: A supervisor — that's real career advancement, not just a job. What did the company do differently to make that possible? Lucas: They created a clear progression path. After a certain number of hours and skill checks, employees can apply for team lead roles. The company also offers tuition reimbursement for any course related to operations or management. So someone who came in with a college degree from their home country — even if it wasn't recognized here — can use that to accelerate. Luna: Degree recognition is a huge barrier for refugees. How does Chobani handle that? Lucas: They don't require a U.S. degree for promotions. They look at demonstrated skills and tenure. That's a big deal. Many refugees are overqualified for entry-level work because their credentials don't transfer. Chobani essentially says, 'Show us what you can do here.' Luna: That's a model that could scale. But does it only work because of Chobani's founder? Hamdi Ulukaya is an immigrant himself. Lucas: It helps, for sure. He's talked about how his own mother's experience of being a refugee shaped his thinking. But the program isn't just his pet project — it's embedded in the company's operations. The HR team has a dedicated refugee hiring coordinator. They track metrics like promotion rate and wage growth. Luna: So they're measuring it like any other business line. What does the data show? Lucas: Wage growth in the first two years is about 25 percent on average, because people move from entry-level to more skilled roles. And the company has seen a boost in community loyalty — their plants in places like New Berlin, New York, are now seen as anchors for refugee integration, which has improved relations with local towns. Luna: That's the kind of story that doesn't make headlines but changes lives. Speaking of which — we keep this show free and ad-free because a small group of listeners chips in monthly through buy me a coffee dot com slash fexingo. That directly funds research for episodes like this one. Lucas: Yeah, and if you've ever gotten anything out of our conversations, that's the easiest way to keep it going. No pressure, just a fact. Back to Chobani — what's interesting is they didn't stop at manufacturing. They've started testing similar models in their corporate offices, hiring refugees with business backgrounds into roles like supply chain or finance. Luna: So it's not just plant jobs. That expands the career pipeline dramatically. Lucas: Right. One woman from Syria had a degree in accounting from Damascus. She started in the plant but within a year transferred to the finance team. Now she's a senior analyst. That's the kind of upward mobility that breaks the cycle of underemployment. Luna: Are there other companies doing this well? Lucas: IKEA has a program in several European countries, and the Tent Partnership for Refugees works with companies like Marriott and Hilton to place refugees in hospitality. But Chobani stands out because of the depth of the career ladder — it's not just a job placement, it's a long-term investment. Luna: What about the cultural barriers? Refugees come from very different backgrounds. Lucas: Chobani invested in cultural competency training for all employees, not just managers. They've also brought in interpreters for key safety trainings. The result is a workforce that reflects the diversity of the community and actually reduces tension — employees learn about each other's cultures over lunch breaks. Luna: That sounds like a genuine inclusive culture, not just a checkbox. Lucas: Exactly. And it's paying off in other ways. Chobani's brand is strong in areas where refugees have settled — they become loyal customers and advocates. There's a business case that goes beyond HR metrics. Luna: So for a company thinking about starting a refugee hiring program, what's the first step? Lucas: Partner with a resettlement agency early. Don't try to build it alone. And commit to at least a year of support per employee — the language and cultural adjustment takes time. If you treat it like a regular hire, you'll lose them. Luna: It's almost like an apprenticeship model applied to a vulnerable population. Lucas: Exactly. And the ROI shows up in loyalty, community reputation, and a more diverse leadership pipeline. It's not charity — it's talent strategy. Luna: I think that's a key takeaway: when companies invest in career pathways for refugees, they get back dedicated employees who rise through the ranks. Lucas: And it's a reminder that inclusion isn't just about hiring — it's about creating the conditions for people to grow.