Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How Sodexo Built a Career Track for Ex-Offenders
Transcript
- Lucas: So Luna, you know how we've been talking about companies that build real career tracks for people who usually get filtered out of the hiring process? Luna: Yeah, like the episodes on refugee talent and neurodiversity. Those were inspiring. Lucas: Right. And today I want to look at a company that took a very different path into that space. Sodexo, the food services and facilities management giant, has spent the last several years building a genuine career track for formerly incarcerated people. Luna: That's a big one. We haven't covered that angle yet, and it's such a huge population that gets overlooked. Lucas: Exactly. And what's interesting is that Sodexo didn't just announce a hiring pledge or a one-off pilot. They've created what they call 'second chance' hiring pathways, and the numbers are starting to tell a real story. Luna: What kind of numbers are we talking about? I know the carceral system in the US is enormous, but what does that mean for a company like Sodexo? Lucas: Well, Sodexo has hired over a thousand people through their second chance program since 2017. And the retention rate after one year is about 80 percent, which is actually higher than their overall hourly workforce. Luna: That is striking. Most companies assume a criminal record means someone is going to be a flight risk, but the data says the opposite. Lucas: It does. And the program is built around a partnership with the Center for Employment Opportunities, a nonprofit that's been doing job placement for returning citizens since the late 1970s. They work together to find candidates, but the real key is what happens after the hire. Luna: That's where most programs fall apart, right? They get people in the door, but then they're stuck in the same entry-level job with no way up. Lucas: Yeah, and that's the trap. So Sodexo mapped out specific roles that could lead to advancement. They started with positions like food service worker or janitorial, but they tied those to a clear ladder. After six months to a year, someone can move into a supervisor role, and from there into management training. Luna: So it's not just a job, it's actually a career path. That's the distinction we keep coming back to on this show. Lucas: Right. And they also put in place what they call a 'success coach' — a dedicated person who helps with the non-work stuff, like transportation, housing, even expungement paperwork. Because if you don't solve those problems, someone is going to lose a job they're actually good at. Luna: It's almost like the caregiving episode we did earlier, where support structures made the difference between someone staying or leaving. Lucas: Exactly. And so, you know, we talk a lot on this show about what makes a program work, and it's usually those wraparound services that people don't see on the org chart. Luna: That's such a good point. And honestly, Lucas, if today's conversation is worth a coffee to you, you know where to find us — buy me a coffee dot com slash fexingo. It keeps this show free and ad-free, and it helps us dig into stories like this one. Lucas: Yeah, we don't have investors or a paywall. It's just you, us, and a microphone. So if you're able, that link is the simplest way to keep us going. Luna: Anyway, back to Sodexo. One thing that struck me was the reaction from the frontline managers. Were they on board, or did they have to be convinced? Lucas: That's actually a great question, because it gets to the biggest hurdle. Sodexo did focus groups with site managers early on, and they found a lot of hesitation. The managers worried about reliability, about safety, about how the team would react. Luna: So how did they turn that around? Lucas: They didn't just send out a memo. They brought managers into the process, let them meet candidates, and shared data from other sites. And once a manager had a positive experience, they became the biggest advocates. So it spread organically, facility by facility. Luna: That makes sense. It's like the law firm that built a path for former foster youth — you have to win over the people who do the day-to-day hiring. Lucas: Yeah, and the other piece that helped was they made the business case. They showed that turnover costs money, and that these employees were staying longer. So it wasn't just a charity thing, it actually saved money in the long run. Luna: And what about the background check itself? That's usually the biggest barrier for someone with a record. Lucas: Sodexo did something pretty bold there. They removed the conviction question from the initial application, which is sometimes called 'ban the box.' But they went further — they only ran background checks after a conditional offer, and they gave candidates a chance to explain the context before making a final decision. Luna: So they're actually following the EEOC guidance that most companies ignore. That's a real commitment. Lucas: It is. And they also made sure the roles they were hiring for didn't have blanket exclusions. Certain positions, like ones that involve working with vulnerable populations, still have restrictions for safety reasons. But they looked at each role individually instead of just saying 'no one with a record, ever.' Luna: That's a more surgical approach. I think a lot of companies default to a blanket ban because it's easier, but it ends up screening out qualified people. Lucas: Exactly. And there's a really interesting ripple effect here. When Sodexo started doing this, they found that other employers in the same regions began asking how they did it. Municipalities too. The city of Philadelphia actually came to them for advice on their own second chance hiring initiatives. Luna: So Sodexo became a kind of informal consultant. That's a nice twist on the usual corporate social responsibility story. Lucas: Yeah, it's not just about their own workforce, it's about changing the ecosystem. And it's worth noting that this isn't purely altruistic. The hospitality and facilities management industry has chronic labor shortages, especially in entry-level roles. So Sodexo found a talent pool that their competitors were ignoring. Luna: Right, it's a smart business move. But let me play devil's advocate for a second. We keep hearing about these programs, but what's the actual promotion rate? Are people really moving up, or is it just entry-level churn? Lucas: That's a fair question. Sodexo hasn't released a full breakdown, but in their public reports they highlight several case studies of people who started as food service workers and moved into management roles within three to five years. And their success coach program specifically tracks advancement as a key metric. Luna: So it's not just a hiring number, it's a career progression number. That's the kind of data we need more of. Lucas: Agreed. And the fact that they're willing to talk about it publicly suggests they're not just checking a box. They're proud of the outcomes, and they want other companies to follow suit. Luna: I think that's the takeaway for our listeners, and honestly for us. A program like this doesn't work if it's a side project. It has to be embedded in the way the company hires, promotes, and supports people. Lucas: Yeah, and it doesn't have to be Sodexo-scale either. The principles are transferable. Any employer can start by reviewing their own background check policies, identifying roles that don't need blanket exclusions, and building a simple support structure for new hires. Luna: And maybe partner with a local nonprofit that's already doing the work. That's how Sodexo got started. Lucas: Exactly. So when you look at a company like Sodexo, you don't have to reinvent the wheel. You just have to be willing to give someone a shot and then actually invest in their success. Luna: And that's a lesson that extends way beyond hospitality. It applies to finance, tech, you name it. Lucas: Couldn't agree more. And if you're listening and thinking about how to bring this to your own workplace, start the conversation. Ask your HR team what their second chance hiring policy actually looks like. You might be surprised by the answer.