america’s veterans & the american workforce · as transitioning military members make their...

AmericA’s VeterAns & the AmericAn Workforce: A resource guide to recruiting, engaging and onboarding our returning heroes

www.TMPgovernment.com

What you will learn…

• Whymostofourreturningmilitarymenandwomenareparticularlyqualifiedforjobsinboththeprivateandpublicsectors.

• Howgovernment,despitebudgetconcernsandthepossibilityofsequestration,isdoingitsparttoleadthewayinrecruitingandonboardingtransitioningservicemembers.

• Howanumberofcorporateleadershavemountednationallysuccessfulprogramstoattractandhireourreturningheroes,andtointegratethemintotheirworkforces.

• Whyothercompanies,primarilysmallbusinesses,sometimesseemtofallshortinrecruitingveterans,orevenshyawayfrommakingseriouseffortstodoso.

• Howgovernmentagenciesandcompaniescanstart—orrecharge—theirownveterans’recruitingprograms.

• Howtolocatebestpracticemodelsingovernmentandprivateindustryforideasandinspirationforveterans’employmentprograms.

• Wheretogoonlinetodiscovermoreaboutthiscriticalhumancapitalarea.

Abstract

Thiswhitepaperpresentsacomprehensiveoverviewoftheveterans’employmentandrecruiting

landscapeforbothhumancapitalprofessionalsandcorporateandgovernmentleadersinterestedin

thetopic.Thiswide-rangingdiscussiontouchesonthedisappointingunemploymentrateforveterans

oftheIraq-Afghanistaneraandsuggestsanumberofreasonswhy—basedontheirmilitarytraining

andexperiencetransitioningservicemembersmakesuperbemployeesinallindustries.Theauthors

alsoprovideextensivehandyreferenceguidestobestpracticesinveterans’employmentamongall

Americanindustries.HRleaderswillfindhelpfuladvicehereonestablishingtheirownprograms,as

wellasanextensivebibliographyofcommentariesandresearchsummariesonthisimportanttopic.

Byprovidingatop-leveloverviewofthiscomplexlandscapeandpointingourreaderstowhatwe

believearethemosthelpfulresourcesintheveterans’recruitingarena,wehaveattemptedtocreate

auseful,everydaytoolforcompaniesandorganizationsnationwide.Forgovernmentagenciesnot

yetaccomplishedatrecruitingandintegratingveteransinlargenumbers,weintendthisarticleasa

helpfulguidetogettingpracticalandproductiveprogramsontherails.


1. http://www.usatoday.com/money/economy/2011-04-04-us-economy-jobs.htm

2. http://www.federalnewsradio.com/179/3023151/Retirement-claims-hit-highest-level-since-January

3. Syracuse,p1

4. 10.9%http://vetjobs.com/media/2012/09/07/veteran-employment-situation-report-august-2012/

The Challenge of Current Economic Realities Despitethefadingrecession—andinmanywaysbecauseofit—companies,not-for-profitinstitutions,andevengovernmentagenciesintheU.S.todayarefacingasteephumanresourcechallenge.Asthedownturneases,allof theseorganizationswillneedtodevisehumancapitaland recruitingstrategiesattunedtoapost-recessionenvironment.Intheprivatesector,companiesofallsizeswillberampinguphiringprogramstokeeppacewithbusinessdemandsastheeconomypicksupsteamthrough2013.

Theresult:manywillbereplenishingworkforcesthathavemaintainedremarkablyhighproductivityintoughtimes.1 Inmanywaysgovernmentagenciesfacethesamerealities,butwithanadditionalconstraint:forthemostpart,federalhiringbudgetsareshrinking,andmanyagencieswillbehardpressedeventoreplacedepartingworkers,whoareretiringingreaternumbersthaneverbefore.2

Veterans: Ensuring a Competitive American Workforce Atthesametime,ournation’soverseasmilitarycommitmentshavecreatedaresourcepoolofexperiencedveteransnowoutoftheserviceandlookingforjobs.Althoughitmaynotbeimmediatelycleartorecruitersandhiringmanagers,mostofthesemenandwomenbringtheadvantagesoftrainingandexperienceintheveryskillsthatanexpandinglabormarketandrecoveringeconomyrequires.Andisn’tthereamoralimperativeheretoo?Theseveteranshaveservedournationsteadfastly,manyoftheminlife-threateningenvironments.Doweowethemadebtforthisservicealone?Manywouldargue“yes.”

Butbeyondthatfact,humanresourceprofessionalsshouldkeepinmindthesoftskillsourveteranshavedevelopedthroughyearsofserviceandexperience:adaptability,

leadership,mission-firstorientation,desiretosucceed.Theseareintrinsicskillsthathavebeenrefinedbytheyearsofchallengesthattheyhavefacedandovercometosucceedinthemilitary.

Inandabovethenotionofcorporatesocialresponsibility,thebusinesscaseforhiring,traininganddevelopingveterantalentisentwinedwiththelargerissueofcompetitivenessfortheAmericanworkforceinthecommercialsector.Inaddition,veteransprovideapipelineoftalenttoaddresspotentialcriticalskillsgapsinthegovernmentworkforce.

Introducing Veterans into Your Workforce MostAmericanswouldagreethatweshouldrepayourcollectivedebttoveterans,atleastinpart,byprovidingproductiveemploymentopportunities.Thisisachallengingobjectivetosaytheleast.AstudyfromtheInstituteforVeteransandMilitaryFamiliesatSyracuseUniversitystarklyunderscorestheneed:

Since 2001, more than 2.8 million military personnel have made the transition from military to civilian life. Another one million service members will make this transition over the next five years. For a great majority of the men and women who have or will make this transition, their most pressing concern is employment.3

Astransitioningmilitarymembersmaketheirreturntotheworkforce,theemploymentpicturetheyfaceislessthanencouraging,despitetheirskills,experience,andpersonaltraitsofdisciplineandloyaltythatmilitaryservicecultivates.TheproblemisespeciallyevidentamongveteransoftheIran-Afghanistanera,whereunemploymentisrunningaheadofthenationalaverage.4

America’s Veterans & the American Workforce: A resource guide to recruiting, engaging and onboarding our returning heroes


5. Personnelcommunicationwithhigh-rankinggovernmentofficial,August17,2012.

6. UnitedStatesDepartmentofLabor,BureauofLaborStatistics,August2012.http://www.bls.gov/news.release/empsit.t05.htm

7. HarrellandBerglass.EmployingAmerica’sVeterans…,p.6.

But there isgoodnews.Largercorporations,includingMicrosoft,Wal-MartandLockheedMartintonamejustthreeamongthescoresofindustryleadersactiveonthisfront,aremountingaggressiveprogramstoattract,recruit,andintegratereturningveteransintotheirworkforces.Appendix II on page 12providesaselectivenationwiderosteroftheseprograms.

Evenso,foralltheactivityamongthebigplayers,manysmallercompaniesseemtobeoperatingonacatch-as-catch-canbasiswhenitcomestohiringvetstoday.Increasedawarenessofthepotentialofournation’sveteranworkforceamongcompaniesthathavebeenlessactiveiscrucialtosolvingsomeofournation’stalentandeconomicchallenges.

For government, a different challenge Thesituationismorecomplicatedforstateandfederalagencies.AgencyleadersandHRdepartmentsareuniversallyonboardwiththegoalofrecruitingveterans,withmanyforward-thinkingagenciessupplementinggovernment-wideveterans’preferenceswithaggressiveprogramsforbringinginqualifiedtalentfrommilitarysources.AllthisisinkeepingwiththeObamaadministration’soft-statedcommitmenttoveterans’employmentinallagencies.Theresultsareencouraging:todaymorethan28percentofnewfederalhireseachyear aremilitaryveterans,thehighestlevelinmorethan20years.5

Still,becauseofbudgetrealities,newfederaljobsaresimplynotthereinvolume.GovernmentHRstrategistshaveanewchallenge:gettingthemostoutoftheirprogramsfortransitioningmilitarypersonnelandupdatingtheirapproachestomakingveteransfeelathomeintheagencyculturestheyjoin.Althoughnotallagencies—byreasonoftheirstated,top-levelmissions—would

seematfirstglancetobe“inthemarket”forthetalentsandexperiencethattheaveragevetcanbringtoitsworkforce,exactlytheoppositeistrue.Militarytrainingandexperienceareparticularlyvaluableindevelopingatalentedpipelineintheareasofpublic healthcare, acquisition workforce and cyber-security, in addition to numerousotherareasofexpertise.

A Stark Reality for the U.S. Economy: Unemployment Among Post 9/11 Vets It’sbadenoughthatgeneralemploymentintheU.S.ishoveringaround8percent,buttherateofjoblessnessamongpost-9/11veterans,whichincludesbothmenandwomenintheir20sand30stoday,isedgingcloserto11percent(10.9percentinAugust2012).6Thispopulationeffectivelyrepresentsanunderutilizedeconomicresource,atrainedandwillingpoolofworkerswhocouldboostproductivityandperformancefortheiremployersalmostimmediately,andcertainlyatleastasquicklyasrecruitsfromthegeneralpopulation.

Why Companies Don’t Hire Veterans Whyisthehiringofveteransbytheprivatesectorlaggingtoday?IntheirJune2012report,“EmployingAmerica’sVeterans:PerspectivesfromBusiness(CenterforAmerican Security)”,MargaretC.HarrellandNancyBerglasssummarizesuccinctlytheforcesinplayhere.HarrellandBerglasspointtoemployermisunderstandingsandmisconceptionsaboutthefitnessofveteransascivilianworkersasprimaryfactors.Oneprevalentelement—apersistentstereotype—islikelytheonemostdifficulttodispel.

Some employers report concerns about the effects of combat stress, including post-traumatic stress issues, anger management and tendencies toward violence… other companies speak negatively about veterans “rigidity”. 7



8. Personalcommunication,August16,2012.

Relatedtothisfactoristhenotion,insomecasestrue,thatveteransnewlyreleasedfromservicemaynotbereadyforfullimmersioninthecivilianworkforce.Theyneedtimetomakethetransitionintolifebackhome.Theresult:someemployerstakeapassonahighlyqualifiedworkerbecausetheyjudgethatheorsheneedstimetoacclimateto“normal”life,orbecausetheypresumethattheircompanieswillhavetoshouldertheburden,atsomeexpense,ofaidingthistransition.VeteranswhocomeintotheworkforcewithReservecommitmentssometimesencounterasimilarprejudice:thesuspicionthatfuturedeploymentswilllikelyresultinlongperiodsawayfromthejob.Forsomepotentialemployers,thisnotionmaybesufficientjustificationforholdingoffonajoboffer,despitethepotentialemployer’sbetterinstinctsaboutagivenvet’squalifications.

The nomenclature gap Atthesametime,somepotentialemployersfailtoseetheon-the-jobrelevanceoftheskillsandtrainingthattheaverageveterancanbringtotheirworkforces.Especiallywithoutapersonalconnectiontomilitaryserviceorculture,trainingandtalentareunknownsforhiringmanagers.Howdothequalifications,someask,thattheyseeonatransitioningvet’sresumetranslatetotheirreal-worldneeds?

CoriKeuler,whocoordinatesveteran’srecruitingforgrowinghealthcareproviderDaVita,withaworldwideworkforceof40,000,summarizesthischallengesuccinctly:

It’s intimidating for some companies to reach out to veterans. We often don’t know the terminology on their resumes or how to present veteran candidates to hiring managers. How can we better translate the experience that vet candidates have, so that our hiring managers and our executives understand? For many smaller companies that don’t have the budget or recruiting staff, this can be more than a little challenging.8


PERC

ENT

OF

COM

PAN

IES

SkillTranslation

10

20

30

40

50

60

70

80

NegativeStereotype

SkillMismatch

Deployments Acclimation DifficultyFinding Veterans

Source: Veteran employment interviews, Center for a new American Security.

Why Companies Don’t Hire Veterans (Figure 1)


9. HarrellandBerglass.EmployingAmerica’sVeterans…,pp.10-14.

10.QuotedinGIJobs,“2012Top100Military-FriendlyEmployers”.http://www.gijobs.com/2012Top100.aspx?rank=6&year=2012

11. Personalcommunication,August16,2012.

12. Unattributedquote(byreasonoftheirstudy’sresearchprotocol).HarrellandBerglass.EmployingAmerica’sVeterans…,p.15..

It’snotdifficulttounderstandthebasisforthisdisparitybetweenmilitaryandcorporatejargon,wheretheverysameskillsareoftenfilteredthroughdescriptiveindustry-specific,orDepartmentofDefense(DoD)-specific,practicesthatblurtheclearparallelsbetweenthem.Happily,thisisonechallengethatisbeingaddressedfrommanyangles,withboththeDoDandamultitudeofcivilianorganizations,amongthemMonster,Inc.,hardatworktominimizetheconfusioncausedbythisnomenclaturegap.

OneprominentexampleistheTransitionAssistanceProgram(TAP),providedthroughapartnershipamongtheDoD,DepartmentofLabor(DoL),VeteransAffairs(VA)andDepartmentofHomelandSecurity(DHS).Theprogramprovidesaslateofservicesfortransitioningmilitarypersonnelthatincludespre-separationcounseling;VAbenefitsbriefings,employmentworkshopsandone-on-onecoaching.EffectiveNovember2012,thislatterfeaturewillalsoincludeindividualizedassessmentsaimedattranslatingmilitaryskillscategoriestomorecommonciviliannomenclature,animprovementaimedrightattheleveloftheindividualresume.Thegoalhereistoeliminatemuchoftheconfusionabouttherelevanceofmilitaryexperiencetogivencivilianopportunities.

AlsoinNovember2012,participationinTAP,uptonowentirelyvoluntary,willbecomemandatoryforalltransitioningmilitarypersonnel.What’smore,ajointDoD-VAtaskforceiscurrentlyevaluatingTAPwithaneyeonfurtherimprovements.[Forasuperbsummaryoflegislativeactivityandgovernmentprogramstosupportveterans’transitions,seetheHarrellandBerglassreport.9]

What Makes the Typical Veteran a Good Employee? Athoughtfulconsiderationoftheextensivetrainingandexperiencethatatypicalmilitarymanorwomanaccrueswhileinservicemakesthecaseaboutthegeneralqualificationsofaveteranforadiverserangeofpositionsinoureconomy.

GeorgeJ.Pedersen,ChairmanandCEOofManTechInternationalCorporation,agovernmentservicesfirmbasedinFairfax,VA,sumsupwellthecaseforemployingtoday’sveteranina21stcenturyAmericancorporation:

The technology that [military personnel] operate and utilize in their mission requires a level of knowledge and training beyond earlier times. Service members also have qualities that we need in the workplace, and these are very important – qualities like responsibility, dedication to mission, perseverance, integrity, teamwork, and of course, leadership. We can teach skills on the job or in a classroom, but character is harder to come by.10

AddsJoeWallis,wholeadsMicrosoft’soutreachprogramfortransitioningmilitary:“Manypeoplebelievethatmilitaryfolksaregoodatfollowingorders,butIthinktheyshowextraordinaryinitiativeaswell…abigpartofitisflexibility,andtheyformteamsverywell.”11

ThestudyfromtheCenterforaNewAmericanSecuritypointstoaparticularlystrikingcharacteristicthatoftendistinguishesaparticularveteranfromothertypicalentry-leveljobcandidates:

Ninety-five percent of the kids coming out of college have never managed before. They may be very smart, but they have no leadership experience. To find someone that is very smart and also has real leadership experience is huge for our business.12



13. HarrellandBerglass.EmployingAmerica’sVeterans…,pp.15-20;InstituteforVeteransandMilitaryFamilies,SyracuseUniversity.GuidetoLeadingPolicies,Practices&Resources…,pp.31-35.

Manyoftheresearchstudiesandcompilationsthatweciteinourbibliographycatalogthe“softer”skillsthatcorporationsacrossthenationsaythatveteransbringtocivilianemployment.13

Amongthesetraitsare:

• Leadershipandteamwork

• Appreciationforstructureanddiscipline

• Strongorganizationalcommitments

• Resiliencyinafluidworkenvironment

• Expertiseinrelevantskills(e.g.,technology andlogistics)

• Initiativeandentrepreneurialspirit

• Diversityinbackgroundandfacilityindiverseworkplaceenvironments

A successful program supporting veterans can boost your organization’s prestige and visibility Inourpost9/11world,atleastintheabstract,veteransenjoywidespreadadmirationandgratitudefromallsegmentsoftheAmericanpopulation.Companiesthatpubliclydeclarethemselvesveteran-friendly,bywordsoractions,standtogainappreciablyintheeyesofthepublic.

Practicalreal-worldresultsforreturningveteransputcompaniesinapositiontogainwidespreadadmiration.Andmakenomistake:thesebenefitsinprestigeandvisibilityaretakenveryseriouslyintheC-suite.

SohumancapitalleadersandHRexecutivesasseveralofourBestPracticesexemplarsinthiswhitepaperstrikinglyillustrateshouldnothesitatetostartorpushforexpansionofexistingvetsprograms.It’sarealityinmostorganizationsthatfewsubstantialHRprogramsflourishwithouttheactiveandregularsupportofseniorleadership.Andtheargumentinfavorofveteranshiring


PERC

ENT

OF

COM

PAN

IES

Leadership, Teamwork

10

20

30

40

50

60

70

80Source: Veteran employment interviews, Center for a new American Security.

Character

Structure, Discipline

Expertise

Dynamic Environment

Effectiveness

Right Thing

Proven Success

Resiliency

Loyalty

Public Relations Value

Why Companies Hire Veterans (Figure 2)


ishardtodeny:your company can do its part to pay our debt to veterans for their service, can build a pool of highly trained and mature job candidates,and,ifithandlesthisdimensionmodestlyandfactually,canearnadmirationandawarenessamongcustomersandpotentialcustomersalike.Evengovernmentagenciesthatchampiontheemploymentofveteranscanshareinthis“halo”effectintheeyesoftheirmainconstituenciesandparticularlywiththegovernmententitiesresponsiblefortheircontinuedfundingandmissionsupport.

Getting Started On Your Own Veteran Hiring Initiative ManygovernmentagenciescanlooktoexistingprogramsliketheonesfeaturedinAppendix IIItofindusefulmodelstoattractthemostqualifiedjobcandidatesfromamongAmerica’sveteransandjustasimportantlytointegratethemproductivelyintotheirworkforces.Buttherearesometop-lineitemsyoushouldconsider.

What can your company do to advance its own vets recruiting? A step-by-step checklist:

1.Build a business case.Getup-to-speedonthebusinesscaseforveterans’recruitingandtoday’sbestpracticesamongcompaniesandgovernmentagencies.(Startwiththeresourcesweprovidehere.)

2.Learn the laws that can help.Reviewthelegalbackground,thestatutesinforceandthetaxbenefitsthegovernmenthasearmarkedforcompaniesthatrecruitveterans.(BeststartingpointfromourBibliography:InstituteforVeteransandMilitaryFamilies,SyracuseUniversity.GuidetoLeadingPolicies,Practices&Resources…,pp.24-28)

3.Enlist a senior executive champion.

4.Educate.Educateyourrecruitersandhiringmanagers(andultimatelyyourworkforceasawhole)abouttheadvantagesofintegratingveteransinyourculture.

5.Find your audience.Seekoutjobfairsandonlineresourceswhereyourorganizationcanengagevets.

6.Integrate.Refineyouronboardingpracticestoassistvetsintheacclimationprocess;developsupportgroupsforveterans.

7.Build affinity. Encourageveteransalreadyinyourworkforcetoself-identifyandserveasresourcestoincomingvets.

8.Follow up.Trackveterans’progressandperformanceinyourorganization;implementayearlysurvey.

Planning your approach Companiesandgovernmentagencieshaveadistinctchallengeinfrontofthem:refineinstitutionalapproachestofindingandattractingveterans,andintegratetransitioningmilitarymembersefficientlyintoworkforcesthroughoutthenation.Theauthorsofthiswhitepapercanprovideyouwithhelpful,experienced-basedadviceaboutbuildingthefoundationformilitaryrelationshipsforyourownprogramsandarereadytoadviseyouonspecificssuchashowbestto:

• Geareffectivemessagestothedifferent audience segments.

–Educateandinform

–Understandtheprofileofthoseinthemilitaryastheyapproachseparationofserviceorthosewhohavealreadyfinishedtheirobligation

–Identifywhichattributesareimportanttothetargetaudienceandtheorganization

–Identifythosedistinctsellingpointsandconnectionsthatwillenablethecraftingofacompellingandbelievablemessage



• Provideanaudiencespecificdestination

–Provideaccesstomentorsandshareexperiences

–DemonstrateCareerPath

–Providetoolstoeasetransition

–Showunderstandingofmilitarychallenges (families,support)

–Userfriendly,timeisatapremium

–TakeadvantageofSocialPlatformsandlinkage

–RelationshipMarketing(differentlevelsand deliverymechanisms)

• Createveteran-friendlyworkplace,processesandcommunications.

–Beanally,understandthedimensionsoftransition

–Provideinternaltrainingandtools

–Assessinternalassetsandunderstand/examineprocessvitaltosuccessfulprogram

• TakeastrategicapproachtotheVeteranLifeCycle:right tool, right time.

Veterans’ recruiting can be a top-of-mind mission for you and your organization Afterreadingthiswhitepaper,youshouldfeelwellequippedtotacklethepracticalchallengesofattractingandintegratingexperiencedmilitarymenandwomenintoyourworkforcewheretheirtrainingandskillscanadvanceyourmissionand/orbusinessobjectivesjustaswellas—ifnotbetterthan—thoseofmostcandidateswithoutamilitarybackground.Here(andintheAppendicesthatfollow)aretheessentialtoolsforsettingoutonthistaskunderyourownpowerand,wehope,withthefullsupportofyourorganization.Bottomline:it’sacaseofdoingtherightthing,justasourdeservingheroesdidwhentheychosetocommitalargesegmentoftheirlivestoservinginthenation’sarmedforces.



Bardaro,K.“AskDr.Salary:TopJobsforVeterans.”AskDr.Salary.Feb.2012.<http://blogs.payscale.com/ask_dr_salary/2012/02/top-jobs-for-veterans.html>.

Berglass,NancyandHarrell,MargaretC..“WellAfterService:VeteranReintegrationandAmericanCommunities.”CenterforaNewAmericanSecurity,Apr.2012.<http://www.cnas.org/files/documents/publications/CNAS_WellAfterService_BerglassHarrell.pdf>.

“EmployerSupportoftheGuardandReserve.”EmployerResourcesGuide.<http://www.esgr.org/files/toolkit/ESGR_HR_Guide_Final.pdf>.

“Top100MilitaryFriendlyEmployer:Ranked7:JohnsonControls.”G.I.Jobs.2012.<http://www.gijobs.com/2012Top100.aspx>.

MargaretC.HarrellandNancyBerglass.“EmployingAmerica’sVeterans:PerspectivesfromBusinesses.”CenterforaNewAmericanSecurity,2012.<http://www.cnas.org/employingamericasveterans>.

Heaton,P.“TheEffectsofHiringTaxCreditsonEmploymentofDisabledVeterans.”RANDCorporation,2012.<http://www.rand.org/pubs/occasional_papers/OP366.html>.

InstituteforVeteransandMilitaryFamilies.GuidetoLeadingPolicies,PracticesandResources:SupportingtheEmploymentofVeteransandMilitaryFamilies.SyracuseUnversity,2012.<http://vets.syr.edu/pdfs/guidetoleadingpractices.pdf>.

InstituteforVeteransandMilitaryFamilies.“TheBusinessCaseforHiringaVeteran:BeyondtheClichés”SyracuseUniversity,5Mar.2012.<http://vets.syr.edu/_assets/researchdocs/employment/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf>.

InstituteforVeteransandMilitaryFamilies.GuidetoLeadingPolicies,Practices&Resources:SupportingtheEmploymentofVeterans&MilitaryFamilies. SyracuseUniversity.<http://vets.syr.edu/pdfs/guidetoleadingpractices.pdf>

Kochan,T.“AjobscompactforAmerica’sfuture.”HarvardBusinessReview.2012.<http://hbr.org/2012/03/a-jobs-compact-for-americas-future/ar/3>.

“MarineforLife:ConnectingMarineswithOpportunities.”MarineforLife.<http://www.marineforlife.org/marines.cfm>.

Matos,K.,&Galinsky,E.EmployerSupportfortheMilitaryCommunity.FamiliesandWorkInstitute,2011.<http://whenworkworks.org/research/downloads/www_military_support.pdf>.

“MonsterVeteranEmploymentCenter:SkillTranslator.”Military.com.<http://www.military.com/veteran-jobs/skills-translator/>.

VeteranTalentIndex:U.S.JobConditionsInsightsandAnalysisfromVeteranProfessionals,RecruitersandHiringManagers.Maynard,MA:MonsterInc,2011.<http://www.about-monster.com/sites/default/files/MonsterVeteranTalentIndex_Nov2011.pdf>.

Obama,Barack.“RemarksbythePresidentontheAdministration’sWorktoPrepareOurNation’sVeteransfortheWorkforce.”TheWhiteHouse,5Aug.2011.<http://www.whitehouse.gov/the-press-office/2011/08/05/remarks-president-administrations-work-prepare-our-nations-veterans-work>.

Smith,Jacquelyn.“TheTopEmployersForVeterans.”Forbes.ForbesMagazine,23Apr.2012.<http://www.forbes.com/sites/jacquelynsmith/2012/04/23/the-top-employers-for-veterans/>.

Bibliography: Useful research studies and commentary


“MilitaryEmploymentSHRMPoll.”SocietyforHumanResourceManagement,Feb.2012.<http://www.shrm.org/Research/SurveyFindings/Articles/Pages/MilitaryEmploymentSHRMPoll.aspx>.

“VeteransInitiative-GlobalEnterpriseTechnology.”SyracuseUniversity,2012.<http://get-vet.syr.edu/>.

Teachman,J.“MilitaryServiceandtheLifeCourse:AnAssessmentofWhatWeKnow.”NCFR,2012.<http://www.ncfr.org/ncfr-report/focus/military-families/military-service-life-course-assessment>.

HiringOurHeroes.UnitedStatesChamberofCommerce,Apr.2012.<http://www.uschamber.com/sites/default/files/veterans/HOH%20Overview_0.pdf>.

“TheGood-FaithInitiativeforVeteransEmployment(G-FIVE)Initiative.”UnitedStatesDepartmentofLabor.<http://www.dol.gov/ofccp/regs/compliance/faqs/dir282faqs.htm>.

“VETS-OASVETFactSheet97-5:FederalContractorProgram.”UnitedStatesDepartmentofLabor.<http://www.dol.gov/vets/programs/fact/vet97-5.htm>.

“MilitarySkillsTranslator.”VAforVetsCareerCenter.UnitedStatesDepartmentofVeteransAffairs.<https://mst.vaforvets.va.gov/mst/va/mos-translator>.

“AboutVESO.”UnitedStatesDepartmentofVeteransAffairs,Veterans’Employment&TrainingService.<http://vaforvets.va.gov/sites/veso/about/Pages/default.aspx>.

FedsHireVets.UnitedStatesOfficeofPersonnelManagement.<http://www.fedshirevets.gov/>.

FactSheetontheReturningHeroesandWoundedWarriorsTaxCredits.TheWhiteHouse,Nov.2011.<http://www.whitehouse.gov/sites/default/files/fact_sheet_on_veteran_tax_credits-1.pdf>.

“ANonprofitThat’sPuttingAmericaBacktoWork.”WorkforceOpportunityServices.<http://wforce.org/>.

Bibliography: Useful research studies and commentary


APPENDIX I

The top twenty-five veteran-friendly employers http://www.militaryfriendly.com/

APPENDIX II

Best Practices Models for Veterans’ Recruiting and Job Acclimation: Aselectedrosterofcorporateandgovernmentwebsitessupportingveterans’recruitingandworkforceintegration

Amazon.“MilitaryRecruiting.” http://www.amazon.com/b/?node=2895924011.

AT&T.“Careers:Military.” http://att.jobs/military.aspx.

BAESystems.“MilitaryConnection.” http://www1.baesystems.com/Careers/US/Vets/.

BankofAmerica.“Military&VeteranRecruiting.“ http://careers.bankofamerica.com/military/.

BoeingCorporation.“TransitioningMilitary.” http://jobs-boeing.com/transitioning-military/.

Caterpillar,Inc.“Veterans.” http://www.caterpillar.com/careers/careers-americas/veterans.

Cintas.“PostMilitaryCareerOpportunities.” http://www.cintas.com/careers/career_paths/junior_military_ncos.aspx.

CiscoSystems.“VeteransEnablementandTroopSupport.” http://www.cisco.com/web/about/ac49/ac55/diversity_inclusion_erg_vets.html.

CSXCorporation.“Military-FriendlyEmployer.” http://www.csx.com/index.cfm/working-at-csx/military-friendly-employer/.

DaVita.“DaVitaVillageVeterans.” http://careers.davita.com/DaVitaPages/military.aspx.

Disney.“HeroesWorkHere.” http://disneycareers.com/en/working-here/heroes-work-here/.

Dominion.“TroopstoEnergyJobs:YourRoadmaptoNewCareerDirections.” http://www.dom.com/careers/pdf/troops_brochure.pdf.

DynCorpInternational.“CommitmenttoVeterans.” http://www.dyn-intl.com/about-us/commitment-to-veterans.aspx.

Futures,Inc.“U.S.VeteransPipeline.” https://usveteranspipeline.com/.

GeneralElectric.“JuniorOfficerLeadershipProgram(JOLP).”http://www.ge.com/careers/veterans/jolp/index.html.

GeneralElectric.“MilitaryFrequentlyAskedQuestions.”http://www.ge.com/pdf/careers/veterans/ge_military_frequently_asked_questions.pdf.

GeneralElectric.“VeteransNetwork.” http://www.ge.com/company/culture/people/veteransnetwork.html.

Google.“GoogleforVeteransandFamilies.” http://www.googleforveterans.com/.

Hero2Hired. https://h2h.jobs/.

TheHomeDepot.“MilitaryCommitment.“ http://careers.homedepot.com/our-culture/military-commitment.html.

Humana.Inc.“People,Purpose,Possibilities.” http://www.jobs.net/jobs/Humana-Veterans/.

InternationalFranchiseAssociationVetFran. http://www.vetfran.com/veterans-toolkit-signup/.

Intuit.“EmployeeNetworks.” http://careers.intuit.com/customer-care/employee-networks.

JPMorganChase&Co. https://www.chase.com/online/military/military-jobs.htm.

Appendicies


LockheedMartin.“AssistancePrograms&MilitaryOutreach.” http://www.lockheedmartinjobs.com/assistance-programs.asp.

LockheedMartin.“TransitioningMilitary:MeetOurMilitaryRelationsManagers.” http://www.lockheedmartinjobs.com/meet-our-military.asp.

MagellanHealthServices.“HeroHireHealth.” http://www.herohealthhire.com.

ManTechInternationalCorporation.“TransitioningMilitary.” http://www.mantech.com/careers/Pages/military.aspx.

Merck&Co,Inc.“MilitaryRecruiting.” http://www.merck.com/careers/explore-careers/military-recruiting/home.html.

Microsoft.“Military2Microsoft.” http://www.microsoft-careers.com/content/military/military-2-microsoft/.

Microsoft.“WeStillServe.” http://www.microsoft-careers.com/content/military/we-still-serve/.

MOAAMilitaryOfficersAssociationofAmerica. http://www.moaa.org/.

O*netonline. http://www.onetonline.org/.

Prudential.“SupportingVeteranswithOpportunity.” http://www.prudential.com/veterans.

PublicServiceEnterpriseGroup(PSEG).“TransitioningfromtheMilitary.” http://www.pseg.com/info/careers/military.jsp.

SAIC.“ForMilitaryProfessionals.” https://www.saic.com/career/military/.

SAIC.“WoundedWarriors.” https://www.saic.com/career/military/wounded-warriors.html.

SchneiderNational.“Military-FriendlyEmployer.” http://www.schneiderjobs.com/OfficeCareers/Military/index.htm.

SearsHoldingsCorporation.“MilitaryRecruitment.” http://www.searsholdings.com/careers/learnmore_military.php.

ShellOilCompany.“MilitaryVeterans.” http://www.shell.us/home/content/usa/aboutshell/careers_tpkg/military_vets/.

SocietyforHumanResourceManagement. “SupportfromBehindtheLines:TenStepstobecomingaMilitary-ReadyEmployer.” http://www.shrm.org/TemplatesTools/Toolkits/Documents/120177%20Behind_the_Lines_Toolkit_FNL.pdf.

Sodexo.“SodexoHiresHeroes.” http://www.sodexohiresheroes.com.

Sodexo.“EmployeeNetworkGroups.” http://www.sodexousa.com/usen/careers/diversity/network/networkgroups.asp.

T-Mobile:“MilitaryTalentNetwork.” http://www.tmobile.jobs/talent-network/military/.

U.S.Bankcorp“ProudtoServe.“ http://proudtoserve.usbank.com/.

USChamberofCommerce.“HiringOurHeroes” http://www.uschamber.com/hiringourheroes.

VeteransonWallStreet(VOWS). http://veteransonwallstreet.com/.

WalMart.“CareerswithaMission.” http://walmartcareerswithamission.com/.

WorkforceSolutions,Inc.“EmployerToolkit:Recruiting,IntegrationandRetentionofVeterans.” http://www.wrksolutions.com/employer/toolkit/TWS-Military-Toolkit_v5.pdf.

Appendicies


APPENDIX III:

Select Federal and Institutional Programs Supporting Veterans Recruiting, Hiring and Integration

AmericanCouncilonEducation(ACE). “ToolkitforVet-FriendlyInstitutions.” http://vetfriendlytoolkit.org/.

America’sHeroesatWork.“HiringVeterans:AStep-by-StepToolkitforEmployers.” http://www.americasheroesatwork.gov/forEmployers/HiringToolkit. http://www.dol.gov/vets/documents/VeteransHiringToolkit.Presentation.pdf.

ESGR. http://www.esgr.mil

U.S.DepartmentofHomelandSecurity(DHS).“ContinueyourServicetoAmerica”. http://www.dhs.gov/finding-job-department

U.S.DepartmentofVeteransAffairs.“VAforVets.” http://vaforvets.va.gov/Pages/default.aspx.

U.S.DepartmentofVeteransAffairs.“VetSuccess.” http://vetsuccess.gov/.

OfficeofPersonnelManagement.“FedsHireVets.” http://www.fedshirevets.gov/.

U.S.EnvironmentalProtectionAgency(EPA).“Careers forVeterans.” http://www.epa.gov/careers/veterans-epa.html.

U.S.SocialSecurityAdministration(SSA).”Veterans.” http://www.ssa.gov/careers/vet.html

SyracuseUniversityVeteranResearch. http://vets.syr.edu/.

TurboTAP. www.turbotap.org.

USA.gov. “ManagersToolkit.” http://www.usa.gov/Federal-Employees/Managers-Toolkit.shtml.

U.S.ArmyReserveandArmyNationalGuard. “EmployerPartnershipoftheArmedForces.” https://www.employerpartnership.org/

U.S.DepartmentofLabor. “GoldCardInitiative.” http://www.dol.gov/vets/goldcard.html.

VetEmployment(VETS). http://www.dol.gov/vets/index.htm.

U.S.DepartmentofVeterans’AffairsOfficeofRuralHealth. “RuralVeteranOutreachToolkit.” http://www.ruralhealth.va.gov/resource-centers/western/outreach-toolkit.asp.

U.S.DepartmentofVeterans’Affairs,MyCareer@VA. “VeteransAffairsLearningUniversity(VALU).” http://mycareeratva.va.gov/Pages/default.aspx.

U.S.DepartmentofVeterans’Affairs. “eBenefits.” https://www.ebenefits.va.gov/.

TheWhiteHouse. “JoiningForces.” http://www.whitehouse.gov/joiningforces/resources.

Appendicies


MarkHavardisSeniorVice-PresidentofTMPGovernment,focusingondevelopingmarketingprogramstosupportthehumancapitalprogramsofgovernmentclients.BasedinWashington,DC,MarkisfrequentlycalledonbyTMPclientsnationwide

forhisexpertiseininteractiveengagementandworkplacecultures.Beforetakingonhiscurrentrole,MarkoversawclientdevelopmentthroughoutNorthAmericaforTMP’sadvertisingdivision.HeholdsaMaster’sDegreeinEducation/LaborRelationsaswellasaBachelor’sinPoliticalScience/PublicAdministrationfromVirginiaTech.Youcanreachhimatmark.havard@tmpgovernment.com.

JohnBersentesisTMP’sVicePresidentofBusinessDevelopmentspecializingintheFederalgovernmentspace.Anexpertinsocialmarketing,multi-culturaloutreach,andonlineengagement,JohnmanagesTMP’seffortstokeepFederalhumancapital

leadersabreastofrelevantnewpracticesandtechnologiesforworkplaceenrichmentandinclusion.Duringthelastdecade,JohnhashelpeddevelopandlaunchleadingdiversitynichejobboardslikeHireDiversity.comandWorkplaceDiversity.com.HeisagraduateoftheUniversityofCaliforniaatSantaBarbara.Hecanbereachedatjohn.bersentes@tmpgovernment.com.

TMPGovernment,LLC(www.TMPgovernment.com)awhollyownedsubsidiaryofTMPWorldwideAdvertising&CommunicationsLLC,istheleadingadvertisingandoutreachcommunicationsagencythatfocusesontotalcommunications,encompassingdigitalandtraditionalprograms,exclusivelyforgovernment,contractorsandassociations.Ourgovernment-to-citizen,government-to-governmentandorganization-to-governmentprogramsmeetthedigital,outreach,marketingandrecruitmentcommunicationsneedsofclients.Oursingularfocusonthepublicsectorgivesusproven,unparalleledexperienceinandunderstandingofgovernmentmarketplaces,communities,processesandneeds.AsasubsidiaryofTMPWorldwide,oneofAmerica’sleadingdigitalagencies,wecantranslatethelatestadvancesindesign,mobility,socialnetworkingandmeasurementintotherequirementsofthepublicsector.

About the Authors About TMP