Comprehensive Guide to Implementing a

Veterans Hiring Program

Developed by:

When it comes to advancing the interests of our industry, there is no better

association than United Contractors. And when it comes to the effort to hire veterans,

there is perhaps no better industry than union construction. Through the UNITED

for VETERANS, Veterans Hiring Initiative, we have created a platform and distinctive

resources tailored to meet the needs of industry businesses that are looking to become

more veteran-friendly. As an employer you have the opportunity to make a very real

difference in the life of a veteran looking to serve his or her community and build

an important career in civilian life. When it comes to connecting veterans with our

industry, it’s not just a noble cause for United Contractors: it’s an important business

and industry strategy. If you haven’t already, please join us, and take the pledge today at

unitedcontractors.org/veterans.

17 Crow Canyon Court, Suite 100, San Ramon, CA 94583Phone: (925) 855-7900 | Fax: (925) 855-7909 | www.unitedcontractors.org

Table of Contents

United Contractors Veterans Resource GuideFor Employers

Content____________________________________________________________________Page

Step 1: Strategize ................................................................................................ 4

Step 2: Recruit ..................................................................................................... 8

Step 3: Hire ........................................................................................................ 12

Step 4: Support .................................................................................................. 14

Step 5: Develop & Retain ................................................................................... 16

In Perspective ........................................................................................................ 17

Resources .............................................................................................................. 20

V E T E R A N S H I R I N G G U I D E 3

Disclaimer: Materials presented in this guide are meant for general informational purposes and should not to be construed as tax or legal advice. Although the information has been gathered from sources believed to be reliable, please note that individual situations can vary therefore, the information should be used in conjunction with individual professional advice. Additionally, as state, federal and other incentive programs may change from time to time, information listed may to need be verified on a case by case basis.

Sources: Department of Defense Military Photos (www.defenseimagery.mil); America’s Heroes at Work (www.americasheroesatwork.gov)

• Havingtheabilitytofollowthroughonassignments, even under difficult or stressful circumstances.

• Possessingavarietyofcross-functionalskills, such as extensive training on computer programs and systems, interacting with various people with different skills to accomplish a task, and coordinating and troubleshooting problems in both novel and known conditions.

• Beingabletoproblemsolvequicklyandcreatively.

• Beingabletoadapttochangingsituations.• Beingabletofollowrulesandschedules.

Veterans and returning Service Members bring unique skills and experiences to the civilian workforce. Because of the training, work ethic and goal-oriented culture of the military, many companies report that veterans not only make excellent employees, but also tend to have a higher rate of retention. The structure of our industry is one that aligns well with veterans looking for civilian work. Both require the same desired skill sets: discipline, focus, problem-solving, strong leadership, good communication, knowing how to take charge, and commitment to completing tasks to the end.

270,000 veterans are discharged from the military annually. Of those, an estimated 35,000 veterans will be unemployed; for many, a career in construction can prove to be a successful transition back into the civilian workforce. At the same time, our industry is being faced with a mass retirement of baby boomers and is in need of many new players to fill the gap. Veterans fit the profile our unique industry needs. United Contractors knows that when it comes to connecting veterans with our industry, it’s not just a noble cause, it’s an important business and industry strategy.

STRENGTHSAVETERANCANBRINGTOTHEWORKPLACEINCLUDE:

• Workingwellinateam. Teamwork is considered an essential part of daily life and is the foundation on which safe military operations are built.

• Havingasenseofduty. Responsibility for job performance and accountability for completing missions are something to take pride in.

• Experiencingself-confidence. Holding a realistic estimation of self and ability based on experiences is expected of each Service Member.

• Beingorganizedanddisciplined.• Possessingastrongworkethic.In the military,

the mission always comes first.

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strategize

(Photo left) U.S. Marine Corps Lance Cpl. Brandon Patrick, 9th Engineer Support Battalion, guides a hose pumping concrete for the foundation of a new school in Ban Nong Lom, Thailand, during Exercise Cobra Gold 05, 2005, for the joint-combined exercise from Camp Hanson on Okinawa, Japan. (Dept. of Defense photo by Staff Sgt. Aaron Allmon, U.S. Air Force)

(Photo right) U.S. Navy Aviation Boatswain’s Mate Natali Villafranca receives information in the Air Department V2 division’s admininistrative office aboard the aircraft carrier USS Ronald Reagan while the ship is under way in the Pacific Ocean Nov. 13, 2010. (U.S. Navy photo by Mass Com-munication Specialist 3rd Class Oliver Cole)

V E T E R A N S H I R I N G G U I D E 5

1. Veterans have a strong ability to learn new skills and concepts. While in the military, Service Members undergo rigorous training programs to become experts in a wide-range of skills and concepts that can easily be transferred to a civilian work environment. The skills Service Members have learned and applied in real-world situations in the military make them ideal candidates to enhance your organization’s productivity.

2. Veterans have strong leadership qualities. The military trains Service Members to lead by example as well as through direction, delegation, motivation and inspiration in some of the toughest situations imaginable. Service Members are not only well schooled in the academic theory of leadership; they also understand and have used practical ways to manage behaviors for results.

3. Veterans have advanced team-building skills. Military training teaches Service Members to work as a team by instilling a sense of a responsibility to one’s colleagues. In addition, the size and scope of military operations necessitates that Service Members understand how groups of all sizes relate to each other and support the overarching objective. While military duties stress teamwork and group productivity, they also build individuals who are able to perform independently at a very high level.

4. Veterans have experience in diverse work settings. Service Members have learned to work side by side with individuals regardless of race, gender, religion, ethnic and cultural backgrounds, economic status, and geographic origins as well as mental, physical and attitudinal capabilities. Many Service Members have also been deployed or stationed in numerous foreign countries that give them a greater appreciation for the diverse nature of our globalized economy.

5. Veterans have the ability to work efficiently and diligently in a fast-paced environment. Service Members have developed the capacity and time-management skills needed to know how to accomplish tasks correctly and on time, in spite of limited resources and immense pressure.

6. Veterans exhibit strong organizational commitment. Service Members know how policies and procedures enable an organization to be successful and they easily understand their place within an organizational framework. Service Members understand the responsibility that comes with being accountable for the actions of subordinates and they understand how to properly elevate issues through the proper supervisory channels.

7. Veterans have advanced technical training. Today’s military uses cutting-edge technology to maintain our dominance over the enemy in the battlefield. From communications technology to the security of computer networks and hardware, Service Members must stay aware of emerging technologies in the public and private sector.

8. Veterans have strong personal integrity and a high level of trust. Military training demands that individuals not only abide by a strong Code of Ethics, but that they live it each and every day. Military personnel are often trusted with security clearances that give them access to highly sensitive information. An employee with a proven track record of trustworthiness is often an asset to an organization.

9. Veterans have a strong sense of health and safety standards. Service Members are aware of health and safety protocols both for themselves and the welfare of others. Individually, they represent a drug-free workforce that is cognizant of maintaining personal health and fitness. On a company level, their attentiveness and care translate into respect for employees, property and materials. These skills translate well into the realm of construction, where safety is a top priority for every company.

10. Veterans exhibit high levels of resilience. In addition to dealing positively with the typical issues of personal maturity, Service Members have frequently triumphed over great adversity. Service Members have proven their mettle in mission-critical situations demanding endurance, stamina and flexibility. In the case of wounded warriors, they have overcome severe disabilities and injuries (including invisible injuries) through strength, determination and personal conviction.

Top Ten reasons to hire Veterans.

The process for documenting these benefits is fairly straightforward. Generally, the CPA or taxpayer simply:

1. Confirms that their business location is located in a specified federal or state incentive Zone.

2. Confirms that certain employees working at the location either live in specified areas or meet other “qualification” criteria (e.g., veteran, ex-offender, previously unemployed, etc.).

3. Calculates the credit that is generally a percentage of W-2 wages (with an overall cap), a per-employee credit, or based on the number of months worked.

4. Completes the federal or state tax forms (generally one or two simple pages).

Systems can be set up to allow the employer to pre-screen the employees before they are hired in order to streamline the documentation process and maximize the hiring credits.

FINANCIAL AND TAX BENEFITS OF HIRING A VETERAN

Although some employers may be looking to hire veterans due to a sense of patriotism, most are seeking out this community of job seekers because of pure return on investment. There are numerous Federal and State tax benefits associated with hiring veterans, allowing you the opportunity to save thousands of dollars per veteran hire.

State Tax Incentives: Enterprise Zone Programs

California has a very large veteran population, and their state Enterprise Zone Program entitles employers that hire Vietnam-era veterans, or men and women who have been in the Armed Services/Reserves in the last 48 months, to claim up to 50% of the first $22,600 of W-2 wages as a tax credit during the first 12-month employment period. Provided the employee continues employment, a 40%, 30%, 20% and 10% credit is allowed for years two through five, resulting in a cumulative credit of over $35,000 over the five-year employment period.

Federal Tax Incentives:Work Opportunity Tax Credit (WOTC)

The WOTC, IRS Form 5884, is the primary federal tax credit for hiring veterans. There is up to a $2,400 credit if you hire:

• A veteran who is a member of a family that has received Food Stamps for at least 3 consecutive months in the 15 months prior to the date of hire;

OR• A person with a disability who is participating in a

vocational rehabilitation program through the U.S. Veteran’s Administration.

There is also a WOTC credit of up to $4,800 for veterans entitled to compensation for a service-connected disability who:

• were hired within 1 year of having been discharged, or released from active duty;

OR• who have been unemployed for any 6 of the last 12

months.

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strategize

For more information on tax incentives, please contact United Contractors associate partner Corporate Tax Incentives (CTI), Taz Singh at (916) 366-0144, tsingh@ctillc.com, Frances Kim at (415) 699-7725, fkim@ctillc.com, or visit www.ctillc.com.

resource:

V E T E R A N S H I R I N G G U I D E 7

(Photo) Legalman 2nd Class Alahnna Taylor, temporarily assigned to Carrier Strike Group (CSG) 1 Flag Admininistration, processes administrative paperwork in the flag administration office aboard the Nimitz-class aircraft carrier USS Carl Vinson (CVN 70), Arabian Sea, 2011. The Carl Vinson Carrier Strike Group is deployed supporting maritime security operations and theater security cooperation efforts in the U.S. 5th Fleet area of responsibility. (U.S. Navy photo by Mass Communication Specialist 3rd Class Christopher K. Hwang)

Disabled Veteran Business Alliance

California Disabled Veteran Business Alliance formed in 1994 following the establishment of the Disabled Veteran Business Enterprise (DVBE) program by the California legislature in 1989.

The California DVBE program set a 3% goal for DVBE participation in state contracts for goods and services. It also required eligible DVBEs to obtain certification of their capabilities by the state’s Department of General Services before they could participate in the program.

President Obama and the First Lady are committed to doing everything in their power to assist the brave men and women who have served our country in re-entering civilian life and finding employment. Over the last year and a half, the President has overseen the first re-design of the military’s transition assistance program in twenty years; created new tax credits to spur veteran hiring; expanded re-employment services, including the Veterans Job Bank and the Veterans Gold Card; and launched a series of initiatives to expand the number of veterans that get jobs in healthcare and first responder fields. Additionally, under the great leadership of the First Lady, Michelle Obama, and wife of Vice President Joe Biden, Dr. Jill Biden, Joining Forces has expanded hiring and training partnerships with the private sector in an effort to help our veterans and their spouses get back to work. For more information, visitwww.whitehouse.gov/joiningforces.

VETERAN HIRING — A SUCCESSFUL CONNECTION

“I was 4 years active duty. I went on 4 deployments to Iraq. I was a corporal when I was honorably discharged. I was able to get into the apprenticeship program at a higher step through Helmets to Hardhats services. I would definitely recommend this industry to fellow veterans. It has all kinds of benefits. The ability to move up in the ranks and transfer around to what you want to do. I love the pay, and the health benefits are great.” — Justin Pilkington, Veteran

“To me, the Sentinels of Freedom (SOF) means a team of compassionate, selfless individuals who are there to aid me in my journey of finishing my education and attaining future employment. All they ask in return is that I do my best; they are true silent professionals who never seek personal recognition for their altruistic acts. The SOF afforded me the luxury of being able to boldly and fearlessly attack my goals head on with the knowledge that if I fail, they will be there to support me. Having that advantage truly gives me a leg up on most of my competition. They surround me with knowledgeable and good-hearted people who are willing to mentor and help at a moment’s notice.” — SSgt. Tyler Anderson, US Army

Similar to typical recruiting efforts, it’s important to determine the opportunities that exist within your company and review job descriptions to ensure they are accurate and up to date. The more detailed and specific the job description, the more likely you are to attract veteran candidates who understand how their skills and experience can translate to the civilian workforce.

CREATING A MILITARY-FRIENDLY JOB DESCRIPTION

It can be challenging to figure out how to “translate” military work experience to civilian work experience. To help with this, consider using military language in your veterans outreach by targeting specific Military Occupational Classification (MOC) codes that relate to civilian positions. An MOC to Civilian “job translator” can assist in this effort. You might consider including a list of these codes in your job announcement as a way to help veterans better understand the correlation between their

recruit

CONTACT PARTNERINGORGANIZATIONS

UNION DISPATCH

Use the MOC Translator here: www.onetonline.org/crosswalk/MOC/

resource:

PARTNERING WITH VETERANS SERVICE ORGANIZATIONS

United Contractors has partnered with various regional veterans hiring organizations to effectively connect our employers who want to hire veterans with qualified veterans who are looking for work in the industry. The following organizations have committed to partnering with United Contractors in order to support our members throughout this process—so please utilize these organizations and their services by contacting them directly with your veteran recruiting interests.

INTERNAL(OFFICE)POSITION

OR

CREATE MILITARY-FRIENDLY JOB DESCRIPTION(S)

(Photo above) Drew Rodgers, left, a mechanical engineer at the Naval Research Laboratory, demonstrates Ion Tiger, a hydrogen-powered fuel cell unmanned aerial vehicle, for John P. Holdren, right, the director of the White House Office of Science and Technology Policy; U.S. Navy Capt. Paul Stewart, the commanding officer of Naval Research Laboratory; and Arun Seraphin, the assistant director of defense programs at the Office of Science and Technology Policy, during a tour of the Laboratory for Autonomous Systems Research in Washington, D.C., March 16, 2012. (U.S. Navy photo by John F. Williams)

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military training and the civilian career you have available, but do not get stuck on these codes—remember to talk to your recruits about their skills and experience!

SENTINELS OF FREEDOM: Best resource for employers looking for mentorship opportunities for a severely wounded veteran professionally/internally. Employers are to fill out a basic form (San Francisco Bay Area placement). Sentinels of Freedom’s mission is to provide life-changing opportunities for men and women of the U.S. Armed Forces who have suffered severe injuries and need the support of grateful communities to realize their goals and dreams. Employers can fill out a basic form online to be put in touch with graduates of the Sentinels of Freedom program.• Bay Area-based local Veterans Service Organization• Online form for employers to connect with veteran

graduates of Sentinels of Freedom Scholarship Program• Single point of contact between veteran and employer• Contact:MikeConklinat(925)216-8583orvia

emailatmconklin@sentinelsoffreedom.org• www.sentinelsoffreedom.org

SWORDS TO PLOWSHARES: Best resource for employers looking for a veteran database in the Bay Area with a wide range of skills. Single point of contact, conduct employee pre-screening and recruitment (San Francisco Bay Area placement).Swords to Plowshares is a community-based, not-for-profit veteran service organization that provides wrap-around care to more than 2,000 veterans in the San Francisco Bay Area each year. Swords to Plowshares serves as the single point of contact between the employer and prospective veteran hire, performing customized pre-screening of veterans with strong team support. Swords to Plowshares can create and streamline a referral process based on employer needs within a set time frame, including providing a location for interviews and conducting recruiting when multiple positions are open.• Bay Area-based local Veterans Service Organization• Streamlined veteran employee referral process based

on employer needs. Single point of contact between veteran and employer

• Can provide interview location and conduct recruiting for positions

• Contact:AlexMacmillanat(415)252-4787,ext.303orviaemailatamacmillan@stp-sf.org

• www.swords-to-plowshares.org

HELMETS TO HARDHATS: Best resource for employers looking for veterans entering or already in the trades. Search for veterans looking for employment or place job postings for veterans by region.Helmets to Hardhats helps military service members transition back into civilian life by “offering them the means to secure a quality career in the construction industry.” Helmets to Hardhats maintains a database of over 100,000 former military career seekers. Employers can post jobs and can also search job seekers. • Washington, DC-based national Veterans Service

Organization• Works with local trades across the nation• Opportunity to place online job-postings for veteran

job-seekers• Ability to browse website for veteran job-seekers• Contact:MelLowneyat(530)644-1389,orviaemail

atmellowney@earthlink.net• www.helmetstohardhats.org

HIRE HEROES USA: Best resource for employers looking for Internal and (potentially) union staff. Job Board to post employment opportunities, purchase company profile to gain access to veterans seeking employment, national placement.Hire Heroes USA is dedicated to creating job opportunities for U.S. military veterans, and offers “Career Opportunity Days” and a free online job board to connect prospective employers to veterans. Hire Heroes “Career Opportunity Days” provide companies with an opportunity to meet and interview job-ready veterans. Additionally, the Hire Heroes Job Board is a free, online forum for Hire Heroes USA’s pool of veterans and transitioning military members to access jobs posted by military-friendly companies. Companies are also able to purchase profiles and post open positions, as well as search for potential qualified veteran job seekers. Hire Heroes currently has over 1,500 job-ready veterans that are active on their Job Board.• Georgia-based national Veterans Service Organization• Offers “Career Opportunity Days” for employers to meet

and interview job-ready veterans• Free online job board to connect employers with veteran

job-seekers• Online employer company profiles available for purchase• Contact:CoreyMylanderat(678)323-2593,orvia

emailatCmylander@hireheroesusa.org• www.hireheroesusa.org

UCON Partner Veterans service organizations.

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recruit

United Contractors’ union partners have been reaching out to veterans for some time. Here’s what they are currently doing, and who to contact for more

information:

CARPENTERS:Northern California Carpenters Regional Council

• Strongly encourage veterans to apply; capable of tracking veteran union membership.

• Training opportunities available; No initiation fees or procedures.

• Direct entry into apprenticeship program with proof of honorable or medical discharge.

• Advanced-standing job opportunities available to those who qualify; eligible veterans have 6-week pre-apprentice training waived in lieu of a brief safety orientation.

• Contact: Mark E. Fuchs, Carpenters Training Center of Northern California, at (925) 462-9643 or via email at mfuchs@ctcnc.org

• Learn more: www.ctcnc.org

LABOR UNIONS—CONNECTING VETERANS WITH INDUSTRY

U.S. Air Force Staff Sgt. Matthew Morrison, 823rd Red Horse Squadron, levels a concrete block at the construction site of the Louisiana Government Primary School in Belize on April 30, 2013, as part of exercise New Horizons. (Dept. of Defense photo by Capt. Holly Hess, U.S. Air Force)

LABORERS:Northern California District Council of Laborers

• Strongly encourage veterans to apply; actively track veteran union membership.

• Training opportunities available.• Cost: $420.00 apprenticeship program.• Accepting applications from March 1-June 30, and

through Helmets to Hardhats.• Contact: Jeff Armstrong, Northern California Laborers,

at (925) 580-8196 or via email at jarmstrong@NorCaLaborers.org

• Learn more: www.norcalaborers.org/

The Northern California Laborers Apprenticeship Program is a VA-approved program that strongly encourages veterans to apply. Every apprentice who identifies him/herself as a veteran is notified that they may register with the California Department of Veteran Affairs (CalVet) with our assistance to collect their GI Bill benefits. We have also partnered with Helmets to Hardhats since its inception. Recently we have developed partnerships with Veteran Program Coordinators in San Francisco and Sacramento, and regularly attend outreach functions sponsored by the American Legion and the U.S. Department of Veterans Affairs.

In addition to reaching out to veterans, last year the apprenticeship program entered into a partnership with the California National Guard’s (CNG) Work for Warriors Program. This partnership allows us to offer “direct entry” into our program for members of the CNG who are returning from deployment overseas (because they are still serving in a reservist capacity, they are not actually veterans as they are still reporting for duty one weekend a month with their local unit).

We are extremely excited about the prospect of helping our returning heroes find permanent employment as a Union Laborer. We also believe that contractors will take full advantage of this opportunity and be proud to hire these ready and able individuals. — Jeff Armstrong, Director of Apprenticeship1 0 W W W. U N I T E D C O N T R A C T O R S . O R G / V E T E R A N S

Two US Air Force (USAF) Civil Engineer Squadron (CES) Airmen prepare to pour concrete as they help build a cinder block building in Sophia, Georgetown (South), Guyana, as part of a Operation NEW HORIZONS 2004. This operation is a four-month joint service training exercise being held in Guyana by elements of the US Southern Command (USSOUTHCOM) and the Guyana Defense Force (GDF), and it involves combined teams of US and GDF military personnel working on several construction projects and two Medical Readiness Training Exercises (MEDRETE).

OPERATING ENGINEERS:Operating Engineers Local No. 3

• Strongly encourage veterans to apply; do not track veteran union membership.

• Reduced initiation fees for veterans; $5.00 to join the Local union (reduced from $907).

• Contact: Mike Croll, Operating Engineers Local 3, at (510) 748-7446 or via email at mcroll@oe3.org; or Tammy Castillo, Director of Apprenticeship at (916) 354-2029 or via email at tcastillo@oe3.org

• Learn more: www.oe3.org/

The Operating Engineers Local 3 JAC Apprenticeship has a long history of supporting veterans. Our program works directly with the Helmets to Hardhats program, as well as other veterans’ programs to recruit and indenture veterans. Our selection procedures allow us to grant direct entry to veterans. This means that qualified veterans are able to bypass the applicant waiting list and go directly into our apprenticeship program. These lists at their peak can have thousands of applicants on them.

At point of entry (the application process), we ask that veterans identify themselves and we are able to track them throughout their apprenticeship. We also work with the veteran while they are in the program to apply for and receive their GI Bill benefits while they are completing their apprenticeship. This helps to supplement their income while they are attending their mandatory apprenticeship classes.

We have seen positive outcomes for our apprentices that came in through the Helmets to Hardhats program. We are especially pleased with the interest and support of our

V E T E R A N S H I R I N G G U I D E 1 1

partners in the industry, the signatory contractors. We believe that by continuing those valuable partnerships between the unions, the employers and apprenticeship we can continue to provide opportunities for veterans.—Tammy Castillo, Director of Apprenticeship

PLASTERERS & CEMENT MASONS:District Council of Plasterers & Cement Masons of Northern California

• Work closely with Helmets to Hardhats.

• Waive initiation fee for veterans into the apprenticeship program.

• Track veteran membership.• Contact: Hector Cortez, Cement

Masons Local 400, at (916) 565-0128, (800) 566-4002, or via email at hcortez@cm400.org

• Learn more: www.cm400.org

Hiring a veteran can result in the hiring of a dedicated employee who has developed valuable teamwork, leadership, and job skills. Below are some tips on what to ask, and avoid asking, during an interview with a veteran.

Information on the Interviewing Process

First and foremost, interviewing a veteran is no different than interviewing any other candidate. It is important to ask all questions of all candidates, without exception. A good interviewing practice is to ask all candidates the following question: “Have you read the job description? Yes or no—can you, with or without a reasonable accommodation, perform the essential functions of the job?” You are not asking the candidate to disclose whether or not they have a disability, but are ensuring they can perform the essential functions of the job. In addition, you make it clear that as an employer you understand this process and are not likely to discriminate due to disability.

Understanding Veterans “Professional Presentation”

Remember, it is important to keep in mind that the concept of “professional presentation” is often different for former military personnel than for civilians. Military personnel (particularly those recently separated/discharged from military service) will often present themselves with eyes forward, back straight, and using “Sir” and “Ma’am” vocabulary (often without much smiling). This behavior may be misperceived as cold, distant, unapproachable or demonstrating a lack of social skills.

While this is generally not the case, these perceptions have caused many Service Members to be discarded early in the interview process. Employers should recognize that former military personnel may need permission to “speak freely” to create a comfort level where they can appear in the most positive light. Hiring managers should be encouraged to be patient with these candidates and to “dig deep” with follow up questions to find

hire

resource:

qualities that are not apparent at first glance. It is worth mentioning that veteran candidates, unlike many civilian candidates, may not be accustomed to interviewing and may require a little latitude.

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Performance Based Interviews can be helpful. The Department of Veterans Affairs recommends them:www.va.gov/PBI

(Photo) Beverly Redic uses the job access with speech computer system program, an interactive screen reader with text to speech capabilities, to help a customer at the Telephone Consolidated Operator Center on Travis Air Force Base, California, 2010. (U.S. Air Force photo by Nan Wylie)

Uncover Qualities through Performance Based Interviews1

Interviewing a veteran is no different than interviewing a civilian candidate. The Department of Veterans Affairs even recommends using performance based interviews for applicants directly out of the service. This type of interview has been widely used for the past 30 years and focuses on what a person has done, instead of what they would do.

As many recruiters know, the performance based interview does have its flaws. Most notably is the fact that an applicant with great presentation skills can secure strong consideration by conveying what the interviewer wants to hear over what is true, meaning they may or may not possess the skills relevant to the position.

To avoid this, shift the focus from past behavior to verifiable experiences and achievements that matter most to the specific position. Basically, don’t look at achievements, but the path that led them there.

This may require some tailoring of normal interview questions to fit the applicant.

Appropriate Questions

Most of the standard behavioral interview questions should be no different than those you would typically ask any other candidate (e.g., management style, problem solving, strengths/weaknesses related to teamwork, etc.). Consider phrasing your questions to ensure the interviewee clearly understands that you are referring to both civilian and military work experience. For example:

• “Tell me about the type of training and education you received while in the military.”

• “Were you involved in day-to-day management of personnel and/or supplies?”

• “How many people did you supervise? If you managed resources such as supplies, inventory and/or equipment, what was the net worth of these resources?”

Additionally, it is perfectly fine to thank the individual

for their service to our country—plain and simple.

Questions relevant to experience or training received while in the military, or to determine eligibility for any veteran’s preference required by law, are acceptable.

Questions to AVOID

Some questions to avoid include:

• “What type of discharge did you receive?” Only federal agencies—or those that assign a veterans’ hiring preference or have requirements related to security clearances should ask questions related to military discharge (especially in a pre-employment phase).

• “I notice that you’re in the National Guard...are you going to be called up for duty anytime soon?” This is similar to asking a woman if she is planning to have a baby anytime in the near future. Remember, it is unlawful to discriminate against someone because of membership in the National Guard or Reserves, a state defense force or another state or federal Reserve unit.

• “Did you see any action over there?” “Did you lose your arm getting hit by an IED?” “Have you seen a psychiatrist since you’ve been back?” Questions related to deployments to Iraq or Afghanistan may be interpreted as trying to determine if the veteran has post-traumatic stress disorder (PTSD) or traumatic brain injury (TBI) and could be construed as violation of the Uniformed Services Employment and Reemployment Rights Act (USERRA) or the Americans with Disabilities Act (ADA).

TIPS FOR INTERVIEW QUESTIONS

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How to Tailor Your Interview Questions to Veteran Experience1

If you are interested in the veteran applicant’s ability to handle customer service, you will want to ask them interview questions that allow them to provide a complete answer:

Tell me about a situation where you realized a person needed help. How did you realize the person needed assistance and what did you do? What was the outcome of this situation?

Keep in mind that for many veterans, this could be their first job interview outside of the military. Thus asking them to provide a time they had to deal with an unruly customer may not yield an appropriate answer.

Remember that the rules of combat and military service often differ from civilian life. Your job is to determine if the candidate you’re interviewing can differentiate these situations.

1 – Excerpted from an article by August Nielsen, Human Resources Director for Veterans United Home Loans, and author on www.monster.com, under recruiting and hiring advice (veterans).

U.S. Marine Corps Lance Cpl. Nicholas Lemon with Provost Marshals Office, K-9 Unit, makes a phone call to another K-9 handler to check the status of their dogs aboard Marine Corps Air Station Yuma, Ariz., on Oct. 20, 2011. Besides being on the road with his K-9 partner, Lemon also takes care of the administrative side of being a K-9 handler. (U.S. Marine Corps Photo by Lance Cpl Ken Kalemkarian)

SUPPORT

Strategies for Veteran Employee Success:

To ensure a smooth transition, consider the following (these suggestions would apply to any employee, and are basic good on-boarding strategies):

1. Make it clear to the veteran (new hire) how their work will fit into the company’s plan for success. Veterans understand and respect how the work they do helps to accomplish the overall mission.

2. Explain how the veteran will be trained to handle new duties. Veterans are used to working with training plans that are realistic and measurable. In fact, on-the-job training is an important, and expected, part of every Service Member’s career as he or she moves from post to post.

3. Consider producing an organizational chart so the veteran learns the hierarchy of the office environment. It’s not too early to provide information on how to access professional development opportunities, describe the structure of performance evaluations, and discuss the path to career growth and promotions.

4. Ensure there are frequent check-in periods during the first weeks, months (and beyond) of employment. Many veterans who have transitioned to civilian careers will tell you they just don’t have enough to do—and thus they become bored and disillusioned.

5. Let the veteran know the process for discussing and requesting job accommodations (as you should for any new employee), preferably in written form. Not all wounded warriors will require or request accommodations or assistive technology to perform their jobs. In fact, most will probably not choose to disclose a disability, especially if it is invisible (such as post-traumatic stress disorder (PTSD) or traumatic brain injury (TBI)) for various reasons. By providing a written process for requesting assistance, you have not only offered helpful information, but have opened the door for discussion.

INFORMATION ON SETTING THE VETERAN UP FOR SUCCESS

Increasing your knowledge and understanding about military experience will help you better understand, relate to, and support your veteran employees. For example, understanding the chain of command, authority, and experiences in the military may help you understand how a veteran employee may view your organization’s hierarchy and culture.

Your New Hire Orientation Plan:

Understanding Military Culture vs. Civilian Workforce Culture —There are some important cultural distinctions to keep in mind when a member of the armed services transitions into the civilian workforce.

Military Culture: First and most obvious is the fact that the military has a very clear hierarchical structure. In fact, rank is worn, literally, on your uniform (and understood by ALL). There is no misunderstanding as to who’s in charge, who gives the orders and who follows them. Furthermore, career growth and promotion opportunities are clear and distinct. Lastly, the focus is always on accomplishing the mission at hand—taking credit for the work doesn’t matter. This level of camaraderie and collaboration within and among all branches of the military is simply a way of life and an unspoken understanding.

VS.

Civilian Culture: The civilian workforce tends to be more ambiguous. The chain of command is not always obvious and can be somewhat confusing (even for those with no military experience). The work environment may be flexible some days and not on others, and there is not always a standard or equal path to move up the career ladder. This is not to say that military and civilian cultures do not and cannot mix. It is just a reminder to civilian employers that some extra time and attention may be warranted during an orientation period.

VetFriends—Helping U.S. Military Veterans Reconnectwww.vetfriends.com/military_structure

resource:

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(Photo above) The sparks fly as U.S. Navy Seabee Petty Officer 3rd Class Jordan Mitchem (Naval Mobile Construction Battalion 1) cuts rebar with an acetylene torch at the Orote Point concrete masonry unit block mechanics shop on Naval Base Guam on Nov. 14, 2007. (Dept. of Defense photo by Petty Officer 2nd Class Demetrius Kennon, U.S. Navy)

Mental health and post-traumatic stress disorder (PTSD) are things that employers may want to consider in regard to all of their employees. It is important to recognize that psychological health injuries (such as depression and PTSD) and brain injuries gained during one or multiple deployments are acquired injuries/disabilities.

PTSD is widely discussed. Unfortunately, information about this disorder is often misinterpreted or misleading. Misperceptions have emerged that negatively impact veterans’ employment opportunities; opportunities which research shows are a major component of successful reintegration into civilian life.

The veteran may need some time on the job in order to figure out: (1) that he or she may need some support and (2) that exploring the possibility of a workplace accommodation might be the answer. However, it is important to keep in mind that not all veterans (and in fact most do not) have PTSD.

Advice for Employers Hiring Veterans with PTSD:

• Understandtheveteran,hisorherskillsetsandthedifferencesinmilitaryandcivilianculture. Hire veterans in pairs or groups because they’re used to working that way.

• LearnaboutPTSDsoifyouhireaveterandealingwithit,youknowwhatthesymptomsreallyare. This will help you understand that the veteran is not trying to be disrespectful or obstinate and will help you understand the reasons they sometimes behave the way they do.

• Don’tgiveintothemyths,mystique,andstigmaaboutveteranswithPTSD. Never will someone with PTSD behave like the soldier accused of killing 16 Afghanistan civilians. He was suffering from much more than just PTSD alone.

• Offerveteransyouhiresomeonetotalktoinconfidenceorasituationorwaythatmightenablethemtodealwiththeirsymptomsmoreeffectively.

(Syracuse University, “Veteran Employment Leading Practices”)

While service members may experience stress reactions resulting from a combat deployment, those reactions may not necessarily be an indication of PTSD. Common symptoms, such as nightmares, increased anxiety, and reliving the event, are associated with both combat stress and PTSD. With PTSD, however, there is no noticeable improvement, the symptoms do not decrease, and the individual remains in psychological shock. Help is necessary to process the traumatic event and connect what happened with the individual’s emotions and memories about the event.

Veteran Employment Leading Practices: toolkit.vets.syr.edu/article/understanding-and-overcoming-the-stigma-of-ptsd/

Helpguide.org: www.helpguide.org/mental/post_traumatic_stress_disorder_symptoms_treatment.htm

U.S. Equal Employment Opportunity Commission: www.eeoc.gov/facts/fs-ada.html

U.S. Department of Justice: www.ada.gov

Cornell University’s Employment & Disability Institute: www.ilr.cornell.edu/edi/hr_tips

ADA’s National Network of Disability Business Technical Assistance Centers: www.adata.org

resources:

What You Need to Know About Post-Traumatic Stress Disorder (PTSD):

Your Responsibilities Under the Americans with Disabilities Act (ADA):

Facts about the Americans with Disabilities Act (ADA) and the responsibilities of employers with regard to reasonable accommodation can be found through a variety of sources. A few official sources include: the U.S. Equal Employment Opportunity Commission, the U.S. Department of Justice, Cornell University’s Employment & Disability Institute and the ADA’s National Network of Disability Business Technical Assistance Centers (DBTACs). Additionally, DBTACs can be contacted from anywhere in the country by a single 800 number, which routes the caller to their particular region for assistance: (800) 949-4232 V/TTY.

There are several sources for financial assistance and tax incentives to help employers (including small employers) make accommodations and comply with the requirements of the ADA (see pg. 22 for resources).

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develop/retain

Practice Veterans Appreciation and Promote a Veteran-Friendly WorkplaceJust as many companies recognize and celebrate black history during the month of February, or breast cancer awareness during the month of October, so too should Service Members and the families of Service Members be recognized for their service and/or the ultimate sacrifice on Veterans Day and Memorial Day. While our veterans should be thanked and honored year round, consider special recognition of these national holidays within your organization. Consider including a workforce education initiative on issues related to veterans and their families.

Of course, appreciating veterans means much more than specific events during the year. Recognition as a veteran-friendly organization should be an ongoing effort and can be accomplished by all businesses, large or small. The point is to make it a purposeful focus and not a haphazard one. An obvious show of support can go a long way—and makes a big difference to those who have served and their families.

INFORMATION ON CREATING AND FOSTERING A VETERAN-FRIENDLY WORK ENVIRONMENT

As most employers know, developing and retaining a skilled workforce requires effort after the hire. Retaining a veteran in the civilian workforce is not all that different than retaining other top talent. Most employees want to know and feel they are appreciated, respected and worthwhile to the team. There are, however, a few suggestions for being inclusive of veterans in your focused retention efforts.

Place a Value on Military ServiceUnderstand that many transitioning Service Members have leadership capabilities above and beyond the typical civilian employee. Value this characteristic and find ways to weave leadership responsibilities into the civilian position. Be sure to overtly demonstrate the values your company places on military training and experience, perhaps by creating a veteran-specific page on your website or reaching out to a local Veterans Service Organization (like those listed in the “Recruit” section) to find out how you can partner to assist in transitioning Service Members into the civilian workforce.

Develop and Promote Mentorship in the Workplace—Vet to VetMentorships are not a new workforce concept, but according to the information gathered from veterans and employer networks, veterans in particular look for connections (and ways to connect to their peers) in the civilian workforce. Ideally, someone who has had similar experiences and has already been through the transition process could provide support to a new or transitioning veteran employee. The guidance, support, friendship and advice from one veteran to another is unparalleled. People, as a whole, simply want to feel connected and comfortable —and this is no different for transitioning Service Members. Consider reaching out to your employees to learn who your veterans are, as well as military spouses and family members. Find out from those groups what you can do to support them—and what they can do to help support new veteran employees in your organization.

Mentoring: Your Key To RetentionConnect your veteran hires with senior leaders, other veterans, and star performers throughout your organization. Strong mentoring programs help your veterans fully integrate into the workplace by:

• Teaching them your organization’s culture

• Helping them understand expectations

• Increasing morale and diversity throughout your workplace

• Providing peer to peer support

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in perspective

“DEEDS NOT WORDS”One United Contractors Veteran’s Perspective—Building a Business that Helps Veterans SucceedQ&A By Emily Cohen, UCON Director of Government Relations

EC: What made you want to get into the construction business?

HT: During my recovery at Walter Reed my future was very much in limbo. I decided to focus on my rehabilitation and retire in August of 2009. Upon my return I was recruited by Northrop Grumman. I knew that the corporate environment wasn’t for me; I wanted to be more hands-on; I wanted to add value, and after returning from combat I just couldn’t handle sitting in an isolated cubicle all day. So in November 2009 I reached out to my resources in Washington D.C. to explore the idea of becoming a Small Business Owner.

EC: What was your leading motivation behind starting Anvil Builders?

HT: Helping the veterans themselves was the main reason I started Anvil. I wanted to create a military-like environment for myself and other people to thrive in. I wanted a company with a clear chain of command that people could respect. I was getting calls from guys in my platoon asking for advice about jobs and making the transition to

One of many Task Force 17 “Ghost Recon” Mission—Posing in a Natural sand storm with Gun 1 Alpha Team and Second Squad Fire Team—the sky was blue 10 minutes before the sandstorm came in, making it brown (natural photo, no edits).

Photo: Recovering mortar rounds inside an Iraqi home after a late night raid. At the end of the night three truckloads of Rocket propelled grenades and mortar rounds were recovered that was set to detonate. This was not a victory smile…more like a nervous smile…as we were unloading the “hot” explosives.

United Contractors (UCON) Contractor, Sgt. Hien Tran, “HT” is a retired Army combat veteran with the 10th Mountain Division 2-22 INF (Triple Deuce) Anvil Co. 1st Platoon. HT spent 3 years in the Army Infantry after earning his business marketing degree from San Jose State University. In September 2007 HT was deployed to Iraq. HT and his platoon arrived in Kirkuk, Iraq, patrolling Route Clemson as their main mission before being selected from the Brigade and Battalion to join Task Force 17. They were then transferred to Tikrit, Iraq to assist in infiltrating terrorist camps and cells. In the early morning of Mother’s Day, 2008, HT was hit with an improvised explosive device (IED) when his platoon was air assaulted. He was MEDEVAC back to Walter Reed Army Medical Center in Washington D.C. after sustaining the loss of his right eye, fractures in both hands, shrapnel to the face and body, and a fractured femur. HT earned his Purple Heart, Army Commendation and a Combat Infantry Badge during his tour of OIF VII. HT is the President and CEO of Anvil Builders based in San Francisco, and is Co-Chairman of United Contractors Veterans Hire Task Force Committee. He lives in San Jose with his wife and son.

V E T E R A N S H I R I N G G U I D E 1 7

in perspectiveand making our veterans successful—one where the civilian trains the veteran and then that veteran is eventually put into a senior position and can train other veterans. Veterans working together in civilian life and work is a good idea because they can understand each other. We try to create that environment and that opportunity.

EC: Why do you think veterans are so well suited to make the transition to the construction industry? What should a contractor ask for, or about, when hiring a veteran?

HT: Military Occupation Specialty (MOS) is their job. It’s what a solider is trained to do and qualified for and it gives you an understanding of what they did in the military. Using this you can begin to determine what they’re capable of in civilian work. Employers have to know what to ask. Most people have no idea what infantry does, for example. Most employers wouldn’t know that my infantry work included extensive building and construction.

It’s about asking the right questions. A couple of things I would recommend: 1) Request their DD214. This is their discharge papers and will explain what they did in the military. 2) Ask specific questions. If they were a combat engineer,

for example, ask what type of work they did. “Did you perform demo work?” “Did you build things?” Ask for specific work they did and tasks pertaining to the job they’re applying for. Understanding the role of their rank will tell you a lot as well about their management skills, leadership skills, communication skills, and work skills.

civilian jobs. Most of these guys only knew military life and work—not civilian work and life and I wanted to hire these guys and guys like them. I knew I could be a leader that understood their background and could help them succeed. Anvil Builders is my second chance to serve! My personal goal is to be able to assist other veterans through the door who are willing and able to succeed after their service. I have served my nation; now it’s time to serve my community.

EC: What do you think some of the biggest challenges are for contractors who want to hire veterans?

HT: It can be difficult for employers to know where to start. There are so many programs out there. Reach out to veteran organizations but research that organization first. I recommend college campuses too. Those veterans are motivated—they want to get educated and are on track. Research local places and organizations including veteran websites that post job opportunities. USAjobs.gov or Vet Hire are good places to post. You can look into outreach programs on bases or attend veteran hiring fairs.

EC: As a disabled combat veteran and an employer, you have a very unique perspective. How has it shaped the way you run your business and the way you structure the environment for your veteran employees? HT: The way I see it, this is my second chance at life and I want to make an impact. I run this company like the military—clear plans, clear structure; people are well taken care of. Just like the military, we take care of those who are sacrificing for us. It is a team environment.

My goal is to hire 50% veterans. Currently, I have 1 Marine laborer, 1 Army airborne operator, 1 Navy veteran working in the warehouse and 1 Navy veteran working in personnel. As positions become available I make a point of hiring qualified veterans. This is not an entitlement. I make sure they are the right fit for our company. Veterans can easily be stereotyped. It you hire one veteran and he or she ‘fails’ it can become easy to stereotype all veterans. Hire for skills, not entitlement. You don’t have to give everyone a job. Find the right fit and then work to help that person succeed.

It’s important to remember that military work and civilian work are different and it can take some time to acclimate. At Anvil, we are working to create a sustainable model for hiring

24-30 hours later after being injured MEDEVAC to Balad AFB, Iraq, prepping to get on a C-130 flight to Lundstuhl, Germany. One of the most disappointing days in my life…leaving my Infantry company behind in Iraq even though I gave the thumbs up because I thought I was still able to fight.

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EC: What do you believe are some of their most transferable qualities?

HT: Work ethic; taking on tasks and working through a challenge—they don’t quit; punctuality; character; drive; ambition. A lot of people can have these qualities, not just veterans, but often you will see these qualities more refined in veterans.

EC: What do you believe the biggest challenges are for combat veterans returning home and entering into the workforce?

HT: Acclimating back to civilian life can be incredibly challenging. Some will come back with PTSD issues, and/or physical injuries. For a veteran, civilian structure is very loose and can be difficult. Too much freedom or lack of structure can be hard and down time can be very difficult. Dealing with people who have different personalities can be hard too. In the military you’re very direct. There is no crying. There is no asking why. You just do. It can be difficult adjusting to environments where a person is given credit or success based on anything other than pure work performance.

EC: What do you want contractors to know about the veterans who are returning home from war? What are some of the challenges that employers should be aware of?

HT: As the employer you need to make sure it’s the right fit for your company. Find the right one(s).

Knowing how to support veterans is important. It can cost time and money. It’s a different type of minority program. It can be a very difficult transition for veterans and anything can set them off. Offer them help and create support systems for them. Northrop Grumman, for example, started an entire veterans department and program where veterans were supporting veterans. They hired counselors for the veterans.

If you’re going to hire them, create a program to support them—don’t just throw them out there. Support them health-wise—both their physical and emotional health. Employers should know that the average veteran who is injured or with combat stress might miss 1-2 days a week sometimes. It can feel like you’re walking on egg shells with your employer. I know what that feels like. “Deeds not words” is my infantry battalion’s slogan. That’s how I run my company and that’s how I want to take care of my employees.

For example, I have an open door policy with my staff. The morale and welfare of the solider/employee has to be taken care of in order for them to complete the mission. This means that they need to be able to

get to their V.A. appointments whenever necessary. With me, they know that they can do this whenever they need to. No questions asked.

EC: PTSD is a prevalent issue among most deployed veterans but it is something that contractors and society in general often cannot relate to or understand. What should contractors be aware of? What do you want them to know about PTSD? What would you say are some of the “do’s” and “don’ts”?

HT: PTSD can be many things—for me, I don’t like large crowds. I don’t like large flashing bright lights. PTSD is unique to the individual because it is based on their particular trauma. Contractors should be aware of the reactions and be mindful of changes in personality. Do they shut down? Do they react in anger? Do they yell out? You don’t need to treat them differently but be aware of the signs and changes in their personality. Keep in mind that a lot of veterans will tell you they don’t have PTSD. They don’t want the label or they don’t think they have it. I would say ‘don’t’ try to empathize with them or apologize. ‘Do’ take them out of the environment they’re in that is causing it. Let them go for a walk or even send them home for the day if necessary.

EC: What do you want other contractors to know about hiring veterans? What advice do you want to offer other contractors who want to help veterans?

HT: Give them a genuine opportunity. It’s not about the number of veterans you hire—it’s about creating a real opportunity for them to succeed. If you’re going to commit to hiring veterans, make them a long term investment. Do not leave them behind. Don’t give up on them. Help them grow and help them make the transition. Be patient. Not every veteran that comes through your door will be the right fit. Wait for the right one or right ones to match your company. Your company has to come first.

With Captain Clayton Hinchman. Photo was taken a month and a half later for Captain Hinchman’s promotion ceremony. We refused to be bedridden…We will never quit. 13 months later I was retired…(the saddest day of my life).

V E T E R A N S H I R I N G G U I D E 1 9

RESOURCES ON RECRUITING, HIRING AND RETAINING VETERANS(Direct links to the websites on this page can be found in the digital Resource Guide at www.unitedcontractors.org/veterans)

resources

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PREPARING AND EDUCATING THE WORKPLACE

Apprenticeship —creating a flexible apprenticeship program for your business

www.doleta.gov/oa/employer.cfm

Center for Post-Traumatic Stress Disorder www.ptsd.va.gov/public/pages/info-employers-vets.asp

Cornell University’s Employment & Disability Instituteprogram for your business

www.ilr.cornell.edu/edi/

Disability Management Employer Coalition (DMEC) Workplace Warrior: The Corporate Response to Deployment & Reintegration

www.dmec.org/category/resources/white-papers/page/3/A White Paper identifying the lessons learned and progress made in recruiting those leaving the full-time military for jobs in civilian workforce.

Dispelling myths about traumatic brain injury (TBI) and post-traumatic stress disorder (PTSD) in the workplace (America’s Heroes at Work Training Tool)

www.americasheroesatwork.gov/forEmployers/presentations/TBIptsd/

Employer Partnership of the Armed Forces (Hero 2 Hired)

www.h2h.jobs/employers

Employer Support of the Guard and Reserve www.esgr.mil/About-ESGR

Help Guide for PTSD www.helpguide.org/mental/post_traumatic_stress_disorder_symptoms_treatment.htm

Lesson in Military Cultural Competence (An online course in Military Culture)

www.essentiallearning.net/student/content/sections/Lectora/MilitaryCultureCompetence/index.html

National Resource Directory—Connecting Wounded Warriors, Service Members, Veterans, Their Families and Caregivers with Those Who Support Them

www.nrd.gov

Performance Based Interviews www.va.gov/PBI

U.S. Department of Labor—Registered Apprenticeship www.doleta.gov/oa/

U.S. Equal Opportunity Commission (Facts About the Americans with Disabilities Act)

www.eeoc.gov/facts/fs-ada.html

Veteran Employment Leading Practices toolkit.vets.syr.edu/article/understanding-and-overcoming-the-stigma-of-ptsd/

Work Opportunity Tax Credit—Veterans Brochure www.doleta.gov/business/Incentives/opptax/PDF/WOTC_Vets_Brochure.pdf

V E T E R A N S H I R I N G G U I D E 2 1

RECRUITING VETERANS AND WOUNDED WARRIORS

American Corporate Partners www.acp-usa.org/

Army Career Alumni Program www.acap.army.mil

Army Reserve Employer Partner Initiative (Hero 2 Hired)

www.h2h.jobs/#5

Helmets to Hardhats Mel Lowney | (530) 644-1389 | mellowney@earthlink.net www.helmetstohardhats.org

Helmets to Hardhats - Wounded Warrior Program www.helmetstohardhats.org/resources/wounded-warrior

Hire Heroes USA Corey Mylander | (678) 323-2593 | Cmylander@hireheroesusa.org www.hireheroesusa.org

Official Wounded Warrior Programs • Army | www.wtc.army.mil/aw2/ • Air Force | www.woundedwarrior.af.mil• Navy | www.safeharbor.navylive.dodlive.mil• Marines | www.woundedwarriorregiment.org

Sentinels of Freedom Mike Conklin | (925) 216-8583 | mconklin@sentinelsoffreedom.orgwww.sentinelsoffreedom.org

Swords to Plowshares Alex Macmillan | (415) 252-4787; ext. 303 | amacmillan@stp-sf.org www.swords-to-plowshares.org

Translating military experience into credentials • Army:www.cool.army.mil/index.htm• Navy:www.cool.navy.mil/index.htm

Understanding the military resume www.dtic.mil/whs/directives/corres/pdf/133601p.pdf• Proofofmilitaryservice(DD214) www.dd214.us/dd214andjobs.html• Militarytocivilian“jobtranslator”search www.onetonline.org/crosswalk/MOC/

Union Recruiting (see pages 10-11 for additional information from UCON’s Union Partners)

• Carpenters | Mark E. Fuchs, Carpenters Training Center of Northern California | (925) 462-9643 | mfuchs@ctcnc.org | www.ctcnc.org

• District Council of Plasterers & Cement Masons of Northern California | Hector Cortez, Cement Masons Local 400 | (916) 565-0128, (800) 566-4002 | hcortez@cm400.org | www.cm400.org

• Laborers | Jeff Armstrong, Northern California Laborers | (925) 580-8196 | jarmstrong@NorCaLaborers.org | www.norcalaborers.org

• Operating Engineers Local No. 3 | Mike Croll, Operating Engineers Local 3 | (510) 748-7446 | mcroll@oe3.org | www.oe3.org

Veterans Service Organizations Directory (Local VA Offices)

www1.va.gov/vso/

VetSuccess • Post job openings: www.vetsuccess.va.gov• www.vetsuccess.va.gov/public/employers.html

RESOURCES ON RECRUITING, HIRING AND RETAINING VETERANS(Direct links to the websites on this page can be found in the digital Resource Guide at www.unitedcontractors.org/veterans)

resources

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EMPLOYMENT LAWS PERTAINING TO VETERANS AND VETERANS HIRING

ADA’s National Network of Disability Business Technical Assistance Center

www.adata.org

Americans with Disabilities Act (ADA) www.ada.gov

Compliance Assistance on Hiring Veterans www.dol.gov/compliance/topics/hiring-vets.htm

Department of Labor Employment Law Guide www.dol.gov/compliance/guide/userra.htm#CompAssist

elaws (Employment Laws Assistance for Workers and Small Businesses) Advisors

www.dol.gov/elaws/

Employees Practical Guide to Reasonable Accommodations under the ADA

www.askjan.org/EeGuide/IIRequest.htm

Employment Law Guide: Laws, Regulations, and Technical Assistance Services

www.dol.gov/compliance/guide/index.htm

Equal Employment Opportunity Commission (EEOC) www.eeoc.gov/facts/fs-ada.html

Fair Labor Standards Act (FLSA) www.dol.gov/compliance/laws/comp-flsa.htm

FAQs About Hiring Service Disabled Veterans and Accommodations

http://www.eeoc.gov/eeoc/publications/ada_veterans_employers.cfm

Jobs for Veterans Act www.dol.gov/vets/

Sierra Group Foundation (Federal and State Incentives) www.employmentincentives.com/index.htm(Economic incentives available to businesses that hire and retain employees with disabilities)

State Work Opportunity Tax Credit (WOTC) Coordinators www.doleta.gov/business/incentives/opptax/State_Contacts.cfm

Tax Credit Opportunities www.doleta.gov/business/incentives/opptax/

Tax Incentives for Accommodations www.askjan.org/topics/taxinc.htm

Tax Incentives for Hiring Veterans (see also p. 6) Corporate Tax Incentives (CTI) | (916) 366-0144 | www.ctillc.com

Uniformed Service Employment and Reemployment Rights Act (USERRA) Advisor

www.dol.gov/elaws/vets/userra/mainmenu.asp

U.S. Department of Justice Civil Rights Division www.ada.gov

Veterans Issues - elaws www.dol.gov/elaws/veterans.html#.Un170qWTaao

Veterans with service-connected disabilities and the Americans with Disabilities Act: A guide for employers

www.eeoc.gov/eeoc/publications/ada_veterans_employers.cfm

Work Opportunity Tax Credit (WOTC) www.irs.gov/pub/irs-pdf/f5884.pdf (IRS Form 5884)

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RETAINING VETERANS

Job Accommodation Network (JAN) - accommodations and workplace productivity enhancements

www.askjan.org

Computer/Electronic Accommodations Program (CAP) for the Federal Sector

www.tricare.mil/cap/index.cfm

Employee Assistance Professional (EAP) Tools & Resources

www.eapassn.org/i4a/pages/index.cfm?pageid=820

Employer Success Stories (hiring wounded warriors) www.americasheroesatwork.gov/successStories#Employers

Flexible Work Arrangements www.dol.gov/odep/categories/workforce/fwas.htm

The Mission Continues Fellowship Program www.missioncontinues.org

National Resource Directory—Connecting Wounded Warriors, Service Members, Veterans, Their Families and Caregivers with Those Who Support Them

www.nrd.gov

State & Federal Assistive Technology Resources www.resnaprojects.org/nattap/at/stateprograms.html www.resnaprojects.org/nattap/goals/employment/fedemployee.html

Student Veterans of America (SVA) Chapter Locator www.studentveterans.org/

Veterans Service Organizations www1.va.gov/vso/

VetFriends—Helping U.S. Military Veterans Reconnect www.vetfriends.com/military_structure

VetSuccess www.VetSuccess.gov

Vocational Rehabilitation and Employment (VR & E) Program Employer Resources

www.vba.va.gov/bln/vre/emp_resources.htm

Yellow Ribbon Reintegration Program www.yellowribbon.mil/

(Photo, opposite page) U.S. Air Force airmen of the 407th Expeditionary Civil Engineer Squadron explosive ordnance disposal team conducts a controlled detonation on Ali Air Base, Iraq, Nov. 17, 2007. The airmen unloaded just under 1,800 pounds of expired munitions to ensure they will not be used against U.S. forces. (U.S. Air Force photo by Airman 1st Class Jonathan Snyder).

(Photo, at right) U.S. Marines use a radio to transmit messages during an embassy reinforcement exercise at the Arta Range training area near Camp Lemonnier, Djibouti, October, 2013. The Marines, assigned to the 13th Marine Expeditionary Unit Battalion Landing Team, performed riot control and force protection during the training scenario (U.S. Air Force photo by Staff Sgt. Erik Cardenas)

United Contractors Veterans Hiring Initiative

17 Crow Canyon Court, Suite 100, San Ramon, CA 94583Phone: (925) 855-7900 | Fax: (925) 855-7909 | www.unitedcontractors.org

United Contractors is California’s leading union-affiliated contractors’ association,

representing more than 450 union contractors and industry firms. United Contractors

provides results-oriented union and labor representation, aggressive government advocacy,

industry-specific training and education programs, first-class membership services, top legal

referral programs, leading construction safety services, and valuable industry relationship-

building opportunities. Contact our office at (925) 855-7900 for additional information.

www.unitedcontractors.org/veterans