From We Will to At Will

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BOOK SUMMARY

From We Will to At Will

A Handbook for Veteran Hiring, Transitioning, and Thriving in the Workplace

Summary Written by Khorn Daro Author:

KEY CONCEPTS

1. Veterans of the US military can be ideal employees.

2. Most employers know little about the military. They often don’t understand veterans or know how to connect with them.

3. Employers with the best veteran-hiring programs have internal champions who promote and guide their outreach.

4. Considerable assistance is available for employers who hire veterans.

5. Hiring veterans makes good business sense.

6. Many veterans don’t know how to find civilian jobs or how to present themselves effectively to employers.

INTRODUCTION

Many US military veterans have proven themselves in challenging life-and-death circumstances.

Veterans have undergone rigorous training and built in-demand work skills. Yet many organizations remain unsure about how to locate and hire them. Retired US Marine Corps officer and

veterans advocate Lt. Col. Justin Constantine details who veterans are and explains why and how

2 | P a g e companies should employ them. Though Constantine wrote his book when American unemployment was low, his counsel will be particularly meaningful during economic hard times.

Summary

Veterans of the US military can be ideal employees.

Employers seek dependable, dedicated and capable job candidates with can-do attitudes, but a 2016 Society for Human Resource Management (SHRM) study reports that 68% of the HR

professionals who responded have a hard time finding applicants with the abilities their companies need. Specifically, 84% of HR officers cited problems finding and hiring people with skills in critical thinking and problem solving (45%), professionalism and work ethic (43%), leadership (35%), written communication (29%), and teamwork and collaboration (28%).

“We don’t hire veterans because they are experts in energy or telecommunications. We hire veterans because they are self-starters and leaders.” (Greencastle Associates Consulting partner Joe Crandall)

American military veterans excel in these qualities. They are experts on teamwork and

leadership, whether they were enlisted troops or upper-echelon officers. Veterans have the necessary character traits for productivity and job retention. Research involving more than 200 companies indicates a normal 16% turnover rate – but only a 13% turnover rate for veterans. The same research indicates that veterans are more productive than other employees.

Today’s employers seek trustworthy self-starters with operational experience who can seize the initiative and work well with others. Companies want people with experience making tough decisions under pressure. Veterans have learned to master these “mission-first” qualities.

Most employers know little about the military. They often don’t understand veterans or know how to connect with them.

The United States has always had a distinct “civil-military divide” – the “widening geographic, demographic, cultural and social gap between the nation and those who serve in the all-volunteer military.” The best way for companies to bridge the divide is for HR professionals and hiring managers to learn all they can about veterans in the job pool.

The reasons behind the gulf are primarily demographic: Only 1.1% of the American population currently serves in the military. Only 7% of residents are military veterans. The huge majority of the population has no direct military experience or knowledge, so many employers lack contact with veterans and don’t understand how to relate to them. This is particularly true when it comes to employers’ misperceptions about post-traumatic stress disorder (PTSD) and traumatic brain injury (TBI), conditions that afflict some veterans.

“Veterans are just like any other demographic group…people from all backgrounds, and thus it can be a little challenging to paint with a broad brush.”

Describing the US military services and all 18.5 million of their US veterans in only a few paragraphs is impossible. However, eliminating myths and dispelling misinformation about veterans is a sound first step. Consider these facts:

3 | P a g e 1. “Only 14% of the active duty military are combat specialists” – Some 90% of jobs in

the military are noncombat specialties. Members of the military serve in countless jobs – as medics, mechanics, construction engineers, and more – that offer transferable experience and expertise that directly parallel civilian jobs.

2. “As the nation has grown more diverse, so have the armed forces” – According to the US Department of Defense, racial and ethnic minority groups made up 40% of the active duty military in 2015. This statistic almost directly mirrors young and middle-aged (18 to 44 years old) Americans, in that 44% self-identify as racial or ethnic minorities.

3. “Women play an ever-increasing role in the military” – Fully 16% of the US military is made up of women. The veteran community includes 1.8 million women. Gender equality is a prevailing ethos in the military, and women serve in combat alongside men.

4. “More veterans are college-educated than ever before, with rates surpassing those of civilians” – Among veterans who joined the US military after the September 11, 2001, terrorist attacks, the percentage with college experience, college degrees or advanced degrees is greater than that of veterans lacking college experience.

5. “Veterans are agile and don’t require hierarchy to thrive” – A common misperception among HR professionals is that veterans need rigid structure and constant guidance. During their military service, most veterans learned agility, independence, flexibility

and inventiveness; they had to think for themselves. Service members are mission-oriented and extend themselves to meet their goals.

6. “Nearly four in ten service members are warrior citizens” – Members of the Reserves and National Guard must be versatile enough to operate successfully in and out of

uniform because they hold civilian jobs while fulfilling their military obligations.

7. “Behind most veterans is a family, and families serve, too” – Some 80% of male veterans are married or divorced, as are more than 70% of female veterans. This demographic finding demonstrates that vets have backgrounds and goals that include a variety of

nonmilitary, family experiences that come into play when they look for post-military careers.

8. Often “serving in uniform was the first choice” – Most veterans had multiple

opportunities and experiences prior to deciding to join the all-volunteer military. Nearly 90%

of veterans decided to enter the military for one simple, noble reason: to serve their country.

Employers with the best veteran-hiring programs have internal champions who promote and guide their outreach.

Companies that effectively recruit veterans often have an executive who advocates for veterans. Often, this person is a veteran him- or herself and serves as the company liaison to veterans’ organizations and to individual veterans seeking employment.

Considerable assistance is available for employers who hire veterans.

The US government offers many programs to assist employers who are interested in hiring veterans.

For example, the Department of Veterans Affairs (VA) offers a Special Employer Incentive (SEI)

4 | P a g e program that connects companies with qualified veterans who will start at apprentice-level pay. The government pays up to 50% of their salaries.

“The technology skills obtained in the service are transferable to the civilian sector.” (VetsinTech founder Katherine Webster)

The Wounded Warrior Project (WWP) is a proactive nonprofit serving veterans and

employers. Organized to assist veterans who suffered physical or mental injuries due to military service, the WWP’s ”Warriors to Work” program links employers with qualified recovering veterans. Additional resources to help organizations find and hire veterans include:

1. The US Department of Labor’s Veterans’ Employment and Training Services (VETS) program works with companies to identify the most qualified veterans for open positions.

2. The US Department of Labor’s Career One Stop service permits organizations to post job openings specifically for veteran applicants. Companies can use this service to contact Local Veterans Employment Representatives (LVERs), who can locate job and training

opportunities, make sure vets get priority in federal contract jobs, publicize federally funded training programs, and the like.

3. The VA’s Vocational Education & Rehabilitation (VR&E) program subsidizes veterans’

salaries during job training.

4. Hiring managers at organizations near US Army bases should contact Army Career and Alumni Program (ACAP) representatives. These professionals set up job fairs and hold hiring

events for soldiers whose discharge date is coming soon.

Hiring veterans makes good business sense.

Don’t hire veterans because you think it’s the “right thing to do.” It is, but that shouldn’t be your primary motivation. Hire veterans because it makes sound business sense. Once they’re on your team, veterans will become valuable employees. To add veterans to your workforce, follow this five-step military hiring strategy developed by 7-Eleven chief of staff Dave Strachan:

1. Work toward SMART (specific, measurable, attainable, realistic and timely) goals. Refine your hiring strategy as needed.

2. Develop an “internal core team” of veterans and civilians to implement your strategy. Members of this cross-functional team should represent all levels of employment. Appoint one or more military veteran employees as team advisers.

3. Establish specific responsibilities for each team member. Set up a formal meeting schedule.

4. During your initial team meeting, determine your program’s goals and deliverables.

5. Make sure your CEO and other senior leaders are on board regarding hiring veterans.

When you hire veterans, understand that they didn’t interview for their jobs in the military. They took numerous tests to determine where they would fit in best. So most veterans aren’t familiar with the usual job interviewing process. When you interview them, have an employee who is a veteran sit in on the meetings to help veterans feel more comfortable during this new encounter.

“Throughout every moment of the work day, veterans are going at full speed to complete every task that is presented to them, because that is what they were trained to do.” (JobPath founder and CEO Jack Fanous)

5 | P a g e Make sure your on-boarding process for new veteran employees eases their transition from the

military. Make the process as “military-friendly” as possible. Besides securing your senior

leaders’ support for your military-hiring activities, get your employees on board. Let them know that recruiting veterans is a priority for your organization. A friendly, accepting staff makes life easier for new veteran employees.

Many veterans don’t know how to find civilian jobs or how to present themselves effectively to employers.

Just as many companies may be unready to hire and retain veterans, many veterans don’t know how to find work in the civilian sector. They may not know how to locate or connect with companies with the right job openings for them. They have little idea how to present themselves to prospective employers.

“It is very important to assist with veterans’ transitions by providing a roadmap for success within your organization.” (Rodriguez Group founder James Rodriguez)

Many veterans joined the military right out of high school or college and aren’t familiar with how nonmilitary job seekers find employment in the civilian sector. Active-duty service members planning to make the transition to civilian life need to start preparing at least six months in advance.

According to a 2016 Hiring Our Heroes research report, service members who begin their civilian job search at least six months prior to their discharge from the service are twice as likely to line up jobs as veterans who don’t. Service members can use this valuable preparation time to research companies and other organizations where they believe they can fit in and find good jobs. Proactive service members can learn about these firms’ job application procedures and establish relationships with hiring managers and other influential in-house people. If things go well, applicants should be able to secure future employment before their discharge.

Numerous nonprofit organizations offer assistance to help members of the military make the transition from the service to civilian life and to help them find employment in the civilian sector.

They include:

1. Helmets to Hardhats connects veterans interested in finding construction industry jobs.

2. VetsinTech assists veterans in locating jobs with high-tech firms.

3. Troops to Teachers helps veterans become teachers.

4. Warriors Ethos works individually with veterans by offering career advice, résumé counseling, training, mentorship and placement.

Members of the military seeking jobs after their separation from the service need to know that:

1. The military will cover moving expenses to your last duty assignment before you leave the service. Try to arrange for your last duty post to be in or near the city in which you plan to settle and seek work.

2. Most veterans find their jobs through networking.

6 | P a g e 3. Paid internships can get your foot in the door. Through internships, you can learn if a company

is right for you, and its managers can make a similar determination about you. Oil industry giant BP is one top company that hires veterans through internship programs.

4. Most military bases have offices that help service members prepare effective résumés for civilian jobs. Find out if your base offers this service, and take advantage of it. Organizations that help veterans create résumés at no charge include Hiring Our Heroes, HirePurpose, Disabled American Veterans, Hire Heroes USA, Call of Duty Endowment and Corporate America Supports You.