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Wounded Warriors at Work: Employer Success Stories - Northrop Grumman

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  • 1. Direct Employers Association Webinar Wounded Warriors at Work: Employer Success Stories January 15, 2013Kia Silver Hodge, Corporate Manager Diversity Recruitment
  • 2. Operation IMPACT Our History • Grass roots program with mission to provide career transition assistance for severely injured service members transitioning to civilian employment Our Team • A dedicated core team to support program management, personalized placement assistance, community outreach and workplace accommodations Our Approach • Once recruited, candidates are actively marketed internally and throughout our Network of Champions via a bi-weekly candidate listing that includes their resumes Our Network • Started in 2009, the Network of Champions provides additional resources for the placement of candidates as well as an opportunity to network and share best practices with more than 100 companies2 committed to employing severely injured service members
  • 3. Program ActivitiesFinding Candidates • Outreach to the Federal Government and other Veterans Services organizations to provide information on our program and eligibility criteria to encourage candidate referrals to Operation IMPACT • Attend targeted career fairs for wounded warriors • Host employment workshops at Warrior Transition Units around the country3
  • 4. Program Activities Matching Skills with Business Needs • Utilize Military Occupational Specialty/ Code translators to educate our recruiters on military occupational codes and how those positions fit into business • Work closely with Vocational Rehabilitation and/or Employment Counselors • Partner with other companies and organizations who share same commitment to assist in placement4
  • 5. Program Activities: Success Story Ensure Workplace Productivity Tools are Provided • Northrop Grumman has implemented a centralized program to ensure that OI hires receive workplace accommodations in a timely manner. The process utilizes internal occupational health nurses to: – Conduct an initial review of workplace productivity tools based on the employee’s specific disabilities to ensure that the appropriate accommodations are in place for the new employee – Conduct periodic reviews with employee to address any additional needs and proactively identify potential issues5
  • 6. Program Activities Educating Hiring Managers • Northrop Grumman has developed a disability awareness training program that is accessible to all employees, including managers • A recruiting and placement checklist has been developed for hiring managers that includes information on interviewing candidates with disabilities, preparing the work teams, and making reasonable accommodations6
  • 7. Program Activities Transitioning the Wounded Warrior into our culture • Focus groups conducted in 2011 with program hires indicated that assimilation into corporate culture was the #1 issue • As a result, Northrop Grumman has developed a Sponsor program to provide a resource to assist the new hire with transitioning into the company • A formal assimilation training addressing cultural differences is being developed that will be part of the on boarding process for all new OI hires7
  • 8. Program Outcomes• Over 125 severely injured service members or family members employed within Northrop Grumman and our Network of Champion Companies.• Since joining the company, 15 OI hires have been promoted. Several have been promoted more than once.• Several OI hires have gone on to further their education while at NGC. Recently, one OI hire was accepted to the prestigious Masters of Engineering program at Purdue University.
  • 9. Challenges• Skills translation – Recruiters and hiring managers need help translating and matching military experience to private sector jobs – Wounded Warriors need help articulating their skills and experience to private sector employers• “Corporate culture shock” – Transitioning military personnel receive resume and job search advice but often are not adequately prepared for the drastic differences between military life and the “corporate culture”• Fear of accommodations – Wounded Warriors either don’t know or are afraid to ask for what they need – Many hiring managers are uneducated about the accommodations process
  • 10. Lessons Learned• There is no “cookie cutter” approach – You may have to try several different approaches before identifying what works best for your organization• A successful program needs internal “Champions” – The most effective programs are sponsored by executive level “Champions” – Engage Employee Resource Groups in recruitment and outreach efforts• Employers committed to hiring Wounded Warriors need to brand themselves as such – Invest in targeted advertising to the Wounded Warrior community to convey your commitment externally• Recruiters and Hiring Managers need to be encouraged to “think out of the box” – Train recruiters to move away from the traditional “recruiting for the requisition” mindset
  • 11. Lessons Learned• Employers MUST educate their recruiters and Hiring Managers about the accommodations process• Wounded Warriors MUST be educated about the key differences between the military and the private sector to make a successful transition – What is my career path? – When can I expect a pay increase? A promotion?• Hiring Managers MUST be educated about “Military Culture”• Don’t be afraid to ask for help – Learn from peers that have implemented successful Wounded Warrior recruitment programs • Wins? Failures? Strategies?• Share, Share, Share! – Remember that our sole mission is to help Wounded Warriors