SlideShare a Scribd company logo
1 of 9
Download to read offline
Edelman, a global communications marketing firm, conducted
a survey between May-June 2017 to assess perceptions of
veterans’ well-being in America. The survey examined
audiences’ perceptions of veterans’ job skills, education and
employment to understand how veterans may be viewed as
potential employment candidates. In addition, the survey
explored perceptions of veterans’ mental and physical health,
as well as their role in society.
In total, Edelman surveyed 3,197 individuals across the United
States, including non-veterans/civilians, veterans/military
personnel, educators and employers. For this briefing, findings
regarding educators are not presented.
VETERANS WELL-BEING SURVEY:
Focus on Employment, Education
and Health
2017
Page 1
Employers have misperceptions about veterans’ job skills
and education levels.
Though 76% of the employers* surveyed want to hire more veterans within their
organizations, most have underlying misconceptions about veterans’ education levels,
job skills and potential for success. Only 38% of employers believe the skills veterans
learn in the military are easily transferable to the public or private sector, while most
(62%) believe veterans need to acquire more skills- both hard and soft- before being
ready for non-military roles. One of the largest disconnects exists with employers’
views of veterans’ soft skills. Only 19% of employers believe veterans possess effective
communication skills, but 58% of employers say communication skills are essential for
potential job candidates. In contrast, 64% of veterans believe they possess effective
communication skills.
2017 VETERANS WELL-BEING SURVEY
Page 2
Q37: Which of the following best represents your views?
(n=1,000 Employers)
38%
62%
The skills veterans learn in the military are easily transferable to jobs in
the public or private sector
Veterans may need additional education or training before they are
qualified for jobs in the public or private sector
Figure 1. Perceptions of Veterans’
Post-Military Job Readiness
Figure 2. Skills Employers Believe
Veterans Possess
* “Employers” are defined as individuals at any level of an organization who actively participate in recruiting, interviewing and hiring
potential job candidates.
Q42: Which of the following skills/attributes do you believe
veterans possess? (n=1,000 Employers)
14%
19%
47%
48%
53%
58%
68%
Possess strong interpersonal skills
Be an effective communicator
Possess resiliency
Have the ability to adapt effectively to
adversity
Work effectively with others to achieve a
common goal
Have experience working with a team
through challenging situations
Have a sense of duty and responsibilitySense of duty and responsibility
Experience working with a team through
challenging situations
Work effectively with others to achieve a
common goal
Adapt effectively to adversity
Possess resiliency
Effective communicator
Possess strong interpersonal skills
49%
52%
Compared to average citizens, most veterans have successful careers after
leaving the military
Compared to average citizens, most veterans do not have successful careers
after leaving the military
Furthermore, employers have misperceptions about veterans’ education levels and
opportunities for career success. Forty-nine percent (49%) of employers believe most
veterans do not pursue a college or vocational school degree either during or after
their military service. In addition, fewer than 10% believe veterans are more likely than
average citizens to obtain a graduate or doctoral degree. Finally, 52% of employers
believe, when compared to average citizens, veterans do not have successful careers
after leaving the military.
Together this data shows while employers are eager to hire more veterans, their
misperceptions about veterans’ education, skills and career potential may be
inadvertently inhibiting veterans’ employment prospects.
Q39. For each set of statements, please select the one
that best represents your views. (n= 1,000 Employers)
Figure 3. Employers’ Perceptions of
Veterans’ Education Levels
Page 3
2017 VETERANS WELL-BEING SURVEY
Q40: Which of the following best represents your views?
(n= 1,000 Employers)
Figure 4. Perceptions of Veterans’ Career
Success
29%
47% 52%
53%
45% 41%
18%
9% 7%
Bachelor's Degree Master's Degree PhD or similar
advanced degree
Military veterans are more likely than the average citizen to
obtain a bachelor’s/ master’s/ PhD or similar advanced degree
Military veterans are equally as likely as the average citizen to
obtain a bachelor’s / master’s/ PhD or similar advanced degree
Military veterans are less likely than the average citizen to
obtain a bachelor’s / master’s/ PhD or similar advanced degree
Both veterans and employers would welcome
internship/apprenticeship programs to encourage
veterans’ employment
To bridge the skills gaps and recruit more veterans, most employers would be
interested in participating in veterans-focused internship/apprenticeship programs.
While 50% of the employers surveyed currently have internship/apprenticeship
programs at their organizations, only 9% have programs targeted towards veterans.
However, 73% of employers believe a veterans internship/apprenticeship program
could benefit their companies by helping to attract more veteran applicants (50%)
and allowing veterans to develop the skills they need for full-time positions (42%).
This is particularly true among employers in large companies (1,000+ employees),
90% of whom believe this type of program would benefit their organizations. In
addition, 39% of employers (and 44% of employers at large companies) believe a
veterans internship/apprenticeship program would also improve their corporate
reputation.
Page 4
2017 VETERANS WELL-BEING SURVEY
The good news: veterans are eager
to participate in these programs.
Eighty-six percent (86%) of veterans
say they are or would have been
interested in participating in an
internship/apprenticeship program
after their military separation, and
58% of current service members are
extremely interested in participating
in this type of program after their
service.
Therefore, the data indicates
internship/apprenticeship
programs could be a viable way to
encourage veteran employment
moving forward.
Q52: How interested (would you be/would you have
been) in participating in an internship or apprenticeship
program after leaving the military to help you transition
into the private sector?
(n=1,097 Veterans; n=396 Current Service Members;
n=701 Former Service Members)
Figure 5. Veterans’ Interest in Internship/
Apprenticeship Programs
28% 31% 26%
58% 58%
58%
Veterans
86% 89% 84%Σ
Somewhat/Extremely
Current Service
Members
Former Service
Members
Page 5
2017 VETERANS WELL-BEING SURVEY
Figure 6. Percentage of Employers Who Believe Internship/Apprenticeship Programs
Would Benefit Their Organizations
Q53: How much do you believe your company could benefit by launching an internship or apprenticeship program
geared toward veterans? (Top 2 Box Shown: Extremely Beneficial, Somewhat Beneficial) (n=1,000 Employers; n=416
Very small; n=178 Small; n=225 Medium; n=181 Large)
Veterans leave their jobs for the same reasons as
non-veterans.
When it comes to retention, veterans leave their post-military positions for the same
reasons as non-veterans – salary and cultural fit. When asked why they left their last
non-military position, 25% of veterans
said it was not a good cultural fit and
21% cited inadequate pay. These are
the same reasons given by non-
veterans, 25% of whom left their last
position because of cultural fit and 22%
of whom left because of salary.
Veterans do not leave their jobs for
unique reasons. If employers are
having issues with veteran retention,
they may need to examine their
methods for retaining all employees. Q34: Why did you leave your last [non-military] position?
(n=476 Veterans; n=619 Non-veterans)
Figure 7. Reasons for Leaving Last Job
Not the right fit for me (25%) Not the right fit for me (25%)
Pay was not adequate (21%) Pay was not adequate (22%)
Management/ Leadership issues
(18%)
Management/ Leadership issues
(15%)
Not the field I wanted to be in
(15%)
I needed to change companies
to get to the next level in my
career (13%)
I needed to change companies
to get to the next level in my
career (14%)
Not the field I wanted to be in
(11%)
Veterans Non-veterans
73%
60%
71%
86%
90%
Employers (Total) Very small Small Medium Large
Non-veterans and employers have misconceptions
about veterans’ mental health and access to care.
Most employers and non-veterans have negative misperceptions of veterans’ access
to mental health care. Of those surveyed, fewer than 20% of non-veterans and
employers believe veterans have access to good or excellent mental health services,
and 70% of non-veterans and 81% of employers believe their communities could do
more to support veterans’ mental health. However, 76% of veterans agree they have
access to mental health support, and 74% say they know where to go if they or
someone they know needs help.
This is particularly interesting given that veterans, non-veterans and employers say
they experience mental health challenges at similar rates. Of those surveyed, 46% of
veterans, 35% of non-veterans and 40% of employers say they experienced a mental
health challenge in the last year. However, veterans are more likely to seek help than
their non-veteran and employer counterparts. Among those who experienced a
mental health issue, 70% of veterans say they sought help (specifically from a
government agency (24%) or Veterans’ Affairs (20%)), compared to only 61% of non-
veterans and 62% of employers.
This indicates that veterans have access to services and are willing to seek mental
health when they need it, which is not always the case for employers and non-
veterans.
Page 6
2017 VETERANS WELL-BEING SURVEY
Q17: Please complete the following sentence with one response below: Within the past year, I have… (n=507
Veterans; n=347 Non-veterans; n=402 Employers)
Q18: You indicated that you experienced a moment when you had a mental health challenge within the last year.
Did you get help? (n=507 Veterans; n=347 Non-veterans; n=402 Employers)
Figure 8. Mental Health Challenges and Treatment by Audience
46%
35% 40%
70%
61% 62%
Veterans Non-veterans Employers
Expereienced a mental health challenge Sought help
Page 7
2017 VETERANS WELL-BEING SURVEY
A social disconnect exists between veterans and
non-veterans.
An underlying social disconnect between veterans, non-veterans and employers may
put veterans at a disadvantage. Of those surveyed, most employers (75%) and non-
veterans (60%) say they are close with a friend or family member who is a veteran, but
fewer than 30% say they have a lot in common with veterans. At the same time, more
than 60% of employers and non-veterans believe society views veterans as heroes, but
30% or fewer believe society views veterans as average citizens or strategic assets. In
addition, 65% of non-veterans and 75% of employers wish they understood more
about veterans’ experiences.
The perspective that veterans are different from non-veterans, employers and
average citizens implies a social disconnect exists between veterans and these
groups. Improving this connection may be necessary to help improve veterans’ social
and employment prospects following their service.
Q12b: How much do you agree or disagree with the
following statements? (n=1,000 Employers; n=1,000
Non-veterans)
Figure 9. Relationship with Veterans
Q11. In your opinion, how are veterans typically viewed? Veterans
are viewed as…
(n=1,000 Employers; n=1,000 Non-veterans)
Figure 10. How Veterans are Viewed in Society
15%
26% 20%
30%
7%
34%
6%
45%
Non-veterans Employers
Somewhat/Strongly
22%
60%
26%
75%
Non-veterans Employers
Heroes
19%
25%
30%
71%
16%
24%
29%
64%
Average
Citizens
Victims
Strategic
Assets
I have a lot in common with veterans
I am close to my friends or relatives who are veterans
Overall, the study’s findings imply various
misperceptions exist about veterans and may be
inhibiting their employment and social opportunities.
These misperceptions relate to all facets of veterans’ lives, including job skills, education levels,
mental health and their role in society. To improve veterans’ prospects, both non-veterans and
employers need a more accurate understanding of who veterans are and the value they bring to both
their organizations and communities. Non-veterans and employers want to know more about
veterans, and employers are open to opportunities to integrate veterans into their organizations.
Simply, non-veterans and employers need more education to help better relate to their veteran
counterparts.
For more information about the study and these findings, please contact Justin Platt at
Justin.Platt@Edelman.com
Page 8
2017 VETERANS WELL-BEING SURVEY
Audience Description Sample Size Margin of Error
Veterans/Military
Personnel
U.S. adults ages 18+ who currently or have previously
served in the armed forces
Note: Veterans and active military personnel were
analyzed both separately and in aggregate. In most
instances, there was no significant difference between
the groups and, as such, they have been reported in
aggregate for this briefing.
N=1,097 +/- 2.96%
Former Service
Members
U.S. adults ages 18+ who have
previously served in any branch of
the armed forces
N=701 +/- 3.64%
Current
Service
Members
U.S. adults ages 18+ currently serving
in any branch of the armed forces
N=396 +/-4.88%
Non-
veterans/Civilians
U.S. adults ages 18+ with no current or previous
military service
N=1,000 +/- 3.10%
Employers U.S. adults ages 18+ who have input into hiring
decisions at their company. They do not work in
healthcare, education or for a veteran service
organization. They are non-veterans.
Note: Findings were analyzed in aggregate and by
company size, as defined below.
N=1,000 +/-3.10%
Very Small 1-20 employees N=416 +/-4.75%
Small 21-100 employees N=178 +/-7.31%
Medium 101-1,000 employees N=225 +/-6.50%
Large 1,000+ employees N=181 +/-7.25%
Educators/VSO
Employees
U.S. adults ages 18+ who work in education and/or for
a veteran service organization
N=100 +/- 9.78%
Methodology In-Depth: The Edelman Veterans Well-Being Survey was conducted
between May 18 and June 1, 2017. This 15-minute online survey resulted in n=3,197
respondents, n=1,000 of whom were non-veterans, n=1,097 veterans/military
personnel, n=1,000 employers, and n=100 educators/VSO employees. The specific
breakdown by group is as follows:
Respondents for the study were sourced from the following:
• Veterans and educators were recruited from a paid online panel provided by Lucid, as well as lists provided
by Give an Hour, Student Veterans of America and other veterans’ organizations.
• Non-veterans and employers were recruited exclusively from a paid online panel provided by Lucid.
Page 9
2017 VETERANS WELL-BEING SURVEY

More Related Content

Similar to 2017 Veterans Well-Being Survey

IPR Voya Disability Report 2023
IPR Voya Disability Report 2023IPR Voya Disability Report 2023
IPR Voya Disability Report 2023Olivia Kresic
 
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateChepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateCourtney Gladden
 
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateChepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateCourtney Gladden
 
Ee benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainEe benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainshrm
 
2010 Military Family Lifestyle Survey Results (Slides)
2010 Military Family Lifestyle Survey Results (Slides)2010 Military Family Lifestyle Survey Results (Slides)
2010 Military Family Lifestyle Survey Results (Slides)Stephanie Himel-Nelson
 
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...SHRMRESEARCH
 
The career Paradox for UK women (sectors) FINAL
The career Paradox for UK women (sectors) FINALThe career Paradox for UK women (sectors) FINAL
The career Paradox for UK women (sectors) FINALSallyann Weston-Scales
 
Ee benefits ca-communicatingbenefits
Ee benefits ca-communicatingbenefitsEe benefits ca-communicatingbenefits
Ee benefits ca-communicatingbenefitsshrm
 
2014 Older Workers Survey (Part 2)
2014 Older Workers Survey (Part 2)2014 Older Workers Survey (Part 2)
2014 Older Workers Survey (Part 2)shrm
 
Ee benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainEe benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainshrm
 
Employee Benefits Report 2014 - Sigmar Recruitment
Employee Benefits Report 2014 - Sigmar RecruitmentEmployee Benefits Report 2014 - Sigmar Recruitment
Employee Benefits Report 2014 - Sigmar RecruitmentFrank Farrelly
 
Top 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyTop 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyCareerBuilder
 
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdf
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdfDeloitte Gen Z Millennial Survey 2024_India_Full length report_.pdf
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdfSocial Samosa
 
2014 Aging Workforce Survey: Recruiting and Retention
2014 Aging Workforce Survey: Recruiting and Retention2014 Aging Workforce Survey: Recruiting and Retention
2014 Aging Workforce Survey: Recruiting and RetentionKaren Wessels
 
Strategic Benefits--Leveraging Benefits to Recruit Employees
Strategic Benefits--Leveraging Benefits to Recruit EmployeesStrategic Benefits--Leveraging Benefits to Recruit Employees
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
 
Female Millennials in FS Strategies for a new era of talent - FINAL.PDF
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFFemale Millennials in FS Strategies for a new era of talent - FINAL.PDF
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFMarie Carr
 
Female Millenials in Financial Services
Female Millenials in Financial ServicesFemale Millenials in Financial Services
Female Millenials in Financial ServicesPwC Perú
 
The On-Demand Economy Survey
The On-Demand Economy SurveyThe On-Demand Economy Survey
The On-Demand Economy SurveyBurson-Marsteller
 

Similar to 2017 Veterans Well-Being Survey (20)

Hiring Gen Y
Hiring Gen YHiring Gen Y
Hiring Gen Y
 
IPR Voya Disability Report 2023
IPR Voya Disability Report 2023IPR Voya Disability Report 2023
IPR Voya Disability Report 2023
 
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateChepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
 
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor UpdateChepenik Financial 3rd Quarter (2018) Plan Sponsor Update
Chepenik Financial 3rd Quarter (2018) Plan Sponsor Update
 
Ee benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainEe benefits ca-benefitstoretain
Ee benefits ca-benefitstoretain
 
2010 Military Family Lifestyle Survey Results (Slides)
2010 Military Family Lifestyle Survey Results (Slides)2010 Military Family Lifestyle Survey Results (Slides)
2010 Military Family Lifestyle Survey Results (Slides)
 
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...
 
The career Paradox for UK women (sectors) FINAL
The career Paradox for UK women (sectors) FINALThe career Paradox for UK women (sectors) FINAL
The career Paradox for UK women (sectors) FINAL
 
Ee benefits ca-communicatingbenefits
Ee benefits ca-communicatingbenefitsEe benefits ca-communicatingbenefits
Ee benefits ca-communicatingbenefits
 
2014 Older Workers Survey (Part 2)
2014 Older Workers Survey (Part 2)2014 Older Workers Survey (Part 2)
2014 Older Workers Survey (Part 2)
 
Ee benefits ca-benefitstoretain
Ee benefits ca-benefitstoretainEe benefits ca-benefitstoretain
Ee benefits ca-benefitstoretain
 
Employee Benefits Report 2014 - Sigmar Recruitment
Employee Benefits Report 2014 - Sigmar RecruitmentEmployee Benefits Report 2014 - Sigmar Recruitment
Employee Benefits Report 2014 - Sigmar Recruitment
 
Top 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyTop 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce Study
 
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdf
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdfDeloitte Gen Z Millennial Survey 2024_India_Full length report_.pdf
Deloitte Gen Z Millennial Survey 2024_India_Full length report_.pdf
 
2014 Aging Workforce Survey: Recruiting and Retention
2014 Aging Workforce Survey: Recruiting and Retention2014 Aging Workforce Survey: Recruiting and Retention
2014 Aging Workforce Survey: Recruiting and Retention
 
Strategic Benefits--Leveraging Benefits to Recruit Employees
Strategic Benefits--Leveraging Benefits to Recruit EmployeesStrategic Benefits--Leveraging Benefits to Recruit Employees
Strategic Benefits--Leveraging Benefits to Recruit Employees
 
HR Focus - January 2014
HR Focus - January 2014HR Focus - January 2014
HR Focus - January 2014
 
Female Millennials in FS Strategies for a new era of talent - FINAL.PDF
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFFemale Millennials in FS Strategies for a new era of talent - FINAL.PDF
Female Millennials in FS Strategies for a new era of talent - FINAL.PDF
 
Female Millenials in Financial Services
Female Millenials in Financial ServicesFemale Millenials in Financial Services
Female Millenials in Financial Services
 
The On-Demand Economy Survey
The On-Demand Economy SurveyThe On-Demand Economy Survey
The On-Demand Economy Survey
 

More from Edelman

2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.Edelman
 
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBALEdelman
 
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact StudyEdelman
 
2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle2018 Federal Cabinet Shuffle
2018 Federal Cabinet ShuffleEdelman
 
The Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet ShuffleThe Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet ShuffleEdelman
 
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World 2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World Edelman
 
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman
 
2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional InvestorsEdelman
 
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive SummaryEdelman
 
8 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 20188 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 2018Edelman
 
The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018Edelman
 
2018 Edelman Trust Barometer Special Report: Trust in Brand China
2018 Edelman Trust Barometer Special Report:  Trust in Brand China2018 Edelman Trust Barometer Special Report:  Trust in Brand China
2018 Edelman Trust Barometer Special Report: Trust in Brand ChinaEdelman
 
2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report 2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report Edelman
 
Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018Edelman
 
2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAEEdelman
 
2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia ReportEdelman
 
2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia ResultsEdelman
 
2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa ReportEdelman
 
2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil ReportEdelman
 
Edelman 2018 Federal Budget Update
Edelman 2018 Federal Budget UpdateEdelman 2018 Federal Budget Update
Edelman 2018 Federal Budget UpdateEdelman
 

More from Edelman (20)

2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
 
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
 
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
 
2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle
 
The Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet ShuffleThe Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet Shuffle
 
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World 2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
 
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
 
2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors
 
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
 
8 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 20188 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 2018
 
The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018
 
2018 Edelman Trust Barometer Special Report: Trust in Brand China
2018 Edelman Trust Barometer Special Report:  Trust in Brand China2018 Edelman Trust Barometer Special Report:  Trust in Brand China
2018 Edelman Trust Barometer Special Report: Trust in Brand China
 
2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report 2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report
 
Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018
 
2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE
 
2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report
 
2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results
 
2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report
 
2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report
 
Edelman 2018 Federal Budget Update
Edelman 2018 Federal Budget UpdateEdelman 2018 Federal Budget Update
Edelman 2018 Federal Budget Update
 

Recently uploaded

CT scan of penetrating abdominopelvic trauma
CT scan of penetrating abdominopelvic traumaCT scan of penetrating abdominopelvic trauma
CT scan of penetrating abdominopelvic traumassuser144901
 
180-hour Power Capsules For Men In Ghana
180-hour Power Capsules For Men In Ghana180-hour Power Capsules For Men In Ghana
180-hour Power Capsules For Men In Ghanahealthwatchghana
 
5cladba raw material 5CL-ADB-A precursor raw
5cladba raw material 5CL-ADB-A precursor raw5cladba raw material 5CL-ADB-A precursor raw
5cladba raw material 5CL-ADB-A precursor rawSherrylee83
 
A thorough review of supernormal conduction.pptx
A thorough review of supernormal conduction.pptxA thorough review of supernormal conduction.pptx
A thorough review of supernormal conduction.pptxSergio Pinski
 
In-service education (Nursing Mangement)
In-service education (Nursing Mangement)In-service education (Nursing Mangement)
In-service education (Nursing Mangement)Monika Kanwar
 
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best suppler
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best supplerCas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best suppler
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best supplerSherrylee83
 
Circulation through Special Regions -characteristics and regulation
Circulation through Special Regions -characteristics and regulationCirculation through Special Regions -characteristics and regulation
Circulation through Special Regions -characteristics and regulationMedicoseAcademics
 
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...PhRMA
 
Muscle Energy Technique (MET) with variant and techniques.
Muscle Energy Technique (MET) with variant and techniques.Muscle Energy Technique (MET) with variant and techniques.
Muscle Energy Technique (MET) with variant and techniques.Anjali Parmar
 
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...marcuskenyatta275
 
Tips and tricks to pass the cardiovascular station for PACES exam
Tips and tricks to pass the cardiovascular station for PACES examTips and tricks to pass the cardiovascular station for PACES exam
Tips and tricks to pass the cardiovascular station for PACES examJunhao Koh
 
Is Rheumatoid Arthritis a Metabolic Disorder.pptx
Is Rheumatoid Arthritis a Metabolic Disorder.pptxIs Rheumatoid Arthritis a Metabolic Disorder.pptx
Is Rheumatoid Arthritis a Metabolic Disorder.pptxSamar Tharwat
 
Sonia Journal club presentation (2).pptx
Sonia Journal club presentation (2).pptxSonia Journal club presentation (2).pptx
Sonia Journal club presentation (2).pptxpalsonia139
 
Renal Replacement Therapy in Acute Kidney Injury -time modality -Dr Ayman Se...
Renal Replacement Therapy in Acute Kidney Injury -time  modality -Dr Ayman Se...Renal Replacement Therapy in Acute Kidney Injury -time  modality -Dr Ayman Se...
Renal Replacement Therapy in Acute Kidney Injury -time modality -Dr Ayman Se...Ayman Seddik
 
Mgr university bsc nursing adult health previous question paper with answers
Mgr university  bsc nursing adult health previous question paper with answersMgr university  bsc nursing adult health previous question paper with answers
Mgr university bsc nursing adult health previous question paper with answersShafnaP5
 
PREPARATION FOR EXAMINATION FON II .pptx
PREPARATION FOR EXAMINATION FON II .pptxPREPARATION FOR EXAMINATION FON II .pptx
PREPARATION FOR EXAMINATION FON II .pptxPupayumnam1
 
Cervical screening – taking care of your health flipchart (Vietnamese)
Cervical screening – taking care of your health flipchart (Vietnamese)Cervical screening – taking care of your health flipchart (Vietnamese)
Cervical screening – taking care of your health flipchart (Vietnamese)Cancer Institute NSW
 
Pharmacology of drugs acting on Renal System.pdf
Pharmacology of drugs acting on Renal System.pdfPharmacology of drugs acting on Renal System.pdf
Pharmacology of drugs acting on Renal System.pdfAFFIFA HUSSAIN
 
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale nowSherrylee83
 
Presentació "Advancing Emergency Medicine Education through Virtual Reality"
Presentació "Advancing Emergency Medicine Education through Virtual Reality"Presentació "Advancing Emergency Medicine Education through Virtual Reality"
Presentació "Advancing Emergency Medicine Education through Virtual Reality"Badalona Serveis Assistencials
 

Recently uploaded (20)

CT scan of penetrating abdominopelvic trauma
CT scan of penetrating abdominopelvic traumaCT scan of penetrating abdominopelvic trauma
CT scan of penetrating abdominopelvic trauma
 
180-hour Power Capsules For Men In Ghana
180-hour Power Capsules For Men In Ghana180-hour Power Capsules For Men In Ghana
180-hour Power Capsules For Men In Ghana
 
5cladba raw material 5CL-ADB-A precursor raw
5cladba raw material 5CL-ADB-A precursor raw5cladba raw material 5CL-ADB-A precursor raw
5cladba raw material 5CL-ADB-A precursor raw
 
A thorough review of supernormal conduction.pptx
A thorough review of supernormal conduction.pptxA thorough review of supernormal conduction.pptx
A thorough review of supernormal conduction.pptx
 
In-service education (Nursing Mangement)
In-service education (Nursing Mangement)In-service education (Nursing Mangement)
In-service education (Nursing Mangement)
 
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best suppler
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best supplerCas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best suppler
Cas 28578-16-7 PMK ethyl glycidate ( new PMK powder) best suppler
 
Circulation through Special Regions -characteristics and regulation
Circulation through Special Regions -characteristics and regulationCirculation through Special Regions -characteristics and regulation
Circulation through Special Regions -characteristics and regulation
 
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...
Vaccines: A Powerful and Cost-Effective Tool Protecting Americans Against Dis...
 
Muscle Energy Technique (MET) with variant and techniques.
Muscle Energy Technique (MET) with variant and techniques.Muscle Energy Technique (MET) with variant and techniques.
Muscle Energy Technique (MET) with variant and techniques.
 
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...
TEST BANK for Wilkins’ Clinical Assessment in Respiratory Care, 9th Edition b...
 
Tips and tricks to pass the cardiovascular station for PACES exam
Tips and tricks to pass the cardiovascular station for PACES examTips and tricks to pass the cardiovascular station for PACES exam
Tips and tricks to pass the cardiovascular station for PACES exam
 
Is Rheumatoid Arthritis a Metabolic Disorder.pptx
Is Rheumatoid Arthritis a Metabolic Disorder.pptxIs Rheumatoid Arthritis a Metabolic Disorder.pptx
Is Rheumatoid Arthritis a Metabolic Disorder.pptx
 
Sonia Journal club presentation (2).pptx
Sonia Journal club presentation (2).pptxSonia Journal club presentation (2).pptx
Sonia Journal club presentation (2).pptx
 
Renal Replacement Therapy in Acute Kidney Injury -time modality -Dr Ayman Se...
Renal Replacement Therapy in Acute Kidney Injury -time  modality -Dr Ayman Se...Renal Replacement Therapy in Acute Kidney Injury -time  modality -Dr Ayman Se...
Renal Replacement Therapy in Acute Kidney Injury -time modality -Dr Ayman Se...
 
Mgr university bsc nursing adult health previous question paper with answers
Mgr university  bsc nursing adult health previous question paper with answersMgr university  bsc nursing adult health previous question paper with answers
Mgr university bsc nursing adult health previous question paper with answers
 
PREPARATION FOR EXAMINATION FON II .pptx
PREPARATION FOR EXAMINATION FON II .pptxPREPARATION FOR EXAMINATION FON II .pptx
PREPARATION FOR EXAMINATION FON II .pptx
 
Cervical screening – taking care of your health flipchart (Vietnamese)
Cervical screening – taking care of your health flipchart (Vietnamese)Cervical screening – taking care of your health flipchart (Vietnamese)
Cervical screening – taking care of your health flipchart (Vietnamese)
 
Pharmacology of drugs acting on Renal System.pdf
Pharmacology of drugs acting on Renal System.pdfPharmacology of drugs acting on Renal System.pdf
Pharmacology of drugs acting on Renal System.pdf
 
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now
5CL-ADB powder supplier 5cl adb 5cladba 5cl raw materials vendor on sale now
 
Presentació "Advancing Emergency Medicine Education through Virtual Reality"
Presentació "Advancing Emergency Medicine Education through Virtual Reality"Presentació "Advancing Emergency Medicine Education through Virtual Reality"
Presentació "Advancing Emergency Medicine Education through Virtual Reality"
 

2017 Veterans Well-Being Survey

  • 1. Edelman, a global communications marketing firm, conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America. The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society. In total, Edelman surveyed 3,197 individuals across the United States, including non-veterans/civilians, veterans/military personnel, educators and employers. For this briefing, findings regarding educators are not presented. VETERANS WELL-BEING SURVEY: Focus on Employment, Education and Health 2017 Page 1
  • 2. Employers have misperceptions about veterans’ job skills and education levels. Though 76% of the employers* surveyed want to hire more veterans within their organizations, most have underlying misconceptions about veterans’ education levels, job skills and potential for success. Only 38% of employers believe the skills veterans learn in the military are easily transferable to the public or private sector, while most (62%) believe veterans need to acquire more skills- both hard and soft- before being ready for non-military roles. One of the largest disconnects exists with employers’ views of veterans’ soft skills. Only 19% of employers believe veterans possess effective communication skills, but 58% of employers say communication skills are essential for potential job candidates. In contrast, 64% of veterans believe they possess effective communication skills. 2017 VETERANS WELL-BEING SURVEY Page 2 Q37: Which of the following best represents your views? (n=1,000 Employers) 38% 62% The skills veterans learn in the military are easily transferable to jobs in the public or private sector Veterans may need additional education or training before they are qualified for jobs in the public or private sector Figure 1. Perceptions of Veterans’ Post-Military Job Readiness Figure 2. Skills Employers Believe Veterans Possess * “Employers” are defined as individuals at any level of an organization who actively participate in recruiting, interviewing and hiring potential job candidates. Q42: Which of the following skills/attributes do you believe veterans possess? (n=1,000 Employers) 14% 19% 47% 48% 53% 58% 68% Possess strong interpersonal skills Be an effective communicator Possess resiliency Have the ability to adapt effectively to adversity Work effectively with others to achieve a common goal Have experience working with a team through challenging situations Have a sense of duty and responsibilitySense of duty and responsibility Experience working with a team through challenging situations Work effectively with others to achieve a common goal Adapt effectively to adversity Possess resiliency Effective communicator Possess strong interpersonal skills
  • 3. 49% 52% Compared to average citizens, most veterans have successful careers after leaving the military Compared to average citizens, most veterans do not have successful careers after leaving the military Furthermore, employers have misperceptions about veterans’ education levels and opportunities for career success. Forty-nine percent (49%) of employers believe most veterans do not pursue a college or vocational school degree either during or after their military service. In addition, fewer than 10% believe veterans are more likely than average citizens to obtain a graduate or doctoral degree. Finally, 52% of employers believe, when compared to average citizens, veterans do not have successful careers after leaving the military. Together this data shows while employers are eager to hire more veterans, their misperceptions about veterans’ education, skills and career potential may be inadvertently inhibiting veterans’ employment prospects. Q39. For each set of statements, please select the one that best represents your views. (n= 1,000 Employers) Figure 3. Employers’ Perceptions of Veterans’ Education Levels Page 3 2017 VETERANS WELL-BEING SURVEY Q40: Which of the following best represents your views? (n= 1,000 Employers) Figure 4. Perceptions of Veterans’ Career Success 29% 47% 52% 53% 45% 41% 18% 9% 7% Bachelor's Degree Master's Degree PhD or similar advanced degree Military veterans are more likely than the average citizen to obtain a bachelor’s/ master’s/ PhD or similar advanced degree Military veterans are equally as likely as the average citizen to obtain a bachelor’s / master’s/ PhD or similar advanced degree Military veterans are less likely than the average citizen to obtain a bachelor’s / master’s/ PhD or similar advanced degree
  • 4. Both veterans and employers would welcome internship/apprenticeship programs to encourage veterans’ employment To bridge the skills gaps and recruit more veterans, most employers would be interested in participating in veterans-focused internship/apprenticeship programs. While 50% of the employers surveyed currently have internship/apprenticeship programs at their organizations, only 9% have programs targeted towards veterans. However, 73% of employers believe a veterans internship/apprenticeship program could benefit their companies by helping to attract more veteran applicants (50%) and allowing veterans to develop the skills they need for full-time positions (42%). This is particularly true among employers in large companies (1,000+ employees), 90% of whom believe this type of program would benefit their organizations. In addition, 39% of employers (and 44% of employers at large companies) believe a veterans internship/apprenticeship program would also improve their corporate reputation. Page 4 2017 VETERANS WELL-BEING SURVEY The good news: veterans are eager to participate in these programs. Eighty-six percent (86%) of veterans say they are or would have been interested in participating in an internship/apprenticeship program after their military separation, and 58% of current service members are extremely interested in participating in this type of program after their service. Therefore, the data indicates internship/apprenticeship programs could be a viable way to encourage veteran employment moving forward. Q52: How interested (would you be/would you have been) in participating in an internship or apprenticeship program after leaving the military to help you transition into the private sector? (n=1,097 Veterans; n=396 Current Service Members; n=701 Former Service Members) Figure 5. Veterans’ Interest in Internship/ Apprenticeship Programs 28% 31% 26% 58% 58% 58% Veterans 86% 89% 84%Σ Somewhat/Extremely Current Service Members Former Service Members
  • 5. Page 5 2017 VETERANS WELL-BEING SURVEY Figure 6. Percentage of Employers Who Believe Internship/Apprenticeship Programs Would Benefit Their Organizations Q53: How much do you believe your company could benefit by launching an internship or apprenticeship program geared toward veterans? (Top 2 Box Shown: Extremely Beneficial, Somewhat Beneficial) (n=1,000 Employers; n=416 Very small; n=178 Small; n=225 Medium; n=181 Large) Veterans leave their jobs for the same reasons as non-veterans. When it comes to retention, veterans leave their post-military positions for the same reasons as non-veterans – salary and cultural fit. When asked why they left their last non-military position, 25% of veterans said it was not a good cultural fit and 21% cited inadequate pay. These are the same reasons given by non- veterans, 25% of whom left their last position because of cultural fit and 22% of whom left because of salary. Veterans do not leave their jobs for unique reasons. If employers are having issues with veteran retention, they may need to examine their methods for retaining all employees. Q34: Why did you leave your last [non-military] position? (n=476 Veterans; n=619 Non-veterans) Figure 7. Reasons for Leaving Last Job Not the right fit for me (25%) Not the right fit for me (25%) Pay was not adequate (21%) Pay was not adequate (22%) Management/ Leadership issues (18%) Management/ Leadership issues (15%) Not the field I wanted to be in (15%) I needed to change companies to get to the next level in my career (13%) I needed to change companies to get to the next level in my career (14%) Not the field I wanted to be in (11%) Veterans Non-veterans 73% 60% 71% 86% 90% Employers (Total) Very small Small Medium Large
  • 6. Non-veterans and employers have misconceptions about veterans’ mental health and access to care. Most employers and non-veterans have negative misperceptions of veterans’ access to mental health care. Of those surveyed, fewer than 20% of non-veterans and employers believe veterans have access to good or excellent mental health services, and 70% of non-veterans and 81% of employers believe their communities could do more to support veterans’ mental health. However, 76% of veterans agree they have access to mental health support, and 74% say they know where to go if they or someone they know needs help. This is particularly interesting given that veterans, non-veterans and employers say they experience mental health challenges at similar rates. Of those surveyed, 46% of veterans, 35% of non-veterans and 40% of employers say they experienced a mental health challenge in the last year. However, veterans are more likely to seek help than their non-veteran and employer counterparts. Among those who experienced a mental health issue, 70% of veterans say they sought help (specifically from a government agency (24%) or Veterans’ Affairs (20%)), compared to only 61% of non- veterans and 62% of employers. This indicates that veterans have access to services and are willing to seek mental health when they need it, which is not always the case for employers and non- veterans. Page 6 2017 VETERANS WELL-BEING SURVEY Q17: Please complete the following sentence with one response below: Within the past year, I have… (n=507 Veterans; n=347 Non-veterans; n=402 Employers) Q18: You indicated that you experienced a moment when you had a mental health challenge within the last year. Did you get help? (n=507 Veterans; n=347 Non-veterans; n=402 Employers) Figure 8. Mental Health Challenges and Treatment by Audience 46% 35% 40% 70% 61% 62% Veterans Non-veterans Employers Expereienced a mental health challenge Sought help
  • 7. Page 7 2017 VETERANS WELL-BEING SURVEY A social disconnect exists between veterans and non-veterans. An underlying social disconnect between veterans, non-veterans and employers may put veterans at a disadvantage. Of those surveyed, most employers (75%) and non- veterans (60%) say they are close with a friend or family member who is a veteran, but fewer than 30% say they have a lot in common with veterans. At the same time, more than 60% of employers and non-veterans believe society views veterans as heroes, but 30% or fewer believe society views veterans as average citizens or strategic assets. In addition, 65% of non-veterans and 75% of employers wish they understood more about veterans’ experiences. The perspective that veterans are different from non-veterans, employers and average citizens implies a social disconnect exists between veterans and these groups. Improving this connection may be necessary to help improve veterans’ social and employment prospects following their service. Q12b: How much do you agree or disagree with the following statements? (n=1,000 Employers; n=1,000 Non-veterans) Figure 9. Relationship with Veterans Q11. In your opinion, how are veterans typically viewed? Veterans are viewed as… (n=1,000 Employers; n=1,000 Non-veterans) Figure 10. How Veterans are Viewed in Society 15% 26% 20% 30% 7% 34% 6% 45% Non-veterans Employers Somewhat/Strongly 22% 60% 26% 75% Non-veterans Employers Heroes 19% 25% 30% 71% 16% 24% 29% 64% Average Citizens Victims Strategic Assets I have a lot in common with veterans I am close to my friends or relatives who are veterans
  • 8. Overall, the study’s findings imply various misperceptions exist about veterans and may be inhibiting their employment and social opportunities. These misperceptions relate to all facets of veterans’ lives, including job skills, education levels, mental health and their role in society. To improve veterans’ prospects, both non-veterans and employers need a more accurate understanding of who veterans are and the value they bring to both their organizations and communities. Non-veterans and employers want to know more about veterans, and employers are open to opportunities to integrate veterans into their organizations. Simply, non-veterans and employers need more education to help better relate to their veteran counterparts. For more information about the study and these findings, please contact Justin Platt at Justin.Platt@Edelman.com Page 8 2017 VETERANS WELL-BEING SURVEY
  • 9. Audience Description Sample Size Margin of Error Veterans/Military Personnel U.S. adults ages 18+ who currently or have previously served in the armed forces Note: Veterans and active military personnel were analyzed both separately and in aggregate. In most instances, there was no significant difference between the groups and, as such, they have been reported in aggregate for this briefing. N=1,097 +/- 2.96% Former Service Members U.S. adults ages 18+ who have previously served in any branch of the armed forces N=701 +/- 3.64% Current Service Members U.S. adults ages 18+ currently serving in any branch of the armed forces N=396 +/-4.88% Non- veterans/Civilians U.S. adults ages 18+ with no current or previous military service N=1,000 +/- 3.10% Employers U.S. adults ages 18+ who have input into hiring decisions at their company. They do not work in healthcare, education or for a veteran service organization. They are non-veterans. Note: Findings were analyzed in aggregate and by company size, as defined below. N=1,000 +/-3.10% Very Small 1-20 employees N=416 +/-4.75% Small 21-100 employees N=178 +/-7.31% Medium 101-1,000 employees N=225 +/-6.50% Large 1,000+ employees N=181 +/-7.25% Educators/VSO Employees U.S. adults ages 18+ who work in education and/or for a veteran service organization N=100 +/- 9.78% Methodology In-Depth: The Edelman Veterans Well-Being Survey was conducted between May 18 and June 1, 2017. This 15-minute online survey resulted in n=3,197 respondents, n=1,000 of whom were non-veterans, n=1,097 veterans/military personnel, n=1,000 employers, and n=100 educators/VSO employees. The specific breakdown by group is as follows: Respondents for the study were sourced from the following: • Veterans and educators were recruited from a paid online panel provided by Lucid, as well as lists provided by Give an Hour, Student Veterans of America and other veterans’ organizations. • Non-veterans and employers were recruited exclusively from a paid online panel provided by Lucid. Page 9 2017 VETERANS WELL-BEING SURVEY