The document discusses strategies for organizations to recruit and support military veterans. It provides background on the large number of veterans transitioning from the military each year and their unemployment rates. It then outlines high-level strategies such as enhancing veteran recruiting through targeted sourcing, building cultural awareness between the military and corporate worlds, establishing internal veteran affinity groups, engaging in outreach program marketing, and leveraging external veteran support resources. The goal is for organizations to attract, retain and unlock the full potential of veteran talent.

1. Boots to Briefcases
Thin Red Line Consulting, LLC
On-Boarding Veteran Talent in
Your Organization
February 2011
544 Pine Lawn Parkway
Verona, WI 53593
Phone: 608-333-2949
E-Mail: tangle@trl-consulting.com
Web: www.trl-consulting.com

2. 2 Boots to Briefcases
Background
Diversity initiatives have grabbed increasing attention in all business sectors over the past
several decades. Recognition by executive leaders of the benefits to championing diverse
recruiting and retention programs aimed at enhancing demographic representation within
corporate walls is on the rise. The return on investment (ROI) for such initiatives, both in terms
of workforce productivity and organizational bottom line, has extended their recognized
value proposition beyond traditional EEOC diversity factors focused on racial, cultural, and
gender representation. More than ever, organizations are elevating their understanding of
the potential benefits to including military veterans within active diversity programs.
Since 2001, more than three million veterans of the global War on Terror have transitioned
from “boots to briefcases.” The skills, experiences, and leadership abilities of these veterans
pose tremendous opportunities to organizations poised for an impending (or already
commencing) war for talent. However, many of the issues and experiences of former service
members also create significant risks for civilian employers unequipped with strategies for
supporting this at-risk population.
The organizational benefits associated with increased focus on veterans’ issues as they
impact workplaces are clear. Being a champion of diverse is recognized as an important
driver of recruiting and engagement réputation for most companies. Beyond that, however,
are issues of the growing talent and leadership shortages that will accompany the exodus of
Baby Boomers from the American workforce. Organizational risk management should also
be considered with regard to the employment of veterans’. With Post-Traumatic Stress
(PTSD) and Traumatic Brain Injury (TBI) likely to affect an estimated 15-20% of all OIF/OEF
returning vétérans, organizations with vétérans employées have a unique need to
understand thèse issues and to providing mitigating and preventative stratégies.
Addressing vétéran intégration and réintégration needs through compréhensive
organizational stratégies bolsters existing risk management policies and practices, but also
supports and leverages the positive skills and expériences with which military vétérans return
to the workforce. Those companies and organizations that actively promote vétéran
support and intégration programs will reap a definite compétitive advantage over the next
several décades.
The elements of a successful veterans' integration/reintegration program are presented in
this white paper. While certainly not comprehensive, the focus areas provide the foundation
for building and customizing a veterans' program within any organizational culture.
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Veteran Facts
• Over 300,000 active duty and reserve component service members exit the military
annually, according to recent Department of Defense (DoD) figures
• Over 22 million current veterans in the United States
• Unemployment rates for veterans of Iraq and Afghanistan conflicts have risen to over
15%
• Current Veterans Administration data indicates nearly ¼ of returning Operation
Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF) suffer from Post-Traumatic
Stress Disorder (PTSD)
• Only 4% of Fortune 500 companies report targeted on-boarding and internal veterans’
support programs
• Less than 15% of Fortune 500 companies actively identify military veterans as targets of
established diversity initiatives, despite reporting veteran EEO demographics
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High-Level Strategies
Enhanced Veterans’ Recruiting
Strategic staffing has become a sophisticated function in most organizations. The use of
social media, as well as myriad recruiting websites and job posting sites, increasingly
automated sourcing and screening tools, and comprehensive HRIS systems, have changed
the landscape of corporate recruiting in the past decade. However, HR executives (and
even more so, staffing specialists) are finding themselves in an increasingly crowded and
competitive marketplace, particularly in the search for specialized skill sets and experienced
external leaders.
Organizations relying primarily on large online job boards are likely to struggle in diversity
recruiting. It is difficult to tap into specific ethnic, cultural, or gender populations with such a
widespread sourcing strategy. Similarly, in the sourcing of veterans, a shotgun approach
may result in a high quantity of potential applicants, but very possibly a distressingly low
percentage of high quality veteran candidates. Instead, recruiters would be well served to
develop active search and sourcing strategies that recognize the unique online affinity
communities to which military veterans are both attracted and directed. Understanding the
recommended veteran job search strategies and avenues that have sprouted over the past
decade and engaging in social media dialogues with these affinity groups will pay much
higher dividends than more traditional sourcing practices.
For example, many larger corporations recognize the synergy between marketing business
intelligence functions and military intelligence and cryptology skill sets. But recruiting
traditional sourcing strategies are often ignorant to the job search and resume posting sites
developed specifically for veterans possessing Secret and Top-Secret security clearances
(often a proxy for intelligence and/or cryptologic experience). Even where corporate
recruiters do have knowledge of these targeted sites, direct access to these sites can be
difficult without having developed relationships and a sourcing network with “keyholders” to
these affinity sites.
Building Cultural Awareness
Research shows that misperceptions abound regarding the gap between military
and corporate cultures. Veterans bring many misperceptions of the civilian
workplace, and corporate America holds equally inaccurate perceptions of military
culture, leadership, and transferrable skills. Focusing organizational attention on
building bridges with veterans and breaking down biases and misrepresentations on
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both sides of this cultural divide takes time. But those companies who have
undertaken such efforts, typically through guided focus groups and transparent
acknowledgement of cultural issues, have become beacons for attracting veteran
talent.
The foundation for such a cultural bridge lies in organizations immersing themselves in
the acquisition of knowledge about what it means to be a military veteran, as well as
what it does not mean. By leveraging existing veterans already employed by the
organization, key internal leaders (not simply those in HR doing the hiring) gain
valuable understanding of where their own perceptions of military service may be
misleading. Equally important, such focus groups aid in identifying where existing
strengths within the organization can help facilitate broader cultural awareness of
veterans’ issues.
An easily recognized misperception, for example, is that military leadership is
authoritative, hierarchical, and overly transactional. In actuality, many veterans have
reported surprise at finding corporate leadership sometimes less emotionally
intelligent than those under whom they served in uniform. Clearly these are both
over-generalizations. But the stereotypes (and the accuracy of them) are important
to uncover if the full potential of veteran talent is to be leveraged. Just as there are
more or less transactional and transformational leader in any organization, so too are
there transactional and transformational leaders found at all levels of the military. The
key is to identify which leadership style best fits the organization and role being filled
and to accurately assess the talent available (veteran or not) for suitability of fit.
Internal Affinity Groups
A growing trend in the diversity movement is the leveraging of internal affinity groups.
Social psychologists have long known the power of commonality in helping drive
interpersonal bonds, friendships, and supportive work environments. It’s no
coincidence that leading workforce engagement applications focus attention on
the internal relationships individuals report in their work setting, with their leaders and
with their peers. Diversity initiatives frequently develop internal support and
development teams (formally and informally) focused around particular
demographic groups. The same energy should drive organizations to erect similar
affinity groups to serve, encourage, and support military veterans.
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Internal affinity groups (whether formally structured or loosely affiliated) provide a
source of common understanding, support, and recognition for their affiliates. As
military veterans integrate/reintegrate into corporate work environments, particularly
following combat deployments, there often exists a significant perceptual chasm as a
result of the traumatic experiences a veteran has undergone. Yet, having an
identified individual or group of individuals who have also witnessed and participated
in the types of experiences combat veterans have is often a vital link to easing the
transition period back into society and the workplace.
Interestingly, a 2005 survey of corporate employees who had served in the military
revealed significantly higher levels of altruistic and empathetic yearnings to welcome
back fellow returning soldiers than were held by non-veteran employees. The same
study also demonstrated a high level of frustration by veteran employees due to a
perceived lack of corporate structure and/or support for their involvement in
reintegration situations.
The benefits of internal affinity groups is doubled, in that it aids in the transition of
veterans into the organization and it builds a sense of community and ultimately
connection and commitment between other military veterans at the organization.
It’s a win-win all around!
Outreach Program Marketing
Without a doubt, the on-boarding of any group of employees can be a complex
undertaking. For diversity groups, extra steps often need to be taken to create an
environment that is both welcoming and supportive. When done well, these on-
boarding efforts succeed in tapping into a deeper level of commitment and
performance than would be otherwise possible. With veterans, there exist significant
external resources that can greatly facilitate organizations as they embark on the
journey to fully embrace the experiences, skills, and leadership of veterans within their
walls. And these are resources that can also offer significant protections to
organizations whose employees are faced with the possibility (or likelihood) of
significant transition issues. Some of these resources include:
• Mental health services, including local Veterans’ Administration programs and
offerings
• Military community support networks and outreach centers
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• Veterans’ educational benefit programs (State & Federal)
• External veterans’ affinity groups & community involvement
The point here is not to identify all germane resources available in an organization’s
community. Rather, it is to emphasize that fully embracing the on-boarding of
veterans into an organization can only be accomplished through a holistic and
comprehensive understanding of the network of resources available. The more
publicly an organization reaches and the strong its marketing of available (and
encouraged) resources, the more attractive that organization becomes as being
perceived as both veteran-friendly and veteran-supportive.
Taken a step further, many organizations are pursuing broad partnerships with local
social, economic, and educational institutions focused on building strong veterans’
resources for this diversity group. Some have even extended their focus to include
support for veterans’ families, a strategy of particular relevance to the thousands of
National Guard and reserve soldiers and their families throughout the workforce.
Summary
For all organizations, the pressure to attract, land, and retain key talent is building.
The next decade could prove to be the tipping point between those companies who
have devoted time and resources to understand the changing landscape of the
American workforce. Among the underutilized, and often misunderstood, talent pool
fall military veterans. Business leaders who recognize this relatively untapped source
of technical skill and significant leadership experience may very well be those who
survive the upcoming War for Talent.
Organizations must:
• Strengthen the targeted and strategic sourcing of military veterans with skill sets
aligned with organizational direction
• Raise awareness of military culture and the corresponding perceptions &
misperceptions of veterans’ experiences and leadership
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• Leverage existing veterans in the development of veteran-focused, internal
affinity groups
•
• Fully develop and market external veterans’ support resources
By utilizing, leveraging and expanding upon the programs and approaches already
built to support diversity initiatives, organizations can position themselves to not only
successfully seek out valuable veteran talent, but to retain and fully unlock the
potential of these individuals.
For more information on how to better manage veteran talent in your organization,
please contact us at:
Thin Red Line Consulting, LLC
www.trl-consulting.com
608.333.2949
Thin Red Line Consulting, LLC