This document discusses best practices for establishing successful veteran hiring programs. It provides an overview of key lessons which include starting with a shoestring budget and passion, enlisting existing veteran employees, and gaining top-down support. The document also covers military terminology, ranks, benefits, common qualities of veterans, strategies for measuring success, and resources for additional information.
Best Practices in Recruiting & Hiring Military Veterans Workology
Recruiting military veterans starts with research, careful planning and an understanding of the culture, organizational structure and experiences of these highly trained future employees. Learn how to engage military veterans, how to extend job offers and how to translate their work experience beyond their MOS.
Hear how to hire veterans and military using online and internet strategies to build relationships and network to drive qualified candidates into your talent pipeline.
This document provides information and advice for interpreting military resumes and hiring veteran candidates. It discusses researching military terms and ranks, avoiding discriminatory questions, translating common military jobs and skills to civilian equivalents, and using a military skills crosswalk to find the best match between a veteran's experience and open civilian positions. Recommendations include understanding basic military culture, using military language in job postings, making job descriptions specific, and adding Military Occupational Specialties to job requisitions.
The document discusses challenges faced by veterans reintegrating into civilian life, including social isolation, mental health issues, and lack of understanding of available benefits. It states that around 44% of veterans experience readjustment difficulties, and depression alone could cost the US $83.1 billion per year in lost productivity. Over 50% of veterans do not fully understand the benefits available to them. However, the document also notes that service opportunities can help veterans regain a sense of purpose, and that 92% want to continue contributing to their community. It concludes by outlining the Information Services Department's plan to identify and hire veterans through various partnerships and training programs.
This document provides information and resources to help employers understand military experience and translate military skills to civilian jobs. It includes guides on how to interpret military resumes, common skills gained from military service, translating ranks and terms, and strategies for recruiting veterans such as developing a military recruiting plan, leveraging networks, marketing as veteran-friendly, and using federal programs. Translation tools are referenced to help match military occupations to equivalent civilian roles.
The document provides career advice and resume writing tips for veterans and military spouses. It includes sections on general good practices, problem areas to avoid, how to translate military experience, and resources for transitioning. Example resumes are also provided of a veteran transitioning to civilian work and a military spouse.
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
Sailors can start right and have a strong foundation when they have a clear picture on what to expect in advancement & other career related issue via FTSW. Mentors must also be aware and updated on this topic on a regular basis to be effective counselors.
This job announcement is for a Human Resources Assistant position with the Missouri National Guard located in Jefferson Barracks, MO. The salary range is $27,990 to $45,376 per year. Applicants must be current members of the Missouri Army National Guard with an MOS of 42 or 92. Duties include military personnel work, administrative tasks, and completing required documentation. Applicants must submit an application package including a qualifications questionnaire, resume, AGMO Form 335-1-R, and transcripts if using education to qualify. The deadline to apply is October 18, 2012.
Best Practices in Recruiting & Hiring Military Veterans Workology
Recruiting military veterans starts with research, careful planning and an understanding of the culture, organizational structure and experiences of these highly trained future employees. Learn how to engage military veterans, how to extend job offers and how to translate their work experience beyond their MOS.
Hear how to hire veterans and military using online and internet strategies to build relationships and network to drive qualified candidates into your talent pipeline.
This document provides information and advice for interpreting military resumes and hiring veteran candidates. It discusses researching military terms and ranks, avoiding discriminatory questions, translating common military jobs and skills to civilian equivalents, and using a military skills crosswalk to find the best match between a veteran's experience and open civilian positions. Recommendations include understanding basic military culture, using military language in job postings, making job descriptions specific, and adding Military Occupational Specialties to job requisitions.
The document discusses challenges faced by veterans reintegrating into civilian life, including social isolation, mental health issues, and lack of understanding of available benefits. It states that around 44% of veterans experience readjustment difficulties, and depression alone could cost the US $83.1 billion per year in lost productivity. Over 50% of veterans do not fully understand the benefits available to them. However, the document also notes that service opportunities can help veterans regain a sense of purpose, and that 92% want to continue contributing to their community. It concludes by outlining the Information Services Department's plan to identify and hire veterans through various partnerships and training programs.
This document provides information and resources to help employers understand military experience and translate military skills to civilian jobs. It includes guides on how to interpret military resumes, common skills gained from military service, translating ranks and terms, and strategies for recruiting veterans such as developing a military recruiting plan, leveraging networks, marketing as veteran-friendly, and using federal programs. Translation tools are referenced to help match military occupations to equivalent civilian roles.
The document provides career advice and resume writing tips for veterans and military spouses. It includes sections on general good practices, problem areas to avoid, how to translate military experience, and resources for transitioning. Example resumes are also provided of a veteran transitioning to civilian work and a military spouse.
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
Sailors can start right and have a strong foundation when they have a clear picture on what to expect in advancement & other career related issue via FTSW. Mentors must also be aware and updated on this topic on a regular basis to be effective counselors.
This job announcement is for a Human Resources Assistant position with the Missouri National Guard located in Jefferson Barracks, MO. The salary range is $27,990 to $45,376 per year. Applicants must be current members of the Missouri Army National Guard with an MOS of 42 or 92. Duties include military personnel work, administrative tasks, and completing required documentation. Applicants must submit an application package including a qualifications questionnaire, resume, AGMO Form 335-1-R, and transcripts if using education to qualify. The deadline to apply is October 18, 2012.
This document provides an overview of the federal hiring process and resources for veterans. It discusses federal hiring programs that provide preferences for veterans, as well as programs for military spouses. It also covers how to write an effective federal resume, find job openings on USAJOBS, and navigate the application and hiring process. Key aspects include analyzing job announcements for keywords, understanding how veterans' preference works, following up on applications, and preparing for interviews. The overall document aims to help veterans understand hiring resources and how to maximize their candidacy for federal positions.
The document provides guidance on writing a federal resume. It recommends using a reverse chronological format and highlighting relevant experience, accomplishments, and qualifications. It emphasizes tailoring the resume for each specific job by reviewing the job opportunity announcement to identify important keywords and requirements to address. The document also suggests thinking creatively to include leadership roles, volunteer work, projects, and other experiences to showcase skills and qualifications for the role.
This job announcement is for a Human Resources Assistant position with the Missouri National Guard located in Jefferson City, Missouri. The position is a permanent excepted service job at the GS-04, 05, or 06 level, paying between $27,990 and $45,376 annually. Applicants must be current members of the Missouri Army National Guard with an appropriate MOS. Duties include assisting with administration of military personnel programs, processing personnel actions, and providing administrative support related to military human resources. Qualifications required specialized experience applying military human resources rules and procedures, commensurate with the grade level. The application deadline is October 17, 2012.
MAJ Smith's performance is clearly the best of the 9 majors I currently rate, and his performance ranks within the top 1% of majors with whom I’ve worked or encountered in over 20 years of service. MAJ Smith performs within the top third of the majors I currently rate, and his performance ranks within the top 10% of majors with whom I’ve worked or encountered in over 20 years of service. MAJ Smith has clearly demonstrated the potential to continue to serve at this grade.
Some information about the Oregon State MBA program. Presentation includes general information on the benefits of an MBA, as well as specific topics pertaining to our offering, including format, admissions, tuition and fees and scholarship information.
Moving the Canadian Armed Forces Towards a Competency Based ArchitectureRemi Tremblay
This presentation provides an overview of some of the initial drivers to move the Canadian Armed Forces towards a competency based approach to enhance professional development.
Contains information about Military Resume services offered by CareerProPlus.com. We will help veterans get federal, corporate and contractor jobs, in addition to helping military spouses.
The document provides information about a guaranteed membership scheme for armed forces personnel with the Chartered Management Institute (CMI). It summarizes the benefits of CMI membership including recognition of managerial achievements, access to management development programs, career advice and networking opportunities. It outlines a special arrangement that allows serving and retired military personnel to qualify for fast-track membership at levels mapped to their rank, without an assessment fee. An application form is included for armed forces personnel to apply for guaranteed fast-track membership under this scheme.
This document provides information about Military to Corporate (M2C), a specialized recruitment firm that places military veterans in corporate jobs. M2C is staffed by ex-military officers and management consultants who understand both the military and corporate worlds. They have an extensive database of over 5000 officers and 15,000 non-commissioned officers seeking corporate roles. M2C aims to match veterans' skills and experiences to appropriate jobs through a holistic screening and fitting process. The document discusses common myths around veteran hiring and outlines the valuable skills and attributes veterans gain from their military experience.
The document provides guidance on writing curriculum vitae (CVs) and resumes, noting that CVs are longer documents that provide more detailed information on one's education and experience over multiple pages, while resumes are shorter summaries typically 1-2 pages; it outlines the key components that should be included in a CV like contact information, objective statement, skills, education history, experience, personal profile, and references.
#NG754814 (Training Technician GS-09/11, Jefferson Barracks, MO) (Army vacancy)Steven Brothers
This job announcement is for a Training Technician position with the Missouri National Guard located at Jefferson Barracks, MO. The position is full time and permanent with a salary range of $47,448 to $74,628 per year. Duties include formulating, overseeing and evaluating training programs for the command. Qualifications required are 36 months of specialized experience for the GS-11 level and 24 months for the GS-09 level in developing and evaluating training plans. The position will be filled at either the GS-09 or GS-11 level. Applicants must be current members of the Missouri Army National Guard.
8 Military to Civilian Mapping of the MapMichael Sayre
This document discusses improving the military to civilian transition process for veterans pursuing higher education. It proposes matching military occupations to academic degrees to help veterans select majors. It also recommends examining courses to make them more relevant for non-traditional students with work experience. The document advocates consulting military and academic experts to develop resources mapping occupations to degrees. It notes constraints of VA benefits on degree changes and durations of benefits. Finally, it discusses implications of degree requirements from an enlisted service member's perspective.
Career Guidance - Resume Writing and Interview SkillsWUZZUF
This presentation is for you if you want to know about the following:
-Difference between CV & resume.
-CV writing techniques (format & content).
-Interview phases and preparation (before, during & after)
For more career guidance topics visit our blog http://goo.gl/SwNe0w
This document discusses how LinkedIn can help the over 250,000 veterans who transition from the military to civilian jobs each year. It outlines how LinkedIn allows veterans to translate their military skills and experiences into a professional format, leverage their connections, and showcase accomplishments to potential employers. Specific features of LinkedIn mentioned include tracking performance reports and awards, obtaining letters of recommendation from commanders, and engaging with groups and organizations to grow professional networks.
This document provides guidance on completing the Texas State employment application. It emphasizes that the application should be complete, thorough, and focused on addressing the minimum requirements and essential functions of the posted job. Key points include fully answering all application questions; ensuring education, experience, licenses, and skills are relevant to the job; quantifying accomplishments; and being honest yet positive about work history. The application will be the primary basis for evaluation, so it is important to clearly demonstrate how you meet the job requirements.
This document provides guidance on writing evaluations for Navy Career Counselors (NCCs/NC1s) being considered for selection to Chief Petty Officer. It discusses areas the selection board considers important like command impact, leadership, collateral duties, and professional development. It offers examples of strong wording to use in the opening statement, when discussing leadership accomplishments, sailor development, and closing remarks. The document also reviews the Navy Counselor Labor Distribution Report and selection precepts to understand expectations for the rating. Overall, it aims to help NCCs craft evaluations that best highlight their qualifications and merit selection to Chief.
Managing Performance Using Job Descriptions AlphaStaff
Job descriptions are an essential tool for every employer. They can and should be used in all aspects of the employment relationship, including recruiting, hiring, performance management, discipline and separation. Doing so improves morale and helps employers defend discrimination, retaliation and other legal claims.
Presented by Jackson Lewis.
Ernst & Young (E&Y) is a global professional services firm headquartered in London, United Kingdom with over 167,000 employees working across 700 offices in 140 countries. In India, E&Y has over 4,500 employees working in various offices. The document discusses E&Y's integrated HR transformation framework, including their approaches to staffing, recruitment, training, performance management and developing a high-performance culture.
Homeless female veterans face numerous challenges. They have a 4 times higher risk of homelessness than male veterans due to issues such as lack of income, affordable housing, mental health problems, and military sexual trauma. About 7% of the homeless veteran population, or 6,500-7,000 individuals, are women. The Centers for Women Veterans provide healthcare, benefits assistance, and other services to help homeless female veterans address their unique needs.
Female veterans and post traumatic stress disorderCara Lynn Mallow
This document summarizes the history of women's roles in the military and discusses trauma experienced by women veterans, particularly post-traumatic stress disorder (PTSD) and military sexual trauma (MST). It traces the increasing roles of women from the American Revolution to present-day conflicts. It then discusses the high rates of trauma experienced by women veterans both during childhood and military service. Symptoms and treatments for PTSD and MST are outlined. The document advocates for trauma-informed care for women veterans and lists resources for support.
This document provides an overview of the federal hiring process and resources for veterans. It discusses federal hiring programs that provide preferences for veterans, as well as programs for military spouses. It also covers how to write an effective federal resume, find job openings on USAJOBS, and navigate the application and hiring process. Key aspects include analyzing job announcements for keywords, understanding how veterans' preference works, following up on applications, and preparing for interviews. The overall document aims to help veterans understand hiring resources and how to maximize their candidacy for federal positions.
The document provides guidance on writing a federal resume. It recommends using a reverse chronological format and highlighting relevant experience, accomplishments, and qualifications. It emphasizes tailoring the resume for each specific job by reviewing the job opportunity announcement to identify important keywords and requirements to address. The document also suggests thinking creatively to include leadership roles, volunteer work, projects, and other experiences to showcase skills and qualifications for the role.
This job announcement is for a Human Resources Assistant position with the Missouri National Guard located in Jefferson City, Missouri. The position is a permanent excepted service job at the GS-04, 05, or 06 level, paying between $27,990 and $45,376 annually. Applicants must be current members of the Missouri Army National Guard with an appropriate MOS. Duties include assisting with administration of military personnel programs, processing personnel actions, and providing administrative support related to military human resources. Qualifications required specialized experience applying military human resources rules and procedures, commensurate with the grade level. The application deadline is October 17, 2012.
MAJ Smith's performance is clearly the best of the 9 majors I currently rate, and his performance ranks within the top 1% of majors with whom I’ve worked or encountered in over 20 years of service. MAJ Smith performs within the top third of the majors I currently rate, and his performance ranks within the top 10% of majors with whom I’ve worked or encountered in over 20 years of service. MAJ Smith has clearly demonstrated the potential to continue to serve at this grade.
Some information about the Oregon State MBA program. Presentation includes general information on the benefits of an MBA, as well as specific topics pertaining to our offering, including format, admissions, tuition and fees and scholarship information.
Moving the Canadian Armed Forces Towards a Competency Based ArchitectureRemi Tremblay
This presentation provides an overview of some of the initial drivers to move the Canadian Armed Forces towards a competency based approach to enhance professional development.
Contains information about Military Resume services offered by CareerProPlus.com. We will help veterans get federal, corporate and contractor jobs, in addition to helping military spouses.
The document provides information about a guaranteed membership scheme for armed forces personnel with the Chartered Management Institute (CMI). It summarizes the benefits of CMI membership including recognition of managerial achievements, access to management development programs, career advice and networking opportunities. It outlines a special arrangement that allows serving and retired military personnel to qualify for fast-track membership at levels mapped to their rank, without an assessment fee. An application form is included for armed forces personnel to apply for guaranteed fast-track membership under this scheme.
This document provides information about Military to Corporate (M2C), a specialized recruitment firm that places military veterans in corporate jobs. M2C is staffed by ex-military officers and management consultants who understand both the military and corporate worlds. They have an extensive database of over 5000 officers and 15,000 non-commissioned officers seeking corporate roles. M2C aims to match veterans' skills and experiences to appropriate jobs through a holistic screening and fitting process. The document discusses common myths around veteran hiring and outlines the valuable skills and attributes veterans gain from their military experience.
The document provides guidance on writing curriculum vitae (CVs) and resumes, noting that CVs are longer documents that provide more detailed information on one's education and experience over multiple pages, while resumes are shorter summaries typically 1-2 pages; it outlines the key components that should be included in a CV like contact information, objective statement, skills, education history, experience, personal profile, and references.
#NG754814 (Training Technician GS-09/11, Jefferson Barracks, MO) (Army vacancy)Steven Brothers
This job announcement is for a Training Technician position with the Missouri National Guard located at Jefferson Barracks, MO. The position is full time and permanent with a salary range of $47,448 to $74,628 per year. Duties include formulating, overseeing and evaluating training programs for the command. Qualifications required are 36 months of specialized experience for the GS-11 level and 24 months for the GS-09 level in developing and evaluating training plans. The position will be filled at either the GS-09 or GS-11 level. Applicants must be current members of the Missouri Army National Guard.
8 Military to Civilian Mapping of the MapMichael Sayre
This document discusses improving the military to civilian transition process for veterans pursuing higher education. It proposes matching military occupations to academic degrees to help veterans select majors. It also recommends examining courses to make them more relevant for non-traditional students with work experience. The document advocates consulting military and academic experts to develop resources mapping occupations to degrees. It notes constraints of VA benefits on degree changes and durations of benefits. Finally, it discusses implications of degree requirements from an enlisted service member's perspective.
Career Guidance - Resume Writing and Interview SkillsWUZZUF
This presentation is for you if you want to know about the following:
-Difference between CV & resume.
-CV writing techniques (format & content).
-Interview phases and preparation (before, during & after)
For more career guidance topics visit our blog http://goo.gl/SwNe0w
This document discusses how LinkedIn can help the over 250,000 veterans who transition from the military to civilian jobs each year. It outlines how LinkedIn allows veterans to translate their military skills and experiences into a professional format, leverage their connections, and showcase accomplishments to potential employers. Specific features of LinkedIn mentioned include tracking performance reports and awards, obtaining letters of recommendation from commanders, and engaging with groups and organizations to grow professional networks.
This document provides guidance on completing the Texas State employment application. It emphasizes that the application should be complete, thorough, and focused on addressing the minimum requirements and essential functions of the posted job. Key points include fully answering all application questions; ensuring education, experience, licenses, and skills are relevant to the job; quantifying accomplishments; and being honest yet positive about work history. The application will be the primary basis for evaluation, so it is important to clearly demonstrate how you meet the job requirements.
This document provides guidance on writing evaluations for Navy Career Counselors (NCCs/NC1s) being considered for selection to Chief Petty Officer. It discusses areas the selection board considers important like command impact, leadership, collateral duties, and professional development. It offers examples of strong wording to use in the opening statement, when discussing leadership accomplishments, sailor development, and closing remarks. The document also reviews the Navy Counselor Labor Distribution Report and selection precepts to understand expectations for the rating. Overall, it aims to help NCCs craft evaluations that best highlight their qualifications and merit selection to Chief.
Managing Performance Using Job Descriptions AlphaStaff
Job descriptions are an essential tool for every employer. They can and should be used in all aspects of the employment relationship, including recruiting, hiring, performance management, discipline and separation. Doing so improves morale and helps employers defend discrimination, retaliation and other legal claims.
Presented by Jackson Lewis.
Ernst & Young (E&Y) is a global professional services firm headquartered in London, United Kingdom with over 167,000 employees working across 700 offices in 140 countries. In India, E&Y has over 4,500 employees working in various offices. The document discusses E&Y's integrated HR transformation framework, including their approaches to staffing, recruitment, training, performance management and developing a high-performance culture.
Homeless female veterans face numerous challenges. They have a 4 times higher risk of homelessness than male veterans due to issues such as lack of income, affordable housing, mental health problems, and military sexual trauma. About 7% of the homeless veteran population, or 6,500-7,000 individuals, are women. The Centers for Women Veterans provide healthcare, benefits assistance, and other services to help homeless female veterans address their unique needs.
Female veterans and post traumatic stress disorderCara Lynn Mallow
This document summarizes the history of women's roles in the military and discusses trauma experienced by women veterans, particularly post-traumatic stress disorder (PTSD) and military sexual trauma (MST). It traces the increasing roles of women from the American Revolution to present-day conflicts. It then discusses the high rates of trauma experienced by women veterans both during childhood and military service. Symptoms and treatments for PTSD and MST are outlined. The document advocates for trauma-informed care for women veterans and lists resources for support.
Female veterans face greater challenges finding employment compared to male veterans and non-veteran women. They are often not viewed as heroes like male veterans and face discrimination in male-dominated workplaces. Additionally, female veterans struggle due to lack of certification for their military training, programs primarily focused on male veterans, and working in education sectors that face cuts. Obtaining certification, attending career fairs for veterans, and working with a life coach can help female veterans explain their skills and experience to potential employers.
This document provides an overview and guide for achieving peak performance through nutrition and exercise. It discusses energy balance and body composition, an overview of nutrition including energy providing nutrients, vitamins, minerals and water. It also covers eating for optimal health and fitness, an overview of physical fitness including cardiorespiratory training, strength training, calisthenics, flexibility, training in confined spaces, nutrition for exercise, deployment in altered climates, training injuries, supplements, training issues for women, age and performance, and adopting healthy habits. The document is intended to assist Navy personnel in developing a regular fitness program and making sound nutritional choices.
The document is a website with the URL www.bestmessage.org. It appears to be a site focused on messages or communications but without visiting the site directly it is difficult to determine the specific purpose or content that it contains based on just the URL provided. The URL gives no other context beyond potentially relating to messages or communications in general.
The document provides information for employers on staffing military veterans and understanding relevant laws and programs. It discusses USERRA, EEOC, ADA, and OFCCP and how they protect veterans' employment rights. It also outlines programs like TAP that assist with military transitions to civilian jobs. Resources for employers include organizations like Hiring Our Heroes that connect veterans with job opportunities. The document provides guidance on understanding military experience, translating skills, and strategies for recruiting and hiring veterans.
The Ventura County Military Collaborative (VCMilC) aims to inspire, strengthen, support, and promote the military and veteran community of Ventura County. It provides a way for information sharing, outreach, and partnership building between government agencies and organizations to improve services for veterans. VCMilC hosts an annual expo and other events to connect veterans with assistance and benefits, provides a job listing, legal clinic, and emergency support for veterans. It relies on donations to fund programs that honor and support active military members, veterans, and their families in Ventura County.
Our nation's veterans have sacrificed for our country in the military. There are many ways to honor them, such as visiting memorials, donating to organizations that support veterans, and volunteering. It is important to remember those who have served, especially on Memorial Day and Veterans Day.
This document summarizes a presentation given by the Director of the Office of Rural Health at the Veterans Health Administration on serving veterans in rural America. It provides background on the VA and VHA, discusses the demographics and needs of rural veterans including common health issues and homelessness. It describes the mission and programs of the Office of Rural Health, including their focus areas and efforts to end veteran homelessness through initiatives like Housing First and partnerships with HUD.
The document provides an updated resource guide from July 2013 with over 50 sections on veterans resources covering benefits assistance, counseling, credit assistance, resources for female and incarcerated veterans, employment resources, education benefits, homelessness assistance and more. Newly highlighted sections indicate additions, while yellow highlighted sections note updates to content. The guide serves as a one-stop-shop for veterans seeking various services and support.
The document discusses the US military presence around the globe and reasons for maintaining overseas bases. It notes that bases abroad help the US safeguard national interests, provide early warning of threats, fulfill defense treaty obligations, facilitate post-conflict operations, project power, and maintain superpower status by containing competitors like China. Key regions where the US has bases include Asia-Pacific, South Asia, Central Asia, and the Middle East region covered by US Central Command.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document discusses a webinar presented by Campbell Ewald and Magnolia CMS on integrating Spring applications with Magnolia CMS using the Blossom module. It provides an overview of Blossom and how it allows exposing Spring controllers as template components in Magnolia. It then discusses several use cases from the U.S. Navy's website Navy.com that were implemented using Blossom, including dynamic forms, mapping tools, and calculators. The document walks through the steps to build a personality profile application for Navy recruits using Blossom and Spring MVC.
Social media is a form of communication where users share content with others. It allows for more cost-effective and widespread communication compared to traditional media. Social media has basic components including concepts, media, and social interfaces. Some benefits of social media include improved return on investment, brand identification, communications responsiveness, and message impact. The Navy utilizes various social media platforms like Facebook, Twitter, LinkedIn, and Flickr to engage with users and provide information.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
4. #BLOGGING
• Shoestring Budget
• A little focus and a lot of passion go a long
way
• Four fold increase in documented
military hires after 12 months
• Twice that again in second year
• Top-Down support is key
• Passion is a must
• Enlist Veterans you already have on board
KEY LESSONS
5. • Qualities of Veterans
• Social Impact
• Bottom Line
• Gap
• Military 101
• How to reach out
AGENDA
#BLOGGING
6. 1. Accelerated Learning Curve
2. Leadership
3. Teamwork
4. Diversity and Inclusion in Action
5. Efficient performance under pressure
6. Respect for procedures
7. Application of Technology
8. Understands the impact of
globalization
9. Integrity
10. Conscious of health and safety
standards
11. Triumph over adversity
12. Work effectively with minimal
supervision
13. Entrepreneurial Mindset
QUALITIES DEVELOPED IN
MILITARY SERVICE
1. Accelerated Learning Curve
2. Leadership
3. Teamwork
4. Diversity and Inclusion in Action
5. Efficient performance under pressure
6. Respect for procedures
7. Application of Technology
8. Understands the impact of
globalization
9. Integrity
10. Conscious of health and safety
standards
11. Triumph over adversity
12. Work effectively with minimal
supervision
13. Entrepreneurial Mindset
QUALITIES WE’D LIKE
EMPLOYEES TO HAVE
#BLOGGING
8. • Returning Heroes and
Wounded Warrior Tax Credits
• A Challenge to the Private
Sector to Hire or Train
250,000 Unemployed
Veterans or Their Spouses by
the End of 2016:
• Career-Ready Military
• Transition to Private Sector
WHITE HOUSE FOCUS
Read more http://b4j.co/civilian-employment-2013
#BLOGGING
9. BOTTOM LINE IMPACT
• Veterans Opportunity to Work (VOW) Act of
2011
• Returning Heroes/Wounded Warrior Tax Credits
for each Veteran Hired
• If hired through VA Vocational Rehabilitation
Program, VA picks up 50% of first six months’
Salary
• Reduced Training and Recruitment Costs
• Public Relations
#BLOGGING
11. #BLOGGING
– Branches of the Military
– Ranks
– Military Service Status
– Military Academies &
Commissioning
– Military Culture
– Military Compensation &
Allowances
– Military Benefits
– Screening and Interviewing
Military Candidates
– Addendums
HOW TO HIRE MILITARY
12. #BLOGGING
MILITARY RANKS
O
• Commissioned Officers - generally receive training as leadership and management
generalists, in addition to training relating to their specific military occupational specialty or
function in the military. A minimum of a Bachelors Degree.
• Grades - Junior Officers O-1 through O-3; Sr. Officers O-4 through O-6; General Officers O-
7 through O-10
WO
• Warrant Officers – are rated as an Officer above the senior-most enlisted ranks, as well as
Officer Cadets and candidates, but below the officer grade of O-1. Warrant officers are
highly skilled, single-track specialty. (Note: The Air Force no longer has the rank of WO)
• Grades W-1 through W-5 .
NCO
• Non-Commissioned Officers - (usually) obtain their position of authority by promotion from
the lower ranks.
• Grades - In the Army, Marines and Air Force, grades of E-6 and above are considered
Senior NCOs, while in the Navy and Coast Guard E-7 and above are Senior NCOs.
E
• Enlisted - enlisted service personnel perform jobs specific to their own occupational
specialty.
• Grades - E-1 through E-9
13. #BLOGGING
MILITARY COMMISSIONING
SOURCES - ACADEMIES
Air Force Academy (USAFA)
Colorado Springs, Colorado
United States Naval Academy (USNA)
Annapolis, Maryland
United States Military Academy (USMA)
West Point, New York
United States Coast Guard Academy (USCGA)
New London, Connecticut
United States Merchant Marine Academy (USMMA) Kings
Point, New York
14. #BLOGGING
MILITARY COMMISSIONING
SOURCES - OTHER
• Reserve Officer Training Corps (ROTC)
• Officer Candidate School (OCS)
• The Academies, ROTC and OCS, account for
over 95% of the Officer population
15. #BLOGGING
MILITARY SPECIALTIES
• “MOS” is used in resume or in other
military documents to depict areas of
special occupations the Enlisted
servicemember may have performed.
– MOS is an abbreviation for Military
Occupational Specialty. Applies to
Enlisted personnel. DMOS is used to
identify what their primary job function
is at any given time. (Navy uses
Rating)
– MOSQ abbreviation of Military
Occupational Specialty Qualification.
An individual is not MOSQ’d until they
have completed & passed all required
training for that MOS.
18. #BLOGGING
MILITARY CULTURE
Army - Loyalty, duty, respect, Selfless service, Honor,
Integrity, Personal Courage
Navy & Marine Corps: Honor, Courage, Commitment
Air Force: Integrity, Service before Self, Excellence
Coast Guard: Honor, Respect, Devotion to Duty
Core Values - Duty,
Honor, Country
• Military hierarchy is core to its structure - Rank
is highly respected.
• Perspective is quite different in that it is
considered a privilege to “belong to the
military.”
19. #BLOGGING
TODAY’S MILITARY
DEMOGRAPHICS
All
Volunteer
force for 40
years
2.2 M total
serving in
uniform today
vs. 15M in
WWII
Racial
Integration
began in
1948
15% of the
military are
women
Educational
background
is higher
Marital status
is higher than
civilian
Average
age is older
20. #BLOGGING
COMPENSATION
• Bpay is paid according to rank and tenure. Military pay is that it has a both a
Taxable and Tax Exempt component
• Base Pay Compensation based on:
– Pay Grade (e.g., “O-3” is the third pay grade level for an Officer)
– Time in Service (e.g., 7 years of total service)
– Dependency Status (e.g., Married or Single)
– Geographic Duty Location
• Taxable Income:
– Base Pay
– COLA (Cost of Living Allowance)
– Bonuses (e.g., Aviation Continuation Pay)
– Special Pay (e.g., Hazardous Duty Incentive Pay)
– Other Allowances (see Addendum C)
• Tax Exempt Income: A general guideline for translating Military Pay to private
sector compensations is to add a factor of 30 - 40% of base pay to the
servicemember’s base pay to take into account Tax Exempt income and
Allowances, which may include:
– BAH( Basic Allowance for Housing)
– BAS ( Basic allowance for Subsistence)
21. #BLOGGING
MORE ABOUT BENEFITS
• Complete health care
• Discounted grocery shopping at the
commissary or exchange
• Review found that military benefits in some
cases exceed those offered by the private
sector.
22. #BLOGGING
BENEFITS
• Medical Coverage - no premiums, low deductibles, co-pays or cost
shares with private medical providers
• Servicemembers Civil Relief Act (SCRA) - protection to those called to
military service in the armed forces
• Servicemembers Group Life Insurance (SGLI) - Service members
automatically have the maximum $400,000 of SGLI coverage
• Family Servicemembers’ Group Life Insurance (FSGLI) – FSGLI
provides automatic coverage to the spouses and dependent children
($10,000) of service members who have SGLI coverage. No cost
• Thrift Savings Plan (TSP) - Federal Government-sponsored retirement
savings and investment plan
• Military Vacation System: 2.5 calendar days/month up to 60 accrued
days.
23. #BLOGGING
– Skill sets, experience and education vary greatly within the
Military community so it is important to understand some
generalities for different populations.
General Target Populations for Transitioning Service Members
based upon Skill Sets, Experience and Education
Enlisted: E3–E4
3–6 years of service
Enlisted: E5–E7
5–10 years of service
Officers: O1–O3 Lieutenants
,Captains 4–10 years of service
E-8, E-9, Major to
Flag Officers
KeyattributesEntrypoints
Sel.senior
roles
Policy-making,Defense
Sector,Large-scale
organizationexpertise
Understanding Military
Experience
24. #BLOGGING
RESUME CRITIQUE FOR
MILITARY CANDIDATES
• Officer or Enlisted
• Overall Considerations:
– Prior private sector employment
– Highest rank in the military – as a reference point for level
of education, performance or testing
– Job functions performed
– Leadership experience – can start at the E-5 rank and
above
– Language skills
– Voluntary roles that require specialized training (Special
Warfare, Submariners, etc.)
• Resumes from Military candidates may not be well
constructed –not all candidates have received resume
and interviewing training and they may include a lot of
military jargon. Often they follow the “Federal Resume”
format.
30. #BLOGGING
THE VETERAN’S SOCIAL
EXPERIENCE
• Veterans join a network, not
a database.
• They have an account
• Profiles are automatically
populated and updated from
their source.
• Veterans can include a video
introduction of themselves
• The end of stale resumes
sitting in your databases and
the beginning of a live
relationship with your
company.
34. #BLOGGING
HOW TO MEASURE
SUCCESS
• Veteran Turnover vs Non-Veteran
• Hire vs Service Type
• Source of hire
• Cost of hire
• No. of hires
• Veterans by Recruiter
FUN FACT: The average HR professional spends 7 hours a week analyzing
& building workforce metrics reports & spreadsheets.
37. #BLOGGING
LEARN MORE ABOUT . . .
• Chris Norton www.b4j.co/chris-norton-bio
• Jessica Miller-Merrell www.b4j.co/JMMbio-12
• Marylene Delbourg-Delphis www.b4j.co/marylenedd
Resources: LinkedIn Veteran Program - http://b4j.co/linkedin-veteran;
White House Military Readiness Program - http://b4j.co/civilian-
employment-2013; Talent Circles Veteran Series – http://blog.talentcircles.com
38. #BLOGGING
GET HRCI RECERT CREDITS
This presentation is worth 1.0 Business HRCI
Credit. Visit http://b4j.com/hrciwebinars
Editor's Notes
Short Term Unemployed Veteran: $2400 credit
Long Term (>6 months) Unemployed Veteran-$4800 credit
Long Term and Disabled Veteran-$9600 credit
We will start with a high level overview of the Ranks, Grades and Titles in the military structure and how they may translate at your firm.
Rank - is similar to the corporate titles we use at many companies, such as Executive VP, Sr. VP, VP, AVP, etc. In the military the hierarchy starts at the top with Officers, Warrant Officers, Non-Commissioned Officers and Enlisted.
Pay grades - like job grades, are used by the uniformed services of the United States to determine wages and benefits based on the corresponding military rank of a member of the services. While different titles or ranks may be used among the seven uniformed services, pay grades are uniform and equivalent between the services and can used to quickly determine seniority among a group of members from different services. They are also essential when determining a servicemember's entitlements such as base pay and allowances.
We’ll look at Grades relative to general compensation shortly.
Titles - Are similar to our Job Titles – Operations Manager, Customer Service Rep., Technician, etc. In the military Titles are represented from Private to General or Admiral . There are also titles by assignment (Ex. Company Commander, First Sergeant) A complete list by branch can be found in Addendum A.
Transition statement: Enlisted military personnel, in general, may be equivalent to our entry-level and internal career advancement positions. Obtaining Officer status requires being commissioned, which can be accomplished through several sources. Let ‘s look a the those now.
There are 5 Military Academies located throughout the country. The term military academy commonly refers to all pre-collegiate, collegiate, and post-collegiate institutions, catering to the development of officers for the service. Academy Graduates serve a minimum of 5 years, after specialized training such as flight school with the exception of the Merchant Marine Academy, which does not obligate the members to serve after the program. The academic programs usually grant a Bachelor of Science degree with a curriculum built on upon a broad academic program, military leadership performance, and mandatory participation in competitive athletics.
For admittance to the Air Force Academy, Naval Academy or WestPoint, candidates are judged on their academic record and must pass a fitness test, undergo a thorough medical examination, and secure a nomination, which usually comes from the member of Congress in the candidate's home district. Each academy graduates about 1,000 Officers per year.
Transition Statement: In addition to the Academies an Officer can be commissioned through the ROTC or OCS.
ROTC programs offer tuition assistance to cadets by granting numerous scholarships to members who qualify. This assistance can help pay for college tuition and miscellaneous fees, textbooks or other school expenses, with a small stipend of up to $500/month.
ROTC produces officers in all branches of the U.S. Armed Forces except the U.S. Coast Guard.
The Academies, ROTC and OCS, account for over 95% of the Officer population.
Servicemembers are also offered additional educational opportunities to earn degrees while stationed on a shore tour by attending programs/courses at accredited schools.
Transition Statement: You may also find a candidate served in an area of specialty that requires additional skills and training. Let’s see how that can be identified.
You might see MOS in a resume or in other military documents to depict the areas of special occupations the Enlisted servicemember may have performed. The Navy uses the term Rating for specialized occupations such as AirCrewman (AW), Fire control Technician (FT), etc.
First three characters of the MOS are the most common portion of the MOS used. The first two characters are always a number, the third character is always a letter. The two-digit number is usually (but not always) synonymous with the Career Management Field (CMF) for military occupations. For example, Career Management Field “11” covers infantry, so the MOS 11B is "Rifle Infantryman".
MOSQ is the testing and training required to be successfully completed for an individual to gain the opportunity to work in an Occupational Specialty.
Transition Statement: Next let’s gain an better understanding of a military member’s status as they transition to civilian life.
A servicemember will be at one of these stages in their career:
Active – means is a servicemember currently serving in a branch of the Military (Note: those in ROTC or OCS, who have not graduated, are not considered Active military until they pass their exams).
Reserves are found in all Branches of the military and members can get called up to active duty, participate in training once a month and generally more extensive training 2 weeks a year.
Discharged – There are 5 different ways a servicemember may be discharged.
- Honorable (most common)
- General (discharged for minor disciplinary infraction, inability to adjust to military life)- Other Than Honorable (discharged for serious disciplinary infraction, usually if the servicemember was convicted in a civilian court and must serve jail time)- Bad Conduct Discharge (punitive discharge that can only be given if convicted by a court martial)- Dishonorable (e.g. desertion, sexual assault, murder)
Separation means that the servicemember may serve an additional 3 years in Reserve status.
Many Retired military are looking to start a second career. In general, 20 years is the minimum time to be eligible, so we may see candidates in their early to late 40’s with some great experience.
Transition Statement: The experience, education and structure we have been talking about exists in a very different culture than ours, so we need to understand the basic military culture to be successful with Military candidates.
We are a nation of many colors, religions, and ethnicities. Joining the military means giving up much of this and assuming a new identity.
The military has its own unique values, norms, customs, traditions, language, symbols and clothing.
It takes a lot of time and effort, but the military is very successful in making people conform. From the very beginning the individual becomes part of a culture where individuality is suppressed, the mission has priority over personal concerns, and sacrifice is part of the daily language. This takes time to get used to and can be quite different from the civilian world. It is nothing for a civilian worker to change jobs or ask for higher compensation, where in contrast military servicemembers’ career mobility is structured and defined with a time commitment to serve.
The notion that someone can stay in the same job their whole career is an alien concept to many veterans. Thus, when they do not get promoted in a civilian job, they worry that it means they are about to be fired.
Rank and hierarchy are core to respect and following direction.
The military perspective is quite different in that it is considered a privilege to “belong to the military.”
Transition Statement: Over the years the demographics of the military has changed a lot.
Today’s military is made up of servicemembers who over the last 40 years have volunteered to enter into service.
The number in the military today is 85% smaller than during WWII and the population in the military today is diverse as a result of racial integration starting in 1948.
Today 15% of those serving in all branches of the military are women. Other demographics include:
Higher marital status than civilian
Higher education, and
Higher ages of servicemembers.
Transition Statement: When today’s military candidate leaves the service there is a lot of change ahead with culture, structure and pay. Next we will walk through military pay and benefits, as well as a summary of the roles for Recruiters and Hiring Managers
All military servicemembers base pay is paid according to rank and tenure. One of the differentiating factors in military pay is that it has a both a Taxable and Tax Exempt component.
Taxable Income:
Base Pay
COLA usually paid in high cost area
Bonuses, Special Pay and most Allowances are Taxable (See Detail on Allowances in Addendum C)
Tax Exempt: include Basic Allowance Housing & Basic Allowance Subsistence. These are available to servicemembers who are living off base.
A general guideline for translating Military Pay to private sector compensations is to add a factor of 30 - 40% of base pay to the servicemember’s base pay to take into account Tax Exempt income and Allowances.
A full guide to Military Pay can be found at the site which is provided in the Additional Resources.
Transition Statement: In addition to pay and allowances, military servicemembers have access to many benefits.
We have already reviewed the key differences in Officer and Enlisted and provided some guidelines on what roles they may fit into. Other considerations may include – (review bullets)
You may note that the candidate has worked or are working in the private sector.
Servicemembers are ranked according to their peers, which will be dependent on number in the servicemember’s unit. Rank may be a reference point for level of education, performance, or testing.
Look at and discuss what functions they performed in their position – how do they map to the position they applied for or other positions referenced in the previous tools or within your LOB.
As previously mentioned , NCO and O’s receive leadership training and leadership responsibilities. Some higher level Enlisted E-5 and above can also have leadership responsibilities.
The candidate may have specialties such as language and the specialize occupations that they have been trained for are also thing to note to build on for an interview.
Resumes from Military candidates may not be well constructed – understand that not all candidates have received resume and interviewing training and they may include a lot of military jargon.
Jessica will kick this slide off with Chris weighing in.
Jessica will discuss this slide with Chris weighing in.
Jessica or Marylene will talk about the importance of a company centered and branded network focused on military and veteran recruiting.
Candidate relationships are about engage, information and conversations setting the stage for the type of culture, leadership and organization you have.
Chris can weigh in here and how AT&T used their talent network.
Chris will discuss this slide as video was a key differentiator for AT&T’s military recruiting strategy.
MOS translators built into the network allow candidates to better understand how their skills translate versus just adding them into your company careers page. This is not essential as Chris will discuss why as well as the cost associated with a decision such as this.
We will both talk about companies who offer different programs and how they are different and key in recruiting and working towards hiring and thriving for the veteran as well as the organizaiton.
Chris will discuss how he used some of these at AT&T. Jessica will weigh in as well. Bottom line is that analytics dashboards like Talent Circles help elevate the stress of building spreadsheets and taking time to create reports based on the metrics and measurements you need. The average HR professional spends 7 hours a week building reports focused on metrics.
Talent Circles tracks 350 data points. You can measure everything happening on the platform!