GUIDE TO LEADING POLIcIEs, PRAcTIcEs & REsOURcEs

GUIDE TO LEADING POLIcIEs, PRAcTIcEs

& REsOURcEs:

sUPPORTING THE EMPLOYMENT OF VETERANs

& MILITARY FAMILIEs

Prepared by:

Institute for Veterans and Military Families, Syracuse University

The Institute for Veterans and Military Families at Syracuse University (IVMF) is pleased to

offer this “Guide to Leading Policies, Practices & Resources: Supporting the Employment of

Veterans and Military Families.”

In light of ongoing and planned reductions in the size of the U.S. military, issues related

to the employment situation of those who have served in uniform have been a salient

public policy concern. As a result, politicians and policy-makers have espoused the im-

portant role that America’s employers can play by supporting private sector initiatives

focused on creating careers for military veterans and their families. These calls to action

have been warmly received by the employer community. That said, many employers

have voiced an ongoing concern related to the shortage of shared and public resources

positioned to facilitate the implementation of state-of-the-art human resource practices

and processes supporting veteran employment initiatives.

This publication represents a response to calls for such a shared resource, and is the

result of the collaborative effort of the IVMF, and more than 30 private sector employ-

ers, plus many more whose activities are reected in the report. These leading rms and

organizations agreed to share with the community of employers lessons learned and

innovations with regard to recruitment, assimilation, retention, and advancement of

veterans in the workforce.

It is our hope that this publication serves to empower America’s employers, large and

small, to adopt a strategic and sustainable approach to the advancement of veterans in

the civilian workforce. We are convinced that by doing so, both America’s veterans and

America’s employers will benet.

Respectfully,

J. Michael Haynie, Ph.D.

Executive Director and Founder

Institute for Veterans and Military Families

Syracuse University

From the

Executive

Director

Acknowledgements

First and foremost, the Institute for Veterans and Military Families would like to thank

the following employers for their participation and support of this effort:

In addition, rms participating in the 100,000 Jobs Mission have also shared practices with

the consortium of employers, and have graciously permitted the IVMF to learn from them

and share these practices with the community of employers. Other companies have shared

publicly with veterans’ organizations, military services, and others, through their veteran-

specic websites and recruiting efforts, social media, and more. Many of those efforts are

reected in this report.

We greatly appreciate the collaboration with, and support provided by, the Center

for a New American Security (CNAS), with whom we co-hosted the Military Veteran

Employment Leading Practices Summit aboard the USS Intrepid Sea, Air & Space Museum

on Nov. 30, 2011. We wish to acknowledge Mirza Tihic, Rosalinda Maury, Jaime Winne

Alvarez, Ellie Komanecky, and James Schmeling for their tireless effort conducting

research for this publication. Finally, a special thanks goes to the staff of the USS Intrepid

for hosting our best practices summit.

Accenture

AstraZeneca

AT&T

BAE

Bank of America

Burton Blatt Institute

CINTAS Corporation

Citigroup

Deutsche Bank

Ernst & Young

General Electric

Google

Health Net

Humana

JPMorgan Chase & Co.

Merck

PepsiCo

PLC Global Solutions

Prudential

TriWest

U.S. Chamber of

Commerce

U.S. Department of Labor

U.S. Small Business

Administration

Walmart

WILL Interactive

Contents

Part I 1

Executive Summary

Introduction

Setting the Context:

▶ Veterans and Employment

▶ Labor Market Trends Impacting Veterans Employment

▶ Projected Job Creation Impacting Veteran

Employment

▶ Public Policy and Public Sector Initiatives Impacting

Veteran Employment

▶ Noteworthy Law and Regulation Impacting Veterans

Employment

▶ Summary

Employer Challenge: Articulating a Business Case

for Veterans’ Employment

Employer Challenge: Certiﬁcation, Licensure, and

Experience

Employer Challenge: Skills Transferability, Supply,

and Demand

Employer Challenge: Culture, Leadership

Champions, and Veterans’ Employment

Employer Challenge: Tracking Veterans in the

Workforce

Employer Challenge: Deployment Issues and

Challenges

Employer Challenge: Attrition and Turnover of

Veterans

Part II 30

Leading Practices: Veteran Recruiting and

Onboarding

Leading Practices: Training & Professional

Development

Leading Practices: Assimilation and Employee

Assistance

Leading Practices: Leveraging Financial and

Non-Financial Resources

Teaming and Developing Small Business Partners

Summary

Part III 54

Part IV 100

Checklist for Employers: Veteran Recruiting and

Onboarding

Checklist for Employers: Training and Certiﬁcation

Checklist for Employers: Assimilation and Employee

Assistance

Checklist for Employers: Philanthropy

Select Initiatives Supporting Veterans’ Employment

Unemployment Rate of Veterans Within Each State,

2003-2011

Summary of State-Speciﬁc License, Certiﬁcation,

& Training/Education Initiatives

Appendices 130

Citations 148

Summary 128

Part IV 100

In Support of the Employer: Issue Paper Library

Issue Paper: Demographic Variables That Affect

Unemployment

▶ Veteran Employment

▶ Geography

▶ Gender, Age, and Race

▶ Disability

▶ Family Support

▶ Education Attainment

Issue Paper: Health and Wellness

▶ Access to Healthcare

▶ Beneﬁts

▶ Disability

Part I

I do not believe we can repair

the basic fabric of society until

people who are willing to work

have work. Work organizes life.

It gives structure and discipline

to life.

— Bill Clinton

“

”

Our military veterans have conferred a

great gift to all Americans through their

service. Importantly, thanks to the rigor-

ous and excellent training that our service

members receive while on active duty,

our veterans are well positioned to offer

America’s employers a great gift as well.

Our nation’s employers have, in essence,

been handed a workforce of men and

women who are highly trained and, in

some cases, uniquely skilled. These are

individuals who are creative, focused on

the mission, can motivate a team, identify

and solve problems, and deliver outcomes

that will contribute positively to the bottom

line. Further, military veterans are well

positioned to meet the demand for a skilled

workforce and through their service have

demonstrated the ability to function in

dynamic environments. In fact, in today’s

fast-paced American workplace, it’s hard to

imagine what’s not appealing about a job

candidate who really means it when he or

she checks “yes” next to the box that says,

“Works well under pressure.”

All this said, data published by the U.S.

Department of Labor (DOL) over the past

four years consistently suggests that the

employment situation of recent veterans

compares unfavorably to non-veterans.

This raises the question, what explains this

disparity, and how can it be addressed in a

way that benets veterans, communities,

and the nation’s employers?

One explanation is likely a lack of un-

derstanding among employers as to the

underlying business case for hiring military

veterans. Another contributing factor is

likely a lack of understanding among hiring

managers and human resources person-

nel as to the most efcient and effective

approaches to recruit, acclimate, develop,

and otherwise cultivate a robust veteran

workforce. This publication is designed to

address these issues, and more. Specically,

this guide has been designed to provide

employers both context and insight into the

idiosyncratic issues and challenges impact-

ing the employment situation of veterans,

and to open the door to leveraging public

sector programs, private sector initiatives,

and leading practices of civilian employers

in a way that supports the adoption of a

strategic and efcient approach to hiring

military veterans.

Executive Summary

Since 2001, more than 2.8 million military personnel have made

the transition from military to civilian life. Another one million ser-

vice members will make this transition over the next ﬁve years. For

a great majority of the men and women that have or will make this

transition, their most pressing concern is employment.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 1

The “Guide to Leading Policies, Practices &

Resources: Supporting the Employment of

Veterans and Military Families” was devel-

oped from an employer-centric perspective,

and is designed to offer a broad but focused

view of the issues, challenges, and oppor-

tunities represented by the employment of

military veterans. Specically, the publica-

tion accomplishes the following:

▶ offers context for the employment

challenges facing veterans, and also

for the employer-centric barriers and

facilitators related to employment

of veterans;

▶ combines academic research grounded

in human resources and organizational

behavior, with the practical

experiences of employers, to highlight

leading practices in the employment of

veterans and military family members;

and

▶ details resources situated in both the

public and private sector positioned to

support employer efforts to cultivate

and nurture a strategic approach to

veteran employment.

Put simply, the goal of this publication is to

leverage state-of-the-art research and prac-

tice to increase employment opportunities

for veterans. This publication was designed

to accomplish this goal in two ways.

Part I

2 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

What This Guide Does

First, the guide details a series of practice

and policy issues identied by research

and through our work with the employer

community, as impacting veteran employ-

ment initiatives. These include:

▶ A Research-Informed Business Case

Supporting Veteran Employment

▶ Implications of Corporate Culture on

Veteran Employment Initiatives

▶ Implications of Leadership Champion-

ing of Veteran Employment Initiatives

▶ Overview of Human Resource

Programs and Processes Impacting

Veteran Employment

▶ Navigating Tension Between External

Pressures and Internal Realities

▶ The Imperative of Tracking Veterans

in the Workforce

Also included throughout this guide are

discussions, descriptions, and case studies

illustrating leading corporate practices im-

pacting veteran employment that address:

▶ Recruiting and Onboarding

▶ Assimilation and Socialization

▶ Employee Assistance Programs (EAP)

▶ Training and Certication Issues

▶ Leveraging Financial and

Non-Financial Resources

▶ Leveraging Supplier Programs

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 3

Further, the guide offers materials and

resources, in the form of concise issue

briefs and checklists, positioned to provide

additional context and background related

to veteran employment, and resources that

can be leveraged by employers to support

internal employment initiatives. These

resources address topic areas that include:

▶ Veteran Employment

▶ Geography

▶ Gender, Age, and Race

▶ Disability

▶ Family Support

▶ Education Attainment

▶ Access to Healthcare

▶ Benets

▶ Disability

The guide has been issued as a printed version, an e-book, and a PDF. Importantly, many of

the issue briefs and related content described above are complemented by web-based and/

or video materials that may be accessed directly from the digital version of the publication.

What’s Next?

At a time when so many industry lead-

ers compare the business landscape to

a battleeld, this effort is positioned to

empower the nation’s employers to act on

the advantages of hiring someone who has

boots on the ground experience managing

the uncertainty and chaos characteristic of

the contemporary business environment.

As such, this publication is a means to

realizing that important end.

However, we recognize that the publica-

tion of this guide is only a rst step toward

creating the culture change necessary to

foster an environment where both veter-

ans and employers are fully empowered.

Moving forward, it is our hope and goal to

build from this document a robust and dy-

namic set of employer-focused resources,

which can be shared among those rms

pursuing veteran-focused employment

initiatives.

As these resources are developed

and become available, they can be

accessed through the IVMF web portal,

http://vets.syr.edu. In the end, this

collaborative effort will benet our

veterans, our nation’s employers, and

ultimately, all Americans.

4 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

In periods where there is no

leadership, society stands still.

Progress occurs when

courageous, skillful leaders

seize the opportunity to change

things for the better.

— Harry S. Truman

“

”

Introduction

In 2011, the Bureau of Labor Statistics (BLS) reported that 21.6 million

living Americans have served the nation in uniform. Of this population of

military veterans participating in the labor market, just under one million (8.3%)

were unemployed at any given time throughout the past year. Historically, this

employment situation compares favorably to the non-veteran population; that

is, across the entire population of veterans participating in the labor market (all

eras of service/age groups); there has not been a signiﬁcant difference in the

unemployment rate between veterans and non-veterans. However, this favorable

comparison has not held true as it relates to the contemporary generation of

military veterans.

Speciﬁcally, Gulf War Era II veterans (post-9/11)

have experienced disproportionally higher

unemployment rates compared to other veteran and

non-veteran demographic segments throughout the

period from 2008 to 2011. The disparity in the

employment situation that exists between Gulf War

Era II veterans and 1) non-veterans, and 2) veterans

representing prior periods of military service,

represents an important public and private sector

concern for the following reasons:

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 5

Employment as a Bridge to

Civilian Life:

After a decade at war, large numbers of

veterans, many who have served multiple

combat deployments, will be making the

transition to civilian life over the next ve

years. Employment represents an impor-

tant means through which to mitigate the

uncertainty and culture-change associated

with this transition. Not only does gain-

ful and meaningful employment serve to

provide economic stability throughout the

transition period, but it also serves the

purpose of creating a social support struc-

ture, important during the discontinuous

life change represented by separating from

military service. This bridge is important to

both the veteran, and those connected to

the veteran, including those communities.

Employment as an Antecedent to

Well-Being:

Research highlights that gainful and

meaningful employment is positively

correlated to enhanced physical and psy-

chological well-being. Alternatively, the

inability of transitioning military mem-

bers to secure gainful and meaningful

employment after leaving service has been

strongly linked to the myriad of dysfunc-

tional and declining health and wellness

outcomes. Those experiencing declining

health and wellness outcomes will likely

enter the Social Security benet system,

with its concomitant expenditure of re-

sources, and will likely access Department

of Veterans Affairs (VA) disability com-

pensation at higher rates than employed

veterans. Because these are poverty-level

supports, this situation will likely contrib-

ute to even further deterioration in health

and wellness outcomes.

Employment as an Agent of

Socialization:

The military is an institution that relies on

strong socialization processes to effectively

link an individual’s identity with that of

the organization, an imperative given the

military mission and the extreme demands

placed on members of the armed forces.

However, one of the most signicant is-

sues facing transitioning service members

with regard to effective reintegration into

civilian society is the need to nd and

cultivate organizational attachments that

replace the sense of belonging conferred

previously through their attachment to the

military organization. Gainful and mean-

ingful employment represents an opportu-

nity to create and cultivate new organiza-

tional attachments, positioned to facilitate

effective socialization into a non-military

culture. (Universities and colleges may also

play similar roles, but that is outside the

scope of this publication.)

While the importance of gainful and

meaningful employment for those tran-

sitioning from military to civilian life is

somewhat intuitive, it is also important to

note the opportunity inherent in this area

for the nation’s employers, particularly in

a time of declining support for workforce

training and education at all levels in the

civilian sector. That opportunity is based

on leveraging the unique skills, training,

and experiences conferred to veterans as

a consequence of their military service, in

order to advance the competitiveness of

American businesses. Unfortunately, to

date the business case for hiring veterans

has been largely informed in the public

domain by non-specic clichés about lead-

ership and mission focus.

▶ ▶

▶

Part I

leadership ability and the strong sense of

mission that comes from military service

are characteristics that are highly valued

in a competitive business environment.

However, by themselves these generaliza-

tions have not been enough to empower

U.S. employers in their hiring efforts to

fully benet from the knowledge, train-

ing, values, and experiences represented by

those who have served in the military.

Importantly, the business case validating

the organizational value of a veteran is

supported by academic research in a way

that is both more robust and more complex

than leadership and mission focus alone.

Specically, academic research from the

elds of business, psychology, sociology,

and decision making strongly links charac-

teristics that are generally representative of

military veterans to enhanced performance

and organizational advantage in the con-

text of a competitive and dynamic business

environment. In other words, the academic

research supports a robust, specic, and

compelling business case for hiring in-

dividuals with military background and

experience.

This business case focusing on positive at-

tributes of veterans is detailed later in this

publication. However, it is important here

to highlight that the community of military

veterans represents for the nation’s employ-

ers a robust pool of talent positioned to

confer competitive advantage to those rms

committed and willing to invest in cultivat-

ing a veteran-focused hiring initiative. This

talent represents investment of signicant

training and educational resources,

including those specic to the military, e.g.,

the service academies with their science,

technology, engineering and mathematics

education; robust human resource leader-

ship and management training at every

level of supervisory responsibility; special-

ized technical and skills-based training;

investment in civilian post-secondary

education through assignments in pursuit

of degrees or tuition reimbursement; and,

through defense-industry specic educa-

tional institutions, such as the Defense Lan-

guage Institute’s foreign language training,

the National Intelligence University, the

National Defense University, and various

other contracted and government-operated

education programs. It is this context that

represents the aim of this publication; that

is, to both inform in theory and empower

through practice the nation’s employers, in

a way that leverages the skills and experi-

ences of those who have served in the mili-

tary for the benet of both the employer

and the veteran.

In what follows we rst provide context for

the employment challenges facing veter-

ans, and then highlight public and private

sector policies and initiatives positioned

to address those challenges. Next, we

move to actionable practice, illustrating

employment-focused initiatives and prac-

tices identied through collaboration with

the private sector, in a way that opens the

door to replication and continuous innova-

tion by others working to advance veteran

employment initiatives. Finally, we offer a

series of issue-based discussions designed to

provide supporting resources, context, and

education related to policy, programs, and

research that can be leveraged by employ-

ers to inform practice in the area of veteran

employment.

6 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

To be clear:

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 7

Veterans and Employment

As previously cited, recent veterans are

unemployed at higher rates as compared to

their non-veteran peers, and this disparity

is most signicant in the cases of female,

Hispanic, and younger veterans. A review of

existing data, policy, and academic research

—considered in the context of extensive

interviews with both veterans and employers

—suggests several possible explanations for

this situation:

Skills Transfer:

The applicability of vocational skills and

abilities learned in the military to a civilian

work context is not always intuitive to both

the veteran and the employer. Further, the

transferability of skills learned in the mili-

tary varies as to marketability in the civilian

labor market. Robust understanding of the

education and skills, and their transferability

whether direct or indirect, of military veterans

will enhance demand for veterans by business

and industry.

Knowledge Gap:

Gaps in knowledge about the civilian employ-

ment sector among young veterans–or by

career military service members who have

never participated in the civilian labor mar-

ket–appear to represent a signicant barrier

to employment. Further, gaps in employer

understanding of veterans as prospective em-

ployees are pervasive, based on research and

employer interviews conducted for this guide,

as are misconceptions related to the civil-

ian employment implications of continuing

service obligations, and a high rate of volun-

teerism characteristic of many veterans.

Setting the Context

This section is designed to provide an overview of the issues and

challenges that impact the employment situation of veterans. This

information is provided as a means to educate civilian employers

and provide context for public and private sector initiatives related

to veteran employment.

▶

Stigma:

Stigmas related to mental health issues that

have been generalized to the veteran com-

munity appear to play a meaningful role in

the unemployment situation of veterans.

In a similar way, the increased number of

returning veterans with unmet healthcare

needs attributable to a variety of factors

also represents a barrier to employment.

These include mental-health care, which

may need to be addressed prior to veterans

actively seeking employment, or potentially

through accommodations and employee

assistance programs during employment.

Media portrayals of veterans with post-

traumatic stress disorder (PTSD), including

those by uninformed media pundits, were

specically cited by employers in the con-

text of this research, and negatively impact

employer willingness to consider veteran

employees.

Preparation for Employment:

Many of our youngest veterans are leaving

rst-term enlistments, and are often tran-

sitioning from active service directly from

combat deployments. There are several

apparent correlations to the high unem-

ployment rate representative of this group.

Specically, they may not be actively seek-

ing employment, they may not be ready for

employment, or employers may perceive

that they are not ready for employment.

Further, the availability of unemployment

compensation appears to impact some

veterans with regard to the ‘urgency’ of

their employment search, as might need for

health care, and time for reunication with

family and friends.

Geography:

The tendency among veterans to return

to their home-of-record (residence upon

entering the military) after leaving military

service, and importantly, the fact that many

transitioning service members appear to be

making the decision about where to relocate

before beginning the job-search process, is

reported by employers as impacting veteran-

focused hiring initiatives. This tendency im-

pacts employment for several reasons. Data

suggests that rural Americans enter service

at higher rates than urban Americans, in

part due to lack of access to jobs and educa-

tion. According to a study conducted by

the Pew Research Group, 44% of those who

have served in uniform since 2001 were

from rural America.

Those who return to

rural areas tend to experience challenges re-

lated to availability of suitable employment

at adequate wage levels, among other issues.

Particularly, enlisted service members do

8 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

not adequately consider availability of

employment opportunities when deciding

to return home. Recruiting efforts targeted

to transitioning service members may not

reach them during their transition, while

they focus on a return home rather than a

career opportunity.

Based on available data, interviews, and

historical context, the factors noted above

are most commonly cited by both veterans

and employers as factors impacting the

employment situation of veterans. While

certainly this listing is not all-inclusive,

it does serve to provide context for the

employment challenges facing both stake-

holder groups.

In the same way that the factors cited

above impact the supply side of the em-

ployment situation of veterans, it is also

important to consider trends in the labor

market as they relate to industry demand

for work roles that represent likely employ-

ment opportunities for veterans. These

trends are detailed in the next section.

Labor Market Trends Impacting

Veterans Employment

In 2011,

the labor force participation rate

for Gulf War Era I veterans was 83.8%, and

this population experienced an unemploy-

ment rate of 7.0%. The labor market par-

ticipation rate for Gulf War Era II veterans

was roughly equivalent to the Gulf War Era

I veterans, at 81.2% through 2011. How-

ever, Gulf War Era II veterans experienced

unemployment at a rate of 12.1%. These

gures compare to a labor force participa-

tion rate of 67.1% for non-veterans in 2011,

and an average unemployment rate for the

non-veteran population of 8.7%. This data

suggests that on average, veterans partici-

pate in the labor force at higher rates than

non-veterans–demonstrating a willingness

▶

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 9

FIGURE 1: DISTRIBUTION OF EMPLOYED BY VETERAN BY INDUSTRY, 2011

PRIVATE INDUSTRY:

Manufacturing 13.00%

Professional and

business services 10.10%

Retail trade 8.20%

Education and

health services 8.20%

Transpor tation and

utilities 7.10%

Construction 5.20%

Financial activities 4.60%

Leisure and hospitality 4.00%

Wholesale trade 2.80%

Information 2.40%

Mining, quarrying, and

oil and gas extraction 0.90%

Other services 3.10%

PRIVATE INDUSTRY: 69%

AGRICULTURE

AND RELATED

INDUSTRIES

GOVERNMENT

SELF-EMPLOYED

WORKERS,

UNINCORPORATED

22%

to work and to be economically engaged.

That said, unemployment rates for Gulf War

Era I veterans are more favorable than for

Gulf War Era II.

With regard to the channels through which

veterans engage the labor market, the 2011

Employment Situation of Veterans report

prepared by the DOL indicates that 69.5%

of all employed veterans work in private,

nonagricultural industries. An additional

21.7% were employed by federal, state

and local governments, and 6.8% were self-

employed.

Figure 1 presents an overview of veteran employment by sector

in the private, nonagricultural industries. Speciﬁcally, the top

ﬁve industries employing veterans in 2011 were: manufacturing

(13.0%), professional and business services (10.1%), education

and health services (8.2%), retail trade (8.2%), and transportation

and utilities (7.1%).

10 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

FIGURE 2:

DISTRIBUTION OF EMPLOYED BY VETERAN STATUS, GENDER, AND INDUSTRY, 2011

Agriculture and

Related Industries

Self-Employed

Workers,

Unicorporated

Government

Private Industries

MALE FEMALE

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

Veterans Non-veterans Veterans Non-veterans

70%

67%

76%

80%

21%

29%

11%

18%

Further, Figure 2 presents an overview

of the nation’s employment situation by

sector, as a function of veteran status and

gender.

These rates are unadjusted annual

averages for 2011 and represent the popula-

tion of individuals ages 18 and over.

In summary, this data suggests that vet-

erans are more likely to be employed by

government as compared to non-veterans,

but the overwhelming majority of veterans

are employed in private-sector, nonagricul-

tural industries. The same amount of male

veterans are self-employed (7%) compared

to male non-veterans (7%), while the

self-employment rate for female veterans

(3%) is slightly less, as compared to non-

veterans (5%).

Part I

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 11

FIGURE 2:

DISTRIBUTION OF EMPLOYED BY VETERAN STATUS, GENDER, AND INDUSTRY, 2011

FIGURE 3: GROWTH PROJECTIONS, MEDIAN ANNUAL PAY (5-8 years of experience), 2008-2018

Business Development Manager

Project Manager, Construction

Intelligence Analyst

FBI Agent

Program Manager, IT

Technical Writer

Fireman

Helicopter Pilot

Systems Analyst

Information Technology (IT) Consultant

Network Administrator, IT

Network Engineer, IT

Systems Engineer (Computer Networking/IT)

Management Consultant

Field Service Engineer, Medical Equipment

HVAC Service Technician

All Veteran Jobs

$72,200

$66,000

$69,500

$77,600

$91,000

$53,400

$41,900

$58,600

$70,500

$74,000

$50,000

$62,500

$67,300

$87,000

$62,400

$42,000

$52,900

BLS GROWTH PROJECTIONS

0% 5% 10% 15% 20% 25% 30%

Projected Job Creation

Impacting Veteran Employment

Data suggests that veterans have realized

success nding employment in industry

sectors projected to grow over the next

decade. A recent study by the PayScale

Research Center identied sixteen of the

most frequent work roles held by veter-

ans in the private sector, all of which are

jobs that, according to the DOL, represent

growing industry sectors. Further, these

are work roles where the BLS suggests vet-

erans are over-represented (as compared

to non-veterans). Figure 3 depicts the jobs

that are lled by veterans at a higher

percentage, as compared to non-veterans,

and also illustrates the median annual

pay of those vocations (with 5-8 years of

experience).

One reason cited by PayScale as explaining

why veterans are over-represented in these

work roles relates to the skills that military

training confers; PayScale’s study identied

that veterans are more likely (as compared

to non-veterans) to hold technological skills

in areas such as computer networking, com-

puter security, electronic troubleshooting,

Microsoft SQL Server experience, informa-

tion security risk management, and infor-

mation security policies and procedures.

Additional research by PayScale identied

the top 15 employers of veterans, high-

lighting rms that employ veterans as an

explicit consequence of the specic skills

and competencies that veterans bring to the

workforce; that is, PayScale included only

employers–and positions at those employ-

ers–which had direct connections to the

military service experience of the veterans,

e.g., a cafeteria worker at a defense contrac-

tor was not counted, while a technician or

an engineer was counted. Among these em-

ployers were Booz Allen Hamilton, Boeing,

SAIC, and Lockheed Martin.

12 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

hire future reservists and guard members

when the burdens of service fall to those

components, and when deployments may

be more frequent than previously contem-

plated. Such issues may be likely to deter

future service by current members as well

as future generations. This may be par-

ticularly true if service is viewed as having

a negative impact on future life-course,

including employment for veterans. Fur-

ther, nancial instability caused by lack of

employment likely contributes to family

destabilization, increasing these impacts.

The Cost of Unemployment and

Related Public Beneﬁt Programs:

Unemployment benets are costly and

time limited. Disability benets are both

costly and potentially ongoing for an

indenite period of time. Other public

benets which often accompany disability

benets, such as food stamps and hous-

ing vouchers, are also potentially life-long

entitlements. Some benets are means-

tested, and are therefore less likely to

result in situations where the individual is

gainfully employed. Usage rates of public

benet programs may be mitigated by

employment; the accompanying wellness

resulting from gainful employment and

history suggests that effective and expe-

dited paths to reemployment (or educa-

tion) may prevent reliance on disability

and other public benets throughout one’s

lifetime.

Public Policy and Public Sector

Initiatives Impacting Veteran

Employment

Public policy impacting veteran employ-

ment is complex and multifaceted, leading

to public-sector initiatives that range from

those that incur direct to indirect nancial

costs (including costs either to address or

to ignore the employment issue), implicate

national economic competitiveness, and

those positioned to leverage the training

and experience afforded to veterans as a

consequence of taxpayer dollars. Public-

sector initiatives also invoke the unem-

ployment situation of veterans as a national

security concern, given the imperative

of elding an all-volunteer military. In

general, the scope of policy and regulatory

efforts impacting veteran employment can

be categorized as being motivated by one

(or more) of the following:

National Obligation to Veterans:

The need for veterans to be supported and

successful in their post-service employ-

ment pursuits is critical in order to main-

tain an all-volunteer force. Lengthy and

frequent deployments impact family mem-

bers, particularly children, in ways which

we may not yet understand, and for which

there may not yet be adequate support and

response. Employers may be unwilling to

▶

have signicant work experience, ranging

from a few years to more than 20 years

of service, which, when appropriately

matched to private sector jobs, may impact

the economic competitiveness of U.S. busi-

nesses and industries.

Leveraging Public-Sector

Investments in Human Capital:

Related to the above argument, the U.S.

has invested in both accession and train-

ing for each military member. Accession

costs in FY 2010 were $22,898 per member

of the Army, and included funding for

educational loan repayment and the Army

College Fund. Costs for training averaged

$73,000 for those with advanced individ-

ual training (AIT) at a second duty station,

or $54,000 for those who attended AIT at

the original training location.

This cost is

signicantly higher than the 10-year aver-

age cost reported by GAO for FY94 through

FY03, of $6,400 per selected Army occupa-

tion. Other service averages for the same

10-year period were $18,000 for the Navy

and $7,400 for the Air Force, both reported

as training cost averages for members

separated under Don’t Ask, Don’t Tell.

A more recent report by GAO reported

training and recruitment costs per service

member ranging from $19,382 to $90,813

per person, with reported costs included

varying by each service.

Networks, trust,

experience and other factors beyond

training also are relevant components of

human capital.

▶

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 13

Health and Wellness Implications:

Unemployment leads to poor health out-

comes and as previously noted, potentially

increased higher use of the public benets

system in the best cases. Unemployment is

correlated with increasing rates of home-

lessness, severe mental health impacts,

substance abuse and alcoholism, and even

suicide in the worst cases. Employment

is known to positively impact health and

wellness, and may potentially prevent

poor health outcomes leading to increased

public expenditure or poor life outcomes

for veterans. Unemployment and lack

of access to health benets may further

exacerbate physical and mental-health

illnesses.

Enabling National

Competitiveness:

Public education and training expen-

ditures are decreasing in times of scal

restraint, and there is a strong case to be

made that leveraging the unique skills

and education represented by veterans

will enhance national competitiveness.

Veterans are already a select group, with

7 in 10 Americans ineligible for military

service due to education, criminal re-

cords, substance or alcohol use, and other

factors. “Over 97% of all entering service

members have a high school diploma

and above (not including the GED), com-

pared to a rate of only 81% for the general

population (excluding the GED/alternative

credential),”

compared to a rate of only

70.5% for the general population. As of

2011, 27.20% of veterans had earned a

bachelor’s degree or higher and 34.19% of

veterans had some college or an associate’s

degree. Over 82% of ofcers had either a

bachelor’s degree (45.0%) or an advanced

degree (37.7%), compared to only 29.9% of

the U.S. population age 25 and over with

at least a bachelor’s degree.

Veterans also

In what follows we brieﬂy expand on each motivation above,

so as to concurrently highlight noteworthy public and private

sector actions positioned to address veteran employment

issues and aims.

▶

14 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

National Obligation to Veterans

Highly visible public White House engage-

ment through First Lady Michelle Obama

and Dr. Jill Biden leading the Joining Forces

initiative raises awareness of veteran and

family issues. This effort emphasizes and

relies on volunteerism, such as Give an

Hour and other volunteer-based not-for-

prot organizations.

Examples of intergovernmental collabora-

tion include the recently released report

from the DOD and Department of the

Treasury calling on state governments

to streamline licensure and certication

requirements for military spouses moving

from one state to another. Licensure and

evaluation activities are similarly called

for to enable veterans and their family

members to obtain licensure when mov-

ing into a state in their post-service lives.

There are current and proposed activi-

ties in many states related to this activity

detailed later in this report, and there may

be opportunities for transfer of learning,

and for businesses with activity in multiple

states to encourage new models. This will

require evaluation of military experience

and training, collaboration between states

and DOD, as well as the various service

branches, and between the states in order

to evaluate and appropriately credit expe-

rience, education, training, licensure, and

certications across oversight boundaries.

Such evaluation might also benet from

experience garnered by the American

Council on Education (ACE), through its

articulated evaluations of experience,

training and education in the military, and

its relevance to certication and licensure

education and experience requirements.

The nation’s obligation to those who have

served is also reected in widespread

welcome home celebrations for deployed

service members, yellow ribbon cam-

paigns, clarity of the VA’s exemption from

sequestration in budget cuts, engagement

of the DOL with the private sector through

the Secretary of Labor’s Advisory Com-

mittee on Veterans’ Employment, Train-

ing and Employer Outreach (ACVETEO),

Governor Cuomo’s New York State Council

on Returning Veterans, JPMorgan Chase’

(JPMC) 100,000 Jobs Mission consortium

of employers, the U.S. Chamber of Com-

merce’s Hiring Our Heroes campaign, pub-

lic/private partnerships such as Employer

Support of the Guard and Reserves (ESGR),

and many others. Such efforts highlight

that novel times call for innovative part-

nerships to fully engage the actors with the

necessary experience to address compre-

hensive issues.

There are a variety of policy initiatives

that are intended to address obligation to

veterans for service by addressing employ-

ment issues directly. These include pro-

tecting employment rights, prohibiting

discrimination, implementing afrmative

employment action, providing incentives

and credits, and providing support for vet-

eran employment through peer supports,

encouragement, recognition and other ac-

tivities. Some address veterans’ unemploy-

Part I

Examples of the public sector’s expression of obligation to

veterans include public/private partnerships such as the

White House’s Joining Forces initiative, focused messaging, and

explicit employment partnerships.

Expression of the obligation

to veterans also includes intergovernmental collaboration.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 15

ment directly, e.g., the Veterans’ Preference

Act of 1944, as amended, and now codied

in Title 5, United States Code, the Veterans’

Employment Opportunities Act; the VOW

to Hire Heroes Tax Credit; the Uniformed

Services Employment and Reemployment

Rights Act (USERRA); Vietnam-Era Veteran

Employment Readjustment Assistance Act

(VEVERAA); state unemployment compen-

sation systems; a new Veterans’ Job Corp

initiative; and others.

Indirectly, the GI Bill, the Post-9/11 GI

Bill, and the Yellow Ribbon GI Bill impact

employment by providing vocational and

post-secondary education funding which

allows veterans, and with the Post-9/11

GI Bill their dependents, to prepare for

careers. The Americans with Disabilities

Act (ADA) provides for accommodations

for those with disabilities incurred in

military service. And the Family and

Medical Leave Act (FMLA), in addition to

its provisions for typical occurrences in

civilian life, specically covers leave rights

when military members are deployed and

when caregivers of military members incur

injuries which impact veteran and family

member employment.

Title 38 U.S.C Section 43, USERRA, pro-

hibits discrimination in employment or

adverse employment actions against service

members and veterans. Specically, “An

employer must not deny initial employ-

ment, reemployment, retention in em-

ployment, promotion, or any benet of

employment to an individual on the basis

of his or her membership, application

for membership, performance of service,

application for service, or obligation for

service in the uniformed services.”

also provides reemployment rights for

those who are deployed from their civilian

jobs. USERRA also includes requirements

for reasonable accommodations, includ-

ing obligations to assist veterans in their

reemployment to become qualied for

jobs through training or through retrain-

ing. This obligation applies regardless of

wheter or not the disability is connected

to a veteran’s service. USERRA’s disability

denition is less stringent than the ADA’s,

and it applies to all employers unlike the

ADA which applies only to employers

with 15 or more employees. VEVRAA also

requires non-discrimination in employ-

ment for veterans for federal contractors

(and not just to Vietnam-era veterans) with

contracts that meet certain thresholds

(generally greater than $100,000/year)

and which don’t fall in certain exceptions

(e.g., out of country, and for certain state

or local governments). Some states, such

as Washington, provide for preferences in

hiring veterans under state law, and some

states, e.g., California, provide signicantly

more protections related to disability, and

therefore veterans with disabilities, than

the ADA.

16 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

The Cost of Unemployment

Compensation & Public

Beneﬁts

Unemployment compensation is available

to veterans for up to 99 weeks through the

Unemployment Compensation for Ex-Ser-

vicemembers (UCX) program, Emergency

Unemployment Compensation (EUC08),

and the Extended Benet (EB). Benets

are repaid to the states by the military

branches as no withholding exists for

unemployment compensation from ser-

vice member paychecks. States, however,

determine the benet programs available,

benet amounts, number of weeks of

benets available, as well as the eligibility

for benets.

“For FY 2010, approximately $1,571 mil-

lion in unemployment benets (UCX,

EUC08, EB, and the since expired $25 fed-

eral additional compensation benet) were

distributed to former military personnel.”

Purely from an employment outcome per-

spective, it may be better to direct the UCX

benets to other employment or training

programs. From a public policy perspec-

tive, and to the extent that unemployment

benets support health, mental health,

nancial

stability, and perhaps needed time

out of the labor force, UCX may serve mul-

tiple purposes other than income support.

Unemployment benets for veterans range

from a low of $235 per week to as high as

$862 per week, or approximately $12,200

to nearly $45,000 annually (depending on

the state in which the claim is led). This is

equivalent to minimum wage at 34 hours

per week on the low end of the scale, and

signicantly less than earnings in service.

However, it may be equivalent or nearly

so to those jobs available in some rural

areas with little available employment. By

comparison, a junior enlisted service mem-

ber at the grade of E-4 with over 3 years

of service earns base pay of about $22,600

annually, with housing and meals provided

or housing and food allowances paid as ad-

ditional income. Those veterans from 18 to

24 years of age who separate are most likely

junior enlisted members. While calcula-

tions of comparative wages are beyond the

scope of this guide, understanding relative

compensation of junior enlisted members,

employment opportunities and wages

immediately available to them, and the

unemployment benets available to them

for up to 99 weeks may partially explain

delays in seeking employment. This may

be particularly true in comparison to jobs

readily available in certain geographic

locations post-service.

Public policy may also encourage delays

in seeking employment or structuring the

job search to maximize benet eligibility.

For example, it is possible in some states

to seek unemployment compensation and

then to begin workforce development sys-

tem-funded training, particularly for high

demand industries. This allows receipt of

unemployment benets, tuition payments

for education and training lasting up to

two years, and no concurrent obligation

to seek work during the training. At the

end of the training, often provided at a

community college and bearing degree

Part I

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 17

credit, the veteran may transition off of

unemployment, into a four-year degree

program, and only then begin using GI Bill

benets with their accompanying living

stipend. Thus, while formally counted as

unemployed and seeking work during the

rst two years, the veteran is actually in

training with signicant income.

Many employees turn over in their rst or

second jobs during their rst one to two

years post-service at higher rates than in

later years or later jobs–likely due to poor

t between the veteran’s employment

or life goals and the jobs they are able

to nd in the current economy, in their

geographic area, or due simply to taking

short-term positions for income or benets

without regard to long term t. However,

most veterans remain in jobs they begin

more than one year post-service–likely

as they have found a better t, but also

potentially because they have been able to

address other life issues which they were

unable to address while still in service,

e.g., relationship renewal with family

members post-deployment, transitioning

into civilian healthcare systems, moving to

a permanent home or geographic location,

or other factors.

Because the challenges in veteran unem-

ployment are complex and multifaceted

and not yet fully understood through

research, the public policy context for veter-

ans’ and dependents’ employment must

include not only employment policy but

also directly related policy, e.g., transporta-

tion, healthcare, disability, mental health,

education, community reintegration, rural/

urban distinctions and more. Policy impact-

ing veterans is managed through a diverse

stakeholder group, including the VA, DOL,

DOD, and others. Indirectly, policies related

to housing, homelessness, Social Security,

Medicaid, Medicare, private healthcare,

transportation, and other areas impact

veterans and their families. Fully address-

ing the complex challenges may require

public/private partnerships in policy, and

the support of local communities, non-

governmental organizations (NGOs), and

veteran service organizations (VSOs) in tran-

sitioning veterans back into civilian life.

18 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Implications for Employment

and Well-being

Ultimately, employment is a key to eco-

nomic, social and psychological well-

being, community reintegration, family

nancial stability, and more. Therefore,

employment practices, collaboration with

businesses and industries, and more are

critically important to the post-service life

course of veterans leaving service. Public

policy that supports integrated services,

one-stop information gathering, referral

and access to services, and other initiatives

to streamline reintegration into civilian

society will play an important role. Com-

munities, including the civilian popula-

tion, civic organizations, businesses and

industries, healthcare, educational insti-

tutions, public ofcials, and others have

signicant roles to play in the reintegra-

tion of veterans.

A review of relevant research illustrates

strong associations between poor health

outcomes and unemployment, with over

40 articles related to the topic.

One study

explored the relationship between unem-

ployment and mental health, and found

the most signicant predictor of mental

health during unemployment was engage-

ment in activity and perception of being

occupied.

Another recent study discussed

the interactions between gender, fam-

ily role, and social class, and found that

“The nancial strain of unemployment

can cause poor mental health, and stud-

ies have reported the benecial effects

of unemployment compensation in such

contexts. However, unemployment can

also be associated with poor mental health

as a result of the absence of nonnancial

benets provided by one’s job, such as

social status, self-esteem, physical and

mental activity, and use of one’s skills.”

The study found that unemployment

impacted the mental health of women less

than men, in part due to family care re-

sponsibility, which kept them engaged in

activity. Additionally, the study found that

receiving benets during unemployment

was correlated with better mental health

outcomes. Voluntary or involuntary job

loss, particularly followed by periods of

unemployment, also negatively impacts

health. Among health conditions which

are linked to job loss were hypertension,

heart disease, and arthritis.

Additional

negative health outcomes attributed to

unemployment included depression, sub-

stance abuse, and even suicide.

However, there are mitigating measures,

including benets, access to healthcare,

community engagement, productive use of

time, family responsibilities and more. A re-

cent study found: “The unemployed receiv-

ing unemployment compensation or ben-

ets from other entitlement programs did

not report signicantly higher depression

Part I

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 19

relative to the employed.”

Finally, people

who have impaired health will also have

longer periods of unemployment,

making

access to health care a critical component

of unemployment policy. There are many

similar studies focused on the relationship

between health and employment.

During periods of unemployment, it may

be particularly important to mental health

for the community to remain engaged

with veterans, specically with veteran

men or others who are not productively

engaged. Education and training programs

may have a signicant role to play, as

may faith-based organizations, volunteer

service opportunities, and others which

impact their self-perception. Community

coalitions can and should address the

needs of veterans with a wide range of

services, activities, and opportunities for

productive engagement in order to reduce

negative mental health impacts, which

might in turn otherwise prolong periods

of unemployment. Additional support for

these activities comes from hiring man-

agers who report that they would like to

see unemployed job applicants who have

been engaged in training or education,

temporary or contract work, or volunteer-

ing.

These activities all support health

outcomes and have additional networking

effects, improved skills, and civilian reinte-

gration components.

Additional concerns may include access

to health care during periods of transition

or unemployment. Those family mem-

bers who previously had health access to

military service providers may no longer

have such access. Regardless of access,

with a transition likely comes nding and

engaging with a new healthcare provider,

even with immediate employment. When

mental health is also involved, it may be

both more difcult to nd a provider, and

to gain access to appointments. During

transitions from military to VA healthcare,

there may be delays in accessing care or

in transferring records. Stigma may also

play a role, both in forming a new patient/

provider relationship and trusting the

provider with mental health information,

and in evaluating the risk of disclosure of

a mental health diagnosis while seeking

employment. Many veterans have shared

anecdotally that they fear disclosure of a

mental health diagnosis to healthcare pro-

viders because they believe employers will

have access to such records, as supervisors

and commanders were perceived to during

military service.

Another public policy component related

to health and wellness outcomes for

veterans is scally motivated and relates

to the impact of unemployment on state

Medicaid budgets. During heightened un-

employment more people turn to Medicaid

and to State Children’s Health Insurance

Programs (SCHIP), so states will often cut

access to programs and services, including

healthcare through Medicaid and SCHIP,

and post-secondary education,

causing

unemployed veterans to have less access

to programs and services. This may in turn

create further calls on public benets and

budget implications.

Ultimately, employment is a key to economic, social and psychological

well-being, community reintegration, family ﬁnancial stability, and more.

20 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Enabling National

Competitiveness

In addition to legislated and executive

policies, concerns over national competi-

tiveness have motivated calls to action by

political and governmental players with

regard to participation of the private sector

and of the community in addressing the

employment needs of military veterans.

It is clear that the government is asking

the private sector to take a role in hiring,

e.g., VA Secretary Eric Shinseki engaging

with the International Franchise Associa-

tion (IFA) and its members, which have

pledged 75,000 hires of veterans and their

spouses by 2014. Other examples are the

100,000 Jobs Mission initiated by JPMC

and partners, President Obama’s call for

private industry to hire 100,000 veterans,

and others. Each is making progress; for

example, the 100,000 Jobs Mission, at less

than 12 months old, has reported that

their 50 (and growing) member companies

collectively hired 12,179 veterans through

March 31, 2012. Even more important

is that the coalition has begun sharing

practices, tracking methods, and other

resources with each other and with other

interested employers, which may positive-

ly impact future veteran employment.

However, private sector initiatives have

not yet been sufcient, and with over 1

million veterans returning to the civilian

sector over the next ve years, more will

need to be understood.

To date, the business case for hiring a

veteran has been largely informed in the

public domain by non-specic clichés

about leadership and mission focus. While

leadership ability and the strong sense of

mission that comes from military service

are characteristics that are highly valued

in a competitive business environment,

alone these generalizations are not enough

to empower U.S. employers to move be-

yond art to science, and in doing so gain

competitive advantage and fully benet

from the knowledge, training, and expe-

riences represented by those who have

served in the military.

Importantly, the business case validating

the organizational value of a veteran is

supported by academic research in a way

that is both more robust and more complex

than leadership and mission focus alone.

Specically, academic research from the

elds of business, psychology, sociology,

and decision-making strongly links charac-

teristics that are generally representative of

military veterans to enhanced performance

and organizational advantage in the con-

text of a competitive and dynamic business

environment. In other words, the academic

research supports a robust, specic, and

compelling business case for hiring individ-

uals with military background and experi-

ence. This competitive advantage must be

communicated to business and industry,

and demonstrated through the contri-

butions of veterans to high-performing

organizations. However, until that message

is compellingly communicated and widely

adopted, public/private and public initia-

tives will remain important in the direct

employment context.

Part I

22 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

Leveraging Investments in

Human Capital

Investment in human capital has slipped in

the United States, from education in K-12 to

state funding of college education. The mil-

itary, however, has continued to invest in

training and education, and is selective in

recruiting enlisted military members who

have completed high school and score well

enough on the ASVAB military entrance

exam. For the ofcer corps, the military

recruits those who have already attended

college, participated in ROTC, or have been

educated in the service academies prior to

commissioning.

Recent analysis by PayScale demonstrates

understanding of the human capital

represented by veterans by companies

such as Booz Allen, saying “Veterans are

exceptional individuals who have served

our country, upheld the highest ethical

standards, and strive to do important work

that makes a difference. Because of these

qualities, veterans embody many of Booz

Allen’s core values and they thrive within

our culture.”

They follow on with discus-

sion of military skill to civilian market

opportunities with clients that included

DOD, Air Force, Army, Navy, Marine Corps

and Homeland Security. The relationships

and familiarity of veterans with these

organizations has immediate, cognizable

value. SAIC, another rm that has exten-

sive government relationships cites similar

values and skillsets. With SAIC’s workforce

consisting of 25% veterans, and 22% of

last year’s new hires, the value they place

on the human capital acquired through

military service is clear. PayScale’s analysis

shows that the top four industries hiring

veterans for their specic skills include

“weapons and security, aerospace,

government agencies and information

technology.” Industry jobs include technical

jobs and engineering, as well as government

processes, which are learned through mili-

tary service. Perhaps most important in con-

sideration of human capital are networks.

Military veterans are strongly aligned to

each other, and are a source of recruitment,

networking between rms and agencies,

and are interested in supporting other veter-

ans and their families in employment.

Research demonstrates that high road

companies, those that are high perform-

ing and knowledge-based, often invest in

human capital. They understand the value

of providing training and education to their

workforce, and continue to provide them

as means to reach a competitive advantage.

Common traits of these companies, which

are similar to military service, include

“selection of employees with technical,

problem-solving, and collaborative skills;

signicant investment in training and

development; commitment to building

trust and relying on employees to solve

problems, coordinate operations, and drive

innovation.”

Veterans are likely to value

and understand companies that will contin-

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 23

ue patterns of education and training they

experienced while in the military —that is,

companies that train for next assignments,

provide mentoring, and are committed to

their employees and enabling them to be

productive. However, research also notes

that while private business and industry

may expend between $70 and $100 billion

to train their executives or pay for tuition

for higher education, they do not spend

similarly for employees in technical jobs,

for manufacturing, or for service. Those

jobs may provide an excellent t since

many veterans have the skills and experi-

ence for these midlevel jobs, provided by

military experience, training and education

which allow immediate t when properly

translated. Additional research on high-

performance workplaces, which should be

similar to high-performing military work-

places, demonstrates signicant benets for

both employee and rm, including “ef-

ciency outcomes such as worker productiv-

ity and equipment reliability; on quality

outcomes such as manufacturing quality,

customer service, and patient mortality;

on nancial performance and protability;

and on a broad array of other performance

outcomes.”

Expectations for training,

mentoring, supervision with feedback and

similar activities may also assist with accul-

turation to the new civilian employer.

Many companies are beginning to tap

another component of human capital–the

networks of their military veteran employ-

ees. Once veterans are employed, and nd

ts, they may be the best representatives to

other highly qualied veterans, and may

have the best access to veteran networks.

Tools may include professional networks

like LinkedIn and BranchOut, military-spe-

cic networks for those who have served,

and social networks such as Facebook,

Twitter, and Google Plus where many

veterans maintain close ties to other mili-

tary members and veterans with whom

they have served. Additionally, veterans

who attend college may be members of stu-

dent veteran clubs or chapters of Student

Veterans of American (SVA) and may be

familiar with other vets in priority recruit-

ment colleges and universities. Given the

opportunity to surround themselves with

high-performing colleagues, they may assist

in recruitment, and may help to form rela-

tionships with other agencies or businesses

where their former colleagues have roles.

With a critical mass for employee resource

groups, they may also assist with retention.

These networks expand beyond recruit-

ment and retention, as well. Networks

of veterans across companies may create

opportunities for cross-company collabo-

ration or formation of new partnerships.

Veterans may also have familiarity with

process and subject matter in government,

in the service branches, and with activities

in other countries. The networks of others

with subject matter and process knowledge

that a veteran may tap into bring business

value to organizations that understand and

capitalize on the networks.

One less intuitive nding related to hu-

man capital relates to health and wellness,

with one author noting, “Military service

also occurs at an age when service mem-

bers are forming lifelong habits that will

affect their health in the future.”

Health

also includes drug-free status, which may

be even more likely for Guard and Reserve

members with continuing service obliga-

tions who are subject to random drug tests

with signicant consequences. This sug-

gests, from an employer perspective, that

the health behaviors exhibited by veterans

may be reected in reduced health care

costs and lost work days.

24 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

Noteworthy Law and

Regulation Impacting

Veterans Employment

Equal Opportunity

USERRA protects the job rights of past and

present members of the uniformed ser-

vices, applicants to the uniformed services,

and those who voluntarily or involuntarily

leave employment positions to undertake

military service or certain types of service

in the National Disaster Medical System.

By providing for the prompt reemploy-

ment of such persons upon their comple-

tion of such service, USERRA is intended

to minimize the disruption to the lives of

service members, as well as to their em-

ployers, their fellow employees, and their

communities. Title 38 U.S.C Section 43 of

the act prohibits discrimination in em-

ployment or adverse employment actions

against service members and veterans.

Congress designated that the federal gov-

ernment should be a model employer in

demonstrating the provisions of this chap-

ter. Most importantly, the Supreme Court’s

interpretation of the legislation includes

a mandate for its liberal construction for

the benet of service members, indicating

that no practice of employers or agree-

ments between employers and unions can

cut down the service adjustment benets

which Congress has secured for veterans

under the act.

Companies like Allied Barton Security

Services, Verizon Communications, United

Research Services Corporation, and Gen-

eral Electric (GE) all indicate that they

have a company policy to comply with the

intent of USERRA. Additionally, a new bill

(H.R. 3670)

proposed on December 14,

2011, would require the Transportation

Security Administration (TSA) to comply

with USERRA. In short, employers in both

the public and private sectors have com-

mitted to honoring the provisions of the

act, and many more companies continu-

ally join the list of its supporters. While

USERRA provides protections for veterans,

the burden of proof of discrimination

rests with the veteran. The DOL enforces

USERRA and provides ombudspersons to

engage with employers to assist in resolv-

ing complaints prior to either litigation or

enforcement actions, but voluntary sup-

port, and particularly public statements of

support, such as engaging with ESGR, may

prove more advantageous than enforced

support.

Though not a military-specic law, the

ADA of 1990 affects veterans who have

sustained physical or mental disabili-

ties related to their service, by protect-

ing against discrimination based on the

presence of disabilities and mandating

that employers make appropriate and

reasonable accommodations for employ-

ees with disabilities.

The ADA denes

accommodation as any enabling change to

a work environment that allows a quali-

ed person with a disability to apply for

or perform a job, as well as any alteration

that ensures equal employment rights and

privileges for employees with disabilities.

Corporations complying with this law will

afford veteran employees with disabilities

an equal foundation on which to apply

and further their skills and talents. USER-

RA contains disability accommodation

requirements that go beyond the ADA as

The policy motivated initiatives and collaboration identiﬁed in

the prior section have, in some cases, been codiﬁed into law

and regulation impacting the employment situation of veterans.

In what follows, such law and regulation is detailed relevant to

its real and perceived impact on employers.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 25

well, requiring afrmative steps to bring

an employee to the level of being qualied

for other positions, including promotions

for which the employee would have been

granted had the employee remained em-

ployed and working. Generally, similar ac-

commodations will be effective under both

laws, with training and retraining to attain

qualication offered only under USERRA.

This addresses the needs of returning ser-

vice members who have sustained injury

or disability (short term or permanent)

while in service.

VEVRAA

(as amended) pertains directly

to veterans, prohibiting employment

discrimination by contractors with subcon-

tracts entered into or modied on or after

December 1, 2003 against certain veterans

and requiring afrmative action for specic

veterans. Under the regulations implement-

ing VEVRAA, all covered contracts and

subcontracts must include a specic equal

opportunity clause and certain contractors

and subcontractors are required to have a

written afrmative action program (AAP).

For employers with contracts and subcon-

tracts entered into on or after December 1,

2003, each contractor or subcontractor that

has 50 or more employees, a federal con-

tract or subcontract of $100,000 or more,

and that does not fall in certain exceptions,

such as being out of the country or working

for certain state or local governments, must

prepare, implement, and maintain a writ-

ten AAP for each of its establishments.

VEVRAA protects several categories of

veterans who served in the U.S. military on

active duty for a duration of more than 180

days during the period of August 5, 1964

through May 7, 1975, as well as those who

served in the Republic of Vietnam between

February 28, 1961 and May 7, 1975, in-

cluding special disabled veterans, disabled

veterans, recently separated veterans (three

years), other protected veterans, and Armed

Forces Service Medal veterans.

▶ A special disabled veteran is a person

who is entitled to compensation under

laws administered by the VA for a dis-

ability rated at 30 percent or more; or,

rated at 10 or 20 percent, if it has been

determined that the individual has a

serious employment disability; or, a

person who was discharged or released

from active duty because of a service-

connected disability.

▶ A disabled veteran means a veteran

who served on active duty in the U.S.

military ground, naval, or air service

and is entitled to disability compen-

sation (or who but for the receipt of

military retired pay would be entitled

to disability compensation) under laws

administered by the VA Secretary; or,

was discharged or released from active

duty because of a service-connected

disability.

▶ With respect to federal contracts and

subcontracts entered into on or after

December 1, 2003, recently separated

veterans means any veteran who

served on active duty during the three-

year period beginning on the date of

such veteran’s discharge or release

from active duty.

▶ An other protected veteran means

any other veteran who served on ac-

tive duty in the U.S. military ground,

naval, or air service during a war, in

a campaign or expedition for which a

campaign badge has been authorized.

▶ An Armed Forces Service Medal vet-

eran means a veteran who, while serv-

ing on active duty in the U.S. military

ground, naval, or air service, partici-

pated in a U.S. military operation for

which an Armed Forces Service Medal

was awarded pursuant to Executive

Order 12985 (61 Fed. Reg. 1209).”

26 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶ Recommendations:

Employer familiarity with the law

and policy encouraging or requir-

ing veteran hiring or reemploy-

ment, including present enforce-

ment activities is imperative.

Structure company policy to be

in compliance, or to go beyond

compliance, and use such policies

to positively promote engage-

ment with current employees and

prospective employees, including

those in the networks of cur-

rent employees. Highlight efforts

taken to reintegrate returning

veterans who were on leave under

USERRA or to integrate and train

new veteran employees. Speciﬁ-

cally, demonstrate that business

processes not directly integrated

into veteran initiatives under-

stand veteran employees and the

initiatives important to company

leadership and legal compliance.

Part I

▶ Resources:

Help Navigating DOL Laws and

Regulations:

http://www.dol.gov/compliance/index.htm

Equal Employment Opportunity on the Job:

http://www.dol.gov/compliance/topics/eeo-otj.htm

The Vietnam Era Veterans’ Readjustment

Assistance Act (VEVRAA):

http://www.dol.gov/compliance/laws/comp-vevraa.

htm

The Uniformed Services Employment and

Reemployment Rights Act (USERRA):

http://www.dol.gov/compliance/laws/comp-userra.

htm

The Rehabilitation Act of 1973, Section 503:

http://www.dol.gov/compliance/laws/comp-rehab.

htm

DOL Civil Rights Center:

http://www.dol.gov/oasam/programs/crc/

Americans with Disabilities Act (ADA):

http://www.ada.gov/

The Job Accommodation Network:

http://askjan.org/

JAN Veterans Resources:

http://askjan.org/topics/veterans.htm

Family Leave

In some cases, veterans and military

families may experience situations man-

dating temporary leave from employment.

Should these circumstances transpire,

FMLA

entitles eligible employees of cov-

ered employers to take unpaid, job-protect-

ed leave for specied family and medical

reasons with continuation of group health

insurance coverage under the same terms

and conditions as if the employee had not

taken leave. Two provisions to the FMLA

pertain to military family members:

▶ Qualifying Exigency Leave permits

military family members to take up

to 12 weeks of FMLA leave during any

12-month period to address issues that

arise during a military member’s de-

ployment to a foreign country, such as

attending military sponsored functions,

making appropriate nancial and legal

arrangements, and arranging for alter-

native childcare.

▶ Military Caregiver Leave allows family

members of a covered service member

to take up to 26 weeks of FMLA leave

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 27

during a single 12-month period to care

for the service member who is under-

going medical treatment, recuperation,

or therapy, is otherwise in outpatient

status, or is otherwise on the tempo-

rary disability retired list for a serious

injury or illness incurred or aggravated

in the line of duty on active duty.

Both provisions apply to the families of

members in both the active duty and re-

serve components of the Armed Forces.

▶ Recommendations:

Understand and implement policies

to support legal compliance obliga-

tions. Highlight leave usage which

beneﬁts veterans and their families.

▶ Resources:

The Family and Medical Leave Act (FMLA):

http://www.dol.gov/compliance/laws/comp-fmla.

htm

Tax Incentives Supporting Veteran

Employment

President Obama’s challenge to the private

sector to hire 100,000 unemployed veterans

by the end of 2013 has increased the aware-

ness of the disproportionately high rate of

unemployment among our nation’s veter-

ans. To further raise the issue and incen-

tivize employers, the president signed the

VOW to Hire Heroes Act of 2011,

wherein

the federal government now offers tax

credits for companies that hire unemployed

post-9/11 veterans or their spouses.

According to TriWest, many companies

across the U.S. are not aware of the veteran

unemployment issue. The tax credit helps

raise awareness among these companies

and provides visibility that veteran unem-

ployment is a national concern. President

Obama’s 100,000 Jobs Challenge, the Join-

ing Forces initiative, private sector hiring

initiatives like the 100,000 Jobs Mission led

by JPMC, the Hiring our Heroes initiative

led by the Chamber, and the tax incen-

tives of the VOW to Hire Heroes Act have

contributed to increased media coverage.

The public/private partnerships highlight

the tax incentives available, and positive

exposure of companies that are champion-

ing the cause to hire more veterans assists

with awareness and provides benets to

the employers that are active in the issue.

Additionally, positive public response re-

ceived by these initiatives have received has

incentivized new participating companies

to join.

Overall, companies that have championed

these veteran initiatives are not making hir-

ing decisions based on tax breaks, nor are

they inuenced by social or civic pressure;

rather, they are making their decisions

based on the skills and talents that make

good business sense. According to Walmart,

hiring veterans is a great long-term in-

vestment. However, some companies are

making veteran hiring decisions based on

the tax breaks, so once the tax credit is

gone, the hiring of veterans could decrease.

To avoid this situation, it is important to

collect data to make the case that hiring

veterans makes good business sense. With

limited durations of the tax incentives, the

window of opportunity exists now to ad-

dress unemployment issues among veterans

and to make the case to help create sustain-

ability in the hiring efforts and retention of

veterans.

Because tax incentives are specic in

nature and duration, with required

steps to use them, and varying levels of

benet depending on characteristics of

the veteran, it may be difcult to plan for

specic credit levels for each hire. Alter-

natively, if tax credits are a determinative

factor in hiring veterans, then it will be

necessary to identify the level of credit

desired, the characteristics of the veteran

necessary to claim the credit, and then

to recruit based on these characteristics.

28 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part I

The VOW to Hire Heroes Act of 2011

amended the Work Opportunity Tax Credit

(WOTC) to add credits for hiring veterans

who are qualied under the act, and

also to allow the tax credit to be taken by

some tax-exempt employers, not against

income taxes, but as credits for the em-

ployer’s payment of social security taxes.

Vets must begin work before January 1,

2013 under the current legislation. The

credit may be worth up to $9,600 for each

veteran hired at for-prot employers, and

worth up to $6,240 for certain tax-exempt

employers. The level of the credit varies by

certain factors, such as length of unem-

ployment, hours worked, and rst-year

wages.

A fact sheet is available from the

DOL which provides an overview of the

credit and the various eligibility factors.

▶ Recommendations:

Determine whether tax credits will be

a driving factor in new hires, if they

will be used incidentally to new hires,

or if they will not be used at all. After

making this strategic determination,

implement policy and processes

which will drive hiring decisions and

tax credit applications, including col-

lecting necessary data at the rele-

vant stage of the application or hiring

process. If tax credits are a driving

factor, advertise support for veterans

and the policy to drive applications,

monitor usage, and highlight usage in

communications materials to demon-

strate support of veterans.

▶

Resources:

VA VOW to Hire Heroes Act 2011:

http://benets.va.gov/vow/index.htm

VOW to Hire Heroes Act 2011,

For Employers:

http://benets.va.gov/vow/foremployers.htm

Internal Revenue Service Expanded

Work Opportunity Tax Credit Available

for Hiring Qualied Veterans:

http://www.irs.gov/businesses/small/

article/0,,id=253949,00.html

DOL Fact Sheet:

http://www.doleta.gov/business/incentives/opptax/

PDF/veterans_fact_sheet12_1_2011.pdf

Summary

The purpose of Part I of this publication

was to offer context for, and insight

into, the employment situation of veter-

ans and also to provide a brief overview

of the scope and breadth of the wide

variety of public- and private-sector

motivations for efforts positioned to

address veterans’ unemployment.

Moving forward, we turn our attention to

the issues, ndings, and practices illus-

trated by academic research, and espoused

by leading employers of veterans, that serve

as the basis for the actionable prescrip-

tions offered throughout the remainder

of the publication. These issues, ndings,

and practices are positioned to serve as the

foundation for strategies that can be pur-

sued by the employer community, support-

ing the employment of veterans and their

family members.

Part II

30 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

As illustrated in Part 1 of this guide, the factors

underlying efforts to support veterans in the

pursuit of meaningful and gainful employment are

multifaceted and complex. Those factors are also

compelling and support a coordinated effort on

the part of the public and private sector focused

on positively impacting the employment situation

of veterans.

However, that said, employers interviewed for

this publication–and more broadly commenting in

others forums–continue to cite practical impedi-

ments to executing a veteran-focused employment

strategy. Such impediments form the basis of

tension between external pressures based in

“doing right” by America’s veterans, and the

practical realities associated with managing a fair,

efﬁcient, and effective human resources practice.

In the context of employer engagement,

one of the most commonly cited challeng-

es of senior leaders, hiring managers, and

HR personnel is related to the inherent

limitations of motivating a veteran-focused

employment program in the absence of a

robust and communicated logic as to why

hiring a veteran is “good for business.” In

other words, it was evident from research

that the community of employers would

benet from a business case supporting

veteran employment as a basis to garner

stakeholder support for hiring initiatives

focused on veterans and their families.

In what follows, we present the results of a

comprehensive review of the academic lit-

erature positioned to illustrate the founda-

tional elements around which employers

can formulate research-informed logic for

recruiting and developing military veter-

ans in the civilian workforce. The proposi-

tions below, originally published by the

IVMF in “The Business Case for Hiring a

Veteran: Beyond the Clichés,” were devel-

oped based on:

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 31

1. Employer Challenge: Articulating a

Business Case for Veterans’ Employment

In Part II of this publication we highlight the most commonly cited challenges

reported by employers and where possible, suggest strategies, tactics, and

resources positioned to mitigate these challenges based on academic research,

as well as state-of-practice examples, as illustrated by leading employers.

▶

a review of academic research con-

trasting veterans/service members

with non-veterans in the context of

vocational tasks, skills, and experi-

ences; and

▶

a review of academic research focused

on specic abilities, attributes, and

characteristics required for success

in a given work role, as compared to

research focused on the abilities, attri-

butes, and characteristics descriptive

(generally) of military veterans.

Importantly, the scope of the academic

research that informed this business case

is limited to research that considers the

abilities, attributes, and characteristics

conferred to the individual veteran as a

consequence of military service, as those

attributes complement performance in a

competitive business environment. That

is, the research does not include elements

of the business case for hiring veterans

that are externally/market-driven, such as

enhanced reputational value to the rm,

customer/stakeholder legitimacy, and

other similar motivations. Such consid-

erations are real and compelling, and

should also be considered by private-sector

rms in the context of their employment

strategy related to veterans. As one retail

company executive cited, “If it matters to

our customers that we are hiring veterans,

then we better be hiring veterans!”

In addition, the academic research that

informed this business case did not con-

sider typical corporate social responsibility

arguments for hiring veterans. Again, such

considerations are real and compelling,

and are likely similar to those related to

hiring any population with public stake-

holders, as well as the need for diversity

of views and experiences to drive innova-

tion and connection with specic market

segments.

In the end, such factors serve to further

enhance the following research-informed

propositions supporting the inherent

value of hiring individuals with military

experience:

32 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part II

▶

Veterans Are Entrepreneurial:

Academic research focused on the at-

tributes and characteristics of successful

innovators and entrepreneurs highlights

that high-performing entrepreneurs have

in common strong self-efcacy, a high

need for achievement, are comfortable

with autonomy and uncertainty, and make

effective decisions in the face of dynamic

environments. Across multiple stud-

ies, research illustrates that these same

attributes are generally characteristic of

military service members and veterans.

For example, research focused on the cur-

rent all-volunteer force suggests that those

who are drawn to military service are

individuals with a high need for achieve-

ment (self-selection). Further, military

training and socialization processes have

been demonstrated to instill high levels of

self-efcacy, trust, and a strong sense/com-

fort with autonomy and dynamic decision-

making processes. These attributes, as they

are linked to entrepreneurship and an

entrepreneurial mindset among military

veterans, have been consistently demon-

strated in practice. According to multiple

studies commissioned by the U.S. Small

Business Administration (SBA) and others,

military veterans are twice more likely

than non-veterans to pursue business

ownership after leaving service, and the

ve-year success rate of ventures owned

by veterans is signicantly higher than the

national average.

Veterans Assume High Levels

of Trust:

The ability to trust coworkers and supe-

riors has been consistently highlighted

in organizational behavior literature as a

signicant predictor of high-performing

teams, organizational cohesion and mo-

rale, and effective governance systems.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 33

▶

Research studies focused on both military

personnel and veterans indicate that the

military service experience engenders

a strong propensity toward an inherent

trust and faith in coworkers, and also a

strong propensity toward trust in organi-

zational leadership. In turn, the academic

literature broadly supports the nding

that in organizations where trust between

co-workers–and between employees and

leadership–is strong, organizational per-

formance is enhanced.

Veterans Are Adept at Skills

Transfer Across Contexts/Tasks:

The ability to recognize and act on opportu-

nities to transfer skills learned in a specic

context, to a disparate context, represents

a valuable organizational resource. Several

studies focused on skills transfer have

highlighted that military service members

and veterans are particularly skilled in this

ability. Research has attributed this nd-

ing to the fact that military training most

often includes contingency and scenario-

based pedagogy, and as a result, service

members and veterans develop cognitive

heuristics that readily facilitate knowledge/

skills transfer between disparate tasks and

situations.

Veterans Have [and Leverage]

Advanced Technical Training:

Military experience, on average, exposes

individuals to highly advanced technology

and technology training at a rate that is

accelerated relative to non-military, age-

group peers. Research validates the sugges-

tion that this accelerated exposure to high

technology contributes to an enhanced

ability to link technology-based solutions

to organizational challenges, and also the

transfer of technological skills to disparate

work tasks. In other words, not only do

military veterans (on average) have more

advanced exposure to high technology

relative to their age-group peers, but they

also make the most of that knowledge by

effectively leveraging knowledge across

disparate work-related tasks.

Veterans Are Comfortable/Adept

in Discontinuous Environments:

The contemporary business environment

is dynamic and uncertain, and research

consistently highlights the organizational

advantage conferred to rms that are able

to act quickly and decisively in the face

of uncertainty and change. Cognitive and

decision making research has demonstrated

that the military experience is positively

correlated to the ability to accurately evalu-

ate a dynamic decision environment, and

subsequently act in the face of uncertainty.

Several studies highlight that this abil-

ity is further enhanced and developed in

individuals whose military experience has

included service in a combat environment.

Veterans Exhibit High-Levels of

Resiliency:

The notion of resiliency refers to a condi-

tion where individuals can successfully

adapt despite adversity, overcome hard-

ships and trauma, achieve developmental

competencies, and excel even in the face

of harsh environments. Multiple studies

have found that military veterans exhibit

high levels of resilient behavior; that is, as

a consequence of the military experience

veterans (generally) develop an enhanced

ability to bounce back from failed profes-

sional and/or personal experiences more

quickly and more completely, as compared

to those who have not served. The busi-

ness strategy and applied psychology lit-

erature highlights the positive benets of

employee resiliency in multiple contexts/

settings where intermediate or terminal

failures are likely to be high, such as in

new product development, early-stage

ventures, sales, high-technology ventures/

work-roles, and in environments where

customer relationships are transaction

based.

34 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶ ▶

▶

Part II

Veterans Exhibit Advanced

Team-Building Skills:

Several studies have compared military ser-

vice members and veterans to non-veterans

in the context of team-building skills and

efcacy. Findings from that research illus-

trate that (as compared to those that have

not served in the military) veterans are

more adept with regard to: 1) organizing

and dening team goals and mission,

2) dening team member roles and re-

sponsibilities, and 3) developing a plan for

action. Further, research also suggests that

those with prior military service have a

high level of efcacy for team-related activi-

ties; that is, veterans exhibit an inherent

and enduring belief that they can efcient-

ly and effectively integrate and contribute

to a new or existing team. Taken together,

the academic research supports the notion

that veterans will enable high-performing

teams in an organizational setting. Re-

search on high-performance teams suggests

that communication and idea exchange are

critical, and in combination with skills at

forming teams, provides additional reason

to consider hiring veterans. Research nds

the key components are frequent commu-

nication, including equal time listening and

talking, frequent informal communication,

and engagement with people not inside

the team.

These t with veteran abilities

to form and dissolve project-based teams,

using communication skills and processes

developed in the military.

Veterans Exhibit Strong

Organizational Commitment:

Socialization tactics can have profound

implications for the identity of organi-

zational members, by facilitating iden-

tity change so that one’s concept of self

becomes informed and intertwined with

the identity of the organization. Military

institutions are particularly adept at

institutional socialization, and as a result

the military experience engenders a strong

linkage between the individual and the

organization. Research has demonstrated

that military veterans bring this strong

sense of organizational commitment and

loyalty to the civilian workplace. For the

organization, this strong sense of organi-

zational commitment can contribute to

reduced attrition/turnover, and will also be

reected in the employee’s work product.

Further, in situations where organizational

commitment is high, research suggests

that organizational norms, customs, and

ethical standards are more strongly inter-

nalized and adopted across the rm.

Veterans Have [and Leverage]

Cross-Cultural Experiences:

The nature of military service today

necessarily dictates that veterans must be

skilled at operating across cultures and

international boundaries. Multiple studies

consistently highlight that those individu-

als with military backgrounds 1) have more

international experience, 2) speak more

languages(and more uently), and 3) have

a higher level of cultural sensitivity as

compared to age-group peers that have not

served in the military. The cross-cultural

experiences characteristic of veterans repre-

sent a competitive advantage for the rm,

given the increasing globalization of the

business environment.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 35

▶

Veterans Have Experience/Skill

in Diverse Work Settings:

While the military has been publically

criticized for a lack of diversity on sev-

eral important dimensions, research has

consistently highlighted the fact that the

all-volunteer military actually represents

a very heterogeneous workforce across

myriad dimensions. These include edu-

cational background, ethnicity, culture,

values, and the goals/aspirations of orga-

nizational members. As a consequence,

multiple studies have found that those

with military experience are (on average)

highly accepting of individual differences

in a work setting, and exhibit a high level

of cultural sensitivity with regard to such

differences in the context of workplace

interpersonal relationships.

These ndings suggest a strong and compel-

ling argument supporting the engagement

of the nation’s employers in the employ-

ment situation of veterans. Importantly,

this argument extends beyond social re-

sponsibility or obligation, and goes directly

to a market-based competitive advantage

and employer’s bottom line. As a conse-

quence, we assert that this business case is

well-positioned as a tool to support educat-

ing hiring managers and human resource

personnel as to the potential value that a

veteran brings to the civilian workforce.

Further, this research also opens the door to

assisting both the employer and the veteran

to identify specic work roles that are well-

suited for veterans.

Recommendations & Resources:

The following recommendations are pro-

vided for employers in order to leverage

the material above:

▶

Disseminate the business case to hir-

ing managers and human resource

personnel as a means to communicate

the potential value that a veteran

brings to the civilian workforce

▶

Incorporate the ndings cited above

into internal training programs fo-

cused on the rm’s non-veteran

workforce

▶

Distribute the business case to key

inuencers across the rm, including

board members and key customers

▶

Incorporate elements of the business

case into marketing and communica-

tions efforts focused on both internal

and external stakeholders

▶

Customize the business case in a way

that links the “value of a veteran”

to how your particular rm creates

value for your customers

▶

As a resource, the full business case

for hiring a veteran can be download-

ed at http://vets.syr.edu.

36 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Licensure and certication requirements

are commonly preceded by education and

training, which varies between military

and civilian sectors. However, the skills are

often similar or identical, and the train-

ing and education is also similar in scope

and content (between military and civilian

sectors). Two primary components are at

issue for employers that cite licensing and

certication as an impediment to hiring

veterans:

▶

A lack of understanding related to the

veteran’s training and education as it

correlates to the civilian equivalency

(and how may the equivalency be

ascertained)

▶

A lack of understanding related to the

duties/activities of the veteran’s work-

role in the military, as it correlates

to the requirements associated with

civilian licensing and certication

standards.

To a large extent, licensure and certica-

tion is a state-level issue; that is, individual

states are responsible for vocational licens-

ing related to most work roles requiring

civilian certication. Legislative and execu-

tive policy is beginning to address certica-

tion and licensure for education, training,

and skills obtained in military service, so

as to allow easy transfer of licensure to take

place as military members (and families)

transfer from one state and jurisdiction to

another post-service and not only during

service. These policy initiatives continue to

ensure the integrity of the license or certi-

cation but expedite attainment for those

already qualied. These policies include

license reciprocity, reduced documentation

requirements for veterans, expedited re-

views of licensing/certication applications,

temporary licensure, and others.

Initiatives in several states, and for sev-

eral target occupations including nursing,

teaching, and childcare, were highlighted

in a Treasury/DOD joint report on occupa-

tional licensing focused on spouses who

move to support serving family members.

As mentioned, there are also efforts un-

derway to streamline the process through

which education, training, and experience

gained as a result of military service can

be applied to generate a civilian certi-

cation or license. Based on a review of

2. Employer Challenge: Certiﬁcation,

License, and Experience

Part II

Many military work roles would require licensure and certiﬁcations, if performed

in the civilian sector. Civilian licensing of otherwise skilled veterans is commonly

cited by employers as an impediment to fully leveraging the skills and experiences

of military veterans.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 37

those efforts, New York State has made

the most signicant progress in this area.

For example, in New York, a commercial

driver’s licensure (CDL) has been stream-

lined for veterans who held similar roles

in the military, as have some positions in

healthcare and education. Efforts are also

currently underway in New York to reduce

the training and experience required of

many private security and law enforce-

ment certications, for those individuals

who performed similar work roles while

serving in the military. Other states have

taken steps similar to New York for emer-

gency medical technician and ambulance

driver roles, and there is an ongoing effort

on the federal level for those occupations

that require federal licensure.

All that said, from an employer perspec-

tive the general consensus is that state

regulatory agencies have been slow to

address this important issue, and ongoing

initiatives are disparate and uncoordinat-

ed. While some states have taken signi-

cant and meaningful steps to acknowledge

military training and experience in their

licensing and certication programs (e.g.,

New York, Pennsylvania, Washington),

others have taken limited or no action. As

it is in the best interest of both the veteran

and the employer that military training

and experience can be leveraged in the

form of a civilian license or certication,

some rms have taken proactive steps to

overcome the challenges related to certi-

cation, and by doing so have been able to

leverage the skills, training and experience

of veterans in the workforce. Detailed be-

low are some of the strategies adopted by

leading employers to address the challeng-

es related to certication and licensure of

military veterans.

Recommendations & Resources:

The following recommendations are pro-

vided for employers related to licensing

and certication:

▶

Identify those work roles within

your organization that require state/

federal licensure or certication, and

concurrently identify those military

occupations that assume similar

skills, training, and experience. Many

of the available Military Occupational

Specialty (MOS) translator tools can

assist with mapping civilian work

roles to military occupations.

▶

Assign the rm’s human resources

team to stay up-to-date and informed

as to state-specic policies, programs,

and initiatives focused on licensing

and certication programs impacting

veterans–particularly as those initia-

tives relate to work-roles in demand

at your organization.

▶

Firms with operating locations across

multiple states may be positioned

to leverage state-specic reciprocity

agreements with regard to the licens-

ing/certication opportunities for

prospective veteran employees, where

a given state has taken steps to provide

licensing/certication opportunities

to veterans (given military education/

training/experience).

38 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

Leverage internships, job shadowing,

and similar initiatives as an opportuni-

ty for veterans lacking the experience

dimension of a licensing/certication

requirement, to acquire the required

experience. Additionally, if possible,

provide these opportunities by put-

ting existing veteran employees in the

trainer capacity.

▶

Leverage local workforce develop-

ment organizations, many of which

provide training that will contribute

to fullling certication requirements

for many work roles. This training is

often without cost to the employer.

▶

Leverage private-sector training

programs such, as JPMC’s “GET-VET”

(Global Enterprise Technology Train-

ing for Veterans) at Syracuse Univer-

sity (SU)

or Prudential’s “VETalent”

program (technology training),

as a

workforce development opportunity

for veterans. Both programs can lead

to civilian sector certications. Similar

efforts exist in “green” jobs, forestry,

reghting, and other sectors in both

government and the private sector.

▶

Encourage prospective veteran employ-

ees to utilize programs and resources

available through the VA, such as the

VA work-study program

and the VA

Vocational Rehabilitation program,

as a means to obtain relevant training

and education required for licensing/

certication, and seek to hire veterans

who complete such coursework.

▶

Related to state-specic initiatives

positioned to address licensure and

certication for veterans, summarized

in Appendix G are ongoing initiatives

enacted to streamline or accelerate

licensure and certication for

veterans within each of the 50 states.

Part II

Appendices A-D are checklists for employers, focused suggestions, steps,

and opportunities to effectively leverage public/private sector resources and

practices positioned to enhance opportunities for training and certiﬁcation

of the veteran workforce. These checklists were prepared based on the

practices of private-sector ﬁrms that have leveraged such techniques

successfully to advance their veteran-focused employment efforts.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 39

Another challenge commonly cited by

employers relates to the transferability of

military-trained skills and abilities to the ci-

vilian sector; that is, many hiring managers

and HR professionals report a perception

that skills and experiences gained through

military service do not always correlate

to the work-role responsibilities typical of

many civilian sector jobs.

An important insight related to the percep-

tion among some hiring managers that

military-trained skills and abilities don’t

easily translate to the civilian sector, is

that this perception appears to be some-

times reinforced as a consequence of em-

ployers relying exclusively on one of the

many MOS translator tools currently avail-

able. As a result, in some instances these

tools have the unintended effect of closing

the door to employment opportunities for

some veterans who, as a consequence of

a varied military career combined with

other educational experiences, are in fact

viable candidates for a given civilian em-

ployment opportunity.

Based on in-depth interviews of the

employers contributing insights to this

publication, and analysis of in-demand ci-

vilian occupations provided by these same

employers, it appears that the mispercep-

tions related to skills transferability are

largely a function of a lack of understand-

ing among civilian employers as to the

roles and responsibilities associated with

many military occupations.

As a means to better educate civilian

employers seeking to relate military oc-

cupations to civilian employment oppor-

tunities, PayScale created a list of occupa-

tions for which veterans are ideally suited,

based on the transferability of military

skills and training, as well as a function

of those occupational roles identied

as “high demand” in the civilian sector.

Similarly, Monster.com evaluated broad

occupational skills for supply, demand, and

additional training and education require-

ment characteristics, nding:

In addition to the careers and skilled trades

listed by Monster.com, PayScale found

that veterans more frequently hold the

following skills than non-veterans: “Cisco

Networking, Computer Security, Contractor

Management, Electronic Troubleshooting,

Leadership, Microsoft SQL Server, Program

Management, Security Policies and Pro-

cedures, and Security Risk Management.”

Veterans also often hold security clearances,

which are currently active or quickly able

to be investigated and reactivated, a critical

advantage for many rms engaged with

government or with contractual require-

ments for cleared workers.

While these tools were created

to provide employers general

insight into the experiences and

training associated with a given

military occupation, in some

cases we found that employers are

relying on these tools as a ﬁrst

and only screen of prospective

veteran employees.

3. Employer Challenge: Skills Transferability,

Supply, and Demand

“

”

40 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part II

Importantly, it’s also critical to note that

the notion of skills transferability applies

equally to technical skills/abilities conferred

as a consequence of military service, and

also those less tangible skills and abilities

characteristic of veterans that are valued

in the workplace, but that are not neces-

sarily work role specic.

For example, research conducted by

Monster.com suggests that “soft-skills”

characteristic of veterans such as the ability

to concentrate for long periods, creativity,

attention to detail and accuracy, a calm

demeanor, the ability to communicate, self-

discipline, condence, and the ability to fol-

low detailed instructions were all reported

by employers already hiring veterans as

skills that are both transferable and highly

valued. However, both the transferability

and value of these skills appears to be less

salient to those rms with limited experi-

ence hiring veterans.

In sum, based on the accumulated research

conducted for this publication, a key nd-

ing of this report is that there is little basis

to suggest that 1) the population of veterans

is unskilled or that the occupational skills

characteristic of veterans are not readily

transferable to a civilian work setting, and

2) that the skills conferred as a consequence

of military service are not relevant and

valued in the civilian workplace. In fact,

those rms with meaningful and longer-

term experience hiring veterans all report

that opportunities to leverage veterans as

a highly skilled and trained talent pool is

a primary motivation for ongoing invest-

ments supporting veteran-focused employ-

ment initiatives.

Instead, it appears that the core impedi-

ment to employment related to the issue

of skills transferability is largely based on:

▶

a lack of understanding among civil-

ian employers as to how and what

skills conferred to the prospective

employee as a consequence of mili-

tary service will transfer to a civilian

work role, and

▶

a lack of understanding among many

veterans as to how to best communi-

cate the relevance of their skills and

experiences to civilian employers.

Based on the combined lessons learned of

the employer cohort that contributed to

this publication, and the key nding, strat-

egies and resources positioned to bridge

this gap in understanding are as follows:

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 41

Recommendations & Resources:

▶

MOS translators are well suited to provide general

insight into the presumed skills and training af-

forded to a prospective employee, but should not be

used as a tool to disqualify an individual from an

employment opportunity. Military experiences are

seldom typical, and an individual’s MOS alone is in-

sufcient to understand the full scope and depth of

skills, training, and experiences a given individual

can potentially bring to the organization.

▶

Related to the above, some employers have started

to ask veterans to (voluntarily) include the ofcial

narrative that accompanies the prospective employ-

ee’s military awards and decorations, as a means

to gain detailed insight into the veteran’s specic

military work roles and responsibilities. Often

these award narratives include specic metrics

related to the veteran’s contribution to organiza-

tional performance and supervisory responsibility.

▶

Firm leadership plays a central role in bridging the

divide in understanding related to the transfer-

ability of military skills to the private-sector rm.

Firms with “class-leading” veterans’ employment

programs are ones where the leadership of those

rms has invested the time to understand the

relevance of military skills and experiences to the

rm, and where those leaders have taken steps to

communicate that understanding to non-veteran

employees in a way that addresses increasing

business productivity and ultimately shareholder

value.

▶

Some leading rms have taken steps to move

the case for veterans’ employment out of the HR

“shop,” in the form of training programs and mate-

rials focused on front-line and hiring managers.

These training tools link relevant military training

and experience to the civilian work environment,

and have proved effective in helping non-veteran

employees recognize the linkages between military

and civilian work-roles and experiences.

▶

Class-leading rms have leveraged internal com-

munications channels to publically recognize the

achievements of current veteran employees, in a

way that correlates the veteran’s current work role

responsibilities to their military training and ex-

periences. Such symbols, ceremonies, and artifacts

are well-positioned to impact the organization’s

broader culture as it relates to veterans’ employ-

ment initiatives.

▶

Where possible, put veterans in training roles

within the organization. Such situations create a

broad opportunity to highlight military-learned

skills and abilities in a way that communicates the

transferability of such skills to the civilian work-

place. Again, this strategy is effective in impacting

the organization’s broader culture, as it relates to

veterans’ employment initiatives.

▶

Expose veterans to a broad array of business func-

tions and work roles. Some rms, like GE, have

created leadership programs for veterans that

provide rotations in different work roles and lines

of business, with the goal to identify the strengths

and interests of the veteran as aligned to the rm.

Such programs effectively leverage military and

leadership skills, and provide opportunities for vet-

erans to become part of the decision-making pro-

cess related to where they will ultimately work and

contribute. Rotations also expose more individuals

within the organization to high-performing hires,

which assists in championing veteran initiatives.

42 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Part II

Fortunately, many issues related to corpo-

rate culture and leadership-in the context

of employment-have been thoroughly ex-

plored in the context of initiatives focused

on workforce diversity. As such, models for

leadership-driven decision making have

been developed in the areas of high-perfor-

mance talent acquisition, diversity initia-

tives, disability accommodations, and more.

As a result, the community of employers

does not have to reinvent the wheel in the

context of veteran-focused engagement, but

rather survey the landscape and choose the

models most appropriate given the rm’s

goals and setting. However, the model itself

does not appear to represent the most im-

portant factor positioned to overcome ob-

stacles based in corporate culture; instead,

we have found that it is the engagement of

leadership that will drive progress within

the organization, as it relates to veteran-

focused employment initiatives.

To date, much of the hiring of veterans

has been driven by calls for corporate

social responsibility, and the “support the

troops” goodwill that exists in American

society. That is a good starting point, as it

has drawn attention to the employment

needs of the population, and to corporate

America’s drive to give back. However,

all indications are that this motivation is

insufcient to sustain enduring employer

commitments. Instead, the longer-term sus-

tainability of veteran-focused employment

initiatives at any given rm will correlate

directly to the commitment of the rm’s

leadership to such programs. Executive

level commitment is essential to motivate

the culture change necessary to institution-

alize programs and processes positioned to

sustain a focus on veterans’ employment

within a private-sector organization.

Based on our research of leading rms,

it was apparent that almost all rms that

have successfully implemented veteran-

focused initiatives have also identied

executive level champions responsible for

those initiatives. In fact, almost all the

rms participating in this research were of

the opinion that to meaningfully address

veteran employment, veteran-initiative

leaders need to be involved either at, or

reporting directly to the executive level.

Only leadership commitment to the estab-

lishment of values and goals supportive of

the initiative, backed by understanding of

the competitive advantages veterans bring

to a civilian employment situation, will

overcome cultural barriers. Some practical

advantages cited in support of executive-

level engagement from the employers

surveyed were:

4. Employer Challenge: Culture, Leadership

Champions, and Veterans’ Employment

Another challenge frequently cited by ﬁrms pursuing veteran-focused

employment initiatives relates to a rigid, inﬂexible, or idiosyncratic

corporate culture that makes implementation of specialized hiring

initiatives difﬁcult to institutionalize within the ﬁrm.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 43

▶

Executive-level engagement promotes

robust assessment and the develop-

ment of metrics designed to evaluate

progress.

▶

Reporting progress at the execu-

tive level promotes opportunities to

address institutional barriers and

enhance opportunities for veterans.

▶

Programmatic successes connected to

executive-level engagement are likely

to be visible both within and outside

the organization.

▶

Alternatively, programmatic failures

not driven by executive-level engage-

ment may impede current and

future employment opportunities

for veterans.

▶

The commitment of organizational re-

sources to enable recruitment, hiring,

retention and advancement of vet-

erans in employment is more likely

given executive-level engagement.

Class leading examples of leadership-driv-

en initiatives include JPMC’s decision to

situate the rm’s veteran initiatives under

the direct purview of the rm’s Chief Ad-

ministrative Ofcer (CAO). JPMC integrates

all the rm’s veterans’ initiatives (prod-

ucts, employment, philanthropy, training

and education, etc.) under a single organi-

zational unit, and by doing so can promote

the rm’s vision through a single, unied

channel. Because this unied team is fully

focused on veterans’ issues impacting the

rm, a deep understanding of the ties

and integration between JPMC’s varying

initiatives impacting veterans is cultivated.

This can be leveraged to educate others

throughout the rm as to the opportunity

available to business and industry related

to veterans as customers, clients, suppli-

ers, employees, and investors, with each

reinforcing the other.

Other rms such as Walmart, Prudential,

Ernst & Young, and Humana Healthcare

have assumed a similar approach with

regards to an executive-level champion

for veteran-related issues. The key nding

in this area is that executive-level engage-

ment is most likely to foster a veteran-en-

gaged culture within the organization.

Firms with a veteran-engaged culture are

more likely to support access to employee

development programs for veterans, includ-

ing mentoring, career planning and full

engagement, and sponsors who will focus

on advancing the careers of veterans under

their sponsorship. Advancing employee de-

velopment creates a competitive advantage

for both employee and employer by using

the full range of skills and talents available

and leveraging experience and training

gained through military service, as well as

through networks available to the veteran

employees. Strength and growth opportuni-

ties may focus less on management, team

building, or leadership, and more on t

and focus within the organization. Veterans

may be able to impart lessons learned in

military service to their teams, fostering

organizational trust and cohesion.

44 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Firms with a veteran-engaged culture are

also more likely to embrace strategies

related to work-life balance given unique

constraints of specialized healthcare for

veterans. Veterans with healthcare needs

may require exible schedules, exible

work spaces, or other accommodations.

Previous research on inclusive corporate

cultures, and particularly on accommoda-

tions and exibility, has demonstrated

business value, including reduced turn-

over intention, fewer work absences, and

increased performance. Perceptions of

treatment and inclusion impact workplace

engagement and productivity, and com-

municating the value of accommodations

and investment in human capital imparts

positive perceptions of the workplace.

It is important to recognize the impact of

veteran accommodations and the value of

investing in their training and education,

related to exibility and inclusion, in order

to realize the human capital inherent in

veterans in the workplace. This realization

is made even more important to the num-

ber of veterans returning from Afghani-

stan and Iraq with injuries and disabilities,

and the stigmas that still exist for those

who suffer from PTSD and depression.

Workplaces with effective accommoda-

tions for people with disabilities also tend

to have effective workplace modications

and exibility that benet the entire work-

force, and in turn provide bottom-line

value to the business. Accommodating the

needs for exibility may allow attainment

of otherwise unavailable human capital.

All this said, it is unlikely that these accom-

modations will be institutionalized–and

thus these advantages realized–without an

executive-level commitment to a veteran-

engaged culture.

Recommendations & Resources:

▶

Firms pursuing veteran-focused em-

ployment programs should establish

an executive-level champion for such

initiatives.

▶

Firms pursuing veteran-focused em-

ployment programs should consider

establishing a rm-wide advisory

board on veterans’ initiatives, chaired

by the executive-level champion.

▶

The executive-level champion should

plan a consistent, cohesive communi-

cation strategy focused on veterans’

issues over a signicant period of

time. The communications should

start from the executive-level cham-

pion, and be consistently reinforced

through many different channels and

media, and targeted to specic stake-

holders to advance business goals.

Veteran-focused messages and talking

points should be passed down so that

mid-level managers are not creating

their own messaging, but emphasiz-

ing and reinforcing the same innova-

tion messages as the executive-level

champion.

▶

The executive-level champion should

develop goals and measurements

related to the rm’s veteran initia-

tives, which are tightly aligned to the

strategic goals of the rm. Doing so

will begin to institutionalize a focus

on veterans’ employment and career

development across the rm.

Part II

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 45

That being said, employers commonly cite

tracking veterans in their workforce as a

signicant challenge for several reasons:

▶

Many rms have been unwilling to

ask prospective employees about

military service, based on possible

liability concerns.

▶

Many veterans are unwilling to

self-identify, based on fears of bias,

stigma, and discrimination.

When working on initiatives to hire and

retain veterans, an important rst step is

to understand existing veteran employ-

ment within a company, including track-

ing applications, hiring, employment,

retention, advancement, and more. While

there are voluntary self-identication

questions in the hiring processes for many

employers, there are usually not fully

developed systems that address the veteran

employee life cycle. Aside from initial hire

questions, generally asked to comply with

USERRA or VEVRAA, there are infrequent

other data sources, or ways to engage

with veteran employees. Reasons for not

tracking include concerns (valid or not) on

the legality of tracking Guard and Reserve

members, their military or veteran status,

as well as veteran family members. There

is also a concern of the risk of having the

human resource practice data available

which might be used in employment dis-

crimination lawsuits. Perceptions related to

the use of the data are another reason fre-

quently cited for not collecting or retaining

data. Some employers report that veterans

or family members, particularly Guard

and Reserve members, may be likely to

perceive data collection as a precursor to

potential adverse employment actions.

These concerns may often be addressed by

demonstrating positive value to veterans

related to the collection and use of the

data. Demonstrating positive use, such as

support for the veteran or family members

related to deployments, or for use in men-

toring, sponsorship, career advancement,

afnity groups, and other similar initia-

tives, will also alleviate concerns. Where

policy exists to support veterans who are

called to active service, some companies

discussed internal challenges in discerning

which questions will feel intrusive to the

veterans and how they can ask veterans to

self-identify, including through surveys.

Such companies struggle internally with

the decisions of how much they can reason-

ably and respectfully ask of employees.

Companies like GE, TriWest, AT&T, and

Merck have implemented ways to volun-

tarily track and incentivize veterans to self-

identify by leveraging existing programs

and initiatives such as employee surveys,

veterans’ afnity groups, and more. It’s

widely accepted that employee resource

and afnity groups can be leveraged for

both self-identication and engagement,

and that such groups positively impact

companies, reinforcing the benets of

tracking and using the data for positive

purposes. Finally, lack of identication

may also result in missed opportunities for

the rms to effectively train, retain, and

empower veterans, which increases a rm’s

overall productivity and growth.

5. Employer Challenge: Tracking

Veterans in the Workforce

In order to understand the effectiveness of employment initiatives

focused on veterans, and to better understand the organizational

contribution made by veterans to the ﬁrm, companies need to track

veterans in the workforce.

46 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Beneﬁts of Tracking Veterans in the

Workforce

As discussed earlier, the VOW to Hire

Heroes Act of 2011

includes provisions

for tax credits for businesses that choose

to hire veterans. However, businesses are

unable to collect tax credits for hiring

veterans if they are unaware of the veteran

status of employees. Recent research by

RAND showed that tax credits for disabled

veterans may have been responsible for

maintaining an unemployment rate that is

2% lower than it would have been without

the tax credits, demonstrating that busi-

nesses used tax credits for roughly 32,000

jobs per year in 2007 and 2008.

However,

some businesses have indicated that they

may not have the data available to claim

the credits.

Other benets of tracking veterans include

knowing who has served in the military

and what skills they have, in order to make

the most effective use of them in the busi-

ness or unusual circumstances. For exam-

ple, during the Hurricane Katrina catastro-

phe in Louisiana, GE was able to identify

their veterans and leverage their military

skills to set up camps, manage people, as

well as manage their projects and efforts

during and post-Katrina devastation.

Tracking veteran employees within a com-

pany allows measuring veteran productiv-

ity within the company to demonstrate

value through the rate of return on invest-

ments in veteran employment initiatives,

and to prove business benets from hiring

veterans. Additionally, tracking veterans

will allow identifying different skills that

veterans have in the workplace compared

to their colleagues, allowing the company

to leverage existing skills and grow talents.

Failure to track and measure veterans’

performance within the rm may lead to

a poor understanding and lack of recogni-

tion of veteran employee contributions,

and inaccurate perceptions about the

value veterans bring may result in lack

of supervisor or HR exibility, perceived

discrimination, or other adverse effects

for the veteran. This may even lead to the

underpayment of veterans and a lack of a

clear career development path, which can

cause attrition within the company.

Other benets may include identifying

and supporting family members during

deployments, through employee resource

groups or through employee outreach ef-

forts in line with the company’s culture.

Tracking veterans who are deployed, or

going to be deployed, including family

members, allows companies to effectively

create and implement employee assistance

programs that reach both the veterans

and their family members. Finally, under-

standing veteran networks may provide

business opportunities from recruitment,

to collaboration, to business relationships.

Next we discuss tracking methods and

strategies.

Part II

No matter what the company does, if there is

not a “veteran-loving culture,” the veterans will

not believe in it and will not self-identify.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 47

Strategies for Tracking Veterans in

the Workforce

Examples of self-identication incentives

that GE has developed within their track-

ing program include:

Social events & cocktail hours specic

to veterans to recognize and honor

their service. During these events,

computers are available so that veter-

ans can physically update the employ-

ee database and self-identify.

GE Appliances has developed a chal-

lenge coin and makes the announce-

ment to the top management level

that a veteran is getting a coin, which

is given by the CEO as means of

recognizing and honoring veterans

companywide. This incentivizes other

veterans to self-identify.

GE sends a message to identied

veterans and asks them if they know

any other veterans who have not

self-identied and to help with that

effort.

The veterans’ afnity networking

group attracts veterans who usually

do not come to veteran-specic events.

The network provides many resources

and initiatives such as professional de-

velopment. The afnity network group

has been the most effective initia-

tive at GE (which is typical of afnity

groups in a diversity context).

GE has created a veteran wall to honor

veterans within the company.

According to GE, in order to be success-

ful, the company needs a “veteran-loving

culture,” and the veteran initiative needs

to come from their leadership. For ex-

ample, during Veterans Day, GE invites

Vietnam veterans to a social event with

their top management. Furthermore, the

company places service ags and an ap-

preciation letter on each veteran’s desk,

which reinforces positive recognition of

veterans in the workplace and motivates

other veterans to self-identify. This small

act identied that the non-veterans were

appreciative of the company for doing it,

and they became more supportive of veter-

ans. No matter what the company does, if

there is not a “veteran-loving culture,” the

veterans will not believe in it and will not

self-identify.

Screening for veteran status has become

mandatory in many companies, due to

the need to understand the issues and

challenges that military families face, to

fully leverage and expand on the skills and

growth talents that veterans have, and to

take full advantage of the tax credit oppor-

tunity. Additionally, some contractors have

requirements to track and report veteran

hiring. A company that has mandated

tracking is AT&T, whose new policy man-

dates that after being given a job offer,

candidates must be asked if they are cur-

rently, or have ever been, in military service.

48 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

This specication is important, as some

veterans do not identify themselves as

veterans. Asking new employees about

military service captures the relevant data

better than asking about veteran status.

Merck used existing employee surveys

to measure corporate culture related to

people with disabilities which are also

relevant to wounded warriors. Another

method, shared by Walmart, is using data

from military leaves of absence to identify

and track military employees.

Industry reporting, hiring, and demand

are another component of tracking veteran

employment. As part of the Monster Vet-

eran Talent Index,

Monster.com surveyed

almost 500 employers in the U.S. that had

hired an employee with prior military

experience in the past year, indicating

at least anecdotal evidence of tracking

veterans. The results of the survey were

analyzed and entered into the Employer

Veteran Hiring Index, a tool that is used to

monitor employer willingness to recruit

and retain veteran talent, as well as the

perception of veteran talent performance.

The November 2011 Index indicated that

70% of surveyed employers reported hav-

ing hired more than one veteran within

the past year. Nearly all surveyed (99%)

who had hired a veteran reported that

their work experience was about the same

or much better than non-veteran work-

ers. Substantiating the quality of veteran

employees, 69% of employer respondents

indicated that veteran workers perform

their job functions “much better” com-

pared to non-veterans, and 98% said that

they would hire a veteran again. In total,

more than 60% of employers surveyed felt

motivated to hire veterans based on their

qualications and prior work experience.

Tracking and reporting efforts such as

these provide evidence of the utility of

veteran workers and the transferability

of their unique skill set. Furthermore,

Monster.com’s work at measuring veteran

employment helps to provide a general

idea of the pervasiveness of veteran re-

cruitment in the civilian sector. With 70%

of surveyed employers having recently

hired veterans and 60% feeling motivated

to do so, but nearly 1 million unemployed

veterans, there remains a strong need for

enhanced analytical and evaluative track-

ing of veterans, once they have been hired

in to the civilian workforce. Obtaining

tangible measures of veteran employee

productivity and changes in general work

environment may support further vet-

eran recruitment, serving as evidence of

veteran aptitude and qualications when

applied in the civilian work environment.

Information uncovered by initiatives like

Monster.com’s are valuable, and the devel-

opment of standardized tracking method-

ologies within corporations will further

aid in the assessment of veteran employ-

ment, while providing gures that can be

used internally.

Finally, other internal efforts to support

veterans require good tracking and report-

ing methods, whether to leverage skills and

talents, to form and maintain employee

supports for career enhancement, or to

offer support in the face of deployments.

Such supports range from engaging the

families to offering continued pay and ben-

ets to authorizing and tracking leaves and

USERRA return to work obligations.

Recommendations & Resources:

▶

In order for tracking to be effective

and to get all members of a veteran

community to participate, the compa-

ny has to create a veteran-engaged cul-

ture (see more details in the Veteran

Recruiting and Onboarding chapter).

Part II

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 49

To create a veteran-engaged culture,

the leadership has to demonstrate

positive uses of tracking.

▶

Veteran initiatives need to come from

company leaders. For example, have

social events with top management

and veterans, have companies lead-

ers send a letter of appreciation, and

more.

▶

Leadership needs to educate company

members about the importance and

benets of tracking veterans. For

example: understanding the needs of

veteran families to provide adequate

accommodations, take advantage of

tax credits (see VOW to Hire Heroes

Act of 2011), understand veterans’

productivity and work ethics to

better the HR strategy and invest-

ments, and more.

▶

Educate veteran and military families

about the benets of tracking. For ex-

ample: what the missed opportunities

are for both them and the company,

how the company can assist the family

during the deployment, how the

company can recognize a veteran’s

skills and leverage them for meaning-

ful career development, and more.

▶

Make tracking/employee surveys man-

datory for all employees. Conduct the

survey after the person is hired. This

will help identify a veteran at an early

stage and provide the company with

opportunities to accommodate the

veteran adequately. Furthermore, al-

lowing employees to update their les

on a regular basis may help identify

veterans that did not self-identify

initially and allows the company to

recognize any changes in status such

as deployment.

▶

Change the language in employment

surveys; instead of tracking them as

veterans, track current or past mili-

tary service, since not all veterans will

consider themselves veterans.

▶

Develop opportunities for veterans

to self-identify. For example, social

events for veterans, develop a com-

pany coin for veterans, the veteran

memorial, encourage and support a

company veteran afnity group, and

many more.

6. Employer Challenge: Deployment

Issues and Challenges

Importantly, these concerns were not neces-

sarily focused on the potential of a deploy-

ment as an obstacle to hiring, but instead

focused on the implications for career

development and family support. However,

others have reported that deployment could

be a concern for some employers.

For the family, the deployment of a spouse

to a combat zone represents a challenge

of signicant magnitude.

Deployment

means increased family responsibilities,

nancial issues, isolation, and fear for

their spouse’s safety, which causes anxiety,

loneliness, sadness, and a feeling of being

overwhelmed.

This has a direct impact on

the company that employs a deployed mili-

tary member or somebody whose family

member is deployed; hence, awareness of

veteran deployments is essential to respond

effectively to the needs of employees and

their families. In addition to the voluntary

measures which employers may take, there

are protections in Federal and state laws

which apply to deployed military members

and their families, and to their return to

work.

Employers, which engage deployed

members in the workforce, that prepare for

their deployments and their return-to-work

plans, may be better positioned to meet

workforce needs, plan for salary expendi-

tures, temporary workers, job duty transi-

tions, and more.

Employer-focused concerns related to the potential deployment

of employees (Guard & Reserve) represented another challenge

mentioned by companies.

50 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Other policies may include assistance with

insurance or other benet premiums;

vacation time payouts to support family

members; emergency assistance, including

loans or grants; loans from prot sharing or

similar benets; family usage of employer

facilities or benets (e.g., daycare, tness

facilities, or discounts); and other similar

benets. Informal benets may be regular

care packages, communications from peers

and leadership, integration of family mem-

bers at company events, recognition of

deployed members, and other activities de-

signed to promote awareness and support

of the employee and their family during

periods of service. In addition to support-

ing families and deployed service members,

these actions may support a more engaged

workforce and support employee retention.

An example of an integrated program was

established by TriWest to address families

during deployments. The program creates

a community and raises awareness about

deployments of Guard or Reserve members.

A focus is placed on educating peer employ-

ees on deployment and its impact. Program

components include deployment parties,

a blue star ag on employee workspaces,

informal invitations of deployed employ-

ees’ family members to peers’ homes for

holidays, and more. In addition to creat-

ing awareness amongst employees, Tri-

West provides salary adjustments to meet

nancial needs and provide exibility for

deployed staff. Beyond benets, communi-

cation of the company’s engagement is an

integral component of the program. For ex-

ample, the CEO sends letters once a month

to TriWest’s deployed National Guard and

Reserve members, and the letters include

a telephone card so that they can stay con-

nected with their loved ones.

Such activities require active self-identi-

cation, to assist and support military and

veteran employees and their families. This

is the company’s business and employee

justication for signicant self-identica-

tion efforts. Attributing this to the benets

provided to the employee and family,

TriWest indicates it has never been sued

related to their inquiries on veteran status

or related supports, and that they don’t

consider identication efforts to have legal

risks which outweigh their benet to both

the company and their veterans.

Other companies, such as Google, provide

tools to veterans and their families which

provide the ability to stay in communica-

Part II

Salary and beneﬁts, particularly gap salaries and continued access

to beneﬁts, may be of particular importance. Policy decisions on

continuation of salary and beneﬁt eligibility vary between companies

for business reasons. Employees may select jobs based on policies

which will impact them and, perhaps more importantly, impact their

families.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 51

tion, as well as encouragement and advice

on how to effectively use those tools in

circumstances unique to military mem-

bers, veterans and family members. En-

gagement and concern for employees may

increase morale among other employees

and may reduce turnover intention among

veterans and other employees.

Recommendations & Resources:

▶

It is in the best interest of both the

employer and the employee to design

a specic corporate policy related to

the deployment of employees. Con-

sult the ESGR’s “Employer Resource

Guide” as a source of relevant infor-

mation informing this policy.

▶

Develop training programs for manag-

ers related to relevant law governing

the deployment of employees, and

approaches to implementation con-

sistent with both obligations and the

company’s strategic vision and com-

munication of veterans’ initiatives.

▶

Communicate support for training

programs by having the rm’s leader-

ship sign and display a Statement of

Support for the Guard and Reserve.

▶

Leverage the rm’s culture, resources,

and capabilities to minimize the

impact of a deployment on the em-

ployee’s family. Examples include care

packages, integration of family mem-

bers at company events, recognition

of deployed members and families in

corporate communications, and other

activities.

▶

Create a toolkit for the deployed

member, the family member, employ-

ee peers, and managers that covers re-

sources, policies, transitions, benets,

communications, and other resources

to make deployments and reintegra-

tion easier to plan and implement.

According to the U.S. Chamber, the current

trend among veterans is to change jobs

twice within the rst three years of civilian

employment. The underlying cause of the

job switch is likely a poor t between the

veteran and the job (specically compen-

sation level), personal investment in the

rm or the work role, or inexibility of the

position, given external demands (fam-

ily, medical, etc.) imposed on the veteran.

The trend shows that (on average) it takes

veterans three employment experiences

to nd the “right job”—the rst two jobs

tend to be situations that meet their needs

in terms of income and geography, while

the third job tends to be a job they want

and are passionate about, and in which

they tend to stay permanently. Employers

are not yet experienced in working with

candidates to identify their strengths,

experiences, and skills, and to t the posi-

tion to those attributes and characteristics,

nor are veterans yet adequately prepared

to translate military skills, training, edu-

cation, and experience. There is a need

for familiarity with transition concepts,

and for employee and employer tools to

discover strengths, grasp job duties and

descriptions, and to nd a correct job t.

Application of these tools will decrease

attrition rate and provide employment

stability within the rm.

7. Employer Challenge: Attrition

and Turnover of Veterans

Employee attrition has been a major issue for American

companies, and many ﬁrms participating in this study

cited attrition of veterans as a concern.

52 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Another factor in turnover intention is

geographic location and employment sta-

bility, or conversely, willingness to move

for a career opportunity. If veterans nd

meaningful employment in a preferred

geographic location, particularly employ-

ment that may provide career develop-

ment and opportunity for advancement,

the veteran may be more likely to stay in

a job. This reduced turnover may reduce

costs of attrition. Job availability may not

be consistent with veteran employment

preferences because many enlisted vet-

erans select geographic location as a rst

factor in transition out of military service.

However, many veterans are also used to

periodic military moves, and according

to Monster.com’s Veteran Talent Index,

68% of surveyed veterans said they would

relocate for a job. In comparison, less than

half (43%) of U.S. job seekers found on

Monster.com state they would relocate in

2011. Of those veterans willing to relocate,

over half (53%) of those surveyed said they

would relocate anywhere in the U.S. It

may be the case that targeting transition-

ing members early, combined with better

job matching, will result in lower unem-

ployment rates and reduced turnover. This

trait may also be a signicant benet to

employers recruiting veteran talent, provid-

ing a mobile workforce when needed.

An excellent incentive to cultivate a loyal

veteran workforce, in addition to better

job matching at the recruitment stage, is

the high attrition cost of up to 18 months’

salary (averaging as much as $125,000) for

each manager or professional who leaves

and up to one half of a year’s pay for each

hourly employee who leaves. Reduced at-

trition may also positively impact the rm

by reducing direct recruitment and training

costs and other costs, which include prepar-

ing for and implementing a search, employ-

ee burden of doing the jobs of individuals

who have left, and inefciencies during

training for replacements.

According to GE employee data collected

over the past 10 years, the attrition rate

for veteran employees is 7% lower than

for non-veteran employees. GE indicates

their veteran employees are more likely

to stay, and GE uses their annual review

process to track their employee turnover

data. In addition to attrition, there are fur-

ther benets of productivity from veteran

employees. TriWest’s measured absentee-

ism from work is lower amongst military

employees. This is also in accord with data

on people with disabilities, another group

that may face employer stigma and that

has direct relevance to wounded veterans.

Employees who feel valued may have lower

absenteeism, and those who perceive that

their employer doesn’t stigmatize may have

similar stability and reduced absenteeism.

Of course it may be that veterans, wounded

and not wounded, as well as people with

disabilities, may feel as though they have

fewer alternatives and may stay due to a

concern about lack of opportunity.

Recommendations & Resources:

▶

Create awareness of employment op-

portunities targeted to military mem-

bers, prior to separation, to encourage

job applications from candidates with

a good potential employment t.

▶

Experienced hiring managers should

interview and assess candidates to

ensure they have the right skills, and

that they t well with the company

culture, managers and co-workers.

Part II

According to GE employee data collected over the past 10 years,

the attrition rate for veteran employees is 7% lower than for

non-veteran employees.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 53

▶

When the veteran is hired, make sure

they understand how the company

works, its policies, and to procedures.

Give them a thorough orientation

designed to help them to t in eas-

ily and quickly, and to immediately

contribute to the company.

▶

Compensation is important, but in

many cases veterans are also focused

on benets related to their family and

their well-being, given disability issues

and family concerns. Highlight such

benets at the time of hire, and con-

tinue throughout their tenure.

▶

Pay attention to employees’ personal

needs and offer more exibility where

possible. Consider offering telecom-

muting, compressed schedules or on-

site or back-up daycare when required.

Offer benets coordination to ensure

transparent coordination between

military, veteran, and civilian pro-

grams, particularly health and mental

health care.

▶

By increasing veteran employee

engagement with non-veteran em-

ployees, the rm will help veterans

form organizational attachments,

positioned to engender loyalty.

▶

Symbols, artifacts, and ceremony are

the means through which the military

engenders organizational commit-

ment. As such, awards, recognition,

and praise might just be the single

most cost-effective way to maintain a

committed veteran workforce.

▶

Provide a vision for the future, and

help the veteran understand where

they t within the rm. Communi-

cate that you are willing to invest

time and money in order for them to

achieve mutual goals.

The issues and challenges detailed in

Part II of this publication represent

those most commonly cited by employ-

ers as impediments to a robust veter-

an-focused employment program.

Given those challenges, we have offered

recommendations and resources based on

theory and practice positioned to mitigate

these impediments.

In the next section, we focus on models po-

sitioned to enable business and industry, as

well as government, to hire well-qualied

veterans. These models will enable veteran

acclimation to the business environment,

retention by businesses, and advancement,

as their talents and skills develop and war-

rant. Additionally, we draw from existing

knowledge in organizational behavior, di-

versity practice, disability accommodations,

and more to facilitate the most productive

work environments. This knowledge will

assist hiring and line managers, as well

as coworkers, to recognize the strengths

veterans contribute, to collaborate in the

acclimation process, and more.

Summary

Part III

54 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 55

In response to calls from employers for

a collaborative approach to addressing

the employment situation of veterans, in

Nov. 2011 a large group of private sector

employers came together aboard the USS

Intrepid in New York City. The aim was

to share lessons learned and innovations,

with regards to recruitment, assimilation,

retention, and advancement of veterans in

the workforce. In what follows, we deliver

these lessons learned, innovations, and

recommendations to the broader commu-

nity of employers in an effort to advance

employment and economic opportunities

for veterans and military family members.

Speciﬁcally, Part III focuses on illus-

trating class-leading examples with

regard to recruiting and onboarding,

training and development, assimilation

and employee assistance, leveraging

ﬁnancial and non-ﬁnancial resources

to create employment opportunities

for veterans, and teaming and engag-

ing small business partners to support

veterans’ employment initiatives.

Firms representing these leading ap-

proaches were asked to present their

programs, detail experiences of the

ﬁrm related to the program or initiative,

address perceived implementation chal-

lenges, generalizability and replication,

and also offer recommendations to

other companies and/or stakeholders

with regards to veteran-focused em-

ployment programs. Additional discus-

sion points raised during the summit

are also summarized, with participa-

tion by each of the stakeholders, and

with issues, challenges, practices, and

solutions being highlighted in the form

of actionable recommendations and ex-

amples. This material is supplemented

in some cases with additional input

from participants, from their websites,

or veteran-related materials supplied

by representative employers. Also

included are examples and resources

available from participating companies,

research and practice materials, gov-

ernment and non-government stake-

holders, and more.

Finally, a qualication related to this

material: our purpose is focused on provid-

ing a general overview of select leading

practices and initiatives, in an effort to

share the strategic intent and approach of

the program with the broader employer

community. As such, given the inherent

limitations of this publication with regard

to covering any given program in great

depth, we provide contact information for

the corporate leader(s) of those initiatives

highlighted so that interested parties can

exercise the opportunity to seek additional

information. Further, we acknowledge that

this review is not all-inclusive. The omis-

sion of a particular program or initiative

is not meant to suggest that the omitted

program is not worthwhile, impactful,

and innovative. Finally, because we will

continue collecting and sharing practice

information, we encourage sharing of ad-

ditional practices, which we will highlight

in updates, on our website, and in the

e-book/e-reader version of this report.

Part III

56 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Overview

As discussed previously, Monster.com’s

Veteran Talent Index

report suggests that

more than 60% of employers are motivated

to hire veterans based on their qualica-

tions and prior work experience, and that

nearly all (98%) of employers that had hired

a veteran would do so again if given the

opportunity. Many companies understand

the value that veterans bring to the com-

pany, and have taken meaningful action to

improve the employment of our nation’s

veterans.

However, many rms continue to struggle

with recruiting efforts, due to obstacles

inherent in their corporate culture, lack of

know-how by hiring managers, and other

factors. Additionally, most companies are

not aware of the effective hiring practices

represented by those rms that have found

success recruiting and onboarding veterans.

Sharing leading practices related to recruit-

ing and onboarding represents a promising

approach to addressing the challenges com-

monly cited as related to veteran-focused

employment initiatives.

Two leading initiatives focused specically

on recruiting and onboarding are high-

lighted in what follows. The rst, from BAE

Systems, is focused on wounded warriors.

The second, from JPMC, represents an in-

novation in human resources practice that

has been demonstrated to be particularly

effective, with regards to the large-scale

recruitment of veterans.

Leading Practices Model:

BAE Systems

Wounded Warrior Program

Conservative estimates suggest that 30%

of the post-9/11 generation of veterans

will transition from military to civilian

life with a service-connected disability. In

some cases, the nature of these disabilities

may dictate a unique approach to recruit-

ing and onboarding, in the context of ini-

tiatives focused on veteran employment.

In 2009, BAE Systems (BAE) launched an

employment initiative specically focused

on the wounded warrior population.

The initiative emphasizes a “high-touch”

recruiting strategy, and since its inception

(and at the time of publication), BAE has

hired 67 veterans with disabilities under

this initiative. To qualify for the program,

a veteran must have a 30% or greater dis-

ability rating. In addition, family members

of veterans are now eligible for program

benets, as well. Across many dimensions,

the program has realized great success,

and has conferred positive benets to both

the veterans hired through the program

and also to morale and team cohesion

at BAE, given the rm’s positioning as a

defense contractor.

Approach & Innovations:

Leadership Commitment

In order to accelerate the development and

implementation of the program, and to

secure the institutional support required

to enable the initiative, leadership com-

mitment was perceived to be critical. As

such, BAE created the position of VP of

Strategic Acquisition, who reports directly

to the CEO and the executive board. This

employee is also a veteran. This new posi-

tion is responsible for acting as an advo-

cate and action ofcer for veterans issues

1. Leading Practices: Veteran

Recruiting and Onboarding

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 57

in the rm, and is physically assigned to

the corporate headquarters.

In the context of this effort, communicat-

ing why BAE is focused on hiring veterans

and wounded warriors was recognized as

central to the successful implementation

of the program. This key messaging is the

responsibility of the VP of Strategic Acqui-

sition. Importantly, BAE is hiring veterans

to leverage their talents, and this is the

content of corporate messaging in support

of the program’s recruitment goals.

The VP of Strategic Acquisition supports

rm-wide recruitment goals related to

veterans by visiting company sites and

educating managers, line workers, and

supervisors about veterans and the valu-

able skills they offer in the workplace. Us-

ing internal success stories of past veteran

hires, the VP of Strategic Acquisition helps

non-veteran employees to understand the

important role that military candidates

can play within the company.

In addition to this new position, BAE has

developed a veteran mentorship program

that pairs veterans to help them grow

internally and to identify career growth re-

sources, provide guidance, and to share in-

formation learned with others. Takeaways

from the mentorship program include

providing for planned career paths, access

and planning for college education, and

mentoring for career development. Likely

a consequence, veterans hired under this

program demonstrate a very low rate of

attrition; only four veterans hired through

the program have left the company.

As an external resource to identify poten-

tial veteran employees, BAE has highlight-

ed the Chamber for their efforts in provid-

ing opportunities for veteran recruitment,

particularly their job fairs, and encourag-

ing veteran participation in job fairs. A

useful component has been organization

and production of localized veteran career

fairs by the Chamber, preparing veterans

to be career-fair ready, and maximizing

the matchmaking effort prior, during,

and post-career fair. Veterans intending to

participate in the fairs can be adequately

prepared with tools to successfully net-

work and identify appropriate jobs, and

to address criticisms of underprepared or

poorly matched employer/attendee.

Implementation and Generalizability

Based on the rm’s experience imple-

menting and developing the program, the

following issues were highlighted as an

ongoing focus of effort:

▶

Managing the inherent differences

between the rm’s mainline human

resources practices, and those sup-

porting the wounded warrior hiring

program.

▶

Conveying to non-veteran employees

the value that veterans bring to the

work environment.

▶

Ongoing difculties with regard to

identifying potential veteran hires in

a timely manner; that is, a challenge

related to nding veterans proactively

given projected open positions. In this

regard, job fairs have been useful, but

BAE reports that many veterans are

unsure of how to best leverage the

opportunities that are presented at

these events.

Part III

58 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Recommendations

▶

BAE stresses the importance of senior

leadership commitments are a key

driver in the success of the initiative.

▶

Partnerships with business and trade

associations represent a critical chan-

nel for recruiting talent, and also a

means to source resources in support

of mentorship and education, related

to communicating the value of veter-

ans in the workforce.

▶

Provide training and education about

PTSD to all employers and employees;

focus on both general knowledge

and accommodation issues given the

rm’s unique circumstance.

▶

BAE recommends incorporating the

veteran’s family (to the appropriate

extent) into veteran-focused programs

and initiatives. Family involvement

tends to enhance organizational

commitment and promote enhanced

wellbeing of the employee.

Program Point of Contact:

James Rodriguez

[email protected]

Leading Practices Model:

JPMorgan Chase & Co.

Military Human Resources Department

As a large and diverse rm, JPMC is well

aware of the inherent challenges and

inefciencies associated with integrating

a veteran-focused hiring initiative into the

unique HR practices, characteristic of the

rm’s disparate operating locations and

lines of business. As such, the rm made

the novel and innovative decision to create

an integrated but distinct human resource

practice, specically focused on veteran

employment.

Approach & Innovations:

An Integrated & Collaborative

Model of HR Practice

At JPMC, the Military Human Resources

(MHR) group is centralized with a single,

rm-wide director that reports up through

the rm’s CAO in close coordination with

the rm’s Global HR team. The MHR team

is responsible for developing rm-wide

strategy and process related to JPMC’s

veteran-focused recruitment and employ-

ment goals. Specic innovations, charac-

teristic of the MHR approach at JPMC, are

the following:

▶

High-Touch Recruitment:

JPMC has instituted a “High-Touch

Gold Desk,” where JPMC recruiters re-

spond to any veteran applicant within

ve days of receiving the individual’s

application for employment. This

high-touch approach is positioned to

support veterans in nding the right

opportunity at JPMC, based on the

applicant’s experiences and quali-

cations. In addition, this personal

response to each and every applicant

has the benet of helping JPMC’s HR

▶

personnel to become better educated

as to how military skills and experi-

ences correlate to the rm’s different

work roles. The program functions by

utilizing integrated, regional teams

that map veteran applications against

available positions at the rm. Using

those maps, the MHR teams are able to

identify positions across the rm that

best match the veteran’s skills prole.

This results in a process that aligns the

veteran with an opportunity where he

or she is most likely to nd success and

also facilitates an approach to recruit-

ment and hiring that looks across lines

of business, as opposed to within a

given organizational silo.

▶

Data Driven Approach to Recruiting:

The MHR created a data strategy work-

ing group, responsible for continuously

studying the recruitment process, in or-

der to ascertain the efcacy of the tools

and practices used by hiring managers.

Assessment is also focused on reten-

tion/attrition, as a means to understand

the correlation between military work

roles and those characteristic of JPMC.

A monthly status summarizing the

broad range of metrics, representative

of the rm’s veteran-focused recruiting

efforts, serves as the basis for efforts to

continuously improve the MHR prac-

tice and process.

▶

Resources to Support a Career:

The MHR has dedicated full-time

resources to support veterans during

the onboarding process and beyond,

positioned to facilitate successful assimi-

lation and professional development

of newly hired veterans. These efforts

include training for JPMC managers

to help them understand the unique

strengths veterans bring to the work-

place, as well as training for newly hired

veterans focused on the unique aspects

of the rm’s corporate culture, norms,

and processes.

▶

A Collaborative Commitment:

JPMC led efforts to create and launch

the 100,000 Jobs Mission in March

2011. The 100,000 Jobs Mission rep-

resents collaboration with more than

50 other private-sector rms (and

growing), together committing to the

goal of hiring 100,000 transitioning

service members and military veter-

ans by 2020. The coalition members

are committed to working together,

sharing best recruiting and employ-

ment practices, reporting hiring results

on monthly practice-sharing calls and

quarterly meetings, and collaborating

on job fairs and other hiring events.

This collaborative approach confers

to all participating rms scale and

efciency, with regard to recruiting vet-

erans, and also accelerates the learning

and education process for all coalition

partners, related to promising practices

and processes.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 59

Part III

60 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Implementation and Generalizability

▶

Tracking the degree of success that

has been achieved as a consequence of

the initiative, particularly as it relates

to post-employment outcomes, rep-

resents an ongoing area of focus for

JPMC. While it is relatively straight-

forward to track the number of new

hires, the rm recognizes a need to

better understand what data needs to

be captured during the recruitment

process, and how that data relates to

post-employment performance.

▶

Internal education represents another

rm-wide challenge, as to the best

of their current knowledge, 97% of

JPMC’s employees are not veterans.

Given that internal managers retain

hiring capabilities, it has been crucial

that they receive education on the

benets of hiring veterans.

▶

Another identied challenge relates

to transitioning from a hiring model

that offers a job opening in need of a

veteran with specic, job ready skills,

to a complementary approach where

veterans with “raw skills” are hired

and subsequently provided specic

work-role training.

▶

A nal challenge identied relates to

geography; that is, the rm’s national

recruitment strategy has sometimes

been at odds with the fact that many

large concentrations of veterans are in

locations where the rm does not have

a signicant number of employment

opportunities.

Recommendations

▶

Emphasize the commitment of senior

leadership as critical to the meaning-

ful development and implementation

of a veteran-focused employment

initiative.

▶

Provide ongoing support for veterans

before, during and after the hiring

process as a means to effectively as-

similate veterans into the corporate

culture.

▶

Capture data in order to measure the

process effectiveness as well as the

relevance of skills and talents that

veterans possess, compared to the

career opportunities within the rm.

▶

A high-touch recruitment strategy

opens the door to matching veterans

to employment opportunities that

best match their skills, and results

in high levels of satisfaction among

veterans with regard to their recruit-

ment process experience (even among

those that are not eventually hired).

▶

Participate in private-sector collabora-

tions, such as the 100,000 Jobs Mis-

sion, as a means to learn from peers

and to share knowledge, which will

contribute to improved practices and

outcomes.

▶

Identifying and committing human

capital resources at different levels

throughout the HR infrastructure,

focused on supporting the rm’s

veteran employment goals and objec-

tives, has been central to the inita-

tives success.

Program Point of Contact:

Maureen Casey

[email protected]

Additional Leading Practice

Examples:

Recruitment and Onboarding

The programs and practices highlighted

previously represent unique and novel ap-

proaches to recruitment initiatives focused

on veterans. That said, there are many

other programs and practices in place

across private industry, having a signi-

cant impact on the employment situation

of veterans. As such, as follows we have

summarized additional recommendations

and key ndings, based on a broad review

of private-sector initiatives, focused on re-

cruiting and onboarding veterans into the

civilian workforce. The recommendations

and key ndings are as follows:

▶

Leverage veteran referral opportu-

nities by engaging existing veteran

employees, and asking them to dis-

seminate employment information to

veteran networks. For example, Ernst

& Young made use of word-of-mouth

efforts to promote their Veterans

Network. The network, which started

as a grassroots effort in one of the

practice areas, has already grown to

include participants from other geog-

raphies and ofces, provides network-

ing and professional development

opportunities, supports the rm’s

veteran recruiting and onboarding

efforts, and supports veterans in the

community.

▶

Attend Chamber events, which include

specialized jobs at particular locations,

and which provide signicant pre-

event preparation for veterans to effec-

tively seek meaningful employment.

▶

Leadership involvement and getting

leadership on the ground, at company

sites, to talk with HR about veterans’

issues. The VP of Strategic Acquisition

at BAE speaks at their annual HR con-

ference, giving an in-depth presenta-

tion to all HR managers and providing

results, showing how hiring veterans

works and is good for the company.

Companies, such as BAE, believe that

senior-level leadership needs to drive

the veteran recruitment initiative,

and educate and empower managers

to hire veterans and provide career

growth opportunities.

▶ Internal empowerment: TriWest

identied a key veteran contact staff

member to place within HR, with an

ongoing service commitment. This

person understands military and cor-

porate culture, and TriWest re-educat-

ed them to provide HR training. Once

this individual was placed on the HR

team, it helped transform and impact

the department, and assisted people

in HR to understand military culture

and service.

▶ Hiring veterans as HR recruiters: Simi-

lar to TriWest and BAE, the Combined

Insurance Company of America hired

a Navy veteran

to lead their efforts

to recruit high-potential candidates

transitioning from military service to

the private sector. Since then, the com-

pany has hired more than 100 military

veterans.

▶ Prudential has developed a feature

lm that is a three-part instructional

video for hiring managers that ad-

dresses issues of PTSD, what vets bring

to the table, benets, and much more.

They are interested in sharing these

tools with others.

▶ PLC-Global Solutions focuses on

veterans’ needs and skills, in order to

match them with the best positions in

the company. Before looking at re-

sumes, hiring managers remove three

things: sex, race, and school name.

This is to ensure that they are only

looking at job qualications and are

accordingly placing veterans. Addition-

ally, they re-organized the company,

removed the 9 to 5 focus, and stressed

the importance of managers needing

to know about their people so that

they can be best accommodated, in

order to get the job done.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 61

Part III

62 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

Leverage collaboration and network-

ing with other rms. For example,

Northrup Grumman created a Net-

work of Champions, consisting of

nearly 100 other companies who

have committed to assisting severely

injured service members and their

families with gaining employment in

the civilian sector. In the event that

Grumman is unable to provide a ser-

vice member or member of their im-

mediate family with a position, they

will send the applicant’s resume to all

other companies in the network, to

identify the right opportunity.

▶

Many companies have created military

specic recruitment websites, exam-

ples include:

▶

JPMorgan Chase & Co.

https://www.chase.com/online/military/

military-jobs.htm

▶

AT&T: Support for the Troops

http://att.jobs/military.aspx

▶

Disney: Heroes Work Here

http://disneycareers.com/en/working-here/

heroes-work-here/

▶

Microsoft: We Still Serve

http://www.microsoft-careers.com/con

tent/military/we-still-serve/

▶

Sodexo: Sodexo Hires Heroes

http://www.SodexoHiresHeroes.com

▶

T-Mobile: Military Talent Network

http://www.tmobile.jobs/talent-network/

military/

▶

Walmart: Careers with A Mission

http://walmartcareerswithamission.com/

▶

On GE’s website, the company posts

jobs for veterans, leadership programs,

schedules of career fairs the company

will be attending, invitations to join

their talent community, as well as

advice from recruiters such as inter-

view tips and tips for veterans think-

ing about career transition into GE,

http://www.ge.com/careers/veterans/index.

html. In a similar manner, Health Net

identies career fairs the company will

attend, http://www.careersathealthnet.

com/events.asp.

▶

Some companies are using multiple

portals and venues for their recruit-

ment efforts with some overlap among

their sites. The goal of these multiple

portals is to reach different veterans,

military families, and employers in

slightly different ways. For example,

AT&T has its military-specic recruit-

ment website, http://att.jobs/military.

aspx, while they also have a Veteran

Talent recruitment platform at http://

www.military.com/jobs-in/employer/att/.

Similarly, CINTAS Corporation utilizes

multiple platforms to publicize jobs

for veterans, including its homepage

and http://www.monster.com.

▶

Connect with industry specic initia-

tives: for example, Dominion Resourc-

es Inc. announced a pilot program,

Troops to Energy Jobs,

which is part

of the National Center for Energy

Workforce Development and has a

mission to link thousands of future

job openings in the energy industry

with troops leaving military service.

Through a partnership of energy

industry companies, their associations,

unions, the military, and institutions

of higher education, the program com-

bines outreach, recruiting, education,

assistance with skills transfer, train-

ing, and career coaching and mentor-

ing they create a roadmap

for entry

into skilled utility and engineering

positions in the energy industry.

▶

Partnerships with veteran-support

organizations offer employers the op-

portunity to participate in programs

and ceremonies that recognize the

contributions of veterans and their

families without being responsible for

their organization. Employers can help

collect funds from their employees, en-

courage them to volunteer with these

organizations, and/or sponsor events

or awards for veterans. For example,

the Hyatt Regency partners with the

local VA ofce to attend job fairs and

do community service.

▶

Another example is the Lockheed Mar-

tin Corporation, which participates

in the Army Partnership for Youth

Success Program (PaYS), to allow those

who serve our country to plan in

advance to explore private-sector job

opportunities. The program gives new

soldiers the opportunity to select a job

with a PaYS partner during the time of

enlistment. After the position has been

selected, a Statement of Understand-

ing is signed, and the PaYS employer/

partner promises to interview the

returning solider, as long as he or she

receives an honorable discharge, is

otherwise qualied, and a job vacancy

exists.

▶

Creating mentoring opportunities

helps veterans identify marketable job

skills they have developed in the mili-

tary, assist them in search for civilian

jobs that require their most advanced

skills, help with resume writing that

features their marketable skills in

terms to match civilian job descrip-

tions, and train them to develop dy-

namic interview skills that can be used

in a variety of workplace cultures. For

example, KPMG recruiters go beyond

identifying veterans to hire, and assist

veterans in their general job search

efforts by providing resume-writing

and interview guidance. Lockheed

produces a Wounded Warriors Live

Chat, a monthly two-hour wounded

warrior virtual chat session hosted

by their military relations team, to

connect with injured/disabled transi-

tioning service members about career

opportunities.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 63

Part III

64 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

Leverage existing practices, such as

military assistance groups. AlliedBar-

ton produced a military assistance

group case study

that can be used

as a tool to guide other companies

in identifying, recruiting, and retain-

ing military employees. Overall, the

study recommends the formation of

military assistance groups, which are

an incredible resource to employers,

veterans and active service members.

AlliedBarton cites this, the formation

of military assistance groups, as a best

practice for employers recruiting vet-

erans, Reservists, and Guardsmen.

▶

Use of social media to further recruit-

ing efforts: companies, like Microsoft,

have been using LinkedIn to establish

a group, We Still Serve at Microsoft,

which includes discussions around

military and veteran experiences, open

positions, mentoring, and more.

Summary

In the context of this research and review,

we found no shortage of employers that es-

poused a desire to hire veterans. However,

it became very clear that acting on such a

desire sometimes represents a challenge to

recruitment practices and processes.

Connecting employment opportunities to

veterans was a commonly cited challenge,

in spite of the many job boards and other

resources currently positioned to serve this

purpose. Further, veterans may not be their

own best advocates, as employers report

many veterans are inadequately prepared

for the application and interview processes.

Without resumes and interview tactics

that positively feature their skills and their

match to career requirements, they may

begin employment in entry-level positions,

or in positions that undervalue their experi-

ence. Some veterans also appear to come

into the civilian job market with a higher

level of experience and skill than they

know how to present to civilian recruiters.

Companies that have successfully recruited

veterans and military family members tend

to have their leaders spearheading these

efforts, or at least tracking them regularly,

with those responsible reporting to senior

leaders. As a result, these companies have

created new HR positions, such as military

recruiters, and have hired veterans into

these positions. Some companies have

gone even further and created stand-alone

veteran initiative departments or groups

whose role: extend across the company,

impacting HR training, the company’s phi-

lanthropy efforts, culture development, and

much more. With leadership spearheading

these initiative it has allowed the compa-

nies to create a veteran welcoming culture,

which is supported through career develop-

ment opportunities for veteran employees,

mentoring, afnity groups, HR training,

and addressing issues, such as PTSD.

Firms that have found success recruiting

and onboarding veterans are also those

that have taken proactive steps and made

focused investments toward creating

bridges between military service and civil-

ian employment. These employers develop

advanced outreach efforts to provide men-

torship, training, and resources, positioned

to help veterans navigate the recruitment

process. Further, successful rms have

common programs or resources, designed

to educate hiring managers in a way that

positions them as champions of the rm’s

veteran employment initiatives.

Further, rms that have found success

recruiting veterans recommend that

recruiting and onboarding processes and

practices should focus on the veteran’s

skills and talents and effectively translate

them into meaningful career development.

In a related way, encouraging inter- and

intra-industry collaboration to identify and

utilize the most comprehensive military

skills translators creates more effective

placements.

Finally, rms should leverage existing vet-

eran employees to help in the recruitment

efforts through referral and mentoring

of new veteran hires, and should provide

assistance to all veteran job seekers by

offering them guidance in nding employ-

ment that best matches their skills and

career goals.

Additional Resources:

Recruiting and Onboarding

The following resources are positioned

to support employers, related to veteran-

focused recruiting and onboarding initia-

tives. This list is not all-inclusive, nor does

the fact that a particular program is listed

here represent an endorsement of that

resource.

▶

U.S. DOL Vet Employment (VETS):

http://www.dol.gov/vets/index.htm

VETS proudly serves veterans and ser-

vice members by providing resources

and expertise to assist and prepare

them to obtain careers, employment

opportunities, and employment rights,

as well as information on transition

programs. VETS offers a multitude of

resources for veterans looking for jobs.

▶

Joining Forces:

http://www.whitehouse.gov/joiningforces/

resources

One of President Obama’s veterans

initiatives, Joining Forces is a great re-

source and offers some of the nation’s

top job resources for veterans and em-

ployers, such as access to the Veterans

Job Bank, links to employment tools,

like My Next Move for Veterans, and

many more.

▶

Virtual Career Fair for Veterans:

http://www.veteranscareerfair.com

This event includes military friendly

employers that represent thousands of

available job opportunities for veterans.

▶

U.S. Veterans Pipeline:

https://usveteranspipeline.com/

An effort of the 100,000 Jobs Mission, a

talent networking and career manage-

ment platform that allows users to con-

nect directly to peers, companies, jobs,

schools, education programs and more.

▶

Gold Card Initiative:

http://www.dol.gov/vets/goldcard.html

The DOL’s Employment and Train-

ing Administration (ETA) and VETS

have joined forces to develop the Gold

Card Initiative. The program provides

post-9/11 era veterans with intensive

and follow-up services, necessary for

success in today’s job market. Eligible

veterans can present their Gold Card at

any One-Stop Career Center to ob-

tain enhanced intensive services that

include up to six months of follow-up,

job readiness assessment, referral to job

banks, and much more.

In the context of this research and review, we found no shortage of employers

that espoused a desire to hire veterans.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 65

Part III

66 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

100,000 Jobs Mission:

http://www.100000jobsmission.com/

JPMC and other founding corporations

launched the 100,000 Jobs Mission in

March 2011, with the goal of hiring

100,000 transitioning service members

and military veterans by 2020. The co-

alition members are committed to work-

ing together, sharing best recruiting and

employment practices, and reporting

hiring results.

▶

Hero Health Hire:

http://www.herohealthhire.com/

This initiative is a gathering place where

business leaders, government ofcials

and concerned citizens can learn, share

information, and commit to helping our

nation’s disabled veterans nd and re-

tain meaningful employment. This ini-

tiative provides information, tools and

guidance for recruiting, hiring, training

and supporting disabled veterans in the

workplace.

▶

Hire Heroes USA:

http://www.hireheroesusa.org/about-us/

mission-vision-values/

Hire Heroes USA (Hire Heroes) is dedi-

cated to creating job opportunities for

U.S. military veterans and their spouses

through personalized employment

training and corporate engagement.

▶

Military Spouse Corporate Career

Network:

http://www.msccn.org/

Offers virtual and in-person meetings or

webinars, helping military spouses with

resumes, employment resources, train-

ing to update skill sets, and assistance in

nding employment resources in their

current location or the area to which

they’re relocating.

Overview

Training and professional development

is central to creating careers for veterans;

that is, rms that have found success in

the pursuit of veteran-focused employ-

ment initiatives cite the need to focus

beyond hiring the veteran to also provide

the training and resources necessary to

empower the veteran in nding success in

the civilian workplace.

Two leading examples of initiatives de-

signed to create an environment where

veterans are empowered as a consequence

of ongoing training and professional devel-

opment are the Junior Ofcer Leadership

Program at GE and the VETalent program

at Prudential. Each initiative is presented

as follows.

Leading Practices Model:

General Electric

Junior Ofﬁcer Leadership Program

GE currently employs 10,000 veterans,

and the company has made a signicant

effort to create a supportive work environ-

ment for veterans through the creation

of the GE Veterans Network. The network

provides an internal platform for veteran

employees to interact with fellow veterans

across different GE businesses, provides

referrals and mentorship, opens the door

to different career paths within the rm,

and is positioned to support career de-

velopment training and assistance. A key

dimension of the GE Veterans Network

is a program called the Junior Ofcer

Leadership Program (JOLP).

The JOLP

program consists of a two-year rotational

experience through which Junior Military

Ofcers (JMOs), hired by GE, are exposed to

2. Leading Practices: Training and

Professional Development

the rm’s different lines of business and

receive both on-the-job and formal class-

room training. Each business within GE

has a JOLP champion, a high-ranking per-

son whose job description includes leading

the JOLP within their respective business.

Approach & Innovations: Rotational

Experience, Holistic Development

The JOLP is focused on providing a broad

range of developmental experiences, while

cultivating knowledge, skills, and abili-

ties central to succeeding in GE’s business

culture. Furthermore, the JOLP provides

veterans with broad business experience

and exposure to various core systems that

make up GE businesses. Typical train-

ing curricula include: Finance for Non-

Financial Managers, Six Sigma Quality,

Business Dynamics, Advanced Managers

Course, Power Systems Product Knowledge

Course, and Interview Training. Walking

participants through the three-month rota-

tions in different job elds allows GE to

identify the strengths and interests of the

junior ofcers, so that they may work and

grow within that particular eld once they

graduate from the JOLP.

GE suggests that the program gives partici-

pants the opportunity to make an impact

on GE in the near term, while at the same

time creating the foundational knowledge

necessary for a career at the rm. The

JOLP program also provides participants

with visibility to senior-level technical and

business leaders, while fostering personal

development through mentoring and

coaching. The rotational assignments pro-

vide valuable contacts and experience that

accelerate the development of technical,

business, and professional skills.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 67

Part III

68 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

In line with GE’s JOLP, Shell Oil has created

“Career Transition Opportunity” (CTO),

a unique program that aids the transition

of top-performing JMOs with four-year de-

grees and less than six years of military or

private-sector experience from the military

into corporate life at Shell. CTO combines

on-the-job learning, training for recog-

nized professional qualications, personal

development programs, and direction and

support to assist JMOs with their transition.

Implementation and Generalizability

▶

The program is high-touch and partici-

pants benet from personal mentoring

and executive-level support. Such a

model practically dictates limitations on

scalability. Currently, only 50 individu-

als per year are accepted into the JOLP.

▶

Adapting the model to small and

medium enterprises may represent a

challenge, given the commitment of re-

sources, and also based on limitations

with regard to the diversity of a given

rm’s lines of business.

▶

The current program is focused on

military ofcers, and the applicability

of the model to prior enlisted employ-

ees is clear, but untested in the context

of GE’s experience.

Recommendations

▶

The value of a rotational training

program, with regard to professional

development, correlates directly with

the quality and availability of men-

tors supporting the initiative. Rota-

tional programs without a solid and

dynamic model of mentorship can be

counter-productive.

▶

To the extent possible, leverage exist-

ing veteran employees in a mentor-

ship role. These individuals represent

exemplars, and uniquely understand

the socialization challenges facing

new veteran hires.

▶

Throughout the rotational process,

provide broad-based experience, but

also assign the veteran specic tasks

that are meaningfully related to the

organization’s mission. Make explicit

the connection between the veteran’s

role on the team, and the impact on

the organization.

▶

Assessment and evaluation through-

out the program is critical, and

should be so that insights into the

veteran’s strengths, talents, and

skills become clear, making linkages

between those skills/strengths and

prospective work roles evident.

Program Point of Contact:

Kris Urbauer

Kr[email protected]

Leading Practices Model:

Prudential

VETalent Program

In 2010, Prudential partnered with a local

community college and Workforce Op-

portunity Services (WOS),

a not-for-prot

organization, to replicate an Information

Technology (IT) training program for

veterans that was originally developed for

disadvantaged youth. The program, called

VETalent,

provides formal education com-

bined with on-the-job training to prepare

veterans to succeed in IT-focused careers.

Approach & Innovations: Collaborative

and Proactive Workforce Development

The innovation represented by the VETal-

ent program is a collaborative approach to

workforce development, which important-

ly acknowledges the unique situation of

veterans. Prudential provides a scholarship

to the veteran, which covers the cost of

formal training (provided by a university

partner). Further, Prudential provides each

participating veteran a stipend of $500 per

week, allowing them to fully focus on the

program without the burden of additional

employment. The goal is to help the veter-

an achieve certication, obtain experience,

and open the door to the opportunity for

fulltime employment. Prudential invites

any enlisted veteran to participate in the

program.

The work-study portion of the program

spans nine months, and is based on pro-

viding onsite work experiences for veter-

ans, as a tool to socialize them to the civil-

ian work environment. The program was

originally managed by the IT department

at Prudential, as it was the department

that drove innovation; but today, the ini-

tiative is managed by Prudential’s veteran-

initiative team, a group that reports to the

company’s chairman.

VETalent is expanding, and Prudential is

reaching out to other Fortune 500 compa-

nies to collaborate and open training and

employment opportunities through the

program. Initiated in 2010, the program

now has the capacity to train 65 veterans

per class.

Challenges to Implementation

and Generalizability

▶

The current program is geographical-

ly constrained. Participation requires

relocation to the New York or New

Jersey area, and some candidates may

not be willing to move. However, to

address this constraint, new offerings

are being developed in Jacksonville

and Philadelphia.

▶

Capacity to absorb all graduates of

the program (with employment op-

portunities) is an ongoing concern.

To address the capacity to hire, the

program has partnered with John-

son & Johnson, and is cooperating

with additional rms on the effort.

Prudential welcomes companies who

want to partner in the initiative, pro-

vide job openings for VETalent veter-

ans, and those expressing an interest

in nancially sponsoring interns.

▶

Awareness of the program among the

veterans’ community is an ongoing

challenge.

▶

Assessment over the long-term pro-

gram efcacy is another focus area.

Noteworthy actions on the part of Pruden-

tial to address some of the cited challenges

include a willingness on the part of the

rm to sponsor a VETalent student, if other

partner companies become available to

offer job training on site for the veteran. In

addition, the VETalent program has evolved

in a way that can be customized to any

work-role position; that is, it is not solely

an IT program, but the curriculum can be

customized to t the company’s needs with

regard to disparate work roles.

VETalent is expanding, and Prudential is reaching out to other Fortune 500 companies to

collaborate and open training and employment opportunities through the program. Initiated

in 2010, the program now has the capacity to train 65 veterans per class.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 69

Part III

70 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Recommendations

▶

Prudential recommends that compa-

nies focus on developing career path

programs, rather than job programs,

focused only on initial hiring. Career

path programs provide the opportu-

nity for further development, train-

ing and certication, which results

in meaningful careers for program

participants.

▶

Prudential recommends that busi-

nesses partner with each other to

leverage training and career pro-

grams across industries, and to gain

the capacity to serve different veteran

stakeholders and different geographic

locations.

▶

When approaching workforce devel-

opment, create exible programs that

can be customized to meet the needs

of veterans and the sponsoring rm.

▶

Don’t reinvent the wheel. Remain

alert to opportunities to expand,

move, repurpose, or refocus existing

programs to serve the veteran com-

munity.

Program Point of Contact:

Raymond Weeks

[email protected]

Additional Leading Practice

Examples: Training and

Professional Development

The programs and practices highlighted

above represent unique and novel ap-

proaches to training and professional devel-

opment for veteran employees. That said,

there are many other programs and prac-

tices impacting private industry, positioned

to advance the employment situation of

veterans. As such, below we have summa-

rized additional practices and recommenda-

tions, related to training and professional

development opportunities for veterans:

▶

Leverage internship/apprenticeship

opportunities. Training and experi-

ence programs targeted to veterans

and run, or supported by, business

and industry provide opportunities to

veterans to gain entry into the civil-

ian workforce, and to engage with

potential future employers. Creating

internships may enable companies to

enhance the training and preparation

of these veterans, who will be posi-

tioned as qualied applicants once

they complete the internship/appren-

ticeship experience.

▶

Companies, including Walmart, lever-

age campus recruiting and veteran

service organizations, such as the

SVA,

to provide internship opportu-

nities to veterans.

▶

Ernst & Young suggests the creation

of half-day internship fairs at schools

for veterans, only. The schools can

leverage existing job fairs, when com-

panies are on campus and can pro-

vide specic time slots for veterans

to attend. Furthermore, companies

can inquire with universities on how

to adjust their career sites and allow

students to self-identify as veterans,

as well as how to add a veteran-pre-

ferred option on their internship and

job postings.

▶

AT&T has been working on an ini-

tiative to invite veterans to join the

company through internships, job

shadowing, and partnerships with the

Chamber, encouraging veterans to

utilize these shadowing opportunities

in order to test different career tracks

within AT&T. They have been utiliz-

ing meet-and-greet events on uni-

versity campuses and military bases.

Recently, the company had 20 veter-

ans attend a development workshop,

where they provided them with train-

ing on how to market themselves.

AT&T offers 12 leadership programs,

although the company believes that

it can do more, and has been explor-

ing opportunities to develop a Junior

Ofcer Training Program, to better

and more effectively train and hire

veterans.

▶ BAE offers internship opportuni-

ties for service-disabled veterans to

develop individual professional skills

while undergoing medical treatment

and/or physical rehabilitation at a

Military Treatment Facility.

▶ As part of the White House’s Join-

ing Forces initiative, Intel piloted the

Intel Veteran Employment Training

(VET) program, which provides tech-

nology training and jobs for veterans

and their partners. Intel is leveraging

the Computer Clubhouse Network,

which is a valuable resource that is

available for learning about comput-

ers and technology. While currently

focused as an after-school program

for children, Intel has worked with

their clubhouse partners to open

this resource to veterans and their

partners prior to after-school hours;

this provides an opportunity to learn

job-readiness and computing skills

essential in today’s labor market.

The clubhouse’s three-day training

program is made available once each

month for veterans and their part-

ners. Training includes:

▶ One-on-one coaching and training

on resume writing with military to

civilian occupation skills translation.

▶ Behavioral interview training and

mock interviews with real-time

feedback.

▶ Job search techniques.

▶ Intel veteran mentor matching.

▶ Access to free industry certication

training (Project Management

Professional, MCSE, etc.) and job

placement programs to those

eligible.

▶ Position the GI Bill as a resource.

Veterans of current wars have unprec-

edented opportunities for education

through the GI Bill.17 Many rms are

pursuing combination scholarship/

internship programs for veterans who

are gaining education through the GI

Bill as a means to encourage veterans

to pursue degrees in high-demand

elds such as science, technology,

engineering, and mathematics (STEM).

The GI Bill can also fund on-the-job

training for veterans. For example,

Schneider National18 has one of the

few transportation programs certi-

ed under the VA’s apprenticeship

program that incorporates the GI Bill

benets, allowing them to receive tax-

free educational benet checks from

the VA by submitting monthly reports

to the DOL.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 71

Part III

72 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

Consider the unique situation of the

junior enlisted. The Military Leader-

ship Diversity Commission reports

that 63% of enlisted men and 73% of

enlisted women do not re-enlist in the

military, following their rst term.

In total, 68% of all enlisted military

do not re-enlist after their rst term,

which is between 2-6 years of ser-

vice.

For them, the transition pro-

cess into civilian employment, with or

without training and education, will

set the course for their post-service

lives.

▶

Citigroup founded the Veterans on

Wall Street (VOWS)

program. VOWS

shares resources and is a great exam-

ple of how veterans are being engaged

in the nancial industry. Through a

combination of educational initia-

tives, mentoring, outreach to the

military, employee afnity groups,

and an annual conference, VOWS pro-

motes career development, support

and retention of veterans throughout

the global nancial services industry.

VOWS is a collaboration of several

nancial corporations, and Citigroup

recommends sharing training pro-

grams with other companies within

the industry.

▶

Leverage programs and resources

that are available through the VA,

as a source of vocational training.

There are three programs currently

available that could support veteran

internships:

▶

The VA work-study program,

which provides VA work study

allowances for full-time or 3/4-time

veteran students pursuing a

college degree, vocational or

professional program.

▶

The UCX

program allows eligible

members of the military to receive

unemployment compensation,

based on their active duty service.

It provides weekly income to service

members as they look for work,

including those who can nd only

part-time work.

▶

The VA Vocational Rehabilitation

program

pays for training while a

veteran is in a vocational rehabili-

tation period. These services include

vocational and personal counseling,

education and training, nancial

aid, job assistance and, if needed,

medical and dental treatment.

Services generally last up to 48

months, but they can be extended

in certain instances.

▶

Sodexo leverages its Sodexo Universi-

to offer veterans the training they

need to succeed and grow through

tuition reimbursement, self-study

training modules, instructor-led

classes and online learning opportu-

nities. The program leverages online

tools that assist the veterans with ca-

reer development, keep track of their

performance goals, and make use of

thousands of resources within the

company that allow them to shape

their own future and grow with the

company. Tools such as real-life work

scenarios and online simulations link

the veterans immediately to other re-

sources within Sodexo, and the train-

ing opens opportunities for internal

mentoring and growth development.

▶

Finally, some veterans may need ad-

ditional skills training to round out

their skill sets or to refresh existing

skills weakened through inactivity

while in the military. Many employers

already offer skills training programs

to other employees and can extend

such programs to include veterans.

These initiatives can be employed for

new hires or to help prepare veter-

ans for a job search. As with most

training programs, offering them in

a variety of media (e.g., live, written,

recorded, online) and at multiple

times may be necessary to provide the

most effective support for veterans,

who have to t these developmental

efforts into their other reintegration

activities. For example, SunGard Pub-

lic Sector provides live and on-request

skills refreshers for veterans return-

ing from deployment.

Summary

Many of the programs listed above, and

components of these and other programs,

are customizable and can be adopted with-

in most employment settings. A key nding

of this review is that rms should consider

engaging resources, which are attached to

veterans, such as apprenticeship assistance

through the GI Bill, work-study programs

with the VA, the GI Bill for education at the

community college and university level,

and the workforce development system and

Unemployment Compensation Program for

Ex-Military, which allows veterans to pur-

sue training and be paid out of the program

rather than by the company. Businesses

interested in leveraging these programs

may engage with their local workforce

development agencies, the DOD, VA, DOL,

and other departments within the U.S.

government to obtain better access to these

programs, for themselves and a potential

veteran workforce, as service members

transition into civilian life and the civilian

workforce.

Employers also recommend that career

services ofces at universities provide

opportunities for companies to indicate a

preference for veterans on their job post-

ings. Finally, companies should create and

implement job shadowing, internship and

apprentice opportunities for veterans and

military families by:

▶

Leveraging existing systems within

the company, such as internship

programs and replicating those for

veterans.

▶

Closely collaborating with other

companies, who have already realized

success with regard to developing vet-

eran talent, and that have replicable

approaches to ongoing training and

education.

▶

Provide meet-and-greet events at the

rm to introduce mentoring and

peer-to-peer development opportuni-

ties to veteran employees.

▶

Educate veteran employees on those

readily available (and often free) train-

ing and development resources of-

fered by not-for-prots, universities,

and community workforce develop-

ment organizations.

Finally, another key nding of this review

highlights that mentoring for veterans,

when provided by other veteran employ-

ees, tends to be the most effective and

enduring. Interactions with veterans, who

have already successfully reintegrated into

civilian life, can help newly hired veteran

employees navigate the sometimes discon-

tinuous transition from the military to the

civilian world of work.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 73

Part III

74 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Additional Resources:

Training and Development

The following additional resources are

positioned to support employers and

veterans, related to training and profes-

sional development initiatives. This list is

not all-inclusive, nor does the fact that a

particular program is listed here represent

an endorsement of that resource.

▶

Pathways Out of Poverty Grants:

http://www.doleta.gov/pdf/Pathways_

Poverty_grants.pdf

Pathways Out of Poverty Grants fund

green job training and certication

programs for unemployed workers,

including veterans, and match partici-

pants with companies once training is

completed. Jobs include weatheriza-

tion, solar panel manufacturing and

installation, energy efcient building

construction, and turbine manufactur-

ing. Training programs for veterans are

currently being offered in Missouri,

Minnesota, Pennsylvania, New York,

Maine, California, Nebraska, Michigan,

Washington, and Oregon.

▶

Veterans In Piping (VIP):

http://uavip.org/ua-apprenticeship.asp

A ve-year apprenticeship program

offered by the United Association, the

Veterans in Piping program trains men

and women in challenging trades while

upholding the ideals of trade union-

ism. Veterans may receive training in

plumbing, pipetting, sprinkler tting,

HVAC service, or welding.

▶

Elevate America:

http://www.microsoft.com/about/corpora-

tecitizenship/en-us/community-tools/job-

skills/veterans/#voucherstab

With help from the DOL, Microsoft’s

Elevate America veterans initiative cre-

ated a coalition of public, private, and

non-prot organizations to help U.S.

veterans and their spouses gain access

to no-cost IT skills training and certica-

tion, designed to help them develop the

technology skills necessary to secure

employment in today’s job market.

Veterans and their eligible spouses in

California, Florida, Texas, Virginia, and

Washington can request a voucher for

the training.

▶

National Veterans’ Training

Institute (NVTI):

http://www.dol.gov/vets/programs/fact/NV-

TIFS09.htm

The National Veterans’ Training Insti-

tute works with veterans’ employment

and training service providers through-

out the U.S. to further develop and

enhance their professional skills. The

institute has delivered NVTI training to

over 30,000 veterans’ employment and

training professionals, improving their

ability to serve our nation’s veterans.

▶

Veterans Technology Program:

http://get-vet.syr.edu/

The Veterans Technology Program is a

non-credit certicate program offered

by the School of Information Studies

at Syracuse University. This program

is available to both employed and

unemployed post-9/11 veterans, with

a minimum of a high school diploma,

and it is comprised of four certi-

cates:VET 1: Career Skills for Global

Enterprises,VET 2: Microsoft Ofce

Fundamentals,VET 3: Applied Educa-

tion, andVET 4: Applied Practicum.

▶

A Transfer Guide: Understanding your

Military Credit Recommendations:

http://www.acenet.edu/Content/Navigation-

Menu/ProgramsServices/MilitaryPrograms/

Transfer_Guide.htm

From the ACE, a guide designed to

provide a clear understanding of the

relationship between a military tran-

script and the equivalent civilian train-

ing and experience credits.

Overview

The Chamber reports that many veterans

do not persist in their rst–and often their

second–civilian work role after leaving the

military. One reason for this attrition is

likely due to the challenges associated with

“tting in” to a corporate culture that is of-

ten vastly different from a military culture.

Thus, the role of practices and programs,

focused on both assimilation and employee

assistance, represents a critical component

of the employment process.

Across private industry, rms develop and

implement both standardized and unique

employee assimilation and assistance pro-

grams and initiatives, designed to engage

new employees and assist new and existing

employees. Assimilation programs focus on

engaging new employees in the workplace,

acclimating new hires to new jobs and col-

leagues [and their new colleagues to them],

as well as sharing information related to

advancement, accommodation, employee

resource groups, and more. Employee as-

sistance programs may assist in adjustment

or acclimation, or for non-work related

concerns which might impact work.

Some companies report challenges in-

cluding separation of roles of employee

assistance programs and health care

programs or health insurance from re-

sponsibilities of the VA health care and

counseling programs. Other challenges

reported include assisting families dur-

ing Guard and Reserve deployments.

Two leading initiatives are highlighted

below, the rst from Ernst & Young on

leveraging existing resources to facilitate

effective assimilation and the second

from Walmart on talent identica-

tion and education for veterans about

Walmart (and for Walmart about veter-

ans). The section continues with exam-

ples from other participating companies,

and resources to address assimilation

and employee assistance programs.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 75

3. Leading Practices: Assimilation

and Employee Assistance

Part III

76 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Leading Practices Model:

Ernst & Young

Veterans Supporting Veterans

At Ernst & Young, a foundational element

of the rm’s corporate culture is to value

diversity and inclusiveness, a theme for

which the rm is widely recognized. By

embedding veteran diversity in an already

inclusive culture, the company succeeds

in leveraging the existing infrastructure

to support the assimilation of veterans

into the rm’s workforce. In addition, the

company has also leveraged its existing

“career watch” program to support vet-

erans, where senior level personnel meet

with mentee–junior level employees–on

a regular basis, to identify challenges and

to help them progress.

Approach & Innovation: Employee Fit

and Inclusive Culture

In the hiring process and beyond, Ernst &

Young is focused on t: the individual must

say to the rm, “you are a good t for me”

and the rm must say, “you are a good t

for us, you can succeed” to the individual.

Typically, Ernst & Young hires the major-

ity of their employees directly from college

campuses immediately on graduation, and

they are beginning to explore recruiting

student veterans, and even supporting vet-

eran students pursuing degrees in high-pri-

ority recruiting disciplines. Ernst & Young

shared that their veteran employees know

each other, mentor and collaborate with

each other, and network with each other to

provide opportunities even in the absence

of a strong leadership mandate.

The “t” was in part a result of common

experiences with a critical mass of veterans

employed in the business. Importantly, vet-

erans within the ranks are responsible for

and have been effective in driving veteran

initiatives and gearing practices toward

inclusiveness of veterans; that is, veterans

within the ranks have been able to leverage

existing processes and practices supporting

the rm’s inclusiveness and diversity focus

to facilitate a supportive and nurturing

environment for veterans.

Challenges to Implementation and

Generalizability

▶

In some cases (not specic to Ernst

& Young, but broadly), veterans have

expressed dissatisfaction with veteran-

focused initiatives being classied as

“diversity focused.”

▶

Grassroots efforts to creating afnity

groups, etc. are often hampered by

inadequate tracking of veterans in the

workforce.

Recommendations

▶

Ernst & Young advocates engagement

and empowerment of veterans, who

are already employees, to network

with other potential hires.

▶

Don’t reinvent the wheel. Leverage

existing internal programs, including

processes and experience, such as di-

versity and inclusiveness initiatives to

hire and advance veterans, and to pro-

vide services within these programs

to veterans and military families.

Program Point of Contact:

Tony Klimas

Tony.klimas@ey.com

Leading Practices Models:

Walmart

Scale of Effort

The Walmart Corporation has 1.5 million

employees and as a consequence, has the

scale to both hire a signicant number of

veterans and also leverage the rm’s sig-

nicant human and social capital resourc-

es to inuence the ”business case”

for veterans in the workplace.

Approach and Innovation:

Educating the Walmart Way

Walmart’s current program is an enter-

prise-wide commitment to talent acquisi-

tion among the veteran population. A

major focus of the effort is focused on edu-

cating the veterans and transitioning ser-

vice members about Walmart, and concur-

rently educating Walmart employees about

the military. The rm’s CEO, Bill Simon,

plays a key role in this effort. A veteran

himself, Simon leverages his public plat-

form to espouse the rm’s commitment

to supporting veterans in their workforce,

a message undoubtedly meant for both

prospective employees, and also Walmart’s

non-veteran workforce. For example, in a

recent address Simon said “We love to hire

veterans…veterans not only have a record

of performance under pressure, but they

are educated and technologically savvy;

quick learners; and team players.”

Walmart also supports its associates that

have been called to active military duty,

through its Military Family Promise. The

program guarantees a job at a nearby store

or club for all military personnel, and

military spouses, employed at Walmart or

Sam’s Club, who move to a different part

of the country because they or their spouse

have been transferred by the U.S. mili-

tary. In addition, those called to duty will

continue to be paid any difference in their

salary, if the associate is earning less money

during their military assignment.

Challenges to Implementation and Gener-

alizability:

▶

While Walmart has the potential and

desire to hire many veterans, it has

had difculty locating veterans, and

tracking existing veteran employees

within the rm.

▶

With thousands of hiring managers,

it is a signicant challenge to educate

all on the benets of hiring veterans.

Recommendations

In addition to the issues of scale and locat-

ing veterans, Walmart’s recommendations

focus on education and family supports.

▶

Staff and Leadership Education:

Walmart recommends companies

actively educate their staff, particu-

larly senior leaders and managers,

on veteran hiring and issues veterans

face. This will assist companies to de-

velop more effective and customized

employee assistance services for their

veteran employees.

▶

Family Supports: Walmart recognizes

the need to employ and retain mili-

tary family members. They recom-

mend recruiting family members of

veteran employees, offering ample

exibility in the work environment

for child care, veteran care, and other

family needs resulting from military

experiences and responsibilities.

Program Point of Contact:

Gary M. Prot

(Brigadier General, U.S. Army (Ret.))

gary.pro[email protected]

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 77

Part III

78 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Additional Leading Practices:

Assimilation and Employee

Assistance

The two programs highlighted above focus

on network recruiting, leveraging existing

resources, scale of effort, and needs to sup-

port families to assimilate veterans. Other

companies have highlighted additional

issues, or specic approaches to existing

resources. Recommendations and high-

lights are as follows:

▶

Veteran hiring falls often under di-

versity initiatives, due to compliance

requirements, related to USERRA,

VEVRAA, the Rehabilitation Act of

1973, and the ADA. An additional rea-

son for location in diversity initiatives

is the ability to respond to varied and

differing needs of veterans, particu-

larly wounded veterans, or to diverse

veteran populations. Leveraging this

infrastructure may provide facilitated

entry, assimilation and employee as-

sistance. However, because in some

businesses the diversity function is

less integrated into the hiring man-

ager’s regular process, this may create

barriers to assimilation.

▶

Assimilation may include resource

groups, afnity groups, mentoring

and sponsorship, peer supports, and

other focused activities, which provide

opportunities to understand the com-

pany and the employee t. Even when

activities are housed within diversity

initiatives, focus must be maintained

on creating opportunities for main-

stream assimilation and inclusion.

▶

Some companies have tailored their

employee assistance programs to

veterans in a supportive way, incor-

porating the education of company

employees on providing tangible assis-

tance to veterans, beyond awareness

training, instead of just referring or

sending them to the VA. For example,

at Ernst &Young, the company never

sends people to the VA, and instead,

they have a robust employee assis-

tance program that was started in

1975, with people who enjoy devis-

ing solutions to new problems. The

robust program initially served

employees with alcohol abuse issues,

and it later added parental care. Now,

they leverage these professionals and

are training them more on the specif-

ics of veterans’ issues, to provide the

needed in-house assistance.

▶

Walmart leverages the existing net-

work of health professionals, Re-

sources for Living, to provide services

to veterans. Through Resources for

Living, Walmart provides a free, con-

dential service to help give associates

and their family members physical,

mental, emotional, nancial and

career wellness coaching. The service

is available 24 hours a day, 365 days a

year.

▶

There are companies, which have cre-

ated positions specic to new veteran

employee assistance. For example,

Lockheed Martin has created its

Military Relations Manager position.

Four regional Military Relations Man-

agers at the company have the sole re-

sponsibility to help those transitioning

from the military to Lockheed Martin.

▶

Cornell University has restructured

its Faculty and Staff Assistance

Program to include a counselor who

has special training on issues facing

veterans, including PTSD.

▶

While many companies have created

positions with military employee-spe-

cic responsibilities, the majority are

aimed at recruitment, and only a few

have positions dedicated to the assimi-

lation and assistance of military hires.

▶

Some companies attend to this is-

sue by creating employee councils

or networks. Combined Insurance

established a military veteran council

of employees, from all areas of the

company. The council helps to mentor

new veteran hires, as they undergo

the transition from military to civilian

professional life.

▶

An internal network of military veter-

ans

at Amazon offers mentoring and

support for new veteran employees.

▶

GE offers a specialized USERRA Advi-

sor, who helps military employees to

understand their eligibility, job entitle-

ments, employer obligations, benets

and the remedies available to them

under USERRA. In addition to this, GE,

through its Work/Life Connections,

provides its employees and its man-

agement with specialized checklists,

which prepare them for potential de-

ployments. These checklists contain a

wealth of information on deployment-

Category

All

Veterans

WW II,

Korean War,

Vietnam Era

Gulf War

Era I

Gulf War

Era II

Non-Veterans

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 111

Disability

In August 2011, about 3 million veter-

ans reported having a service-connected

disability.

That is about 14% of the total

veteran population. In general, one in three

veterans with a service-connected disability

worked in the public sector (compared to

one in ve veterans without a service-con-

nected disability). Each service-connected

disabled veteran was examined by period

of service separately within the report and

summarized in Table 5 (on page 112).

Family Status

Employees with responsibilities, both at

work and at home, can lead stressful lives

with demanding schedules. These stress-

ors and the demands on their time may

involve child care, care for elder relatives,

long hours, inexible schedules, and re-

lationship issues with supervisors (Otter-

bourg, 1997).

Among employed parents,

who work full time, more than 75% feel

they do not spend enough time with their

children. These issues are especially salient

among working women, as more than

half of working women reported that they

worry about not spending enough time

with their children and families, worrying

about this more than crime (Otterbourg,

1997). Employees with children may in

turn consider working intermittently;

however, those with intermittent work

records are often perceived by employers

as having less commitment to work, skill

atrophy, and reduced productivity. These

employees are in turn less likely to access

more attractive jobs with higher pay (Stier,

Lewin-Epstein, and Braun, 2001).

FIGURE 4:

HISPANIC AND AFRICAN-AMERICAN FEMALE UNEMPLOYMENT RATES, 2011

FIGURE 5:

HISPANIC AND AFRICAN-AMERICAN MALE UNEMPLOYMENT RATES, 2011

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

African-American

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old. African-American Gulf War Era I had either no data or base is less than 35,000

for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

UNEMPLOYMENT RATEUNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

African-American

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).

Veterans who served in more than one wartime period are classified only in the most recent one. Veterans who served during one of

the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either no

data or base is less than 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I had

either no data or base is less than 35,000 for 18-24 years old.

10%

20%

3 0%

40%

5 0%

60%

7 0%

80%

18 y ears and older 18-24 y ears old 25 -3 4 y ears old 3 5 -44 y ears old 45 -5 4 y ears old

UNEMPLOYMENT RATE

Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I

African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I

NOTE: Population is 18 and over; Gulf War

era II (September 2001-present), Gulf War

era I (August 1990-August 2001), Vietnam

era(August1964-April1975),Korean

War (July 1950-January 1955), World War

II (December 1941-December 1946),

and other service periods (all other time

periods). Veterans who ser ved in more

than one wartime period are classiﬁed

only in the most recent one. Veterans who

served during one of theselected wartime

periods and another period are classiﬁed

only in the wartime period. Hispanic Gulf

War Era I females had either no data or

base is less than 35,000 for 18-24 years

old, 25-34 years old, and 45-54 years old.

African-American Gulf War Era I females

had either no data or base is less than

35,000 for 18-24 years old. Hispanic Gulf

War Era I males had either no data or

base is less than 35,000 for 18-24 years

old. African-American Gulf War Era I males

had either no data or base is less than

35,000 for 18-24 years old.

Part IV

112 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Countries with state support for working

mothers have been shown to have higher

employment continuity and lower wage

penalties for working women (Stier, Lewin-

Epstein, and Braun, 2001).

Relationships between work and family

can signicantly affect life satisfaction,

and each can positively or negatively inu-

ence the other. Generally, higher family

support, including emotional support,

is related to a reduction in family issues

interfering with work (Adams, King, &

King, 1996).

In a recent study by the Pew

Research Center, ndings indicated that

veterans were having difculties readjust-

ing to family and civilian life. Among post-

9/11 veterans, 48% experienced strains in

TABLE 5: SUMMARY OF BLS EMPLOYMENT SITUATION OF VETERANS, 2011

Service-Connected Summary of BLS Employment Situation of Veterans

Disabled Veteran

Gulf War Era II

Veterans

Veterans of World

War II, the Korean

War, and the

Vietnam

Era

Gulf War Era I

Veterans

Veterans of Other

Service Periods

• Oneinfour(633,000)repor tedhavingaservice-connecteddisability

• Ofthese,80%wereinthelaborforce,comparedwith83.7%of

veterans from this period with no service-connected disability

• Theunemploymentrateofthosewithadisabilitywas12.1%,

not statistically different from those with no disability (9.5%)

• 19.5%(586,000)repor tedaservice-connecteddisability

• Theirlaborforceparticipationrate(69.6%)waslowerthantherate

for veterans from the same era who did not have a disability (88.2%)

• Unemploymentrateswithandwithoutservice-connecteddisabilities

were not statistically different (7.1% and 6.9%, respectively)

• 1.2millionveteransrepor tedaservice-connecteddisability

• 20.9%wereinthelaborforce,comparedwith35.5%whodidnothave

a service-connected disability

• Unemploymentratewithdisabilitywas3.1%,lowerthanthosewith

no disability (8.2%)

• Laborforceparticipationrateof53.1%,comparedwith56.8%with

no disability from these periods

• Unemploymentratewithdisabilitywas9.4%,notstatisticallydifferent

from the veterans with no disability (7.5%)

Source: U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Depar tment of Labor,

Bureau of Labor Statistics. Retrieved from http://www.bls.gov/news.release/vet.nr0.htm.

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001),

Vietnamera(August1964-April1975),KoreanWar(July1950-January1955),WorldWarII(December1941-December

1946), and other service periods (all other time periods). Veterans who ser ved in more than one wartime period are

classiﬁed only in the most recent one. Veterans who served during one of the selected wartime periods and another

period are classiﬁed only in the wartime period.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 113

relationships with family, and 44% found

readjustment to civilian

life difcult, compared to 25% of veterans

from previous eras (Pew, 2011). Although

most veterans were found to be satis-

ed with their lives overall (63%), most

expressed reservations to their nancial

situation (Pew, 2011).

25 Among post-9/11

veterans and among veterans from previ-

ous eras, there was more dissatisfaction

with personal nancial situation than

among the population in general, which

could stem from difculties nding and

maintaining satisfactory full-time em-

ployment for veterans. Among military

spouses, 46% of veteran spouses and 48%

of active duty spouses reported they were

working, along with 14% of surviving

spouses (Westat, 2010).

Support from spouses and other fam-

ily members can be critical to successful

employment and management of work

and family obligations. Employees who

are burdened by both family and work

stress may adopt coping strategies such

as reducing time and effort on the job,

or turning down promotions that would

involve moving or longer hours in spite of

the possibility of higher wages and career

advancement (Goldsmith, 2007).27 Employ-

ers can help by considering family issues

when designing job duties and work

processes (Otterbourg, 1997). Both social

support from families and family-friendly

policies from employers can benet career

trajectories, reduce stressors, and reduce

work-family conict (Goldsmith, 2007).

Social support for families can be assis-

tance with childcare and household work,

emotional support, scheduling exibility,

and coordination of time off (Goldsmith,

2007). All of these forms of social support

help to lessen work-family conict by

reducing stress and time demands.

The more familial support veterans have,

the more likely they will be able to suc-

cessfully pursue full-time work, especially

in cases where they share childcare re-

sponsibilities. Employers should also seek

to create and maintain family-friendly

environments, which can decrease stress

associated with balancing work and fam-

ily and benet companies as well (Otter-

bourg, 1997).

Education Attainment

Education has always had a strong inu-

ence on many elements of employment,

such as obtaining, income, retention,

etc. Various studies have examined how

education affects employment and its

outcomes. For example, Riddell & Song

(2011) found that education signicantly

increases re-employment rates of the un-

employed.28 Angrist (1993) found that vet-

erans’ benets increase schooling by 1.4

years, which increases annual earnings

by 6%. He found that attending college or

graduate school is especially signicant

in increasing annual earnings for veter-

ans.29 Simon, Negrusa, and Warner (2010)

found that a $10,000 increase in veterans’

education benets is shown to increase

the probability of the Montgomery GI Bill

usage by 5%.30 However, an increase in

the dollar amount of available benets

does not correlate with the duration of

benet usage.

Employment rates also vary with educa-

tion level. In general, those with higher

educational attainment face lower unem-

ployment rates. The following sections

highlight variations in unemployment for

veterans and non-veterans by educational

attainment.

Part IV

▶ Veteran Employment & Education

Attainment

Education attainment refers to the high-

est degree of education an individual has

completed. The relationship between edu-

cational attainment and employment has

long been established by many researchers.

An individual with less than a high school

degree experiences unemployment at a

rate almost three to ve times greater than

an individual with a bachelor’s degree or

higher. The following tables/gures sum-

marize the educational attainment of the

veteran population, as well as the employ-

ment situation of veterans in America.

On March 20, 2012, the BLS released the

annual report on the employment situation

of veterans for 2011.

This release includes

education attainment by period of service.

Figure 6 (on page 115) represents the data

that was released for the population aged 25

and over. The following lists overall ndings:

▶

For all veterans and non-veterans,

those with less than a high school

diploma made up a minority of

the population (6.46% and 13.13%,

respectively).

▶

The majority of the Gulf War era veter-

ans have some college/associate degree

or higher (73.75% of Gulf War era II

and 71.36% of Gulf War era I).

▶

Veterans have a larger percentage of

individuals with some college/associ-

ate degree compared to non-veterans

(34.19% and 25.54%, respectively).

However, non-veterans have a slightly

larger percentage of individuals with

a bachelor’s degree or higher, when

compared to veterans (30.77% and

27.20%, respectively).

▶

In general, the percentages of those

with a bachelor’s degree or higher is

similar across all veterans and non-

veterans.

▶ Unemployment Rates of Veterans

by Education Attainment

Table 6 (on page 115) and Figure 7 (on page

116) have the unemployment rates for

2008-2011 by education attainment. These

rates were retrieved from the BLS online

data analysis tool and are not seasonally

adjusted annual averages (all veteran

population, age 25 and over).

The follow-

ing lists the overall ndings:

▶

In general, the higher the education

attainment, the lower the unemploy-

ment rate.

▶ Veterans with a high school diploma

or less had similar rates in 2008 and

2009, but then split in 2010 and 2011.

▶ The unemployment rates for veterans

with some college or associate degree

was lower, compared to those with a

high school diploma or less.

▶ Veterans with a bachelor’s degree or

higher had the lowest unemployment

rates for 2008 to 2011.

▶ Unemployment Rates of Veterans

by Period of Service and Education

Attainment

Figure 8 (on page 117) shows the unem-

ployment rates for 2011 by period of

service and education attainment. These

rates were retrieved from the BLS online

data analysis tool and are not seasonally

adjusted annual averages (all veteran

population, age 25 and over).

The follow-

ing lists the overall ndings:

▶

In general, the higher the education

attainment (regardless of period of

service), the lower the unemployment

rate.

▶

With each period of service, those

with less than a high school diploma

had the highest unemployment rates.

114 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 115

▶

Regardless of period of service, those

with a high school diploma and those

with some college or associate degree

had similar unemployment rates.

▶

Regardless of period of service, those

with a bachelor’s degree or higher

had the lowest unemployment rates

in 2011.

Conclusion

The variations of demographic character-

istics have all been shown to inuence the

employment situation of veterans. Data

was presented using the Current Population

Survey data that the BLS releases for loca-

tion, gender, age, disability, and educational

attainment of veterans. The unemployment

TABLE 6:

UNEMPLOYMENT RATES BY EDUCATION ATTAINMENT FOR ALL VETERANS,

2008-2011

All Veterans by Education Attainment 2008 2009 2010 2011

Less than a High School Diploma 5.6 10.0 11.3 12.7

High School Graduates (No College) 5.1 10.1 10.5 9.2

Some College or Associates Degree 4.9 8.3 9.1 8.8

Bachelor’s Degree or Higher 3.0 4.7 5.2 5.2

FIGURE 6:

UNEMPLOYMENT RATES BY VETERAN STATUS AND EDUCATION ATTAINMENT,

2008-2011

20%

40%

60%

80%

100%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

PERCENT

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

Less than a High School Diploma

Some College or Associate’s Degree

High School Graduates (No College)

Bachelor’s Degree or Higher

27.20%

34.19%

32.15%

6.46%

30.77%

25.54%

30.56%

13.13%

27.80%

30.39%

32.87%

8.96%

23.99%

33.74%

35.78%

6.51%

28.98%

44.78%

25.14%

1.15%

30.21%

41.14%

27.42%

1.26%

27.20%

34.19%

32.15%

6.46%

30.77%

25.54%

30.56%

13.13%

27.80%

30.39%

32.87%

8.96%

23.99%

33.74%

35.78%

6.51%

28.98%

44.78%

25.14%

1.15%

30.21%

41.14%

27.42%

1.26%

NOTE: Population is 18 and

over; Gulf War era II (Septem-

ber 2001-present), Gulf War era

I (August 1990-August 2001),

Vietnam era (August 1964-April

1975),KoreanWar(July

1950-January 1955), World

War II (December 1941-Decem-

ber 1946), and other service

periods (all other time periods).

Veterans who ser ved in more

than one wartime period are

classiﬁed only in the most re-

cent one. Veterans who ser ved

during one of theselected

wartime periods and another

period are classiﬁed only in the

wartime period.

PERCENT

20%

40%

60%

80%

100%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

PERCENT

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

20%

40%

60%

80%

100%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

PERCENT

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

20%

40%

60%

80%

100%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

PERCENT

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

20%

40%

60%

80%

100%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

PERCENT

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

Part IV

rates for veterans vary by state. The veter-

ans and non-veterans between the ages of

18-24 have the highest unemployment rate,

compared to all other age groups of veter-

ans and non-veterans. The Gulf War era II

veterans (ages 18-24) have almost double

the unemployment rate, compared to non-

veterans, giving this population the high-

est unemployment rate overall. Male and

female Gulf War era II veterans have higher

unemployment rates, compared to their

counterparts. White and Hispanic Gulf War

era II veterans have the highest unemploy-

ment rates, and African-American non-

veterans have the highest unemployment

rates. The largest percentages of unem-

ployed minority male and female veterans

were Gulf War era II veterans between the

ages of 18-24. A large percentage of female

Hispanic Gulf War era II veterans between

the ages of 45-54 were unemployed.

There are about 3 million veterans that

reported having a service-connected disabil-

ity in 2011. That is about 14% of the total

veteran population. In general, they found

that one in three veterans with a service-

connected disability worked in the public

sector (compared to one in ve veterans

without a service-connected disability). The

unemployment rate of those with a disabil-

ity was not statistically different from those

without a disability.

Education has been shown to inuence

unemployment rates. Research has shown

that individuals with less than a high

school degree experience higher unem-

ployment rates at almost three to ve

times greater the rate than those with at

least a bachelor’s degree or higher. So the

higher the educational attainment, the

lower the unemployment rate will be.

Interestingly, the unemployment rates for

all veterans, non-veterans in all periods of

service were similar to those with a high

school diploma, and those who obtain

some college/associate’s degree.

There are some regional and demographic

differences in unemployment for veterans.

This paper is limited by the data that is

available. Future research should look at

these differences, as well as a combination

of interactions between these variables.

116 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

FIGURE 7:

UNEMPLOYMENT RATE OF VETERANS BY EDUCATION ATTAINMENT, 2008-2011

Less than a High School Diploma

(25 years and over)

High School Graduates

(No college, 25 years and over)

Some College or Associate’s

Degree (25 years and over)

Bachelor’s Degree and Higher

(25 years and over)

10%

12%

14%

16%

18%

20%

2008 2009 2010 2011

UNEMPLOYMENT RATE

Less than a High School

Diploma (25 y ears and over)

High School Graduates (No

College) (25 y ears and over)

Some College or Associate's

Degree (25 y ears and over)

Bachelor's Degree or Higher

(25 y ears and over)

10%

12%

14%

16%

18%

20%

2008 2009 2010 2011

UNEMPLOYMENT RATE

Less than a High School

Diploma (25 y ears and over)

High School Graduates (No

College) (25 y ears and over)

Some College or Associate's

Degree (25 y ears and over)

Bachelor's Degree or Higher

(25 y ears and over)

UNEMMPLOYMENT RATE

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001), Vietnam

era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other

service periods (all other time periods). Veterans who served in more than one wartime period are classified only in the most recent

one. Veterans who served during one of the selected wartime periods and another period are classified only in the wartime period.

Gulf War era I and II had either no data or base is less than 35,000 for Less than a High School Diploma

10%

12%

14%

16%

18%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

UNEMPLOYMENT RATE

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001), Vietnam

era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other

service periods (all other time periods). Veterans who served in more than one wartime period are classified only in the most recent

one. Veterans who served during one of the selected wartime periods and another period are classified only in the wartime period.

Gulf War era I and II had either no data or base is less than 35,000 for Less than a High School Diploma

10%

12%

14%

16%

18%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

UNEMPLOYMENT RATE

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 117

Issue Paper: Health and Wellness

Abstract

The beneﬁts and healthcare needs of

veterans are issues that employers

need to know and understand. There

are many government-funded health-

care programs available to veterans

that employers should familiarize

themselves with in order to assist

veteran employees in obtaining care.

The disabilities of any veteran can

include a variety of physical and

mental conditions. Several resources

and accommodations are listed and

discussed

Introduction

Healthcare, benets, and disabilities are

all components that affect the employ-

ment situation of veterans. The VA faces a

number of challenges that could and have

had long-term inuences on the delivery

of healthcare and benets services. The

VA has taken steps to extend eligibility for

healthcare benets for combat veterans

to have access to healthcare for up to ve

years (after discharge or release, on or after

January 28, 2003). Those who are not qual-

ied to receive healthcare benets from the

VA face a number of challenges (private or

uninsured). The increase in healthcare costs

and premiums has driven some veterans to

take jobs with lower salaries, in exchange

for access to benets, or to lose a salaried

position because of cuts in employment

related to higher insurance premium. Many

veterans only have part-time work avail-

able to them, which does not have benets.

This cycle can lead to hardships, burdens,

and stress for the veteran and their family,

directly through loss of healthcare and costs

of healthcare, and indirectly if access to

health care results in deterioration of medi-

cal conditions, loss of access to medications,

and so on.

FIGURE 8:

UNEMPLOYMENT RATE BY VETERANS STATUS AND EDUCATION ATTAINMENT,

2008-2011

NOTE: Population is 18 and

over; Gulf War era II (Septem-

ber 2001-present), Gulf War

era I (August 1990-August

2001), Vietnam era (August

1964-April1975),KoreanWar

(July 1950-January 1955),

World War II (December

1941-December 1946), and

other service periods (all

other time periods). Veterans

who served in more than one

wartime period are classiﬁed

only in the most recent one.

Veterans who ser ved during

one of the selected wartime

periods and another period are

classiﬁed only in the wartime

period. Gulf War era I and II

had either no data or base is

less than 35,000 for less than

a high school diploma.

▶

Less than a High School Diploma

Some College or Associate’s Degree

High School Graduates (No College)

Bachelor’s Degree or Higher

UNEMMPLOYMENT RATE

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001), Vietnam

era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other

service periods (all other time periods). Veterans who served in more than one wartime period are classified only in the most recent

one. Veterans who served during one of the selected wartime periods and another period are classified only in the wartime period.

Gulf War era I and II had either no data or base is less than 35,000 for Less than a High School Diploma

10%

12%

14%

16%

18%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

UNEMPLOYMENT RATE

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001), Vietnam

era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other

service periods (all other time periods). Veterans who served in more than one wartime period are classified only in the most recent

one. Veterans who served during one of the selected wartime periods and another period are classified only in the wartime period.

Gulf War era I and II had either no data or base is less than 35,000 for Less than a High School Diploma

10%

12%

14%

16%

18%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

UNEMPLOYMENT RATE

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

NOTE: Population is 18 and over; Gulf War era II (September 2001-present), Gulf War era I (August 1990-August 2001), Vietnam

era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other

service periods (all other time periods). Veterans who served in more than one wartime period are classified only in the most recent

one. Veterans who served during one of the selected wartime periods and another period are classified only in the wartime period.

Gulf War era I and II had either no data or base is less than 35,000 for Less than a High School Diploma

10%

12%

14%

16%

18%

Veterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean

War, and

Vietnam Era

Other Service

Periods

UNEMPLOYMENT RATE

Less than a High School Diploma High School Graduates (No College)

Some College or Associate's Degree Bachelor's Degree or Higher

Part IV

118 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

In general, uninsured veterans experience

the same barriers to healthcare that most

uninsured Americans experience. Veter-

ans without coverage are ve times more

likely to delay care or forego prescriptions

because of costs, and six times more likely

to forego medical care because they are

unable to afford it, as compared to insured

veterans (Himmelstein et al., 2007). Unin-

sured veterans also had serious illnesses

requiring care, had chronic conditions lim-

iting daily activities, reported being unable

to obtain care in the past year, reported

being no more able to obtain care than

any other uninsured person, and failed to

receive necessary preventive care (Him-

melstein et al., 2007). Among uninsured

veterans age 45 and older, almost 20%

were in fair or poor health (Himmelstein

et al., 2007).

The recent Affordable Care Act (ACA)

may impact healthcare access, fragmenta-

tion, quality of care, and utilization of

services for veterans in the U.S. (Kizer,

2012). The ACA will not change eligibility

for VA healthcare or covered benets and

co-payments, and for most veterans this

legislation will not affect them any differ-

ently than non-veterans. However, expan-

sions in Medicaid coverage and other state

health insurance coverage for low income

individuals should provide the 7% of

uninsured veterans with coverage (Kizer,

2012). In addition, many veterans already

enrolled in VA health coverage will have

new options for coverage. The increase

in healthcare choices for this population

will increase convenience of care, but

may also cause care to be fragmented and

lower overall quality of care as a result of

inconsistency across providers. Fragmenta-

tion of care can lead to more discontinuity,

lack of coordination among care providers,

and more emergency department use and

adverse events (Kizer, 2012).

Access to Healthcare

Access to healthcare varies among vet-

eran populations, both employed and

unemployed. The 22 million veterans in

the U.S. tend to fall into three categories

when it comes to health insurance cover-

age. As of 2011, about 37% of veterans

were enrolled in the VA healthcare system,

56% were covered by private insurance

or a non-VA federal health plan, and 7%

had no health insurance (Kizer, 2012).

Veterans who have no health insurance

coverage tend to be poor or near poor, but

with incomes above the thresholds for VA

eligibility (Kizer, 2012). In 2004, about 47%

of uninsured veterans had family incomes

above 250% of the federal poverty level,

which would leave them ineligible for VA

healthcare enrollment (Himmelstein et al.,

2007).

Many of those covered by the VA

system are also covered by multiple federal

plans like Medicare, Medicaid, TRICARE,

or Indian Health Service (Kizer, 2012). The

percentage of uninsured, non-elderly vet-

erans rose from 9.9% in 2000 to 12.7% in

2004, and by 2004, there were almost 1.8

million veterans who were uninsured and

not receiving VA care (Himmelstein et al.,

2007). Most uninsured veterans were from

the Vietnam and Gulf War eras, and most

veterans insured primarily by Medicare

were from the Korean War and World War

II eras (Himmelstein et al., 2007). Both em-

ployed and unemployed veterans lacked

healthcare coverage, as about 68% of

uninsured veterans were employed at the

time of the survey; almost 10% had been

recently laid off or were unemployed, but

were still looking for work (Himmelstein

et al., 2007). Uninsured veterans were, in

fact, more likely to be working than those

with health coverage, and tended to be

younger and have lower incomes than vet-

erans with health coverage (Himmelstein

et al., 2007).

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 119

Access to healthcare and healthcare costs

can moderate veterans’ ability to stay in

the labor force. Uninsured veterans may

be more likely to be working because of

nancial need, driven by high costs of

healthcare. Additionally, the combina-

tion of rising health costs and employers’

limited resources may be driving veterans

into part-time jobs, where they are not of-

fered insurance. Higher health premiums

often result in workers trading salary in-

creases for better benets (Cutler & Neeraj,

2010).

When costs fall, employers have

more resources available for wages and sal-

ary payments, meaning healthcare reform

could potentially increase both wages and

employment opportunities. However, as

rms cannot reduce wages for those earn-

ing minimum wage or those with xed

contracts, increases in healthcare premi-

ums would not result in a reduction of

wages, but in the loss of these jobs entire-

ly. For workers who are not able or willing

to “trade” higher wages for benets, the

reduction in income caused by an increase

in premiums would cause them to move

into other part time jobs, possibly with no

health benets.

Beneﬁts

Healthcare benets and employment are

intrinsically linked in the United States,

with almost 60% of the American popula-

tion receiving health insurance through

an employer (Kaiser, 2010). Because of

this, many Americans view employment

as a gateway to healthcare, but healthcare

access and costs can also affect access to

employment. Previous studies have found

that individuals with higher healthcare

costs are not more likely to be employed

than those with lower costs (Lahey, 2007).

In places where healthcare is more ex-

pensive, workers’ efforts to shift costs to

employers do not result in higher employ-

ment rates (Lahey, 2007). Higher health-

care costs can drive employers’ decision

making, as these add to their business

costs (Lahey, 2007; Cutler & Neeraj, 2010).

Health insurance costs can affect company

employment decisions in multiple ways. If

health insurance premiums are reduced,

employers could hire more workers with-

out needing to reduce benets or wages

(Cutler & Neeraj, 2010). On the other hand,

if costs are too high, employers often com-

pensate by reducing new hires or being

more selective in the new employees they

choose. Health insurance costs are a sig-

nicant factor in employers’ decisions to

hire new workers, more so than company

size and internal processes (Lahey, 2007).

For older Americans, this is particularly

concerning, as age can push up the cost

of healthcare benets signicantly. Stud-

ies have shown that companies offering

health insurance hire older employees less

frequently, and as regional costs of health-

care increase, employment rates decrease

(Lahey, 2007).

Increases in healthcare costs have in-

uenced hiring decisions and industry

growth, with those industries that provide

more benets experiencing little growth, if

any. About 29% of workers in the amuse-

ment and recreation industry, and 54% of

workers in the hotel industry have em-

ployer provided insurance (Cutler & Neeraj,

2010). From 1987 to 2005, the workforces

in these industries grew by 2.1% and 1%,

respectively. In the paper industry, 85% of

workers have insurance, and the workforce

shrank by almost 2% from 1987 to 2005.

Part IV

120 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Researchers have found that every 10%

reduction in excess healthcare costs leads to

about 120,000 more jobs. Nationally, reduc-

tions in healthcare costs attributable to the

ACA and subsequent legislation could lead

to an estimated 250,000-400,000 new jobs

each year. However, an increase in health-

care costs could have the opposite effect,

decreasing the number of new jobs each

year and increasing unemployment (Cutler

& Neeraj, 2010).

Employers need to understand the benets

available to veterans and work to close the

gap between the uninsured and insured,

especially in cases where employer-pro-

vided benets have been reduced. Many

uninsured veterans are working (68%);

however, they are not receiving necessary

healthcare because of their lack of cover-

age (Himmelstein et al., 2007). The VA

has extended their healthcare eligibility

for veterans under the “Combat Veteran”

authority. This authority applies to all

combat veterans who were discharged or

released from active service on, or after,

January 28, 2003. Under this authority, the

VA provides healthcare services and com-

munity living care for conditions, possibly

related to military service for ve

years after discharge or release. There are

many government-funded health pro-

grams available to veterans that employers

should familiarize themselves with to as-

sist veteran employees in obtaining care.

The programs include TRICARE for mili-

tary personnel and their families, and the

Civilian Health and Medical Program of

the VA (CHAMPVA) for dependent chil-

dren and spouses of disabled or deceased

veterans. Additionally, the DOL and the

VA have resources for both veterans and

employers in the Veterans’ Employment

and Training Service (VETS) and the VR &

E. For more information, visit:

▶

TRICARE:

http://www.tricare.mil/

▶

The Veterans Health Administration

(VHA):

http://www.va.gov/health/default.asp

▶

VA Health Beneﬁts Home, Returning

Servicemembers (OEF/OIF/OND):

http://www.va.gov/healthbenets/apply/re-

turning_servicemembers.asp

▶

CHAMPVA (Civilian Health and Medical

Program of the Department of Veteran

Affairs):

http://www.va.gov/hac/forbeneciaries/

champva/champva.asp

▶

The DOL’s Employment and Training

Service (VETS):

http://www.dol.gov/vets/

▶

VA Vocational Rehabilitation and

Employment (VR & E) Program:

http://www.vba.va.gov/bln/vre/emp_

resources.htm

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 121

Disabilities

The disabilities of any veteran can include

a variety of physical and mental condi-

tions. If the veteran has selected to disclose

this information, employers are required

to accommodate the needs of the veteran,

whether physical or mental health related.

Veterans need only disclose if/when they

need an accommodation to perform the

essential functions of the job. Applicants

never have to disclose this information on

a job application, or in the job interview,

unless they need an accommodation to

assist them in the application or interview

process. If disclosed, employers need to

know what those needs are and what can

be done. Accommodating the needs of

veterans, or any person with a disability,

should be a central focus of the employer

in creating the environment in which they

can effectively and efciently perform

their job. These accommodations also cre-

ate a welcoming environment and set the

tone of the organization’s culture, policies,

and structures which, if positive, can lead

to long-lasting employment.

▶ Reasonable Accommodations

Both the USERRA and the ADA require

employers to make certain adjustments for

veterans with disabilities, called “reason-

able accommodations.” The USERRA also

requires employers to assist a veteran who

is returning to employmentto become

qualied for a job,whether or not the vet-

eran has a service-connected disability.

This could include providing training or

retraining for the position.SeeTitle 38,

United States Code, Chapter 43 - Employ-

ment and Reemployment Rights of Mem-

bers of the Uniformed Services, 38 U.S.C. §

4313; 20 C.F.R. §§ 1002.198, 1002.225 -.226.

Below are additional resources/information

about reasonable accommodations:

▶

EEOC Enforcement Guidance:

Reasonable Accommodation and

Undue Hardship Under the ADA:

http://www.eeoc.gov/policy/docs/

accommodation.html

▶

Job Accommodation Network (JAN):

JAN is one of several services provided

by the DOL’s Ofce of Disability Em-

ployment Policy (ODEP). The JAN is

the leading source of free, expert, and

condential guidance on workplace

accommodations and disability em-

ployment issues. Phone: 800-526-7234

or 877-781-9403 (TTY).

http://www.askjan.org

▶

DOD Computer/Electronic

Accommodations Program (CAP):

Established by the federal government,

the CAP is a centrally-funded program

that provides assistive technology (AT)

and reasonable accommodations to

people with disabilities. CAP’s mission

is to ensure that people with disabili-

ties have equal access to information

and employment opportunities in

the DOD and throughout the federal

government. Phone: 703-681-8813 or

703-681-3978 (TTY).

http://www.cap.mil/

Part IV

122 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

ADA Disability and Business Technical

Assistance Centers (DBTACs):

The DBTACs consist of 10 federally-

funded regional centers that provide

information, training, and technical as-

sistance on the ADA. Each center works

with local business, disability, govern-

mental, rehabilitation, and other pro-

fessional networks to provide current

ADA information and assistance, and

places special emphasis on meeting the

needs of small businesses. The DBTACs

can make referrals to local sources of

expertise in reasonable accommoda-

tions. Phone: 800-949-4232 (Voice/TTY).

http://adata.org/Static/Home.html

America’s Heroes at Work has created an

employer fact sheet and resource guide

for employers. These resources were

developed in cooperation with the DOL’s

ODEP, JAN, the VETS, the Defense Centers

of Excellence for Psychological Health

and Traumatic Brain Injury, and the

Defense and Veterans Brain Injury Cen-

ter. The information available includes

frequently asked questions about PTSD

and TBI, Dispelling the Myths about PTSD,

Accommodating Employees with PTSD/

TBI, Promising Practices for Employment

Success, Employers and the ADA: Myths

and Facts, and Tax Incentives for Providing

Business Accessibility. Spanish materials

are also available. For more information,

visit http://www.americasheroesatwork.gov/

forEmployers/factsheets/.

JAN is a service of the DOL’s ODEP. The

Compliance Series is designed to help em-

ployers determine effective accommoda-

tions and comply with Title I of the ADA.

Each publication in the series addresses a

specic medical condition and provides

information about the condition, ADA

information, questions employers should

consider, accommodation ideas, and re-

sources for additional information. Below

is a list of topics that might be relevant to

veterans. A full list of topics can be found

at, http://askjan.org/media/atoz.htm.

There are many products that can be used

to accommodate people with work limita-

tions. JAN’s Searchable Online Accom-

modation Resource (SOAR) at http://askjan.

org/soar is designed to let users explore

various accommodation options. Many

product vendor lists are accessible through

this system; however, upon request, JAN

provides these lists and many more that

are not available on the website. Contact

JAN directly if you have specic accommo-

dation situations, are looking for products,

need vendor information, or are seeking

a referral. The accommodations of an em-

ployee should be specic to the employee’s

disabilities. When accommodating, the

employer must consider:

▶

What limitations is the employee

experiencing?

▶

How do these limitations affect the

employee and the employee’s job per-

formance?

▶

What specic job tasks are problem-

atic, as a result of these limitations?

▶

What accommodations are available

to reduce or eliminate these prob-

lems? Are all possible resources being

used to determine possible accommo-

dations?

▶

Has the employee been consulted

regarding possible accommodations?

▶

Once accommodations are in place,

would it be useful to meet with the

employee to evaluate the effective-

ness of the accommodations and to

determine whether additional accom-

modations are needed?

▶

Do supervisory personnel and em-

ployees need training regarding the

disability?

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 123

Accommodations vary with every disabil-

ity. Below are some general themes that

can come across all persons with disabili-

ties. It is highly encouraged that employ-

ers look at the specic information on the

disability for accommodations.

▶ Flexible Schedule

Allowing the employee to have a exible

schedule is a general theme for reasonable

accommodations. Whether the person has

PTSD, TBI, is in a wheelchair, an amputee,

etc., these accommodations may give the

employee the time needed to perform daily

activities, personal needs, cope with stress,

or provide stamina, among other needs.

This exible work environment includes

exible schedule, modied break schedule,

time to call/leave for doctors/counseling,

work from home/exi-place, or even dis-

tance travel for access to healthcare.

▶ Concentration

Allowing an employee to concentrate can

reduce the distraction employees may have

and allow them to focus on their job func-

tions. The employer can help the employee

with concentration by reducing distractions

in the work area. This can be accomplished

by with providing space enclosures, sound

absorption panels, or a private ofce; allow

for use of white noise or environmental

sound machines; allow the employee to

play soothing music using headphones and

computer or music player; plan for uninter-

rupted work time; and purchase organizers

to reduce clutter. Studies have also shown

that increased natural lighting or providing

full-spectrum lighting can help increase

concentration. Providing memory aids such

as schedulers, organizers, or email applica-

tions can also help the employee maintain

concentration and help with memory.

Concentration includes more than just

physical elements, but also can include

the way employees are managed. Dividing

large assignments into smaller tasks and

goals may help the employee concentrate

on a specic task and may help with the

overall project. Restructuring the job to

include only the essential functions may

also help with employee concentration.

▶

Working Effectively With Supervisors

The relationship between employees and

their supervisors is one that has long

been looked at. Certain accommodations

can include providing positive praise

and reinforcement, providing written job

instructions, developing a procedure to

evaluate the effectiveness of the accom-

modation, providing clear expectations

and consequences of not meeting expecta-

tions, developing strategies to deal with

problems before they arise, allowing open

communication to managers and supervi-

sors, and establishing written long-term

and short-term goals.

TABLE 7: JOB ACCOMMODATION NETWORK (JAN) - TOPICS, ACCOMMODATIONS, AND COMPLIANCE SERIES

Anxiety

http://askjan.org/media/anxi.htm http://askjan.org/media/eaps/employmentanxietyEAP.doc

Amputation

http://askjan.org/media/ampu.htm http://askjan.org/media/eaps/employmentampEAP.doc

Burn

http://askjan.org/media/burn.htm http://askjan.org/media/downloads/BurnInjA&CSeries.pdf

Hearing Loss

http://askjan.org/media/deaf.htm http://askjan.org/media/downloads/HearingA&CSeries.pdf

Major Depression/Bipolar/

OCD/Panic Disorder/Other

Mental Health

http://askjan.org/media/psyc.htm http://askjan.org/media/downloads/PsychiatricA&CSeries.pdf

Post-Traumatic Stress

Disorder (PTSD)

http://askjan.org/media/post.htm http://askjan.org/media/downloads/PTSDVetsA&CSeries.pdf

Traumatic Brain Injury (TBI)

http://askjan.org/media/brai.htm http://askjan.org/media/downloads/BrainInjuryA&CSeries.pdf

Vertigo

http://askjan.org/media/vert.htm http://askjan.org/media/eaps/employmentvertigoEAP.doc

Vision Impairments

http://askjan.org/media/visi.htm http://askjan.org/media/downloads/VisionA&CSeries.pdf

Wheelchairs

http://askjan.org/media/whee.htm http://askjan.org/media/downloads/WheelchairA&CSeries10.pdf

Area

Topics Available

Accommodations and Compliance Series

Part IV

124 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Post-Traumatic Stress Disorder (PTSD)

PTSD is common among active military

and veterans. In the National Vietnam Vet-

erans Readjustment Study (NVVRS), they

found that approximately 30.9% of men

and 26.9% of women had PTSD at some

point in their life following Vietnam.38

Researchers conducted a study to estimate

the prevalence of PTSD in a population-

based sample of 11,441 Gulf War veter-

ans from 1995 to 1997. The prevalence

of PTSD in that sample was 12.1%. The

authors estimated the prevalence of PTSD

among the total Gulf War veteran popu-

lation to be 10.1%.39 In 2008, the RAND

Corporation published a population-based

study that examined the prevalence of

PTSD among previously deployed Opera-

tion Enduring Freedom and Operation

Iraqi Freedom service members. Among

the 1,938 participants, the prevalence of

current PTSD was 13.8%.

40 Based on this

sample, the authors suggested that ap-

proximately one in ve service members

who have returned from deployment

operations in Afghanistan and Iraq have

symptoms of PTSD or depression.

JAN has listed several accommodations

for PTSD. This includes topics such as:

▶ Memory

▶ Lack of concentration

▶ Time management/performing or

completing tasks

▶ Disorganization

▶ Coping with stress

▶ Working effectively with a supervisor

▶ Interacting with co-workers

▶ Dealing with emotions

▶ Sleep disturbance

▶ Muscle tension or fatigue

▶ Absenteeism

▶ Panic attacks

▶ Diarrhea/vomiting/nausea

▶ Headaches

▶ Transportation issues

For more information about PTSD

and accommodations, please visit

http://askjan.org/media/ptsd.html.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 125

▶ Traumatic Brain Injury (TBI)

The Brain Injury Association of America

(2006) estimates that every year 1.4 mil-

lion Americans experience a traumatic

brain injury.41 TBI is an umbrella term that

spans a wide continuum of symptoms and

severity. Studies estimating the prevalence

of TBI among returning veterans have

been difcult, with prevalence rates rang-

ing from 5% to 23% in larger studies using

non-clinical samples. The large majority

(80%) of combat head injuries sustained

in Operation Iraqi Freedom and Operation

Enduring Freedom are mild concussions,

as opposed to severe, debilitating TBI.

JAN has listed several accommodations for

TBI. This includes topics such as:

▶

Physical limitations

▶

Visual problems

▶

Maintaining stamina during the

workday

▶

Maintaining concentration

▶

Difculty staying organized and

meeting deadlines

▶

Memory decits

▶

Problem-solving decits

▶

Working effectively with supervisors

▶

Difculty handling stress and emotions

▶

Attendance issues

▶

Issues of change

For more information about TBI and

accommodations, please visit

http://askjan.org/media/BrainInjury.html.

▶ Hearing Loss

Results of the 2002 National Health Inter-

view Survey estimate that nearly 31 mil-

lion of all adults in the U.S. have trouble

hearing.

Among military veterans, hear-

ing impairment is one of the most com-

mon service-connected disabilities. Accord-

ing to Groenewold, Tak, and Masterson

(2011),

the prevalence of severe hearing

impairment among non-veterans was

2.5%. Among all veterans, the prevalence

for severe hearing impairment was 10.4%.

The VA has reported that nearly 70,000

of the more than 1.3 million troops, who

have served in Iraq and Afghanistan, col-

lect disability payments for tinnitus, and

more than 58,000 collect disability pay-

ments for hearing loss.

JAN has listed several accommodations for

hearing loss. This includes topics such as:

▶

Communicating face-to-face

▶

Communicating in groups, meetings,

or training

▶

Communicating by telephone

▶

Communicating in the eld

▶

Operating or working around vehicles

▶

Difculty responding to sounds in the

environment

▶

Wearing hearing protection

For more information about hearing loss

and accommodations, please visit

http://askjan.org/media/Hearing.html.

Part IV

126 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶ Vision Impairments

The National Institutes of Health recently

found that about 6% of the general popu-

lation is visually impaired, which is about

14 million people. Of these 14 million,

more than 11 million have visual impair-

ment that can be corrected by contact

lenses or glasses, but about 3 million have

visual loss or impairments that cannot

be corrected.

According to the VA, over

157,000 of today’s veterans are legally

blind. About 44,000 of these veterans are

enrolled in VA healthcare, and a majority

of them are elderly or have other chronic

health conditions. As of 2006, at least 78

service members from Operation Endur-

ing Freedom or Operation Iraqi Freedom

were receiving VA benets for vision loss,

and medical staff at the Walter Reed Army

Medical Center treated almost 120 soldiers

for vision problems. Early estimates held

that by 2010, the number of blinded veter-

ans would grow to more than 50,000 and

continue to rise.

JAN has listed several accommodations

for vision impairments. This includes

topics such as:

▶

Reading printed materials

▶

Accessing computer information

▶

Writing notes and completing forms

▶

Accessing a telephone

▶

Working with money

▶

Reading from instrument or control

board

▶

Repairing, constructing, assembling

pieces/parts

▶

Mobility

▶

Driving

▶

Working with light sensitivity

▶

Distinguishing colors

▶

Other accommodation considerations

For more information about vision impair-

ments and accommodations, please visit

http://askjan.org/media/Sight.html.

▶ Amputation

In the general population, there are almost

1.7 million people who live with having

lost a limb. In the U.S., about one in every

200 people has had a limb amputated, the

majority of which are due to vascular con-

ditions and diabetes.

Among all veterans

from the OIF/OEF conicts from 2001 to

September 2010, there have been approxi-

mately 1,621 amputations. The majority of

veterans having undergone an amputation

are army service members from OIF, with

620 service members having lost a major

limb.

During World War I, over 4,000

service members underwent amputations,

and amputations were performed on

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 127

15,000 service members during World War

II. In the Korean, Vietnam, and Gulf Wars

there were 1,000, 6,000, and 15 docu-

mented amputations on service members,

respectively, not including body parts lost

to frostbite and other cold injuries. Mem-

bers of the army have also experienced

traumatic amputations during peacetime,

estimated at 20 per year.

Importantly,

much research and development has

occurred post-9/11 in the area of prosthet-

ics, and available prosthetics continue to

improve, allowing veterans to regain most

function in many cases.

There are several accommodations that

are listed for amputations. This includes

topics such as:

▶

Gross motor impairment

▶

Fine motor impairment

▶

Upper extremity amputations

(nger, hand, or arm)

▶

Lower extremity amputations

(toe, foot, or leg)

For more information about amputation

and accommodations, please visit

http://askjan.org/media/eaps/employmentam-

pEAP.doc.

Conclusion

Employers need to understand healthcare

and benets available to veterans, and work

to close the gap between the uninsured and

insured, especially in cases where employ-

er-provided benets have been reduced.

There are many government-funded health

programs available to veterans that employ-

ers should familiarize themselves with to

assist veteran employees in obtaining care.

The disabilities of any veteran can include

a variety of physical and mental disabilities.

Accommodating the needs of veterans, or

any person with a disability, should be a

central focus of the employer, in creating

the environment so that they can effec-

tively and efciently perform their job.

Several accommodations were listed from

JAN. Prevalence and overall accommoda-

tions topics were discussed and included for

PTSD, TBI, hearing loss, vision impairments,

and amputation. A table was presented

with other topics, and links to the JAN

Accommodations and Compliances Series.

Summary

128 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

For the better part of the past year, veterans

of the wars in Iraq and Afghanistan have been

unemployed at a rate that is 4% to 7% higher

than non-veterans. In response to this situation,

politicians and veterans’ advocates have

attempted to advance a business case for hiring

veterans. Importantly, that argument, that

veterans are good for business, has resonated

with the employer community. Further, veterans

that have made the transition to the civilian

world of work have demonstrated “the value of

a veteran” many times over.

Summary

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 129

Military veterans are entrepreneurial,

exhibit a strong desire to achieve, high

self-efcacy, and ease with uncertain situ-

ations. Further, veterans are likely to have

cross-cultural and global experience, and

on average have more advanced techni-

cal skills and training than non-veterans.

In the face of an increasingly global and

technical workplace, these experiences

represent a rare and valuable resource for

employers. Veterans are also resilient, a

trait valuable in the context of a contempo-

rary workplace where almost 80% of new

product and service development projects

are terminated before they ever reach the

marketplace. The ability to bounce back

from failure is central to enduring produc-

tivity and innovation.

However, while theory and practice sug-

gest that military veterans are well posi-

tioned to meet the demand for a skilled

and committed civilian workforce, many

employers continue to struggle with

understanding and implementing holis-

tic strategies positioned to recruit, sup-

port, retain, and advance veterans in the

rm. These struggles are largely based on

misunderstandings, misperceptions, and a

lack of actionable strategies supporting the

practice of “military human resources.”

This publication was developed as a rst

step toward addressing the cited impedi-

ments to supporting employer-focused,

veterans’ employment programs and ini-

tiatives. It represents a shared and collec-

tive resource of the employer community,

in service to those who have served our

nation in uniform.

...in service

to those who

have served

our nation

in uniform.

130 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Appendices

The following resources, checklists, and data are provided as resources for employers sup-

porting the implementation of ndings and recommendations detailed in this publication.

Appendix A:

Checklist for Employers: Veteran Recruiting and Onboarding

When developing a program of HR practice to support the recruitment of veterans,

consider the following:

▶

Secure executive level support for the initiative.

▶

Consider the most appropriate framework through which to organize the initiative

within the HR structure of the rm. For example, depending on rm size, structure,

diversity of business practice, etc., should the initiative be integrated into existing

HR practice or a separate organization? Should the initiative fall inside or outside of

diversity practice? Consider the pros and cons of these and other alternatives.

▶

Create relationships with trade organizations and other industry collaborations,

focused on veteran employment. Examples include the Direct Employers Association,

U.S. Chamber of Commerce, and the 100,000 Jobs Mission.

▶

Participate in veteran-focused career fairs and hiring events, where practical and ap-

propriate.

▶

Leverage existing veteran employees to help in recruitment efforts through formal

referral and mentoring of new veteran hires.

▶

Develop educational programming, focused on hiring managers, emphasizing the

rm-specic business case for hiring veterans.

▶

Internally empower veteran employees and promote them within HR positions.

▶

Create a military-specic recruitment website. Consider examples such as AT&T,

Microsoft, Sodexo, and Walmart.

▶

Develop and/or participate in industry-focused veteran initiatives, such as Troops to

Energy Jobs, a pilot program developed by Dominion Resources Inc., or the Veterans

on Wall Street (VOWS) program, founded by Citigroup.

▶

Provide training and education about PTSD to all employees, including senior-level

leadership and managers.

▶

Engage in inter- and intra-industry collaboration to identify and utilize the most

comprehensive resources in veteran recruiting and onboarding.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 131

▶

Collaborate and network with other companies to identify employment opportunities

for veterans, across industry sectors.

▶

Utilize comprehensive military skills translators for more effective placements

within the company. Exercise caution that these tools are not used in isolation, but

instead as part of a broader set of metrics, positioned to identify linkages between a

veteran’s knowledge, skills, and abilities, and a potential employment opportunity.

▶

Provide “high-touch” support for veterans throughout the recruitment and onboarding

process.

▶

Capture data to aid in the measurement of process effectiveness and the relevance of

veteran skills and talents, compared to career opportunities within the company.

▶

Foster a veteran-engaged culture within the company, through programs and ceremo-

nies that recognize the contributions of veterans and their families to the organization.

Consider aligning with veteran organizations for awards and recognition.

▶

Use social media to establish groups that discuss military and veteran experiences,

open positions, mentoring, and more. For example, reference Microsoft’s We Still

Serve group on LinkedIn.

▶

To the extent possible, leverage existing veteran employees in the rm’s recruitment

strategy and messaging.

▶

To the extent possible, employ “high-touch” recruiting practices, positioned to confer

insight into the potential linkage between a veteran’s knowledge, skills, and abilities,

and the demands of the rm’s unique work roles.

▶

Reach out to universities and colleges and specically ask career center managers to

highlight student veterans seeking employment.

▶

Provide paths for non-traditional veteran students into career hiring tracks, such as

experiential learning and internship opportunities.

Appendix B:

Checklist for Employers: Training and Certiﬁcation

When developing a base of resources and programs to support the training and develop-

ment of veterans in the workforce, consider the following:

▶

Develop a veteran’s afnity group, or similar network, as a means to provide a plat-

form for veteran employees to interact with fellow veterans across disparate lines of

business within the rm.

▶

When appropriate and practical, consider rotational programs designed to assist

veterans as they develop a holistic understanding of the rm and its mission, and to

expose managers to veteran employees.

▶

Many veterans are accustomed to hands-on training, and as such, leverage opportuni-

ties for both on-the-job and classroom training.

▶

Consider opportunities to leverage the GI Bill and other benet programs afforded to

veterans as a means to support additional training and professional development of

veterans in the workforce.

▶

Leverage veteran service organizations as a channel to coordinate internship oppor-

tunities for veterans.

▶

Work with universities to adjust their career sites, allow students to self-identify as

veterans, and allow companies to add a veteran-preferred option on internship and

job postings.

▶

Promote internships, job shadowing, and site visits to better understand the op-

portunities that the company offers. Additionally, provide veterans with mentoring

opportunities by veteran employees.

▶

Share and leverage existing training programs with other rms and across industries.

▶

Utilize programs and resources that are available through the U.S. Department of

Veterans Affairs (VA), such as the VA Work-Study Program, and VA Vocational Reha-

bilitation Program to support training opportunities for veterans.

▶

Understand veteran apprenticeship opportunities afforded by the GI Bill.

▶

Offer a variety of tools and resources, such as tuition reimbursement, self-study train-

ing modules, instructor-led classes, skills training programs, online learning opportu-

nities, real-life work scenarios, and online simulations as opportunities for veterans

to pursue advanced training and development.

132 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Appendices

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 133

Appendix C:

Checklist for Employers: Assimilation and Employee Assistance

When developing a program of HR practice to support the assimilation of veterans in the work-

force consider the following:

▶

Develop and implement Career Watch programs, where veterans who are senior-level person-

nel serve as a mentor/sponsor and work with veterans who are junior-level personnel.

▶

Empower employees to leverage existing infrastructure and resources, focused on other em-

ployee populations, to support veteran employees.

▶

Train professionals within existing employee assistance programs (coaches, mentors, spon-

sors, counselors) on veteran-specic issues such as deployment, PTSD, benets, and others to

provide in-house veteran employee assistance services.

▶

Create position(s) that are military-specic, such as:

▶

Counselors with special training in veterans and military families issues. For example,

leverage existing resources such as the Veterans Health Initiative (VHI) training program

for clinicians within the VA, which provides useful study guides for non-VA providers, VA

employees, veterans, and the public.

▶

Military relations managers, similar to a position created by Lockheed Martin, with the sole

responsibility to help those transitioning from the military to the company.

▶

Uniformed Services Employment and Reemployment Rights Act (USERRA) Advisor,

helping military employees to understand their eligibility, job entitlements, employer

obligations, benets, and remedies available to them under the act.

▶

Empower and support the creation of internal military veteran networks and councils, which

will provide mentoring and support for new veteran employees. Encourage these councils to

connect and collaborate with other veteran networks, veteran service organizations, and other

groups that provide added value to the veteran community.

▶

Develop an assistance program for National Guard and Reserve members and their families.

This program should provide assistance and support, during the time of deployment.

134 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Appendices

Appendix D:

Checklist for Employers: Philanthropy

When developing a program of philanthropy to support HR practices for the recruitment

of veterans, consider the following:

▶

Consider and develop philanthropic opportunities based in nancial and non-nan-

cial (in-kind) support. Programs of support may focus on wrap-around services and

supports, such as housing, healthcare, transportation, education, community reinte-

gration, employment preparedness, and volunteer service.

▶

Seek opportunities to leverage the rm’s core competencies, in the context of where/

how these strengths can be most effective and applied to impact the employment

situation of veterans.

▶

Focus philanthropic support for veterans to align with the company’s non-veteran

and veteran-related goals. Find alignment between the company’s goals and oppor-

tunities to integrate veterans and veteran-issues into existing initiatives. Engage the

veteran community to identify overlapping goals.

▶

Understand key issues for veterans in each of the company’s philanthropic activities.

For instance, if the focus is on educating youth, create opportunities for veterans to

mentor and engage with youth.

▶

Engage with community organizations, aligned with corporate goals and involved

with veterans.

▶

Leverage multiple communication channels, including collaborations with VSOs and

other organizations serving veterans, to create awareness of nancial and non-nan-

cial (in-kind) giving.

▶

Collaborate with other private sector rms to encourage information sharing,

resource leveraging, and focused expertise. In turn, this will enable a more focused

philanthropic effort, avoiding missed opportunities owing to a lack of understanding

and knowledge about other programs and needs.

▶

Develop strategic goals for veteran philanthropy that produce tangible outcomes for

veterans and for the rm.

▶

Support veteran-run organizations, those specic to veterans, and organizations not

specic to veterans or run by veterans, where appropriate.

▶

Develop robust metrics and assessment tools to evaluate the efcacy of philanthropic

efforts both during and at the conclusion of the grant period.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 135

Appendix E:

Select Initiatives Supporting Veterans’ Employment

The following initiatives, programs, and policy resources are positioned to support and

otherwise impact the employment situation of veterans. This list is provided as a re-

source to employers and is not all-inclusive. Further, the fact that a particular program is

listed here (or not) does not represent an endorsement of that resource.

Government Policy and Practice Initiatives

▶

The Department of Labor’s Employment and Training Administration (ETA) and the

Veterans’ Employment and Training Service (VETS) have joined forces to develop the

Gold Card Initiative. The program provides post-9/11 veterans with intensive and fol-

low-up services, necessary to their success in today’s job market. Eligible veterans can

present their Gold Card at any One-Stop Career Center to obtain enhanced intensive

services, including up to six months of follow-up, job readiness assessment, referral to

job banks, and much more. To learn more, visit http://www.dol.gov/vets/goldcard.html.

▶

DOL/ETA have also created My Next Move for Veterans, an online tool that allows

veterans to enter information about their experience and skills in a eld, and match

it with civilian careers that put that experience to use. The site also includes infor-

mation about salaries, apprenticeships, and other related education and training

programs. To learn more, visit http://www.mynextmove.org/vets.

▶

The National Resource Directory (NRD) is a partnership among the Departments of

Defense (DOD), Labor (DOL) and Veterans Affairs (VA). The information contained

within the NRD comes from federal, state, and local government agencies; veter-

ans service and benet organizations; non-prot and community-based organiza-

tions; academic institutions; and professional associations that provide assistance to

wounded warriors and their families. It provides access to services and resources at

the national, state, and local levels to support recovery, rehabilitation, and commu-

nity reintegration, and includes benets and compensation, education and training,

employment, family and caregiver support, health, homelessness assistance, hous-

ing, transportation, travel, volunteer opportunities and other services and resources.

The NRD’s Veterans Job Bank connects unemployed veterans to job openings with

companies that want to hire them. The partnership between leading job search

companies enables employers to tag job postings for veterans. It launched with more

than 500,000 job listings, and includes employer and job board job postings, tagged

on their own websites. To learn more, visit http://www.nationalresourcedirectory.gov/ and

http://www.nationalresourcedirectory.gov/home/veterans_job_bank.

▶

The Veterans Opportunity to Work Act of 2011 overhauls the military’s Transition

Assistance Program (TAP), creating a job retraining program that will help 100,000

veterans, who have been unemployed for 26 weeks or more. This legislation also

extends the Homeless Veterans Reintegration Program (HVRP) through scal year

2012, authorizing $50 million for the DOL to provide grants to agencies and organi-

zations that provide job placement, training, and vocational counseling to homeless

veterans. Further, the act provides up to $5,600 in tax credits for employers who hire

veterans, who have been unemployed for more than 26 weeks, and up to $9,600 for

hiring disabled veterans, who have been unemployed for longer periods of time. To

learn more, visit http://veterans.house.gov/vow.

▶

The VA launched VA for Vets, a website that provides a variety of tools to job-seeking

veterans, with the goal to recruit more veteran applicants. Tools offered by the site

include a military skills translator and access to career coaches that will provide sup-

port with interview preparation. By interlacing the tools, the VA creates a total support

package to help prospective veteran hires navigate the bureaucracy that comes with

applying and accepting a federal job. To learn more, visit http://www.vaforvets.va.gov.

▶

The Wounded Warrior Employment Conference is hosted by the Army Warrior Tran-

sition Command (WTC), Marine Corps Wounded Warrior Regiment (WWR), Navy

Safe Harbor and the Air Force Wounded Warrior Program. The program focuses on

enabling veterans and employers to match needs for jobs, and on employment initia-

tives and protections focused on enabling wounded veterans to enter employment.

To learn more about the 2012 agenda, with speaker names and session titles, visit

http://wtc.army.mil/about_us/WWEC_Agenda_20120210.pdf.

▶

Feds Hire Vets is one of the programs developed through the president’s Veterans

Employment Initiative in 2009; with the goal to encourage agencies to recruit veterans

by simplifying the hiring process and helping them transition to civilian work. As a

result, 2011 employment data within government agencies demonstrated the highest

percentage of veterans as new hires in more than 20 years, with veterans today making

up 28.5% of all new employees. To learn more, visit http://www.fedshirevets.gov.

▶

The U.S. Equal Employment Opportunity Commission (EEOC) issued two revised publi-

cations, addressing veterans with disabilities and the Americans with Disabilities Act

(ADA). The revised guides, one for employers and one for wounded veterans, reect

changes to the law stemming from the ADA Amendments Act of 2008, which make

it easier for veterans with a wide range of impairments, including those that are

often not well understood such as TBI and PTSD, to receive needed reasonable

accommodations that will enable them to work successfully. To learn more, visit

http://www.eeoc.gov/eeoc/newsroom/release/2-28-12.cfm.

▶

PTSD 101, a program offered by the VA National Center for PTSD, is a web-based

curriculum that offers courses related to PTSD and trauma. The goal is to develop,

or enhance, practitioner knowledge of trauma and its treatment. This is a great tool

for employers that can be leveraged within employer assistance programs. To learn

more, visit http://www.ptsd.va.gov/professional/ptsd101/ptsd-101.asp.

Appendices

136 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

The Franchise Education for Veterans Act (H.R. 3351) is new federal legislation that

allows veterans interested in purchasing a franchise business to use up to $15,000 in

GI Bill funds to pay for franchise education and training programs. To learn more,

visit http://www.franchise.org/Franchise-News-Detail.aspx?id=55398.

▶

New Bill Proposal (H.R. 3670) would require the Transportation Security Administra-

tion (TSA) to comply with the Uniformed Services Employment and Reemployment

Rights Act. The bill would guarantee that employees in both the public and private

sector who are called to active duty could keep their jobs while deployed. To learn

more, visit http://www.govtrack.us/congress/billtext.xpd?bill=h112-3670.

▶

The Community Anti-Drug Coalitions of America (CADCA), National Guard Bureau

and the Corporation for National and Community Service (CNCS) created the

VetCorps program to focus on reintegration and helping returning veterans and

their families access critical services and support they need, ranging from social,

mental, and physical health services to housing and employment assistance.

VetCorps recruits up to 100 full-time veterans for AmeriCorps and AmericaCorps

Vista members and places them with community organizations. To learn more, visit

http://www.nationalservice.gov/about/newsroom/releases_detail.asp?tbl_pr_id=2050.

▶

The DOD redesigned the online component of TAP, creating a Virtually Enhanced

Transition Assistance Program (VTAP). Launched in early 2011, VTAP rst provided

a limited release of an online DOD Career Decision Toolkit and TAP Virtual

Learning Seminars, which offer virtual resources enabling users to tailor their

transition experiences. Although the virtual learning opportunities are primarily

being marketed to service members, military spouses and family members are

allowed to participate in online sessions and utilize the site’s resources. VTAP is

currently in its beta release and is being provided for demonstration purposes only.

DOD is also modernizing TurboTap.org and is working to engage service members

through social media outlets such as Facebook and Twitter. To learn more, visit

http://www.acceptance.virtualtap.org/home.

▶

On December 29, 2011, a Department of the Army executive order was signed,

creating a new mandate that soldiers planning to leave the Army must begin the

transition process at least one year before their separation. The order is part of

recent Army efforts to expand its transition assistance. Other results of the efforts

include a new toll-free call center for transition assistance, offering transition

advice 24 hours a day, seven days a week. A new website, or virtual ACAP

Center, will also be available soon to transitioning soldiers. To learn more, visit

http://www.military.com/news/article/army-news/new-order-strengthens-armys-transition-assistance.html.

▶

The Department of Veterans Affairs (VA) and the Department of Labor (DOL) opened

up the Veteran Retraining Assistance Program (VRAP) for applications in order

to retrain 99,000 veterans to meet and qualify for job demands. VRAP is the corner-

stone of the VOW to Hire Heroes Act of 2011, and program funding will cover up

to 12 months of educational programs for qualifying veterans. This is equal to the

monthly full-time payment rate under the Montgomery GI Bill – Active Duty rate,

currently at $1,473 per month. Upon completion of theprogram, DOL will offer

employment assistance to every veteran who participated. To learn more visit,

http://benets.va.gov/vow/education.htm or http://www.benets.va.gov/VOW/.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 137

Private Sector Initiatives (Including Those in Collaboration with Government)

▶

Monster.com began a series of publications related to employer hiring of veterans

in Nov. 2011, including employer requirements, veteran employment needs, and

gaps which may exist. It includes data on number of veterans, post-9/11 veterans,

unemployment, skills, career condence, and other factors. It also includes analysis

of the supply and demand for particular skills and occupations, and listings of the

most valued skills, including those which are undervalued by veterans and overval-

ued by veterans. To learn more, visit

http://www.aboutmonster.com/sites/default/les/MonsterVeteranTalentIndex_Nov2011.pdf.

▶

Google for Veterans and Families provides online tools for veterans and their families

needed in order to nd employment, stay connected, plan for life after the service,

and much more. Google for Veterans and Families was made by veterans, family of

veterans, and friends who work at Google. To learn more, visit

http://www.googleforveterans.com.

▶

JPMorgan Chase led efforts to create and launch the 100,000 Jobs Mission in March

2011, which represents collaboration with other private sector rms committed to the

goal of hiring 100,000 transitioning service members and military veterans by 2020.

Coalition members are committed to working together, sharing best recruiting and em-

ployment practices, and reporting hiring results. This collaborative approach confers

to all participating rms’ scale and efciency with regard to recruiting veterans, and

also accelerates the learning and education process for all coalition partners related to

promising practices and processes. To learn more, visit http://www.100000jobsmission.com.

▶

Veterans’ Technology Program is a non-credit certicate program offered by the School

of Information Studies at Syracuse University, in partnership with JPMorgan Chase.

This is a free program, available to both employed and unemployed post-9/11 veterans

with a minimum of a high school diploma, and is comprised of four certicates: Career

Skills for Global Enterprises, Microsoft Ofce Fundamentals, Applied Education, and

Applied Practicum. To learn more, visit http://get-vet.syr.edu.

▶

Prudential’s VETalent Program, a collaboration with Workforce Opportunity Services

(WOS), is expanding with the goal to help veterans gain employment through informa-

tion technology training. Veterans who participate in the program rst go through the

WOS academic component and after completing training have the opportunity to work

with Prudential. The VETalent Program is looking to expand and work with other busi-

nesses and government agencies to give the veteran community more opportunities to

nd work. To learn more, visit http://www.wforce.org/index.php/veterans/program-overview.

▶

Intel Veteran’s Employment Training Program is a new program designed to provide

veterans with training and mentoring services as they transition from a military career

to employment in the private sector.

Appendices

138 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

▶

G.I. Jobs issues an annual Top 100 Military Friendly Employers List. Companies that

make the list are those putting forth the most effort to recruit veterans. According

to G.I. Jobs, corporate America already employs 10.3 million veterans, including 1.7

million recently separated veterans. Companies on the list represent the top 2% of the

5,000 eligible companies that earn at least $500 million in annual revenues. To view

the 2012 list, visit http://www.gijobs.com/2012Top100.aspx.

▶

Hero Health Hire Initiative is a gathering place where business leaders, government

ofcials, and concerned citizens can learn, share information, and commit to

helping our nation’s disabled veterans nd and retain meaningful employment.

The initiative provides information, tools, and guidance for recruiting, hiring,

training, and supporting disabled veterans in the workplace. To learn more, visit

http://www.herohealthhire.com/.

▶

UPS Store has made an effort to help 10 veterans open locations. The UPS Store’s fran-

chise network reported $300,000 in nancial incentives to help up to 10 qualied U.S.

military veterans open their own locations between Jan. 1 and June 30, 2012. To learn

more, visit http://www.theupsstore.com/franchising/Pages/veteran-discounts.aspx.

▶

The Hospital Corporation of America (HCA) launched a new site in Dec. 2011 dedicated

to hiring veterans and active duty personnel as part of a national campaign aligned

with the Chamber of Commerce’s Hiring Our Heroes program. The website details

HCA’s hiring initiative to help military veterans transition back into civilian employ-

ment. To help get the initiative under way, HCA held several hiring fairs in 20 states

from Dec. 2011 through May 2012. To learn more, visit

http://www.veteransathca.com/Events.aspx.

▶

UBM Studios’ Milicruit, a provider of virtual career fairs for veterans and military

spouses, set a goal to hire 10,000 veterans and military spouses in 2012. With over

240 industry leading employers participating in virtual career fairs and having helped

4,400 veterans nd employment in 2011, Milicruit and its employer partners plan to

build on 2011 successes by pushing for a higher target of 10,000 hires and hosting

more events throughout the year. To learn more, visit http://www.veteranscareerfair.com.

▶

Comcast Corporation launched Hire A Veteran On Demand, a pilot program with

the goal to ease the transition of returning soldiers by connecting them to jobs.

The program posts video proles of returning soldiers who are looking for work,

available to prospective hiring managers and recruiters for 90 days after the initial

posting date. To learn more, visit http://www.boston.com/Boston/businessupdates/2012/01/

comcast-launches-hire-veteran-service/48mThSLHizBk1ZGCqv48wO/index.html.

▶

A ve-year apprenticeship program is being offered by the United Association’s

Veterans in Piping Program, which trains men and women in challenging trades

while upholding the ideals of trade unionism. Veterans may receive training in

plumbing, pipetting, sprinkler tting, HVAC service, or welding. To learn more visit,

http://uavip.org/veterans.asp.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 139

Appendices

▶

Ryder System Inc., a company providing commercial transportation and supply chain

management solutions, has launched a new military recruiting website to help veter-

ans easily match their military skills with open positions at Ryder. The new website is

part of Ryder’s military recruiting efforts, which includes a commitment to hire 1,000

military veterans by 2013. To learn more visit, http://www.ryder.com/military. 

▶

Disney announced the Heroes Work Here initiative. Over the next three years, the com-

pany has pledged to provide at least 1,000 jobs and career opportunities for returning

U.S. veterans. This program will support troops and their families as they transition to

civilian life, and will also launch a national public awareness campaign to encourage

job opportunities for veterans. The employment offerings range from internships to

leadership roles, spanning all segments of the Walt Disney Company. To recruit vet-

erans, the corporation hosts Casting Our Veterans career expos and will participate in

events showcasing jobs for returning troops. Disney also announced plans to invest in

nonprot organizations that offer training and support services for veterans. To learn

more visit, http://disneycareers.com/en/working-here/heroes-work-here/.

▶

General Electric Co. (GE) announced a commitment to hire 5,000 military veterans

over the next ve years, double its engineering internships, and partnering with the

U.S. Chamber of Commerce to provide hiring training for veterans in 50 U.S. cities. In

total, the company will invest $580 million into aviation manufacturing, research, and

development. The company said its multi-pronged plan is part of an effort to address

U.S. competitiveness. GE will work with the chamber at 400 veterans job fairs this year

as part of the “Hiring our Heroes” initiative, and at 50 of those fairs, will offer extra hir-

ing training and services. To learn more visit, http://www.genewscenter.com/Press-Releases/.



140 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

2003 2004 2005 2006 2007 2008 2009 2010 2011 Average

Appendix F:

UNEMPLOYMENT RATE OF VETERANS WITHIN EACH STATE, 2003-2011

United States 5.0 4.6 4.0 3.8 3.8 4.6 8.1 8.7 8.3 5.7

Alabama 2.4 3.6 2.4 3.5 4.0 5.3 10.7 7.7 6.0 5.1

Alaska 7.1 6.6 6.2 6.6 4.6 6.2 7.4 8.1 6.1 6.5

Arizona 3.1 4.2 3.9 4.0 2.8 3.2 6.7 8.0 7.5 4.8

Arkansas 4.6 4.8 4.0 4.9 7.4 3.7 6.9 9.7 8.5 6.1

California 5.3 5.1 3.8 3.4 4.1 5.4 9.2 9.8 11.0 6.3

Colorado 4.9 4.6 4.2 2.8 3.0 5.1 6.4 8.8 9.5 5.5

Connecticut 4.8 3.3 2.9 3.5 3.3 4.1 5.5 9.2 9.4 5.1

Delaware 3.3 2.2 4.8 3.4 2.2 4.0 7.4 6.1 7.6 4.6

District of Columbia 4.8 8.8 5.3 7.5 6.8 5.4 8.7 7.1 10.1 7.2

Florida 3.8 2.9 2.8 2.5 3.7 5.5 9.2 9.1 9.3 5.4

Georgia 3.8 4.3 4.5 4.2 2.8 3.9 6.1 8.7 9.0 5.3

Hawaii 2.7 3.2 2.6 2.5 2.6 6.1 8.3 5.5 8.3 4.6

Idaho 4.9 6.4 3.1 2.1 3.0 4.9 9.3 7.9 7.9 5.5

Illinois 7.0 4.3 3.3 4.9 4.2 5.8 9.4 9.8 8.1 6.3

Indiana 5.8 5.6 3.9 3.5 5.0 6.5 9.0 9.0 7.6 6.2

Iowa 5.0 2.9 4.1 2.2 3.5 3.1 7.0 6.4 6.4 4.5

Kansas 4.1 4.3 2.4 2.7 2.6 2.4 7.1 9.9 6.1 4.6

Kentucky 5.4 3.4 4.5 4.0 4.3 4.0 10.2 11.3 9.5 6.3

Louisiana 5.8 4.6 4.1 3.1 3.3 2.5 5.6 4.5 4.2 4.2

Maine 3.8 3.7 4.4 3.7 3.2 3.3 6.6 8.7 7.5 5.0

Maryland 3.5 3.2 3.0 3.0 2.1 3.0 5.6 5.0 5.9 3.8

Massachusetts 4.0 4.5 3.6 4.6 3.9 2.5 8.7 8.4 9.5 5.5

Michigan 6.7 7.2 7.0 6.0 5.0 8.1 15.1 16.0 11.3 9.2

Minnesota 6.8 3.4 3.8 3.0 3.4 6.1 9.8 9.4 5.9 5.7

Mississippi 5.5 5.5 4.7 5.3 5.2 2.5 5.9 8.2 9.7 5.8

Missouri 4.8 4.7 3.0 3.5 5.1 5.5 7.2 7.0 7.2 5.3

Montana 3.5 5.1 3.1 3.8 3.1 3.4 7.5 8.0 7.8 5.0

Nebraska 3.4 3.4 3.1 3.5 2.5 2.4 2.9 4.5 3.9 3.3

Nevada 5.2 4.1 4.1 2.8 3.5 5.5 11.5 13.5 13.2 7.0

New Hampshire 5.0 3.7 3.9 3.7 3.0 3.2 5.9 5.4 4.3 4.2

New Jersey 3.9 3.8 4.1 7.1 4.6 4.3 7.1 8.0 10.7 6.0

New Mexico 5.4 2.4 4.2 3.7 2.8 4.5 5.9 8.8 8.0 5.1

New York 5.4 5.8 4.7 4.7 4.1 5.8 7.8 8.2 7.7 6.0

North Carolina 5.3 4.8 3.7 4.0 3.6 3.8 9.3 8.5 7.1 5.6

North Dakota 4.9 3.0 2.7 3.8 5.7 3.5 4.5 2.3 2.0 3.6

Ohio 5.3 5.6 4.9 4.0 5.0 5.9 10.5 11.0 10.7 7.0

Oklahoma 4.4 5.0 3.5 3.2 2.7 3.5 4.9 6.0 5.3 4.3

Oregon 8.5 7.0 6.1 4.1 3.5 5.8 9.1 8.3 11.5 7.1

Pennsylvania 5.2 5.1 3.7 4.8 3.8 4.4 8.2 6.9 7.3 5.5

Rhode Island 3.9 3.6 3.0 3.1 4.4 8.9 10.2 10.1 14.6 6.9

South Carolina 6.5 4.9 4.0 4.4 5.2 6.2 9.4 11.8 7.3 6.6

South Dakota 3.1 2.8 2.9 2.6 1.8 2.6 5.1 6.4 4.1 3.5

Tennessee 3.7 3.1 4.9 4.4 4.7 4.1 7.9 10.4 10.9 6.0

Texas 6.0 6.0 4.1 3.5 3.5 3.4 6.5 7.2 7.2 5.3

Utah 3.8 5.5 1.8 1.6 1.1 1.0 5.2 5.7 8.1 3.8

Vermont 4.2 3.5 2.6 2.2 4.6 4.4 5.7 7.2 4.7 4.3

Virginia 2.3 2.5 2.4 2.5 2.6 3.4 5.3 7.0 5.4 3.7

Washington 6.4 4.1 6.4 2.8 3.1 3.8 8.5 10.6 10.0 6.2

West Virginia 5.3 5.5 4.7 1.8 3.5 4.7 7.1 7.6 7.7 5.3

Wisconsin 6.0 4.0 4.5 5.0 3.8 4.8 8.8 9.0 8.9 6.1

Wyoming 3.2 3.6 3.0 2.5 2.9 2.9 5.9 7.1 4.6 4.0

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 141

Appendices

Appendix G:

Summary of State-Speciﬁc License, Certiﬁcation, & Training/

Education Initiatives

142 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Alabama

▶

Business and Occupational License

Exemptions for Disabled Veterans:

Veterans who conduct their business

as a means of livelihood through their

personal efforts are entitled to busi-

nesses and occupations license exemp-

tions of $25.00 for each state, county,

and municipality. (Code of Alabama

1975, Section 40-12-340 thru 352)

▶

Business and Occupational License

Exemptions for Veterans of WWII:

Veterans are entitled to exceptions on

a business of occupation license of

$35.00 for each the state, county and

municipality. (Code of Alabama 1975,

Section 40-12-370 thru 377)

Arizona

▶

Professional and Occupational Licens-

es: Every funeral director, embalmer,

or apprentice embalmer who serves in

the armed forces during a time of war

is exempt from paying renewal license

fees for the duration of the war and six

months thereafter or for a period of six

months following discharge from the

armed forces.

▶

Arizona Veterans Employment Prefer-

ence: Veterans who pass an exami-

nation for employment by the state,

county or city will have 5 points added

to their certication score. To learn

more, visit http://www.azleg.gov/For

matDocument.asp?inDoc=/ars/38/00492.

htm&Title=38&DocType=ARS.

California

▶

California provides waiver of munici-

pal, county and state business license

fees, taxes and fees, for veterans who

hawk, peddle or vend any goods, wares

or merchandise owned by the veteran,

except spirituous, malt, vinous or other

intoxicating liquor, including sales

from a xed location. To learn more,

visit http://www.calvet.ca.gov/vetser

vices/Benets.aspx.

▶

Employment and Unemployment Insur-

ance Assistance: A veteran receives

assistance in obtaining training and

employment as well as assistance in

obtaining unemployment insurance.

Colorado

▶

Colorado passed Bill Number HB11-

1100, an “Act Concerning the Consid-

eration of Military Experience Towards

Qualication for Professional Licensure

and Certication.” This bill directs ex-

amining and licensing boards to accept

education, training or service com-

pleted by an individual as a member of

the Armed Forces, Reserves, National

Guard of any state, the military re-

serves of any state, or the naval militia

of any state toward the qualications

to receive the license or certication.

To learn more, visit http://www.dora.

state.co.us/mental-health/SummaryofSenate

Bill11-187.pdf.

Delaware

▶

Certiﬁcate of Appreciation:Delaware

governor has announced that the State

of Delaware will provide a “Certicate of

Appreciation.” To learn more, visit http://

veteransaffairs.delaware.gov/pdf/STATE%20

VETERANS%20BENEFITS%202010.pdf.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 143

▶

Auctioneer and Book Agent Exemption

for Veterans:No license is needed in

Delaware for the occupation of “book

agent” (including canvassing for the

sale of books) or for the occupation

of auctioneer.(Title 30, Chapter 21,

Section 2116). To learn more, visit

http://delcode.delaware.gov/title30/c021/

index.shtml.

Florida

▶

Department of Business and Profession-

al Regulation (DBPR) introduced a new

bill (HB 887) that waives initial licen-

sure fees for many military veterans.

The law will apply to more than 20

professions under DBPR’s jurisdiction,

including construction, real estate,

certied public accountants and cosme-

tologists, as well as businesses under

DBPR’s Drugs, Devices and Cosmetics

Division. The military fee waivers will

go into effect October 1, 2012. To learn

more, visit http://www.myoridalicense.

com/dbpr/dbprmilitary.html.

▶

Occupational License Tax Exemption:A

disabled wartime Veteran who is unable

to perform manual labor and his/her

un-remarried spouse shall be exempt for

this tax up to $50.00. To learn more, vis-

it http://www.leg.state..us/statutes/index.

cfm?App_mode=Display_Statute&Search_

String=&URL=0200-0299/0205/Sec-

tions/0205.171.html.

Illinois

▶

Jobs for Vets: The Department of Em-

ployment Security/Illinois Job Service

provides a trained “Veterans Representa-

tive” to help you get the training and

job you need. An electronic statewide

job search information system is avail-

able at different locations throughout

the State of Illinois. Contact your local

Employment Security ofce for more

information.

▶

Employment Assistance for Air National

Guard:State employees receive 15 days

of military leave per year and 60 days

of special training. Differential pay is

no less than regular state pay differen-

tial for Basic Training. National Guard

members are ensured employment

protection while on Active Duty /ADSW

& State Active Duty.

▶

The Illinois Department of Commerce

and Community Affairs:Has a number

of Small Business Administration loan

and Job Training Programs.

Indiana

▶

Employment Assistance for Veterans:

Department of Workforce Development

provides services to Hoosier Veterans.

Through the Disabled Veterans’ Out-

reach program (DVOP), and the Local

Veterans’ Employment Representative

(LVER) Program, Workforce Develop-

ment Ofces throughout the State are

equipped to assist Hoosier Veterans with

their transition from the service to civil-

ian life. The DVOPs specialize in tailored

training and job placement opportuni-

ties for veterans with service-connected

disabilities. LVERs coordinate services

provided veterans including counseling,

testing, and identifying training and

employment opportunities. To learn

more, visithttp://www.in.gov/dva/2390.

htm.

▶

Peddlers, Vendors, or Hawkers

License:State law provides that any

wartime Veteran who has an honorable

discharge shall be granted these licenses

by all cities and counties free of charge.

See your county auditor. Ref: IC 25-25-2-

1. (IC 25-25-2-3 exempts any county hav-

ing a consolidated city from this rule.)

▶

Job Training Priority:

A National Guard

member who has served on active

dutyfor 30 days or more is entitled to

priority for placement inany state or

144 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

federal employment or training pro-

gram administered by the Department

of Workforce Development (DWD) for

up to one (1) year after discharge if the

member is otherwise eligible for the pro-

gram. This law also applies to the spouse

of the Guard member. (IC 22-4.1-4-3)

Iowa

▶

Veterans Employment Centers: Each Re-

gional Workforce Development Center

has a Veteran’s Employment Represen-

tative coordinating all specic services

provided to veterans. Services include

identifying training opportunities; iden-

tifying employment opportunities; en-

suring priority for certain jobs; working

with Voc Rehab; conducting outreach

to employers, community and veterans

organizations, unions, local counseling,

and social service agencies; develop-

ing job interview and resume writing

skills; and helping conduct productive

job searches. To learn more, visit https://

va.iowa.gov/services/employment_services.

html.

Kansas

▶

On-The-Job Training and Apprentice-

ships: Qualied veterans and depen-

dents may receive GI bill education

benets while in an approved train-

ing program offered by a company or

union. The training program must be

at least six months long to be approved.

Examples of current training programs

include common occupations like:

aircraft mechanic, bricklayer, carpen-

ter, electrician etc. Some less common

on-the-job training programs currently

approved are: highway patrol ofcer,

police ofcer, deputy sheriff, correc-

tions ofcer, lineman, HVAC techni-

cian, dispatcher, security ofcer, buyer/

purchaser,reghter, nancial analyst,

emergency medical technician, and

customer service representative.

▶

Vocational Rehabilitation & Employ-

ment:Department of Commerce can

help Veterans with service-connected

disabilities nd and keep suitable em-

ployment. Some of the services provided

are: 1) Job Search: Assistance in nding

and maintaining suitable employment,

2) Vocational Evaluation: An evalua-

tion of abilities, skills, interests, and

needs, 3) Career Exploration: Vocational

counseling and planning, 4) Vocational

Training: If needed, training such as

on-the-job and non-paid work experi-

ence, 5) Education Training: If needed,

education training to accomplish the re-

habilitation goal, and 6) Rehabilitation

Service: Supportive rehabilitation and

counseling services. For more informa-

tion, call 785-296-5202.

▶

Professional License:Shall continue

to be valid while an individual is in

military service and for six months fol-

lowing their release. No licensee shall

be required to pay a renewal fee, submit

a renewal application, obtain continu-

ing education or meet other conditions

while on active duty. Also, no license

shall expire, lapse or be canceled,

revoked or suspended while an indi-

vidual is on military service. Within six

months after their release from active

duty or within two weeks of engaging

in activities that require a license, the

licensee must le the completed ap-

plication and renewal fee to maintain

licensure. They have one year to com-

plete required continuing education

requirements.

Louisiana

▶

Veterans as Apprentices: Many veterans

leave the military with the skills and

knowledge employers and trade unions

are seeking. The Louisiana Workforce

Commission, Apprenticeship Division,

provides information on Louisiana ap-

prenticeship programs. To learn more,

visit http://www.laworks.net/Apprenticeship/

APP_MainMenu.asp

Appendices

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 145

Maine

▶

CDL Certiﬁcation for Military Waiver of

skill test: In Maine, a qualied veteran

who is, or who has been regularly em-

ployed in a military position within the

last 90 days, can obtain a Commercial

Driver’s License (CDL) by completing

a waiver certication form and taking

the written skills test. To learn more,

visit http://www.maine.gov/sos/bmv/licenses/

CDLMilitary.html.

Maryland

▶

Employment Assistance:The Maryland

Department of Labor, Licensing and

Regulation offers valuable information

on career advancement and education

to veterans. Maryland’s One Stop Career

Centers are part of a nationwide system

that provides information to job seekers

and employers. The Career Centers are

located in 23 counties and Baltimore

City. To learn more, visithttp://www.dllr.

state.md.us/.

▶

Employment Preference:Eligible vet-

erans honorably released from active

service may receive a 10-point veterans’

preference in State employment testing.

The preference also includes the spouses

of disabled or deceased eligible veterans.

Call the Maryland Department of Bud-

get and Management Ofce of Personnel

Services and Benets at 410-767-4850.

Minnesota

▶

G.I. Bill:The Minnesota State Approving

Agency’s (SAAs) mission is to provide

the administrative oversight of the G.I.

Bill’s Minnesota Education and Training

Programs on behalf of our Veterans and

other eligible persons. In Minnesota,

there are more than 200 institutions

that are SAA approved and over 6,500

programs that are SAA approved. In ad-

dition, there are over 50 SAA approved

On-The-Job (OJT) and Apprenticeship

Training Programs. To learn more, visit

http://www.mdva.state.mn.us/saa.htm.

Missouri

▶

Local Veterans Employment Represen-

tatives & Disabled Veteran outreach

programs: Facilitate or provide assis-

tance in job placement and accessing

needed services. Services provided are

job development, monitoring job list-

ings, identication of employment

and training opportunities and direct

referrals to jobs. To learn more, visit

http://jobs.mo.gov/.

▶

Veterans’ Preference with State of

Missouri Employment:Missouri veter-

ans receive ve-point preference when

testing for any position with the state,

with a ten-point preference for a service-

connected disabled veteran. Spouses

of eligible veterans can also qualify for

Veterans Preference for State testing.

▶

Priority for Qualiﬁed Veterans Employ-

ment:State agencies, which administer

federally funded employment and train-

ing programs for veterans, shall give

priority to qualied veterans and other

eligible persons.

New Hampshire

▶

Employment Assistance: Service-

connected disabled veterans and their

unmarried widows may be exempt from

fees for a Peddler’s License. (See RSA

320:11).

▶

Training:Qualied veterans will be

granted priority in obtaining training

that is funded in whole or part by the

federal government or the State of New

Hampshire. (See RSA 115-B).

New Jersey

▶

Licenses for Real Estate Brokers,

Agents and Solicitors: Licenses for real

estate brokers, agents and solicitors are

also available at no charge to a veteran

who has wartime experience and a

service-connected disability certied by

VA.Qualied veterans will get a waiver

of the education and experience require-

ments for licensure as a New Jersey real

estate broker. To learn more, visit http://

www.state.nj.us/dobi/division_rec/licensing/

forms/recbrwavapp.pdf.

▶

License to Vend:Honorably discharged

veterans may obtain a no-fee license to

vend any goods, wares or merchandise,

or solicit trade within the state (NJSA

45:24-9). Licenses are procured from the

county clerks ofce (NJSA 45:24-10) and

regulated by municipalities. To receive a

tax registration application call 609-292-

1730 or start the registration process

on-line, http://www.state.nj.us/njbgs.

New Mexico

▶

Apprenticeship program: NM state ap-

prenticeship council Apprenticeship

program is designed to provide paid

training in new career elds such as

plumbing, electrician, or carpentry.

Registered programs can offer appren-

ticeships in dozens of Apprenticeship

programs. LVER or DVOP Specialist pro-

vide access to apprenticeships. To learn

more, visit http://www.dws.state.nm.us/

dws-apprentice.html.

New York

▶

Waiver of Professional Continuing Edu-

cation Requirements and Extension of

Professional Licenses: Any professional

license, certicate, or registration that

expires while the holder is engaged in

active military service shall be automat-

ically extended for the period of active

service plus 12 months after the end of

the service. Applies to federal and state

active duty, other than for training.

POC: Appropriate licensing authority.

▶

Extension of Certiﬁcation for Emer-

gency Medical Technicians (EMTs) and

Other First Responders: Certications

for EMTs, advanced EMTs and certi-

ed rst responders who have been

ordered to active military duty, other

than for training, may be extended by

the Department of Health. The period

of extended certication is the entire

period of active duty, plus 12 months.

Applies to state and federal active duty,

other than for training. Contact the NYS

Department of Health at 518-473-8600.

▶

Waiver of Professional Licensing Beneﬁt

Clariﬁcation: When military service is

partially within a licensing, registration

or certication period, applicable con-

tinuing education requirements shall

be reduced proportionately so that the

individual is not required to complete

those requirements while in military

service. This shall not apply to limited

permits or other credentials issued for a

period of two months or less and shall

not extend the terms of a limited permit

that expires for reasons other then

the passage of time. POC: Appropriate

Licensing Authority.

▶

Extension of Driver’s Licenses and

Motor Vehicle Registrations: Driver’s

licenses and motor vehicle registrations

that would otherwise expire during

period of active duty may be extended.

Applies to federal or state active duty

relating to the war on terrorism. To

learn more, visit http://www.dmv.ny.gov/

armedforces.htm or call the NYS Division

of Motor Vehicles at (upstate) 800-225-

5368 or (downstate) 800-342-5368.

▶

Experience Counts initiative: Through

the Department of Motor Vehicles

(DMV), NYS offers veterans a waiver to

obtain a New York commercial driver

license (CDL) if they have experience

operating similar vehicles while in the

military. To learn more, visit http://www.

dmv.gov.ny or call the NYS Division of

Motor Vehicles at (upstate) 800-225-5368

or (downstate) 800-342-5368.

Oregon

▶

HireVetsFirst:Local Veterans Employ-

ment Representatives (LVER) and

146 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Appendices

Disabled Veterans Outreach Program

Specialists (DVOP) assist Veterans in

applying for federal, state, and local

government employment. The State of

Oregon offers an array of services for

employment assistance for eligible vet-

erans, including job search workshops,

resume/application assistance, referrals

to jobs, training, apprenticeships, vo-

cational guidance, tax credit eligibility

determination, job development and

more.

Pennsylvania

▶

Civil Service Preference:A veteran

receiving a passing score on a state Civil

Service examination are given an addi-

tional 10 points on initial appointment

only.

Washington

▶

Puget Sound Electrical JATC

(PSEJATC): The Puget Sound Electrical

JATC (PSEJATC) in Washington State, in

cooperation with the National Electri-

cal Contractors Association (NECA) and

International Brotherhood of Electrical

Workers (IBEW) Local 46, recently began

a new training program for US military

veterans returning from active duty.

PSEJATC is a non-prot organization

that provides the training required to

receive certications in Inside Wireman

(Construction) Electrician, Low Voltage/

Sound and Communication Electrician,

and Residential Electrician. The training

center is jointly sponsored by the Puget

Sound Chapter of the NECA and IBEW

Local 46.To learn more, visit http://www.

psejatc.org.

West Virginia

▶

National Guard Education Beneﬁts:The

WV Educational Encouragement

Program (WVEEP) provides up to 100%

tuition assistance for certicate, associ-

ate, bachelors and masters level courses

and up to $5,000 per year for Soldiers

attending in-state institutions. For stu-

dents who have full scholarship under

the Promise Scholars Program, WVEEP

will pay them the money that would

have been paid to the school. The Army

National Guard Federal Tuition Assis-

tance Program will pay for Certicate,

Associate, bachelors and masters level

up to $6,000 per year. The two programs

may be used concurrently to cover up to

$10,500 per year in tuition assistance.

The State of West Virginia will pay up to

100% of in-resident tuition and fees at

any state-supported college/university.

Out-of-state students pay tuition at the

in-state rates at state supported schools.

▶

Veterans Re-education Act Fund:Tu-

ition assistance to those veterans who

need a new vocation due to dislocation

or unemployment.

Wisconsin

▶

License Fee Waivers for Veterans and

Service Members: 2011 Wisconsin Act

209 requires the Department of Veter-

ans Affairs (DVA) to establish a program

under which licensing agencies grant

fee waivers to qualied veterans and

service members who are applying

for a broad array of professional or

occupational licenses. The denition

of “licensing agencies” under the Act

encompasses the Departments of Ag-

riculture, Trade and Consumer Protec-

tion; Children and Families; Financial

Institutions; Health Services; Natural

Resources; Public Instruction; Revenue;

Safety and Professional Services and its

examining boards and afliated cre-

dentialing boards; Transportation; and

Workforce Development, as well as the

Board of Commissioners of Public Lands,

the Government Accountability Board,

and the Ofce of the Commissioner

of Insurance. The term “licenses” cov-

ers a broad array of credentials issued

by those agencies. To learn more, visit

http://legis.wisconsin.gov/lc/publications/

act/2011/act209-sb338.pdf.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 147

148 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

PART I

Krier, D., Stockner, C. R., & Lasley, P. (2011). The economic and cultural impacts

of veterans on rural America: The case of Iowa. Journal of Rural Social Sciences,

26(3), 57-82. Retrieved from

http://www.ag.auburn.edu/auxiliary/srsa/pages/Articles/JRSS 2011 26 3 57-82.pdf.

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S.

Department of Labor, Bureau of Labor Statistics.Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

U.S. Department of Labor. (2012). Employment Situation of Veterans.

U.S. Department of Labor, Bureau of Labor Statistics. Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S.

Department of Labor, Bureau of Labor Statistics. Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

Bardaro, K. (2012, February 13). Top jobs for veterans. Retrieved from

http://blogs.payscale.com/ask_dr_salary/2012/02/top-jobs-for-veterans.html.

Bardaro, K. (2012, February 13). Top jobs for veterans. Retrieved from

http://blogs.payscale.com/ask_dr_salary/2012/02/top-jobs-for-veterans.html.

Smith, J. (2012, April 4). The top employers for veterans. Retrieved from

http://www.forbes.com/sites/jacquelynsmith/2012/04/23/the-top-employers-for-veterans/.

ICF International. (2010). Demographics 2010: Prole of the Military Community.

Washington, D.C.: Ofce of the Deputy Under Secretary of Defense, Military

Community and Family Policy; U.S. Census Bureau. (2010) American Community

Survey- 2010 (population 25 and over). Retrieved from

http://factnder2.census.gov/.

ICF International. (2010). Demographics 2010: Prole of the Military Community.

Washington, D.C.: Ofce of the Deputy Under Secretary of Defense, Military

Community and Family Policy); U.S. Department of Labor. (2012). Employment

Situation of Veterans. U.S. Department of Labor, Bureau of Labor

Statistics.Retrieved from http://www.bls.gov/news.release/vet.nr0.htm.

Support army recruiting: Frequently asked questions about recruiting. (2011,

December 19). Retrieved from http://www.2k.army.mil/faqs.htm.

U.S. Government Accountability Ofce. (2005). Military personnel: Financial

costs and loss of critical skills due to DOD’s homosexual conduct policy cannot be

completed estimated (GAO-05-299). Retrieved from

http://www.gao.gov/new.items/d05299.pdf.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 149

U.S. Government Accountability Ofce. (2005). Military personnel: Personnel

and Cost Data associated with Implementing DOD’s Homosexual Conduct Policy

(GAO-11-170). Retrieved from http://www.gao.gov/new.items/d11170.pdf. (See

Figure 5, Page 19.)

The White House. (2011, August 05). President Obama believes that no veteran

should have to ght for a job at home after they ght for our nation overseas.

Retrieved from http://www.whitehouse.gov/joiningforces/resources.

Uniformed Services Employment and Reemployment Rights Act of 1994,

70 Fed. Reg. 242 (2005) (to be codied at 20 C.F.R. pt. 1002), found on

1002.18, page 75297. Retrieved from

http://www.dol.gov/vets/regs/fedreg/nal/2005023961.pdf.

U.S. Department of Labor, Employment and Training Administration. (2009).

Unemployment Compensation for Ex-Servicemembers. Retrieved from

http://workforcesecurity.doleta.gov/unemploy/ucx.asp.

Whittaker, J. (2011). Unemployment compensation (insurance) and military

service (7-5700). Washington DC: Congressional Research Service. Retrieved from

http://assets.opencrs.com/rpts/RS22440_20110113.pdf.

Jin, R., Shah, C., & Svoboda, T. (1995). The impact of unemployment on health:

A review of the evidence. Canadian Medical Association Journal, 153(5), 529-540.

Retrieved from

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1487417/pdf/cmaj00077-0027.pdf.

Hepworth, S. (1980). Moderating factors of the psychological impact of

unemployment. Journal of Occupational Psychology, 53(2), 139-145. Retrieved

from http://onlinelibrary.wiley.com/doi/10.1111/j.2044-8325.1980.tb00018.x/abstract.

Artazcoz, L., Benach, J., Borrell, C., & Cortes, I. (2004). Unemployment and

mental health: Understanding the interactions among gender, family roles, and

social class. Journal of Research and Practice, 94(1), 82-88. Retrieved from

http://ajph.aphapublications.org/doi/pdf/10.2105/AJPH.94.1.82.

Strully, K. (2009). Job loss and health in the U.S. labor market. US National

Library of Medicine National Institute of Health, 46(2), 221-246. doi:

PMC2831278. Retrieved from

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2831278/.

Dooley, D., Fielding, J., & Levi, L. (1996). Health and unemployment. University

of California. Retrieved from

http://www.annualreviews.org/doi/pdf/10.1146/annurev.pu.17.050196.002313.

150 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

Rodriguez, E., Lasch, K., & Mead, J. (1997). The potential role of unemployment

benets in shaping the mental health impact of unemployment. International

Journal of Health Services: planning, administration, evaluation, 27(4), 601-23. Retrieved from

http://www.ncbi.nlm.nih.gov/pubmed/9399109.

Stewart, J. (2001). The impact of health status on the duration of

unemployment spells and the implications for studies of the impact of

unemployment on health status. Journal of Health Economics, 20(5), 781-796.

Retrieved from:

http://www.sciencedirect.com/science/article/pii/S016762960100087X.

Rasmussen, B. (2012, April 4). What Employers Want from the Long-Term

Unemployed. Retrieved from

http://blogs.hbr.org/cs/2012/04/what_employers_want_from_the_l.html.

Dorn, S., Garrett, B., Holahan, J., & Williams, A. (2008). Medicaid, SCHIP and

economic downturn: Policy challenges and policy responses. (pp. 1-9).

Washington, D.C.: Kaiser Commission on Medicaid and the Uninsured. Retrieved from

http://www.kff.org/medicaid/upload/7770ES.pdf.

Smith, J. (2012, April 4). The top employers for veterans. Retrieved from

http://www.forbes.com/sites/jacquelynsmith/2012/04/23/the-top-employers-for-veterans.

Kochan, T. (2012). A jobs compact for America’s future. Harvard Business

Review. Retrieved from

http://hbr.org/2012/03/a-jobs-compact-for-americas-future/ar/3.

Appelbaum, E., Gittell, J., & Leana, C. (2011). High-performance work practices

and sustainable economic growth. Rutgers University. Retrieved from

http://www.employmentpolicy.org/sites/www.employmentpolicy.org/les/eld-content-le/pdf/Mike

Lillich/High Performance Work Practices 3-20-11_0.pdf

Teachman, J. (2012, Spring). Military service and the life course: An assessment of what

we know. National Council on Family Relations Family Focus Report: NCFR. Retrieved from

http://www.ncfr.org/ncfr-report/focus/military-families/military-service-life-course-assessment.

Uniformed Services Employment and Reemployment Rights Act of 1994, 70

Fed. Reg. 242 (2005) (to be codied at 20 C.F.R. pt. 1002). Retrieved from

http://www.dol.gov/vets/regs/fedreg/nal/2005023961.pdf.

Library of Congress. (2011). Bill text 112th congress (2011-2012).

Matos, K., & Galinsky, E. (2011.) Employer support for the military community.

Families and Work Institute. Retrieved from

http://whenworkworks.org/research/downloads/www_military_support.pdf.

U.S. Department of Labor, Compliance Assistance. (n.d) The Vietnam era

veterans’ readjustment assistance act (VEVRAA). Retrieved from

http://www.dol.gov/compliance/laws/comp-vevraa.htm.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 151

U.S. Department of Labor, elaws Advisors. (2009). Employment law guide: A

companion to the FirstStep employment law advisor. Retrieved from

http://www.dol.gov/compliance/guide/vietvets.htm.

U.S. Department of Labor, Wage and Hour Division. (n.d). Family and Medical

Leave Act. Retrieved from

http://www.dol.gov/whd/fmla/index.htm.

U.S. Department of Labor, Wage and Hour Division. (n.d). Military Family Leave

Provisions. Retrieved from

http://www.dol.gov/whd/fmla/MilitaryFLProvisions.htm.

Library of Congress. (2011). The veterans’ opportunity to work act of 2011. Bill

summary and status 112th Congress (2011-2012). H.R. 2433.

Internal Revenue Service. (2012, March 27). Expanded work opportunity tax

credit available for hiring qualied veterans. Retrieved from

http://www.irs.gov/businesses/small/article/0,,id=253949,00.html.

U.S. Department of Labor, Employment and Training Administration. (2011).

The work opportunity tax credit (wtoc): An employer-friendly benet for hiring

veterans most in need of employment. Washington DC: U.S. Department of Labor,

Employment and Training Administration. Retrieved from

http://www.doleta.gov/business/incentives/opptax/PDF/veterans_fact_sheet12_1_2011.pdf.

PART II

Pentland, S. (2012, March 20). The Hard Science of Teamwork. Retrieved from

http://blogs.hbr.org/cs/2012/03/the_new_science_of_building_gr.html.

Military.com. (n.d.). Monster Veteran Employment Center: Skill Translator. Retrieved from

http://www.military.com/veteran-jobs/skills-translator/; U.S.

Department of Veterans Affairs. (n.d.). VA for Vets: Military Skills Translators. Retrieved from

https://mst.vaforvets.va.gov/mst/va/mos-translator.

Syracuse University. (2012). Veterans Technology Program. Retrieved from

http://get-vet.syr.edu/.

Prudential. (2012). Supporting Veterans with Opportunity. Retrieved from

http://www.prudential.com/veterans.

U.S. Department of Veterans Affairs. (2012). Work Study Program. Retrieved from

http://gibill.va.gov/resources/education_resources/programs/work_study_program.html.

U.S. Department of Veterans Affairs. (2012). Vocational Rehabilitation &

Employment Service. Retrieved from

http://www.vba.va.gov/bln/vre/.

152 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

Disability Case Study Research Consortium. (2008). Conducting and Benchmarking

Inclusive Employment Policies, Practices, and Culture. Washington, DC: U.S. Department

of Labor, Ofce of Disability Employment Policy (ODEP). Retrieved from

http://www.dol.gov/odep/research/CorporateCultureFinalReport.pdf.

Library of Congress. (2011). The veterans’ opportunity to work act of 2011. Bill summary

and status 112th Congress (2011-2012). H.R. 2433.

Heaton, P. (2012). The Effects of Hiring Tax Credits on Employment of Disabled Veterans

(OP-366-OSD). Santa Monica, CA: RAND Corporation. Retrieved from

http://www.rand.org/pubs/occasional_papers/OP366.html.

Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from Veteran

Professionals, Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved from

http://www.about-monster.com/sites/default/les/MonsterVeteranTalentIndex_Nov2011.pdf

Lincoln, A., Swift, E., & Shorteno-Fraser, M. (2008). Psychological adjustment

and treatment of children and families with parents deployed in military combat.

Journal of Clinical Psychology, 64(8), 984-992.

American Psychological Association Task Force on Military Deployment Services

for Youth, Families and Service Members (2007). The psychological needs of US

military service members and their families: A preliminary report. Washington, DC:

American Psychological Association. Retrieved from

http://www.ptsd.ne.gov/publications/military-deployment-task-force-report.pdf.

Schieberl, J. & Leo, C.P. (2007). The Employers’ Legal Obligations to Employees

in the Military. Graziadio Business Review, 10 (3), Retrieved from

http://gbr.pepperdine.edu/2010/08/the-employers-legal-obligations-to-employees-in-the-military/.;

U.S. Department of Labor. (n.d.) Uniformed Services Employment and Reemployment

Rights Act (USERRA) Information. Retrieved from

http://www.dol.gov/vets/programs/userra/.

Employer Support of the Guard and Reserve. (n.d.). Employer Resources Guide.

Arlington, VA: Employer Support of the Guard and Reserve (ESGR). Retrieved from

http://www.esgr.org/les/toolkit/ESGR_HR_Guide_Final.pdf.

Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from Veteran

Professionals, Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved from

http://www.about-monster.com/sites/default/les/MonsterVeteranTalentIndex_Nov2011.pdf.

Montana, Department of Labor & Industry, Workforce Service Division (n.d.).

Business Service – Employer Resources Tool: Employee Turnover Cost Calculator. Retrieved from

http://wsd.dli.mt.gov/tools/toolsturnover.asp. (Includes line-listing of costs hard and soft.)

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 153

PART III

Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from Veteran Profes-

sionals, Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved from

http://www.about-monster.com/sites/default/les/MonsterVeteranTalentIndex_Nov2011.pdf.

Combined Insurance. (2012). Combined Insurance Recognized For Military Veteran

Recruiting and Hiring. Retrieved from

http://www.combinedinsurance.com/press_releases/military-recruiting.html.

Cintas. (2012). Post Military Career Opportunities. Retrieved from

http://www.cintas.com/careers/career_paths/junior_military_ncos.aspx.

Monster Inc. (2012). Cintas Corporation Job Search. Retrieved from

http://jobsearch.monster.com/jobs/Cintas-Corporation_6?co=xcintasx&re=106&ah=http%3a%2f%2fcom

pany.monster.com%2fcintas&aj=Cintas+Corporation&code=CAEmpList_Cintas.

Dominion. (2012). Troops to Energy Jobs: Your Roadmap to New Career Directions.

Retrieved from http://www.dom.com/careers/pdf/troops_brochure.pdf.

Dominion. (2011, March). Dominion Launches Troops to Energy Jobs Initiative. Retrieved from

http://dom.mediaroom.com/index.php?s=26677&item=71780.

Lockheed Martin. (2012). Assistance Programs & Military Outreach. Retrieved from

http://www.lockheedmartinjobs.com/assistance-programs.asp.

Lockheed Martin. (2012). Assistance Programs & Military Outreach. Retrieved from

http://www.lockheedmartinjobs.com/assistance-programs.asp.

Allied Barton Security Service. (2012). Partnering with Military Assistance Groups to Hire Our

Heroes. Allied Barton Security Service. Retrieved from

http://www.alliedbarton.com/SecurityResourceCenter/Articles/ViewArticle/tabid/157/smid/587

/ArticleID/239/Default.aspx.

General Electric. (2012). Junior Ofcer Leadership Program (JOLP). Retrieved from

http://www.ge.com/careers/veterans/jolp/index.html.

Shell. (2012). Military Veterans. Retrieved from

http://www.shell.us/home/content/usa/aboutshell/careers/military/.

Workforce Opportunity Services. (2011). A Nonprot that’s putting America Back to Work.

Retrieved from http://wforce.org/.

Workforce Opportunity Services. (2011). Veterans. Retrieved from

http://wforce.org/index.php/veterans.

Student Veterans of America. (2012). A Student Veterans of America (SVA). Retried from

http://www.studentveterans.org/.

BAE Systems. (2012). Military Connection. Retrieved from

http://www1.baesystems.com/Careers/US/Vets/.

Boston Museum of Science. (n.d.). Intel Computer Clubhouse Network. Retrieved from

http://www.computerclubhouse.org/.

U.S. Department of Veterans. (2011). On-The-Job & Apprenticeship Training. Retrieved from

http://www.gibill.va.gov/resources/education_resources/programs/on_the_job_apprenticeship_training.html.

Schneider National. (2012). Ofce Career: Military. Retrieved from

http://www.schneiderjobs.com/OfceCareers/Military/index.htm.

Military Leadership Diversity Commission. (2010). Reenlistment Rates across the Services by

gender and race/ethnicity [Issue Paper #31]. Arlington, VA: Military Leadership Diversity

Commission.

Veterans on Wall Street. (2012). Veterans on Wall Street (VOWS). Retrieved from

http://veteransonwallstreet.com/.

U.S. Department of Veterans. (2012). Work Study Program. Retrieved from

http://gibill.va.gov/resources/education_resources/programs/work_study_program.html.

Stateside Legal. (2010). Unemployment Compensation for Ex-Servicemembers [UCX].

Retrieved from http://statesidelegal.org/unemployment-compensation-ex-servicemembers-ucx.

Whitaker, J. (2011). Unemployment Compensation (Insurance) and Military Service. Federal

Publications. Paper 806. Retrieved from

http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1810&context=key_workplace.

U.S. Department of Veterans. (2012). Vocational Rehabilitation & Employment Service.

Retrieved from http://www.vba.va.gov/bln/vre/.

Sodexo. (n.d.). Our innovative training programs clear the path for achievement, recognition,

success and advancement for veterans, reservists and members of the National Guard.

Retrieved from

http://www.sodexohiresheroes.com/train.html.

Matos, K., & Galinsky, E. (2011.) Employer support for the military community.

Families and Work Institute. Retrieved from

http://whenworkworks.org/research/downloads/www_military_support.pdf.

Walmart Corporate. (n.d.). Our Health Care Principles. Retrieved from

http://walmartstores.com/HealthWellness/9005.aspx.

Lockheed Martin. (2012). Transitioning Military: Meet Our Military Relations Manager. Re-

trieved from http://www.lockheedmartinjobs.com/meet-our-military.asp.

154 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 155

Combined Insurance. (2012). Combined Insurance Recognized For Military Veteran

Recruiting and Hiring. Retrieved from

http://www.combinedinsurance.com/press_releases/military-recruiting.html.

Amazon. (n.d.). Military Recruiting. Retrieved from

http://www.amazon.com/b/?node=2895924011.

General Electric. (n.d.). Military Frequently Asked Questions. Retrieved from

http://www.ge.com/pdf/careers/veterans/ge_military_frequently_asked_questions.pdf.

Sodexo. (n.d.). Employee Network Groups. Retrieved from

http://www.sodexousa.com/usen/careers/diversity/network/networkgroups.asp

Sodexo. (n.d.). Our innovative training programs clear the path for achievement, recognition,

success and advancement for veterans, reservists and members of the National Guard.

Retrieved from http://www.sodexohiresheroes.com/train.html.

Sodexo. (n.d.). Our innovative training programs clear the path for achievement, recognition,

success and advancement for veterans, reservists and members of the National Guard.

Retrieved from http://www.sodexohiresheroes.com/train.html.

Magellan Health Services. (2012). Hero Hire Health. Retrieved from

http://www.herohealthhire.com.

Magellan Health Services. (2012). Hero Hire Health: Partner Commitment Packet.

Magellan Health Services. Retrieved from

http://www.herohealthhire.com/media/393718/hero.health.hire_commitpacket_8_24_11.pdf.

Matos, K., & Galinsky, E. (2011.) Employer support for the military community.

Families and Work Institute. Retrieved from

http://whenworkworks.org/research/downloads/www_military_support.pdf.

The Home Depot. (n.d.). Military Commitment. Retrieved from

http://careers.homedepot.com/our-culture/military-commitment.html.

Matos, K., & Galinsky, E. (2011.) Employer support for the military community.

Families and Work Institute. Retrieved from

http://whenworkworks.org/research/downloads/www_military_support.pdf.

Merck. (n.d.). Military Recruiting. Retrieved from

http://www.merck.com/careers/explore-careers/military-recruiting/home.html.

Intuit. (2010). Employee Network. Retrieved from

http://careers.intuit.com/customer-care/employee-networks.

General Electric. (2012). Veterans Network. Retrieved from

http://www.ge.com/company/culture/people/veteransnetwork.html.

156 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

CSX Corporation Inc. (2012). Military-Friendly Employer. Retrieved from

http://www.csx.com/index.cfm/working-at-csx/military-friendly-employer/.

Bank of America. (2012). Military & Veteran Recruiting. Retrieved from

http://careers.bankofamerica.com/military/.

AT&T (2012). Career: Military. Retrieved from http://att.jobs/military.aspx

Booz Allen Hamilton Inc. (2012). Transitioning Military. Retrieved from

http://www.boozallen.com/careers/top-jobs/jmo-careers.

Public Service Enterprise Group Incorporated. (2011). Transitioning from the Military.

Retrieved from http://www.pseg.com/info/careers/military.jsp.

Prudential. (2012). Supporting Veterans with Opportunity. Retrieved from

http://www.prudential.com/veterans.

U.S. Bankcorp. (2011). Proud to Serve. Retrieved from http://proudtoserve.usbank.com/.

G.I. Jobs. (2012). Top 100 Military Friendly Employer: Ranked 7: Johnson Controls. Retrieved

from http://www.gijobs.com/2012Top100.aspx?rank=7&year=2012.

Sears Holding Corporation. (2012). Military Recruitment. Retrieved from

http://www.searsholdings.com/careers/opportunities/military/.

BAE Systems. (2012). Military Connection. Retrieved from

http://www1.baesystems.com/Careers/US/Vets/.

Matos, K., & Galinsky, E. (2011.) Employer support for the military community.

Families and Work Institute. Retrieved from

http://whenworkworks.org/research/downloads/www_military_support.pdf.

Google. (2012). Google for Veterans and Families. Retrieved from

http://www.googleforveterans.com/.

Walmart Corporate. (n.d.). Community Giving: Military Support. Retrieved from

http://walmartstores.com/CommunityGiving/10464.aspx.

Sesame Workshop. (n.d.). Impact Stories: Military Families. Retrieved from

http://www.sesameworkshop.org/our-impact/our-stories/military-families.html.

Dress for Success Worldwide. (2012). Dress for Success. Retrieved from

http://www.dressforsuccess.org/.

Institute for Veterans and Military Families. (n.d.). Entrepreneurship Bootcamp for Veterans

with Disabilities. Retrieved from http://whitman.syr.edu/ebv/.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 157

Institute for Veterans and Military Families. (n.d.). Entrepreneurship Bootcamp for Veterans’

Families. Retrieved from http://whitman.syr.edu/ebv/programs/families/.

Ewing Marion Kauffman Foundation. (2010). Kauffman Fasttrac. Retrieved from

http://fasttrac.org/.

NPower. (2011). Network for Good. Retrieved from http://www.npower.org/.

American Corporation Partners. (2012). ACP: American Corporation Partners. Retrieved from

http://www.acp-usa.org/.

Microsoft. (2012). Microsoft Corporate Citizenship Tools: Get Job Skills: Elevate America

Veterans. Retrieved from

http://www.microsoft.com/about/corporatecitizenship/en-us/community-tools/job-skills/veterans/.

AT&T. (2012, May). AT&T Launches 2012-2013 Operation Hand Salute. Retrieved from

http://www.att.com/gen/press-room?pid=22843&cdvn=news&newsarticleid=34441.

The Home Depot Foundation. (2012). Focus: Veterans. Retrieved from

http://www.homedepotfoundation.org/page/veterans.

Sears Holding Corporation. (2012). Heroes at Home. Retrieved from

http://www.searsholdings.com/communityrelations/hero/.

Sears Brands, LLC. (2012). Heroes at Home: Frequently Asked Questions. Retrieved from

http://www.sears.com/shc/s/dap_10153_12605_DAP_HAH+FAQ?storeId=10153&vName=HAH+FAQ

&catalogInd=DAP&catalogId=12605&i_cntr=1331909741999.

TriWest Healthcare Alliance. (2011, April). TRICARE Updates from TriWest Healthcare

Alliance. Retrieved from http://www.triwest.com/en/beneciary/tricare-benets/tricare-2-

you/tricare-2-you-archive/2011/04/tricare-2-you-april-2011/.

TriWest Healthcare Alliance. (2012, April). TriWest Helps Combat Military Spouse

Unemployment. Retrieved from http://www.triwest.com/en/about-triwest/triwest-news/corp-

news-archive/2012/01/triwest-helps-combat-military-spouse-unemployment/.

Foundation Center. (2012). Foundation Center: Knowledge to build on. Retrieved from

http://fconline.foundationcenter.org/.

Chase. (2012). Homeownership - ChaseMilitary.com. Retrieved from

https://www.chase.com/online/military/military-homeownership.htm.

Ernst & Young. (n.d.). Supplier Diversity. Retrieved from

http://www.ey.com/US/en/About-us/Our-people/About-us-Our-people-supplier-diversity.

Global Diversity & Inclusion. (2008). Transcending Boundaries in 2008:

Diversity & Inclusion at Merrill Lynch. Merrill Lynch & Co., Inc. Retrieved from

http://www.ml.com/media/77086.pdf.

158 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

Merrill Lynch (2008). Supplier Diversity Prole Questionnaire. Merrill Lynch & Co., Inc.

Retrieved from http://www.ml.com/media/17848.pdf.

Merck. (n.d.). Supplier Diversity. Retrieved from

http://www.merck.com/about/how-we-operate/diversity/supplier-diversity.html.

Citi. (2012). Citi Supplier Diversity Program. Retrieved from

http://www.citigroup.com/citi/corporate/supplier_diversity/index.htm.

AT&T. (2012). AT&T Global Supplier Diversity. Retrieved from

http://www.attsuppliers.com/sd/default.aspx.

JP Morgan Chase & Co. (2012). Supplier Diversity. Retrieved from

http://www.jpmorganchase.com/corporate/About-JPMC/supplier-diversity.htm.

Prudential. (2012). Prudential’s Supplier Diversity Program. Retrieved from

http://www.prudential.com/view/page/public/12641.

Gillean, C. (n.d.). Marketing to Large Corporations. Wilmington, DE: AstraZeneca. Retrieved

from

http://www.dbi.udel.edu/images/Biobreakfast%20Talks/May%2005/Gillean%20AZ%20Biobrea

kfast%20May%2005.pdf.

BAE Systems. (2012). Supplier Diversity. Retrieved from

http://www1.baesystems.com/Businesses/EIS/SupplierCenter/SupplierDiversity/index.htm.

Humana. (2012). Supplier Diversity. Retrieved from

http://www.humana.com/resources/about/supplier_information/diversity/.

Bank of America. (2012). Supplier Diversity & Development. Retrieved from

http://www.bankofamerica.com/supplierdiversity/index.cfm.

Walmart Corporate. (n.d.). Supplier Diversity. Retrieved from

http://walmartstores.com/Diversity/247.aspx.

Cintas. (2012). Diversity. Retrieved from

http://www.cintas.com/company/corporate_prole/diversity/supplier_diversity.aspx.

Deutshe Bank USA. (2012). Deutsche Bank’s Supplier Diversity Program. Retrieved from

http://www.db.com/us/content/en/1047.html.

TriWest Healthcare Alliance. (2012). Vendor Registration. Retrieved from

http://www.triwest.com/en/about-triwest/business-with-triwest/vendor-registration/.

General Electric Company. (2012). Supplier Diversity. Retrieved from

http://www.gecitizenship.com/our-commitment-areas/our-suppliers/supplier-diversity/.

Accenture. (2012). Accenture’s Supplier Diversity Program. Retrieved from

http://www.accenture.com/us-en/contact/Pages/accenture-supplier-diversity-program.aspx.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 159

Morgan Stanley. (2012). Supplier Diversity Program. Retrieved from

http://www.morganstanley.com/globalcitizen/supplier_diversity.html.

Pepsico. (2011). Diversity & Inclusion. Retrieved from

http://www.pepsico.com/Purpose/Talent-Sustainability/Diversity-and-Inclusion.html.

PART IV

Verheul, I., Thurik, R., Grilo, I., Van der Zwan, P., & Verheul, I. (2012). Explaining preferences

and actual involvement in self-employment: Gender and the entrepreneurial personality.

Journal of Economic Psychology, 33(2), 325-341.

Hoyt, C. (2012). Gender bias in employment contexts: A closer examination of the role

incongruity principle. Journal of Experimental Social Psychology, 48(1), 86-96.

Giuliano, L., Levine, D.I., Leonard, JU. (2009). Manager Race and the Race of New Hires.

Journal of Labor Economics, 27 (4), 589-631.

Sinclair, R., Martin, J.E., & Michel, R.P. (1999). Full-time and part-time subgroup differences in

job attitudes and demographic characteristics. Journal of Vocational Behavior, 55(3), 337-357.

Bennett, N., Carson, P. P., Carson, K.D., & Blum, T.C. (1994). A comparison of ‘traditional’ and

‘atypical’ workers: Demographic, behavioral, and attitudinal differences. Journal of Business and

Psychology, 8(4), 467-474.

Bennett, N., Carson, P. P., Carson, K.D., & Blum, T.C. (1994). A comparison of ‘traditional’ and

‘atypical’ workers: Demographic, behavioral, and attitudinal differences. Journal of Business and

Psychology, 8(4), 467-474.

Kimmel, L. G., Miller, J. D., & Eccles, J.S. (2012). Do the paths to STEMM professions differ by

gender? Peabody Journal of Education, 87(1), 92-113.

Kaufman, R. L. (2010). Race, Gender, and the Labor Market: Inequalities at Work. Boulder, CO:

Lynne Rienner Publishers, Inc.

Doren, B., Gau, J.M., & Lindstrom, L. (2011). The role of gender in the long-term employment

outcomes of young adults with disabilities. Journal of Vocational Rehabilitation, 34(1), 35-42.

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Department of Labor,

Bureau of Labor Statistics. Retrieved from U.S. Department of Labor website. Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

Bureau of Labor Statistics. (2012). Table A-5. Employment status of the civilian population

18 years and over by veteran status, period of service, and sex, not seasonally adjusted.

Current Population Survey (CPS). {Table}. Retrieved from

http://www.bls.gov/webapps/legacy/cpsatab5.htm.

160 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

Hall, R.E. (1972). Turnover in the Labor Force. Brookings Papers of Economics Activity, 3,

709-764.

Lindsay, S. (2011). Employment status and work characteristics among adolescents with

disabilities. Disability and Rehabilitation, 33 (10), 843-854.

Gruidl, J.S. (2009). Does Local Economic Development Policy Affect Community Employment

Growth. Journal of Community Development Society, 23 (2), 53-65.

Bureau of Labor Statistics. (2012). Nonpublished employment status of the veteran

population 18 years and over by period of service and state, not seasonally adjusted. Current

Population Survey (CPS).

Bureau of Labor Statistics. (2012). Nonpublished employment status of the veteran

population 18 years and over by period of service and state, not seasonally adjusted. Current

Population Survey (CPS).

Shih, J. (2010). `. . .Yeah, I could hire this one, but I know it’s gonna be a problem’: how race,

nativity and gender affect employers’ perceptions of the manageability of job seekers. Ethnic

and Racial Studies, 25 (1), 99–119.

Johnson, R.W., & Park, J.S. (2011). Can Unemployed Older Workers Find Work? Urban Institute.

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Department of

Labor, Bureau of Labor Statistics. Retrieved from http://www.bls.gov/news.release/vet.nr0.htm.

Bureau of Labor Statistics. (2012). Nonpublished employment status of the civilian population

years and over by veteran status, age, race, period of service, and sex, not seasonally adjusted.

Current Population Survey (CPS).

This high percent could be because of a small sample of Hispanic female Gulf War era II

veterans between the ages of 45-54 (total is 5,000 of which 3,000 are in the workforce and

1,000 are unemployed).

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Department of Labor,

Bureau of Labor Statistics. Retrieved from U.S. Department of Labor website. Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

Otterbourg, Susan. (1997). A Business Guide to Support Employee and Family Involvement in

Education. The Conference Board, Inc.

Stier, Haya, Noah Lewin-Epstein, and Michael Braun. (2001). Welfare Regimes, Family-

Supportive Policies, and Women’s Employment along the Life-Course. American Journal of

Science, 106(6), 1731-1760.

Adams, G. A., King, L. A., King, D. W. (1996). Relationships of job and family involvement,

family social support, and work-family conict with job and life satisfaction.

Journal of Applied Psychology, 81 (4), 411-420.

GUIDE TO LEADING POLICIES, PRACTICES & RESOURCES 161

Pew Research Center (2011). The Military-Civilian Gap War and Sacrice in the Post-9/11 Era.

Washington DC: Pew Research Center.

Westat. (2010). National Survey of Veterans, Active Duty Service Members, Demobilized National

Guard and Reserve Members, Family Members, and Surviving Spouses (Contract GS-23F-8144H).

U.S. Department of Veterans Affairs. Retrieved from

http://www.va.gov/vetdata/docs/SurveysAndStudies/NVSSurveyFinalWeightedReport.pdf.

Goldsmith, Elizabeth. (2007). Stress, Fatigue, and Social Support in the Work and Family

Context. Journal of Loss and Trauma, 12, 155–169.

Riddell, W.C. & Song, X.D. (2011). The impact of education on unemployment incidence

and re-employment success: Evidence from the U.S. labour market. Labour Economics, 18(4),

453-463.

Angrist, J.D. (1993). The Effect of Veterans Benets on Education and Earnings. Industrial

and Labor Relations Review, 46 (4), 637-652.

Simon, C.J., Negrusa, S., & Warner, J.T. (2010). Educational Benets and Military Service:

An Analysis of Enlistment, Reenlistment, and Veterans’ Benet Usage 1991-2005. Economic

Inquiry, 48 (4), 1008-1031.

U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Department of Labor,

Bureau of Labor Statistics. Retrieved from U.S. Department of Labor website. Retrieved from

http://www.bls.gov/news.release/vet.nr0.htm.

Bureau of Labor Statistics. (2012). Current Population Survey (CPS). Data. Retrieved from

http://www.bls.gov/cps/#data.

Bureau of Labor Statistics. (2012). Current Population Survey (CPS). Data. Retrieved from

http://www.bls.gov/cps/#data.

Kizer, K. (2012). Veterans and the Affordable Care Act. Journal of American Medical

Association, 307(8), 789-790.

Himmelstein, D.M., Lasser, K.E., McCormick, D., Bor, D.H., Boyd, J.W., Woolhandler, S.

(2007).

Lack of Health Coverage Among US Veterans From 1987 to 2004. American Journal of

Public Health, 97 (12), 2199-2203.

Cutler, D. & Sood, N. (2010). New Jobs Through Better Health Care: Health Care Reform Could

Boost Employment by 250,000 to 400,000 a Year this Decade. The Center for American Progress

and the Leonard D. Schaeffer Center for Health Policy and Economics.

Lahey, J. (2007). Does Health Insurance Affect the Employment of Older Workers? Center on

Aging & Work/Workplace Flexibility at Boston College, Issue Brief 8.

162 INSTITUTE FOR VETERANS AND MILITARY FAMILIES

Citations

Kulka, R.A., Schlenger, W.E., Fairbank, J.A., Hough, R.L., Jordan, B. K., Marmar, C.R., &

Weiss, D.S. (1990).Trauma and the Vietnam war generation: Report of ndings from the National

Vietnam Veterans Readjustment Study. New York: Brunner/Mazel.

Kang, H.K., Natelson, B.H., Mahan, C.M., Lee, K.Y., & Murphy, F.M. (2003). Post-Traumatic

Stress Disorder and Chronic Fatigue Syndrome-like illness among Gulf War Veterans: A pop-

ulation-based survey of 30,000 Veterans. American Journal of Epidemiology, 157(2), 141-148.

Tanielian, T. & Jaycox, L. (Eds.). (2008).Invisible Wounds of War: Psychological and Cognitive

Injuries, Their Consequences, and Services to Assist Recovery. Santa Monica, CA: RAND

Corporation.

Brain Injury Association of America. (2006). What is brain injury? Brain Injury

Association of America.

American Heroes at Work. (2012). Frequently Asked Questions About Traumatic Brain In-

jury (TBI) & Employment. Retrieved from

http://www.americasheroesatwork.gov/forEmployers/factsheets/FAQTBI/.

Lethbridge-Çejku M, Schiller JS, Bernadel L. (2004). Summary Health Statistics for U.S. Adults:

National Health Interview Survey: 2002. National Center for Health Statistics, Vital Health Stat,

10(222). Retrieved from http://www.cdc.gov/nchs/data/series/sr_10/sr10_222.pdf.

Centers for Disease Control and Prevention. (2011). Severe Hearing Impairment Among

Military Veterans --- United States, 2010. Morbidity and Mortality Weekly Report, 60 (28), 955-

958. Retrieved from http://www.cdc.gov/mmwr/preview/mmwrhtml/mm6028a4.htm.

American.net (2012). Hearing Loss is Number One Reported Injury Among Veterans.

Retrieved from http://www.american.net/phonecaption/articles/veterans.

National Eye Institute (2006). Study Finds Most Americans Have Good Vision, But 14 Million

Are Visually Impaired. Retrieved from http://www.nei.nih.gov/news/pressreleases/050906.asp.

Di Stefano, A.F., Huebner, K.M., Garber, M., & Smith, A.J. (2006). Community Services,

Needs, and Resources in Visual Impairment: A 21st Century Public Health Perspective.

Journal of Visual Impairment & Blindness, 100, 806-823. Retrieved from

http://www.af b.org/jvib/jvib001305.asp

NLLIC. (2008). Amputation Statistics by Cause Limb Loss in the United States.

National Limb Loss Information Center. Retrieved from

http://www.amputee-coalition.org/fact_sheets/amp_stats_cause.pdf.

Fischer, H. (2010). U.S. Military Casualty Statistics: Operation New Dawn, Operation Iraqi

Freedom, and Operation Enduring Freedom (7-5700). Washing DC: Congressional Research

Service. Retrieved from http://www.fas.org/sgp/crs/natsec/RS22452.pdf.

Employee Education System. (2002). Traumatic Amputation and Prosthetics: Independent Study

Course. U.S. Department of Veterans Affairs, Veterans Health Initiatives. Retrieved from

http://www.publichealth.va.gov/docs/vhi/traumatic_amputation.pdf.

700 University Avenue, Suite 303

Syracuse, NY 13244-2530

p 315.443.0141

f 315.443.0312

e vets

syr.edu

w vets.syr.edu

IVMFSyracuseU

06-2012