vide details on what the veteran personally did. For example, a vet might say that
he led a mission that brought 2,000 soldiers to a new base in Afghanistan, but he
might not say that he supervised and
assigned 50 mechanics and drivers, and
was responsible for fleet maintenance
and supplies.
How to overcome veterans’ reluctance
to blow their own horns or to engage in
an open dialogue with the boss? Echols
says they may need to be taught what the
private sector wants. That’s why Bellevue
University has developed its three-semes-ter “Cornerstone” curriculum to help veterans learn how to manage that transition. The curriculum includes courses on
managing change, technology and modern society, well-being and personal
finance, and personal communication
skills. “Cornerstone is designed to help
them learn the language of decision making in a civilian setting,” Echols explains.
Ryder’s Tobon suggests helping military
personnel prepare for the interview, as
well as training hiring managers and
human resources professionals in how to
break the ice and handle the nuances they
might encounter when talking to a vet,
especially one who is transitioning from
active duty. It’s also important to
“onboard” properly, helping new hires
assimilate into the corporate culture. That
includes making hiring, training, and
promotion policies clear—it can be discouraging for someone who’s already
been in a leadership position to have to
work their way up through the ranks
again. “For recently separated vets, it’s
their first exposure to corporate America,
so you need to make sure your onboarding program is solid,” he says.
That can include being flexible about
medical appointments for an injured vet,
and recognizing that veterans, especially
those who have been in combat, may find
it hard to adjust to business routines after
months or years of dangerous duty.
Similarly, it’s important to recognize that
they may be dealing with different stress-es and medical issues than other employees. (See the sidebar “PTSD: The elephant
in the room.”) Pairing up a new hire with
another vet who’s been through the same
experience can be helpful, too.
Echols says employers who are
considering hiring veterans should
not be put off by the extra effort it
may take to help them succeed in the
private sector. Instead, think of it as a
worthwhile investment in the future.
“When the baby boomers are gone,
we will need new leaders,” he says.
“Military veterans have all the attributes of people who can be leaders.
That’s why hiring companies should
be interested in the development of
these individuals. They should be
thinking not just about what they
can do today but about what they
can be tomorrow.” ;
