GUIDE TO LEADING POLIcIEs, PRAcTIcEs & REsOURcEs ...

GUIDE TO LEADING Policies, PRACTICES& RESOURCES:SUPPORTING THE EMPLOYMENT OF VETERANS& MILITARY FAMILieSPrepared by:Institute for Veterans and Military Families, Syracuse University

About the Institute for Veterans and Military Families at Syracuse University (IVMF)Launched in 2011 by founding partners Syracuse University and JPMorgan Chase & Co., the Institute for Veterans andMilitary Families is the first national center in higher education focused on the social, economic, education and policyissues impacting veterans and their families post-service. Through the pillars of educational programming, employmentand actionable research, the institute provides in-depth analysis of the challenges facing the veteran community, capturesbest practices and serves as a forum to facilitate new partnerships and strong relationships between the individuals andorganizations committed to making a difference for veterans and military families.Advisory BoardFellowsSteven Barnes ’82, co-chairmanManaging DirectorBain CapitalFrank Bisignano, co-chairmanChief Administrative OfficerJPMorgan Chase & Co.Molly Corbett Broad ’62PresidentAmerican Council on EducationNancy CantorChancellor and PresidentSyracuse UniversityJill W. ChambersColonel, U.S. Army (Retired)FounderThis Able Vet LLCThe Honorable Stuart HollidayFormer AmbassadorPresident and CEOMeridian International CenterBrian IglesiasPresident and CEOVeterans Expeditionary MediaRichard M. Jones L’95Senior Vice President andGeneral Tax CounselCBS Corp.Michael B. McCallisterChairman of the Board and CEOHumana HealthcareBruce MoslerFormer CEO and Current Chairmanof Global BrokerageCushman and WakefieldRobert B. MurrettVice Admiral, U.S. Navy (Retired)Deputy Director, Institute for NationalSecurity and CounterterrorismProfessor of Practice, Maxwell Schoolof Citizenship and Public AffairsSyracuse UniversitySMA Kenneth O. PrestonSergeant Major of the ArmyU.S. Army (Retired)Melvin T. Stith G’73,’77DeanMartin J. Whitman School ofManagementSyracuse UniversityDistinguished FellowsWilliam Banks, M.S., J.D.Syracuse UniversityNational security & public policy,constitutional law, civil/militaryrelationsPeter Blanck, Ph.D., J.D.Syracuse UniversityDisability law and public policy,corporate culture, ethnicity and raceCharles Figley, Ph.D.Tulane UniversityTrauma and recovery, stress, families,coping and resiliencyEric R. Kingson, M.P.A., Ph.D.Syracuse UniversitySocial Security, Baby Boomers,retirement,population aging, political/economic/ethicalimplications of aging America,crossgenerationalreciprocity, older workersDouglas L. Kruse, Ph.D.Rutgers UniversityEmployment, econometric studies,industrial relations, disabilityDean Shepherd, Ph.D.Indiana UniversityEntrepreneurship, failure,organizational performance,cognition, learningsenior FellowsRandy Blass, Ph.D.Florida State UniversityHuman resources, corporate culture,socializationAndrew S. London, Ph.D.Syracuse UniversityHealth and health behaviors, militaryfamilies, life-course, poverty, welfareJanet Wilmoth, Ph.D.Syracuse UniversityMilitary families, aging, family wellbeing,fragile families, raceFellowsLawrence Plummer, Ph.D.University of OklahomaEconomic geography, clusters, smallbusiness, firm survival“in service to those who have served”vets.syr.edu

GUIDE TO LEADINGPOLICIES, PRACTICES& RESOURCES:SUPPORTING THEEMPLOYMENT OF VETERANS& MILITARY FAMILIESPrepared by:▶ Institute for Veterans and Military Families,Syracuse University

From theExecutiveDirectorThe Institute for Veterans and Military Families at Syracuse University (IVMF) is pleased tooffer this “Guide to Leading Policies, Practices & Resources: Supporting the Employment ofVeterans and Military Families.”In light of ongoing and planned reductions in the size of the U.S. military, issues relatedto the employment situation of those who have served in uniform have been a salientpublic policy concern. As a result, politicians and policy-makers have espoused the importantrole that America’s employers can play by supporting private sector initiativesfocused on creating careers for military veterans and their families. These calls to actionhave been warmly received by the employer community. That said, many employershave voiced an ongoing concern related to the shortage of shared and public resourcespositioned to facilitate the implementation of state-of-the-art human resource practicesand processes supporting veteran employment initiatives.This publication represents a response to calls for such a shared resource, and is theresult of the collaborative effort of the IVMF, and more than 30 private sector employers,plus many more whose activities are reflected in the report. These leading firms andorganizations agreed to share with the community of employers lessons learned andinnovations with regard to recruitment, assimilation, retention, and advancement ofveterans in the workforce.It is our hope that this publication serves to empower America’s employers, large andsmall, to adopt a strategic and sustainable approach to the advancement of veterans inthe civilian workforce. We are convinced that by doing so, both America’s veterans andAmerica’s employers will benefit.Respectfully,J. Michael Haynie, Ph.D.Executive Director and FounderInstitute for Veterans and Military FamiliesSyracuse University

AcknowledgementsFirst and foremost, the Institute for Veterans and Military Families would like to thankthe following employers for their participation and support of this effort:AccentureAstraZenecaAT&TBAEBank of AmericaBurton Blatt InstituteCINTAS CorporationCitigroupDeutsche BankErnst & YoungGeneral ElectricGoogleHealth NetHumanaJPMorgan Chase & Co.MerckPepsiCoPLC Global SolutionsPrudentialTriWestU.S. Chamber ofCommerceU.S. Department of LaborU.S. Small BusinessAdministrationWalmartWILL InteractiveIn addition, firms participating in the 100,000 Jobs Mission have also shared practices withthe consortium of employers, and have graciously permitted the IVMF to learn from themand share these practices with the community of employers. Other companies have sharedpublicly with veterans’ organizations, military services, and others, through their veteranspecificwebsites and recruiting efforts, social media, and more. Many of those efforts arereflected in this report.We greatly appreciate the collaboration with, and support provided by, the Centerfor a New American Security (CNAS), with whom we co-hosted the Military VeteranEmployment Leading Practices Summit aboard the USS Intrepid Sea, Air & Space Museumon Nov. 30, 2011. We wish to acknowledge Mirza Tihic, Rosalinda Maury, Jaime WinneAlvarez, Ellie Komanecky, and James Schmeling for their tireless effort conductingresearch for this publication. Finally, a special thanks goes to the staff of the USS Intrepidfor hosting our best practices summit.

ontentsPart I 1Executive SummaryIntroductionSetting the Context:▶ Veterans and Employment▶ Labor Market Trends Impacting Veterans Employment▶ Projected Job Creation Impacting VeteranEmployment▶ Public Policy and Public Sector Initiatives ImpactingVeteran Employment▶ Noteworthy Law and Regulation Impacting VeteransEmployment▶ Summary1234567Part II 30Employer Challenge: Articulating a Business Casefor Veterans’ EmploymentEmployer Challenge: Certification, Licensure, andExperienceEmployer Challenge: Skills Transferability, Supply,and DemandEmployer Challenge: Culture, LeadershipChampions, and Veterans’ EmploymentEmployer Challenge: Tracking Veterans in theWorkforceEmployer Challenge: Deployment Issues andChallengesEmployer Challenge: Attrition and Turnover ofVeteransPart III 54123456Leading Practices: Veteran Recruiting andOnboardingLeading Practices: Training & ProfessionalDevelopmentLeading Practices: Assimilation and EmployeeAssistanceLeading Practices: Leveraging Financial andNon-Financial ResourcesTeaming and Developing Small Business PartnersSummary

Part IV 1001In Support of the Employer: Issue Paper LibraryAIssue Paper: Demographic Variables That AffectUnemployment▶ Veteran Employment▶ Geography▶ Gender, Age, and Race▶ Disability▶ Family Support▶ Education AttainmentAppendices 130BIssue Paper: Health and Wellness▶ Access to Healthcare▶ Benefits▶ DisabilitySummary 128ABCDEFGChecklist for Employers: Veteran Recruiting andOnboardingChecklist for Employers: Training and CertificationChecklist for Employers: Assimilation and EmployeeAssistanceChecklist for Employers: PhilanthropySelect Initiatives Supporting Veterans’ EmploymentUnemployment Rate of Veterans Within Each State,2003-2011Summary of State-Specific License, Certification,& Training/Education InitiativesCitations 148

art I“I do not believe we can repairthe basic fabric of society untilpeople who are willing to workhave work. Work organizes life.It gives structure and discipline”to life.— Bill Clinton

art IWhat This Guide DoesThe “Guide to Leading Policies, Practices &Resources: Supporting the Employment ofVeterans and Military Families” was developedfrom an employer-centric perspective,and is designed to offer a broad but focusedview of the issues, challenges, and opportunitiesrepresented by the employment ofmilitary veterans. Specifically, the publicationaccomplishes the following:▶ offers context for the employmentchallenges facing veterans, and alsofor the employer-centric barriers andfacilitators related to employmentof veterans;▶ combines academic research groundedin human resources and organizationalbehavior, with the practicalexperiences of employers, to highlightleading practices in the employment ofveterans and military family members;and▶ details resources situated in both thepublic and private sector positioned tosupport employer efforts to cultivateand nurture a strategic approach toveteran employment.Put simply, the goal of this publication is toleverage state-of-the-art research and practiceto increase employment opportunitiesfor veterans. This publication was designedto accomplish this goal in two ways.First, the guide details a series of practiceand policy issues identified by researchand through our work with the employercommunity, as impacting veteran employmentinitiatives. These include:▶ A Research-Informed Business CaseSupporting Veteran Employment▶ Implications of Corporate Culture onVeteran Employment Initiatives▶ Implications of Leadership Championingof Veteran Employment Initiatives▶ Overview of Human ResourcePrograms and Processes ImpactingVeteran Employment▶ Navigating Tension Between ExternalPressures and Internal Realities▶ The Imperative of Tracking Veteransin the WorkforceAlso included throughout this guide arediscussions, descriptions, and case studiesillustrating leading corporate practices impactingveteran employment that address:▶ Recruiting and Onboarding▶ Assimilation and Socialization▶ Employee Assistance Programs (EAP)▶ Training and Certification Issues▶ Leveraging Financial andNon-Financial Resources▶ Leveraging Supplier Programs2 INSTITUtE FOR veterans and military families

art IIntroductionIn 2011, the Bureau of Labor Statistics (BLS) reported that 21.6 millionliving Americans have served the nation in uniform. Of this population ofmilitary veterans participating in the labor market, just under one million (8.3%)were unemployed at any given time throughout the past year. Historically, thisemployment situation compares favorably to the non-veteran population; thatis, across the entire population of veterans participating in the labor market (alleras of service/age groups); there has not been a significant difference in theunemployment rate between veterans and non-veterans. However, this favorablecomparison has not held true as it relates to the contemporary generation ofmilitary veterans.“In periods where there is noleadership, society stands still.Progress occurs whencourageous, skillful leadersseize the opportunity to change”things for the better.— Harry S. TrumanSpecifically, Gulf War Era II veterans (post-9/11)have experienced disproportionally higherunemployment rates compared to other veteran andnon-veteran demographic segments throughout theperiod from 2008 to 2011. The disparity in theemployment situation that exists between Gulf WarEra II veterans and 1) non-veterans, and 2) veteransrepresenting prior periods of military service,represents an important public and private sectorconcern for the following reasons:4 INSTITUtE FOR veterans and military families

Setting the ContextThis section is designed to provide an overview of the issues andchallenges that impact the employment situation of veterans. Thisinformation is provided as a means to educate civilian employersand provide context for public and private sector initiatives relateda.to veteran employment.▶Veterans and EmploymentStigma:As previously cited, recent veterans areunemployed at higher rates as compared totheir non-veteran peers, and this disparityis most significant in the cases of female,Hispanic, and younger veterans. A review ofexisting data, policy, and academic research—considered in the context of extensiveinterviews with both veterans and employers—suggests several possible explanations forthis situation:▶Skills Transfer:The applicability of vocational skills andabilities learned in the military to a civilianwork context is not always intuitive to boththe veteran and the employer. Further, thetransferability of skills learned in the militaryvaries as to marketability in the civilianlabor market. Robust understanding of theeducation and skills, and their transferabilitywhether direct or indirect, of military veteranswill enhance demand for veterans by businessand industry.▶Knowledge Gap:Gaps in knowledge about the civilian employmentsector among young veterans–or bycareer military service members who havenever participated in the civilian labor market–appearto represent a significant barrierto employment. Further, gaps in employerunderstanding of veterans as prospective employeesare pervasive, based on research andemployer interviews conducted for this guide,as are misconceptions related to the civilianemployment implications of continuingservice obligations, and a high rate of volunteerismcharacteristic of many veterans.Stigmas related to mental health issues thathave been generalized to the veteran communityappear to play a meaningful role inthe unemployment situation of veterans.In a similar way, the increased number ofreturning veterans with unmet healthcareneeds attributable to a variety of factorsalso represents a barrier to employment.These include mental-health care, whichmay need to be addressed prior to veteransactively seeking employment, or potentiallythrough accommodations and employeeassistance programs during employment.Media portrayals of veterans with posttraumaticstress disorder (PTSD), includingthose by uninformed media pundits, werespecifically cited by employers in the contextof this research, and negatively impactemployer willingness to consider veteranemployees.▶Preparation for Employment:Many of our youngest veterans are leavingfirst-term enlistments, and are often transitioningfrom active service directly fromcombat deployments. There are severalapparent correlations to the high unemploymentrate representative of this group.Specifically, they may not be actively seekingemployment, they may not be ready foremployment, or employers may perceivethat they are not ready for employment.Further, the availability of unemploymentcompensation appears to impact someveterans with regard to the ‘urgency’ oftheir employment search, as might need forhealth care, and time for reunification withfamily and friends.guide to leading policies, practices & resources 7

artGeography:Inot▶adequately consider availability ofemployment opportunities when decidingThe tendency among veterans to return to return home. Recruiting efforts targetedto their home-of-record (residence upon to transitioning service members may notentering the military) after leaving military reach them during their transition, whileservice, and importantly, the fact that many they focus on a return home rather than atransitioning service members appear to be career opportunity.making the decision about where to relocatebefore beginning the job-search process, is Based on available data, interviews, andreported by employers as impacting veteranfocusedhiring initiatives. This tendency im-are most commonly cited by both veteranshistorical context, the factors noted abovepacts employment for several reasons. Data and employers as factors impacting thesuggests that rural Americans enter service employment situation of veterans. Whileat higher rates than urban Americans, in certainly this listing is not all-inclusive,part due to lack of access to jobs and education.According to a study conducted by employment challenges facing both stake-it does serve to provide context for thethe Pew Research Group, 44% of those who holder groups.have served in uniform since 2001 werefrom rural America. 1 Those who return toIn the same way that the factors citedrural areas tend to experience challenges relatedto availability of suitable employmentabove impact the supply side of the employmentsituation of veterans, it is alsoat adequate wage levels, among other issues.important to consider trends in the laborParticularly, enlisted service members domarket as they relate to industry demandfor work roles that represent likely employmentopportunities for veterans. Thesetrends are detailed in the next section.8 INSTITUtE FOR veterans and military familiesb.Labor Market Trends ImpactingVeterans EmploymentIn 2011, 2 the labor force participation ratefor Gulf War Era I veterans was 83.8%, andthis population experienced an unemploymentrate of 7.0%. The labor market participationrate for Gulf War Era II veteranswas roughly equivalent to the Gulf War EraI veterans, at 81.2% through 2011. However,Gulf War Era II veterans experiencedunemployment at a rate of 12.1%. Thesefigures compare to a labor force participationrate of 67.1% for non-veterans in 2011,and an average unemployment rate for thenon-veteran population of 8.7%. This datasuggests that on average, veterans participatein the labor force at higher rates thannon-veterans–demonstrating a willingness

to work and to be economically engaged.That said, unemployment rates for Gulf WarEra I veterans are more favorable than forGulf War Era II.With regard to the channels through whichveterans engage the labor market, the 2011Employment Situation of Veterans reportprepared by the DOL indicates that 69.5%of all employed veterans work in private,nonagricultural industries. An additional21.7% were employed by federal, stateand local governments, and 6.8% were selfemployed.3Figure 1 presents an overview of veteran employment by sectorin the private, nonagricultural industries. Specifically, the topfive industries employing veterans in 2011 were: manufacturing(13.0%), professional and business services (10.1%), educationand health services (8.2%), retail trade (8.2%), and transportationand utilities (7.1%).figure 1: Distribution of Employed by Veteran by Industry, 2011Private Industry:Manufacturing 13.00%Professional andbusiness services 10.10%Retail trade 8.20%Education andhealth services 8.20%Transportation andutilities 7.10%Construction 5.20%Financial activities 4.60%Leisure and hospitality 4.00%Wholesale trade 2.80%Information 2.40%Mining, quarrying, andoil and gas extraction 0.90%Other services 3.10%Private Industry: 69%2%agricultureand relatedindustries7%22%Self-employedworkers,unincorporatedgovernmentguide to leading policies, practices & resources 9

art IFurther, Figure 2 presents an overviewof the nation’s employment situation bysector, as a function of veteran status andgender. 4 These rates are unadjusted annualaverages for 2011 and represent the populationof individuals ages 18 and over.In summary, this data suggests that veteransare more likely to be employed bygovernment as compared to non-veterans,but the overwhelming majority of veteransare employed in private-sector, nonagriculturalindustries. The same amount of maleveterans are self-employed (7%) comparedto male non-veterans (7%), while theself-employment rate for female veterans(3%) is slightly less, as compared to nonveterans(5%).figure 2:Distribution of Employed by Veteran Status, Gender, and Industry, 2011100%90%80%70%60%50%40%30%20%10%0%2% 2%1% 1%7% 7%3% 5%11% 18%21% 29%80%70% 67%76%malefemaleVeterans Non-veterans Veterans Non-veteransAgriculture andRelated IndustriesSelf-EmployedWorkers,UnicorporatedGovernmentPrivate Industries10 INSTITUtE FOR veterans and military families

c.Projected Job CreationImpacting Veteran EmploymentData suggests that veterans have realizedsuccess finding employment in industrysectors projected to grow over the nextdecade. A recent study by the PayScaleResearch Center identified sixteen of themost frequent work roles held by veteransin the private sector, all of which arejobs that, according to the DOL, representgrowing industry sectors. Further, theseare work roles where the BLS suggests veteransare over-represented (as comparedto non-veterans). Figure 3 depicts the jobsthat are filled by veterans at a higherpercentage, as compared to non-veterans,and also illustrates the median annualpay of those vocations (with 5-8 years ofexperience). 5One reason cited by PayScale as explainingwhy veterans are over-represented in thesework roles relates to the skills that militarytraining confers; PayScale’s study identifiedthat veterans are more likely (as comparedto non-veterans) to hold technological skillsin areas such as computer networking, computersecurity, electronic troubleshooting,Microsoft SQL Server experience, informationsecurity risk management, and informationsecurity policies and procedures.Additional research by PayScale identifiedthe top 15 employers of veterans, highlightingfirms that employ veterans as anexplicit consequence of the specific skillsand competencies that veterans bring to theworkforce; that is, PayScale included onlyemployers–and positions at those employers–whichhad direct connections to themilitary service experience of the veterans,e.g., a cafeteria worker at a defense contractorwas not counted, while a technician oran engineer was counted. Among these employerswere Booz Allen Hamilton, Boeing,SAIC, and Lockheed Martin. 7figure 3: growth projections, median annual pay (5-8 years of experience), 2008-2018 6Business Development Manager$72,200Project Manager, ConstructionIntelligence AnalystFBI AgentProgram Manager, ITTechnical WriterFiremanHelicopter PilotSystems AnalystInformation Technology (IT) ConsultantNetwork Administrator, ITNetwork Engineer, ITSystems Engineer (Computer Networking/IT)Management ConsultantField Service Engineer, Medical EquipmentHVAC Service Technician$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$42,000All Veteran Jobs$52,9000% 5% 10% 15% 20% 25% 30%BLS growth Projectionsguide to leading policies, practices & resources 11

art Ihired.Public Policy and Public SectorInitiatives Impacting VeteranEmploymentPublic policy impacting veteran employmentis complex and multifaceted, leadingto public-sector initiatives that range fromthose that incur direct to indirect financialcosts (including costs either to address orto ignore the employment issue), implicatenational economic competitiveness, andthose positioned to leverage the trainingand experience afforded to veterans as aconsequence of taxpayer dollars. Publicsectorinitiatives also invoke the unemploymentsituation of veterans as a nationalsecurity concern, given the imperativeof fielding an all-volunteer military. Ingeneral, the scope of policy and regulatoryefforts impacting veteran employment canbe categorized as being motivated by one(or more) of the following:▶National Obligation to Veterans:The need for veterans to be supported andsuccessful in their post-service employmentpursuits is critical in order to maintainan all-volunteer force. Lengthy andfrequent deployments impact family members,particularly children, in ways whichwe may not yet understand, and for whichthere may not yet be adequate support andresponse. Employers may be unwilling tofuture reservists and guard memberswhen the burdens of service fall to thosecomponents, and when deployments maybe more frequent than previously contemplated.Such issues may be likely to deterfuture service by current members as wellas future generations. This may be particularlytrue if service is viewed as havinga negative impact on future life-course,including employment for veterans. Further,financial instability caused by lack ofemployment likely contributes to familydestabilization, increasing these impacts.▶The Cost of Unemployment andRelated Public Benefit Programs:Unemployment benefits are costly andtime limited. Disability benefits are bothcostly and potentially ongoing for anindefinite period of time. Other publicbenefits which often accompany disabilitybenefits, such as food stamps and housingvouchers, are also potentially life-longentitlements. Some benefits are meanstested,and are therefore less likely toresult in situations where the individual isgainfully employed. Usage rates of publicbenefit programs may be mitigated byemployment; the accompanying wellnessresulting from gainful employment andhistory suggests that effective and expeditedpaths to reemployment (or education)may prevent reliance on disabilityand other public benefits throughout one’slifetime.12 INSTITUtE FOR veterans and military families

▶Health and Wellness Implications:Unemployment leads to poor health outcomesand as previously noted, potentiallyincreased higher use of the public benefitssystem in the best cases. Unemployment iscorrelated with increasing rates of homelessness,severe mental health impacts,▶substance abuse and alcoholism, and evensuicide in the worst cases. Employmentis known to positively impact health andwellness, and may potentially preventpoor health outcomes leading to increasedpublic expenditure or poor life outcomesfor veterans. Unemployment and lackof access to health benefits may furtherexacerbate physical and mental-healthillnesses.▶Enabling NationalCompetitiveness:Public education and training expendituresare decreasing in times of fiscalrestraint, and there is a strong case to bemade that leveraging the unique skillsand education represented by veteranswill enhance national competitiveness.Veterans are already a select group, with7 in 10 Americans ineligible for militaryservice due to education, criminal records,substance or alcohol use, and otherfactors. “Over 97% of all entering servicemembers have a high school diplomaand above (not including the GED), comparedto a rate of only 81% for the generalpopulation (excluding the GED/alternativecredential),” 8 compared to a rate of only70.5% for the general population. As of2011, 27.20% of veterans had earned abachelor’s degree or higher and 34.19% ofveterans had some college or an associate’sdegree. Over 82% of officers had either abachelor’s degree (45.0%) or an advanceddegree (37.7%), compared to only 29.9% ofthe U.S. population age 25 and over withat least a bachelor’s degree. 9 Veterans alsohave significant work experience, rangingfrom a few years to more than 20 yearsof service, which, when appropriatelymatched to private sector jobs, may impactthe economic competitiveness of U.S. businessesand industries.Leveraging Public-SectorInvestments in Human Capital:Related to the above argument, the U.S.has invested in both accession and trainingfor each military member. Accessioncosts in FY 2010 were $22,898 per memberof the Army, and included funding foreducational loan repayment and the ArmyCollege Fund. Costs for training averaged$73,000 for those with advanced individualtraining (AIT) at a second duty station,or $54,000 for those who attended AIT atthe original training location. 10 This cost issignificantly higher than the 10-year averagecost reported by GAO for FY94 throughFY03, of $6,400 per selected Army occupation.Other service averages for the same10-year period were $18,000 for the Navyand $7,400 for the Air Force, both reportedas training cost averages for membersseparated under Don’t Ask, Don’t Tell. 11A more recent report by GAO reportedtraining and recruitment costs per servicemember ranging from $19,382 to $90,813per person, with reported costs includedvarying by each service. 12 Networks, trust,experience and other factors beyondtraining also are relevant components ofhuman capital.In what follows we briefly expand on each motivation above,so as to concurrently highlight noteworthy public and privatesector actions positioned to address veteran employmentissues and aims.guide to leading policies, practices & resources 13

There are a variety of policy initiativesthat are intended to address obligation toveterans for service by addressing employmentissues directly. These include protectingemployment rights, prohibitingdiscrimination, implementing affirmativeemployment action, providing incentivesand credits, and providing support for veteranemployment through peer supports,encouragement, recognition and other activities.Some address veterans’ unemployartINational Obligation to VeteransExamples of the public sector’s expression of obligation toveterans include public/private partnerships such as theWhite House’s Joining Forces initiative, focused messaging, andexplicit employment partnerships. 13 Expression of the obligationto veterans also includes intergovernmental collaboration.Highly visible public White House engagementthrough First Lady Michelle Obamaand Dr. Jill Biden leading the Joining Forcesinitiative raises awareness of veteran andfamily issues. This effort emphasizes andrelies on volunteerism, such as Give anHour and other volunteer-based not-forprofitorganizations.Examples of intergovernmental collaborationinclude the recently released reportfrom the DOD and Department of theTreasury calling on state governmentsto streamline licensure and certificationrequirements for military spouses movingfrom one state to another. Licensure andevaluation activities are similarly calledfor to enable veterans and their familymembers to obtain licensure when movinginto a state in their post-service lives.There are current and proposed activitiesin many states related to this activitydetailed later in this report, and there maybe opportunities for transfer of learning,and for businesses with activity in multiplestates to encourage new models. This willrequire evaluation of military experienceand training, collaboration between statesand DOD, as well as the various servicebranches, and between the states in orderto evaluate and appropriately credit experience,education, training, licensure, andcertifications across oversight boundaries.Such evaluation might also benefit fromexperience garnered by the AmericanCouncil on Education (ACE), through itsarticulated evaluations of experience,training and education in the military, andits relevance to certification and licensureeducation and experience requirements.The nation’s obligation to those who haveserved is also reflected in widespreadwelcome home celebrations for deployedservice members, yellow ribbon campaigns,clarity of the VA’s exemption fromsequestration in budget cuts, engagementof the DOL with the private sector throughthe Secretary of Labor’s Advisory Committeeon Veterans’ Employment, Trainingand Employer Outreach (ACVETEO),Governor Cuomo’s New York State Councilon Returning Veterans, JPMorgan Chase’(JPMC) 100,000 Jobs Mission consortiumof employers, the U.S. Chamber of Commerce’sHiring Our Heroes campaign, public/privatepartnerships such as EmployerSupport of the Guard and Reserves (ESGR),and many others. Such efforts highlightthat novel times call for innovative partnershipsto fully engage the actors with thenecessary experience to address comprehensiveissues.14 INSTITUtE FOR veterans and military families

ment directly, e.g., the Veterans’ PreferenceAct of 1944, as amended, and now codifiedin Title 5, United States Code, the Veterans’Employment Opportunities Act; the VOWto Hire Heroes Tax Credit; the UniformedServices Employment and ReemploymentRights Act (USERRA); Vietnam-Era VeteranEmployment Readjustment Assistance Act(VEVERAA); state unemployment compensationsystems; a new Veterans’ Job Corpinitiative; and others.Indirectly, the GI Bill, the Post-9/11 GIBill, and the Yellow Ribbon GI Bill impactemployment by providing vocational andpost-secondary education funding whichallows veterans, and with the Post-9/11GI Bill their dependents, to prepare forcareers. The Americans with DisabilitiesAct (ADA) provides for accommodationsfor those with disabilities incurred inmilitary service. And the Family andMedical Leave Act (FMLA), in addition toits provisions for typical occurrences incivilian life, specifically covers leave rightswhen military members are deployed andwhen caregivers of military members incurinjuries which impact veteran and familymember employment.Title 38 U.S.C Section 43, USERRA, prohibitsdiscrimination in employment oradverse employment actions against servicemembers and veterans. Specifically, “Anemployer must not deny initial employment,reemployment, retention in employment,promotion, or any benefit ofemployment to an individual on the basisof his or her membership, applicationfor membership, performance of service,application for service, or obligation forservice in the uniformed services.” 14 Italso provides reemployment rights forthose who are deployed from their civilianjobs. USERRA also includes requirementsfor reasonable accommodations, includingobligations to assist veterans in theirreemployment to become qualified forjobs through training or through retraining.This obligation applies regardless ofwheter or not the disability is connectedto a veteran’s service. USERRA’s disabilitydefinition is less stringent than the ADA’s,and it applies to all employers unlike theADA which applies only to employerswith 15 or more employees. VEVRAA alsorequires non-discrimination in employmentfor veterans for federal contractors(and not just to Vietnam-era veterans) withcontracts 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 stateor local governments). Some states, suchas Washington, provide for preferences inhiring veterans under state law, and somestates, e.g., California, provide significantlymore protections related to disability, andtherefore veterans with disabilities, thanthe ADA.guide to leading policies, practices & resources 15

art IThe Cost of UnemploymentCompensation & PublicBenefitsUnemployment compensation is availableto veterans for up to 99 weeks through theUnemployment Compensation for Ex-Servicemembers(UCX) program, EmergencyUnemployment Compensation (EUC08),and the Extended Benefit (EB). Benefitsare repaid to the states by the militarybranches as no withholding exists forunemployment compensation from servicemember paychecks. States, however,determine the benefit programs available,benefit amounts, number of weeks ofbenefits available, as well as the eligibilityfor benefits. 15“For FY 2010, approximately $1,571 millionin unemployment benefits (UCX,EUC08, EB, and the since expired $25 federaladditional compensation benefit) weredistributed to former military personnel.” 16Purely from an employment outcome perspective,it may be better to direct the UCXbenefits to other employment or trainingprograms. From a public policy perspective,and to the extent that unemploymentbenefits support health, mental health,financial stability, and perhaps needed timeout of the labor force, UCX may serve multiplepurposes other than income support.Unemployment benefits for veterans rangefrom a low of $235 per week to as high as$862 per week, or approximately $12,200to nearly $45,000 annually (depending onthe state in which the claim is filed). This isequivalent to minimum wage at 34 hoursper week on the low end of the scale, andsignificantly less than earnings in service.However, it may be equivalent or nearlyso to those jobs available in some ruralareas with little available employment. Bycomparison, a junior enlisted service memberat the grade of E-4 with over 3 yearsof service earns base pay of about $22,600annually, with housing and meals providedor housing and food allowances paid as additionalincome. Those veterans from 18 to24 years of age who separate are most likelyjunior enlisted members. While calculationsof comparative wages are beyond thescope of this guide, understanding relativecompensation of junior enlisted members,employment opportunities and wagesimmediately available to them, and theunemployment benefits available to themfor up to 99 weeks may partially explaindelays in seeking employment. This maybe particularly true in comparison to jobsreadily available in certain geographiclocations post-service.Public policy may also encourage delaysin seeking employment or structuring thejob search to maximize benefit eligibility.For example, it is possible in some statesto seek unemployment compensation andthen to begin workforce development system-fundedtraining, particularly for highdemand industries. This allows receipt ofunemployment benefits, tuition paymentsfor education and training lasting up totwo years, and no concurrent obligationto seek work during the training. At theend of the training, often provided at acommunity college and bearing degree16 INSTITUtE FOR veterans and military families

credit, the veteran may transition off ofunemployment, into a four-year degreeprogram, and only then begin using GI Billbenefits with their accompanying livingstipend. Thus, while formally counted asunemployed and seeking work during thefirst two years, the veteran is actually intraining with significant income.Many employees turn over in their first orsecond jobs during their first one to twoyears post-service at higher rates than inlater years or later jobs–likely due to poorfit between the veteran’s employmentor life goals and the jobs they are ableto find in the current economy, in theirgeographic area, or due simply to takingshort-term positions for income or benefitswithout regard to long term fit. However,most veterans remain in jobs they beginmore than one year post-service–likelyas they have found a better fit, but alsopotentially because they have been able toaddress other life issues which they wereunable to address while still in service,e.g., relationship renewal with familymembers post-deployment, transitioninginto civilian healthcare systems, moving toa permanent home or geographic location,or other factors.Because the challenges in veteran unemploymentare complex and multifacetedand not yet fully understood throughresearch, the public policy context for veterans’and dependents’ employment mustinclude not only employment policy butalso directly related policy, e.g., transportation,healthcare, disability, mental health,education, community reintegration, rural/urban distinctions and more. Policy impactingveterans is managed through a diversestakeholder group, including the VA, DOL,DOD, and others. Indirectly, policies relatedto housing, homelessness, Social Security,Medicaid, Medicare, private healthcare,transportation, and other areas impactveterans and their families. Fully addressingthe complex challenges may requirepublic/private partnerships in policy, andthe support of local communities, nongovernmentalorganizations (NGOs), andveteran service organizations (VSOs) in transitioningveterans back into civilian life.guide to leading policies, practices & resources 17

art IImplications for Employmentand Well-beingUltimately, employment is a key to economic,social and psychological wellbeing,community reintegration, familyfinancial stability, and more. Therefore,employment practices, collaboration withbusinesses and industries, and more arecritically important to the post-service lifecourse of veterans leaving service. Publicpolicy that supports integrated services,one-stop information gathering, referraland access to services, and other initiativesto streamline reintegration into civiliansociety will play an important role. Communities,including the civilian population,civic organizations, businesses andindustries, healthcare, educational institutions,public officials, and others havesignificant roles to play in the reintegrationof veterans.A review of relevant research illustratesstrong associations between poor healthoutcomes and unemployment, with over40 articles related to the topic. 17 One studyexplored the relationship between unemploymentand mental health, and foundthe most significant predictor of mentalhealth during unemployment was engagementin activity and perception of beingoccupied. 18 Another recent study discussedthe interactions between gender, familyrole, and social class, and found that“The financial strain of unemploymentcan cause poor mental health, and studieshave reported the beneficial effectsof unemployment compensation in suchcontexts. However, unemployment canalso be associated with poor mental healthas a result of the absence of nonfinancialbenefits provided by one’s job, such associal status, self-esteem, physical andmental activity, and use of one’s skills.” 19The study found that unemploymentimpacted the mental health of women lessthan men, in part due to family care responsibility,which kept them engaged inactivity. Additionally, the study found thatreceiving benefits during unemploymentwas correlated with better mental healthoutcomes. Voluntary or involuntary jobloss, particularly followed by periods ofunemployment, also negatively impactshealth. Among health conditions whichare linked to job loss were hypertension,heart disease, and arthritis. 20 Additionalnegative health outcomes attributed tounemployment included depression, substanceabuse, and even suicide. 21However, there are mitigating measures,including benefits, access to healthcare,community engagement, productive use oftime, family responsibilities and more. A recentstudy found: “The unemployed receivingunemployment compensation or benefitsfrom other entitlement programs didnot report significantly higher depression18 INSTITUtE FOR veterans and military families

Ultimately, employment is a key to economic, social and psychologicalwell-being, community reintegration, family financial stability, and more.relative to the employed.” 22 Finally, peoplewho have impaired health will also havelonger periods of unemployment, 23 makingaccess to health care a critical componentof unemployment policy. There are manysimilar studies focused on the relationshipbetween health and employment.During periods of unemployment, it maybe particularly important to mental healthfor the community to remain engagedwith veterans, specifically with veteranmen or others who are not productivelyengaged. Education and training programsmay have a significant role to play, asmay faith-based organizations, volunteerservice opportunities, and others whichimpact their self-perception. Communitycoalitions can and should address theneeds of veterans with a wide range ofservices, activities, and opportunities forproductive engagement in order to reducenegative mental health impacts, whichmight in turn otherwise prolong periodsof unemployment. Additional support forthese activities comes from hiring managerswho report that they would like tosee unemployed job applicants who havebeen engaged in training or education,temporary or contract work, or volunteering.24 These activities all support healthoutcomes and have additional networkingeffects, improved skills, and civilian reintegrationcomponents.transitions from military to VA healthcare,there may be delays in accessing care orin transferring records. Stigma may alsoplay a role, both in forming a new patient/provider relationship and trusting theprovider with mental health information,and in evaluating the risk of disclosure ofa mental health diagnosis while seekingemployment. Many veterans have sharedanecdotally that they fear disclosure of amental health diagnosis to healthcare providersbecause they believe employers willhave access to such records, as supervisorsand commanders were perceived to duringmilitary service.Another public policy component relatedto health and wellness outcomes forveterans is fiscally motivated and relatesto the impact of unemployment on stateMedicaid budgets. During heightened unemploymentmore people turn to Medicaidand to State Children’s Health InsurancePrograms (SCHIP), so states will often cutaccess to programs and services, includinghealthcare through Medicaid and SCHIP,and post-secondary education, 25 causingunemployed veterans to have less accessto programs and services. This may in turncreate further calls on public benefits andbudget implications.Additional concerns may include accessto health care during periods of transitionor unemployment. Those family memberswho previously had health access tomilitary service providers may no longerhave such access. Regardless of access,with a transition likely comes finding andengaging with a new healthcare provider,even with immediate employment. Whenmental health is also involved, it may beboth more difficult to find a provider, andto gain access to appointments. Duringguide to leading policies, practices & resources 19

art IEnabling NationalCompetitivenessIn addition to legislated and executivepolicies, concerns over national competitivenesshave motivated calls to action bypolitical and governmental players withregard to participation of the private sectorand of the community in addressing theemployment needs of military veterans.It is clear that the government is askingthe private sector to take a role in hiring,e.g., VA Secretary Eric Shinseki engagingwith the International Franchise Association(IFA) and its members, which havepledged 75,000 hires of veterans and theirspouses by 2014. Other examples are the100,000 Jobs Mission initiated by JPMCand partners, President Obama’s call forprivate industry to hire 100,000 veterans,and others. Each is making progress; forexample, the 100,000 Jobs Mission, at lessthan 12 months old, has reported thattheir 50 (and growing) member companiescollectively hired 12,179 veterans throughMarch 31, 2012. Even more importantis that the coalition has begun sharingpractices, tracking methods, and otherresources with each other and with otherinterested employers, which may positivelyimpact future veteran employment.However, private sector initiatives havenot yet been sufficient, and with over 1million veterans returning to the civiliansector over the next five years, more willneed to be understood.To date, the business case for hiring aveteran has been largely informed in thepublic domain by non-specific clichésabout leadership and mission focus. Whileleadership ability and the strong sense ofmission that comes from military serviceare characteristics that are highly valuedin a competitive business environment,alone these generalizations are not enoughto empower U.S. employers to move beyondart to science, and in doing so gaincompetitive advantage and fully benefitfrom the knowledge, training, and experiencesrepresented by those who haveserved in the military.Importantly, the business case validatingthe organizational value of a veteran issupported by academic research in a waythat is both more robust and more complexthan leadership and mission focus alone.Specifically, academic research from thefields of business, psychology, sociology,and decision-making strongly links characteristicsthat are generally representative ofmilitary veterans to enhanced performanceand organizational advantage in the contextof a competitive and dynamic businessenvironment. In other words, the academicresearch supports a robust, specific, andcompelling business case for hiring individualswith military background and experience.This competitive advantage must becommunicated to business and industry,and demonstrated through the contributionsof veterans to high-performingorganizations. However, until that messageis compellingly communicated and widelyadopted, public/private and public initiativeswill remain important in the directemployment context.20 INSTITUtE FOR veterans and military families

“Veterans are exceptionalindividuals who have servedour country, upheld thehighest ethical standards,and strive to do importantwork that makes a difference.”guide to leading policies, practices & resources 21

art ILeveraging Investments inHuman CapitalInvestment in human capital has slipped inthe United States, from education in K-12 tostate funding of college education. The military,however, has continued to invest intraining and education, and is selective inrecruiting enlisted military members whohave completed high school and score wellenough on the ASVAB military entranceexam. For the officer corps, the militaryrecruits those who have already attendedcollege, participated in ROTC, or have beeneducated in the service academies prior tocommissioning.Recent analysis by PayScale demonstratesunderstanding of the human capitalrepresented by veterans by companiessuch as Booz Allen, saying “Veterans areexceptional individuals who have servedour country, upheld the highest ethicalstandards, and strive to do important workthat makes a difference. Because of thesequalities, veterans embody many of BoozAllen’s core values and they thrive withinour culture.” 26 They follow on with discussionof military skill to civilian marketopportunities with clients that includedDOD, Air Force, Army, Navy, Marine Corpsand Homeland Security. The relationshipsand familiarity of veterans with theseorganizations has immediate, cognizablevalue. SAIC, another firm that has extensivegovernment relationships cites similarvalues and skillsets. With SAIC’s workforceconsisting of 25% veterans, and 22% oflast year’s new hires, the value they placeon the human capital acquired throughmilitary service is clear. PayScale’s analysisshows that the top four industries hiringveterans for their specific skills include“weapons and security, aerospace,government agencies and informationtechnology.” Industry jobs include technicaljobs and engineering, as well as governmentprocesses, which are learned through militaryservice. Perhaps most important in considerationof human capital are networks.Military veterans are strongly aligned toeach other, and are a source of recruitment,networking between firms and agencies,and are interested in supporting other veteransand their families in employment.Research demonstrates that high roadcompanies, those that are high performingand knowledge-based, often invest inhuman capital. They understand the valueof providing training and education to theirworkforce, and continue to provide themas means to reach a competitive advantage.Common traits of these companies, whichare similar to military service, include“selection of employees with technical,problem-solving, and collaborative skills;significant investment in training anddevelopment; commitment to buildingtrust and relying on employees to solveproblems, coordinate operations, and driveinnovation.” 27 Veterans are likely to valueand understand companies that will contin-22 INSTITUtE FOR veterans and military families

ue patterns of education and training theyexperienced while in the military —that is,companies that train for next assignments,provide mentoring, and are committed totheir employees and enabling them to beproductive. However, research also notesthat while private business and industrymay expend between $70 and $100 billionto train their executives or pay for tuitionfor higher education, they do not spendsimilarly for employees in technical jobs,for manufacturing, or for service. Thosejobs may provide an excellent fit sincemany veterans have the skills and experiencefor these midlevel jobs, provided bymilitary experience, training and educationwhich allow immediate fit when properlytranslated. Additional research on highperformanceworkplaces, which should besimilar to high-performing military workplaces,demonstrates significant benefits forboth employee and firm, including “efficiencyoutcomes such as worker productivityand equipment reliability; on qualityoutcomes such as manufacturing quality,customer service, and patient mortality;on financial performance and profitability;and on a broad array of other performanceoutcomes.” 28 Expectations for training,mentoring, supervision with feedback andsimilar activities may also assist with acculturationto the new civilian employer.Many companies are beginning to tapanother component of human capital–thenetworks of their military veteran employees.Once veterans are employed, and findfits, they may be the best representatives toother highly qualified veterans, and mayhave the best access to veteran networks.Tools may include professional networkslike LinkedIn and BranchOut, military-specificnetworks for those who have served,and social networks such as Facebook,Twitter, and Google Plus where manyveterans maintain close ties to other militarymembers and veterans with whomthey have served. Additionally, veteranswho attend college may be members of studentveteran clubs or chapters of StudentVeterans of American (SVA) and may befamiliar with other vets in priority recruitmentcolleges and universities. Given theopportunity to surround themselves withhigh-performing colleagues, they may assistin recruitment, and may help to form relationshipswith other agencies or businesseswhere their former colleagues have roles.With a critical mass for employee resourcegroups, they may also assist with retention.These networks expand beyond recruitmentand retention, as well. Networksof veterans across companies may createopportunities for cross-company collaborationor formation of new partnerships.Veterans may also have familiarity withprocess and subject matter in government,in the service branches, and with activitiesin other countries. The networks of otherswith subject matter and process knowledgethat a veteran may tap into bring businessvalue to organizations that understand andcapitalize on the networks.One less intuitive finding related to humancapital relates to health and wellness,with one author noting, “Military servicealso occurs at an age when service membersare forming lifelong habits that willaffect their health in the future.” 29 Healthalso includes drug-free status, which maybe even more likely for Guard and Reservemembers with continuing service obligationswho are subject to random drug testswith significant consequences. This suggests,from an employer perspective, thatthe health behaviors exhibited by veteransmay be reflected in reduced health carecosts and lost work days.guide to leading policies, practices & resources 23

art Ie.Noteworthy Law andRegulation ImpactingVeterans EmploymentThe policy motivated initiatives and collaboration identified inthe prior section have, in some cases, been codified into lawand regulation impacting the employment situation of veterans.In what follows, such law and regulation is detailed relevant toits real and perceived impact on employers.Equal OpportunityUSERRA protects the job rights of past andpresent members of the uniformed services,applicants to the uniformed services,and those who voluntarily or involuntarilyleave employment positions to undertakemilitary service or certain types of servicein the National Disaster Medical System.By providing for the prompt reemploymentof such persons upon their completionof such service, USERRA is intendedto minimize the disruption to the lives ofservice members, as well as to their employers,their fellow employees, and theircommunities. Title 38 U.S.C Section 43 ofthe act prohibits discrimination in employmentor adverse employment actionsagainst service members and veterans.Congress designated that the federal governmentshould be a model employer indemonstrating the provisions of this chapter.Most importantly, the Supreme Court’sinterpretation of the legislation includesa mandate for its liberal construction forthe benefit of service members, indicatingthat no practice of employers or agreementsbetween employers and unions cancut down the service adjustment benefitswhich Congress has secured for veteransunder the act. 30Companies like Allied Barton SecurityServices, Verizon Communications, UnitedResearch Services Corporation, and GeneralElectric (GE) all indicate that theyhave a company policy to comply with theintent of USERRA. Additionally, a new bill(H.R. 3670) 31 proposed on December 14,2011, would require the TransportationSecurity Administration (TSA) to complywith USERRA. In short, employers in boththe public and private sectors have committedto honoring the provisions of theact, and many more companies continuallyjoin the list of its supporters. WhileUSERRA provides protections for veterans,the burden of proof of discriminationrests with the veteran. The DOL enforcesUSERRA and provides ombudspersons toengage with employers to assist in resolvingcomplaints prior to either litigation orenforcement actions, but voluntary support,and particularly public statements ofsupport, such as engaging with ESGR, mayprove more advantageous than enforcedsupport.Though not a military-specific law, theADA of 1990 affects veterans who havesustained physical or mental disabilitiesrelated to their service, by protectingagainst discrimination based on thepresence of disabilities and mandatingthat employers make appropriate andreasonable accommodations for employeeswith disabilities. 32 The ADA definesaccommodation as any enabling change toa work environment that allows a qualifiedperson with a disability to apply foror perform a job, as well as any alterationthat ensures equal employment rights andprivileges for employees with disabilities.Corporations complying with this law willafford veteran employees with disabilitiesan equal foundation on which to applyand further their skills and talents. USER-RA contains disability accommodationrequirements that go beyond the ADA as24 INSTITUtE FOR veterans and military families

well, requiring affirmative steps to bringan employee to the level of being qualifiedfor other positions, including promotionsfor which the employee would have beengranted had the employee remained employedand working. Generally, similar accommodationswill be effective under bothlaws, with training and retraining to attainqualification offered only under USERRA.This addresses the needs of returning servicemembers who have sustained injuryor disability (short term or permanent)while in service.VEVRAA 33 (as amended) pertains directlyto veterans, prohibiting employmentdiscrimination by contractors with subcontractsentered into or modified on or afterDecember 1, 2003 against certain veteransand requiring affirmative action for specificveterans. Under the regulations implementingVEVRAA, all covered contracts andsubcontracts must include a specific equalopportunity clause and certain contractorsand subcontractors are required to have awritten affirmative action program (AAP).For employers with contracts and subcontractsentered into on or after December 1,2003, each contractor or subcontractor thathas 50 or more employees, a federal contractor subcontract of $100,000 or more,and that does not fall in certain exceptions,such as being out of the country or workingfor certain state or local governments, mustprepare, implement, and maintain a writtenAAP for each of its establishments.VEVRAA protects several categories ofveterans who served in the U.S. military onactive duty for a duration of more than 180days during the period of August 5, 1964through May 7, 1975, as well as those whoserved in the Republic of Vietnam betweenFebruary 28, 1961 and May 7, 1975, includingspecial disabled veterans, disabledveterans, recently separated veterans (threeyears), other protected veterans, and ArmedForces Service Medal veterans.▶ A special disabled veteran is a personwho is entitled to compensation underlaws administered by the VA for a disabilityrated at 30 percent or more; or,rated at 10 or 20 percent, if it has beendetermined that the individual has aserious employment disability; or, aperson who was discharged or releasedfrom active duty because of a serviceconnecteddisability.▶ A disabled veteran means a veteranwho served on active duty in the U.S.military ground, naval, or air serviceand is entitled to disability compensation(or who but for the receipt ofmilitary retired pay would be entitledto disability compensation) under lawsadministered by the VA Secretary; or,was discharged or released from activeduty because of a service-connecteddisability.▶ With respect to federal contracts andsubcontracts entered into on or afterDecember 1, 2003, recently separatedveterans means any veteran whoserved on active duty during the threeyearperiod beginning on the date ofsuch veteran’s discharge or releasefrom active duty.▶ An other protected veteran meansany other veteran who served on activeduty in the U.S. military ground,naval, or air service during a war, ina campaign or expedition for which acampaign badge has been authorized.▶ An Armed Forces Service Medal veteranmeans a veteran who, while servingon active duty in the U.S. militaryground, naval, or air service, participatedin a U.S. military operation forwhich an Armed Forces Service Medalwas awarded pursuant to ExecutiveOrder 12985 (61 Fed. Reg. 1209).” 34guide to leading policies, practices & resources 25

art I▶ Recommendations:26 INSTITUtE FOR veterans and military familiesEmployer familiarity with the lawand policy encouraging or requiringveteran hiring or reemployment,including present enforcementactivities is imperative.Structure company policy to bein compliance, or to go beyondcompliance, and use such policiesto positively promote engagementwith current employees andprospective employees, includingthose in the networks of currentemployees. Highlight effortstaken to reintegrate returningveterans who were on leave underUSERRA or to integrate and trainnew veteran employees. Specifically,demonstrate that businessprocesses not directly integratedinto veteran initiatives understandveteran employees and theinitiatives important to companyleadership and legal compliance.▶ Resources:Help Navigating DOL Laws andRegulations:http://www.dol.gov/compliance/index.htmEqual Employment Opportunity on the Job:http://www.dol.gov/compliance/topics/eeo-otj.htmThe Vietnam Era Veterans’ ReadjustmentAssistance Act (VEVRAA):http://www.dol.gov/compliance/laws/comp-vevraa.htmThe Uniformed Services Employment andReemployment Rights Act (USERRA):http://www.dol.gov/compliance/laws/comp-userra.htmThe Rehabilitation Act of 1973, Section 503:http://www.dol.gov/compliance/laws/comp-rehab.htmDOL 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.htmFamily LeaveIn some cases, veterans and militaryfamilies may experience situations mandatingtemporary leave from employment.Should these circumstances transpire,FMLA 35 entitles eligible employees of coveredemployers to take unpaid, job-protectedleave for specified family and medicalreasons with continuation of group healthinsurance coverage under the same termsand conditions as if the employee had nottaken leave. Two provisions to the FMLApertain to military family members:▶ Qualifying Exigency Leave permitsmilitary family members to take upto 12 weeks of FMLA leave during any12-month period to address issues thatarise during a military member’s deploymentto a foreign country, such asattending military sponsored functions,making appropriate financial and legalarrangements, and arranging for alternativechildcare.▶ Military Caregiver Leave allows familymembers of a covered service memberto take up to 26 weeks of FMLA leave

during a single 12-month period to carefor the service member who is undergoingmedical treatment, recuperation,or therapy, is otherwise in outpatientstatus, or is otherwise on the temporarydisability retired list for a seriousinjury or illness incurred or aggravatedin the line of duty on active duty.Both provisions apply to the families ofmembers in both the active duty and reservecomponents of the Armed Forces. 36▶ Recommendations:Understand and implement policiesto support legal compliance obligations.Highlight leave usage whichbenefits veterans and their families.▶ Resources:The Family and Medical Leave Act (FMLA):http://www.dol.gov/compliance/laws/comp-fmla.htmTax Incentives Supporting VeteranEmploymentPresident Obama’s challenge to the privatesector to hire 100,000 unemployed veteransby the end of 2013 has increased the awarenessof the disproportionately high rate ofunemployment among our nation’s veterans.To further raise the issue and incentivizeemployers, the president signed theVOW to Hire Heroes Act of 2011, 37 whereinthe federal government now offers taxcredits for companies that hire unemployedpost-9/11 veterans or their spouses.According to TriWest, many companiesacross the U.S. are not aware of the veteranunemployment issue. The tax credit helpsraise awareness among these companiesand provides visibility that veteran unemploymentis a national concern. PresidentObama’s 100,000 Jobs Challenge, the JoiningForces initiative, private sector hiringinitiatives like the 100,000 Jobs Mission ledby JPMC, the Hiring our Heroes initiativeled by the Chamber, and the tax incentivesof the Vow to Hire Heroes Act havecontributed to increased media coverage.The public/private partnerships highlightthe tax incentives available, and positiveexposure of companies that are championingthe cause to hire more veterans assistswith awareness and provides benefits tothe employers that are active in the issue.Additionally, positive public response receivedby these initiatives have received hasincentivized new participating companiesto join.Overall, companies that have championedthese veteran initiatives are not making hiringdecisions based on tax breaks, nor arethey influenced by social or civic pressure;rather, they are making their decisionsbased on the skills and talents that makegood business sense. According to Walmart,hiring veterans is a great long-term investment.However, some companies aremaking veteran hiring decisions based onthe tax breaks, so once the tax credit isgone, the hiring of veterans could decrease.To avoid this situation, it is important tocollect data to make the case that hiringveterans makes good business sense. Withlimited durations of the tax incentives, thewindow of opportunity exists now to addressunemployment issues among veteransand to make the case to help create sustainabilityin the hiring efforts and retention ofveterans.Because tax incentives are specific innature and duration, with requiredsteps to use them, and varying levels ofbenefit depending on characteristics ofthe veteran, it may be difficult to plan forspecific credit levels for each hire. Alternatively,if tax credits are a determinativefactor in hiring veterans, then it will benecessary to identify the level of creditdesired, the characteristics of the veterannecessary to claim the credit, and thento recruit based on these characteristics.guide to leading policies, practices & resources 27

art IThe VOW to Hire Heroes Act of 2011amended the Work Opportunity Tax Credit(WOTC) to add credits for hiring veteranswho are qualified under the act, andalso to allow the tax credit to be taken bysome tax-exempt employers, not againstincome taxes, but as credits for the employer’spayment of social security taxes.Vets must begin work before January 1,2013 under the current legislation. Thecredit may be worth up to $9,600 for eachveteran hired at for-profit employers, andworth up to $6,240 for certain tax-exemptemployers. The level of the credit varies bycertain factors, such as length of unemployment,hours worked, and first-yearwages. 38 A fact sheet is available from theDOL which provides an overview of thecredit and the various eligibility factors. 39▶ Resources:VA VOW to Hire Heroes Act 2011:http://benefits.va.gov/vow/index.htmVOW to Hire Heroes Act 2011,For Employers:http://benefits.va.gov/vow/foremployers.htmInternal Revenue Service ExpandedWork Opportunity Tax Credit Availablefor Hiring Qualified Veterans:http://www.irs.gov/businesses/small/article/0,,id=253949,00.htmlDOL Fact Sheet:http://www.doleta.gov/business/incentives/opptax/PDF/veterans_fact_sheet12_1_2011.pdff. Summary▶ Recommendations:Determine whether tax credits will bea driving factor in new hires, if theywill be used incidentally to new hires,or if they will not be used at all. Aftermaking this strategic determination,implement policy and processeswhich will drive hiring decisions andtax credit applications, including collectingnecessary data at the relevantstage of the application or hiringprocess. If tax credits are a drivingfactor, advertise support for veteransand the policy to drive applications,monitor usage, and highlight usage incommunications materials to demonstratesupport of veterans.The purpose of Part I of this publicationwas to offer context for, and insightinto, the employment situation of veteransand also to provide a brief overviewof the scope and breadth of the widevariety of public- and private-sectormotivations for efforts positioned toaddress veterans’ unemployment.Moving forward, we turn our attention tothe issues, findings, and practices illustratedby academic research, and espousedby leading employers of veterans, that serveas the basis for the actionable prescriptionsoffered throughout the remainderof the publication. These issues, findings,and practices are positioned to serve as thefoundation for strategies that can be pursuedby the employer community, supportingthe employment of veterans and theirfamily members.28 INSTITUtE FOR veterans and military families

guide to leading policies, practices & resources 29

art IIAs illustrated in Part 1 of this guide, the factorsunderlying efforts to support veterans in thepursuit of meaningful and gainful employment aremultifaceted and complex. Those factors are alsocompelling and support a coordinated effort onthe part of the public and private sector focusedon positively impacting the employment situationof veterans.However, that said, employers interviewed forthis publication–and more broadly commenting inothers forums–continue to cite practical impedimentsto executing a veteran-focused employmentstrategy. Such impediments form the basis oftension between external pressures based in“doing right” by America’s veterans, and thepractical realities associated with managing a fair,efficient, and effective human resources practice.30 INSTITUtE FOR veterans and military families

In Part II of this publication we highlight the most commonly cited challengesreported by employers and where possible, suggest strategies, tactics, andresources positioned to mitigate these challenges based on academic research,as well as state-of-practice examples, as illustrated by leading employers.1. Employer Challenge: Articulating aBusiness Case for Veterans’ EmploymentIn the context of employer engagement,one of the most commonly cited challengesof senior leaders, hiring managers, andHR personnel is related to the inherentlimitations of motivating a veteran-focusedemployment program in the absence of arobust and communicated logic as to whyhiring a veteran is “good for business.” Inother words, it was evident from researchthat the community of employers wouldbenefit from a business case supportingveteran employment as a basis to garnerstakeholder support for hiring initiativesfocused on veterans and their families.▶ a review of academic research contrastingveterans/service memberswith non-veterans in the context ofvocational tasks, skills, and experiences;and▶ a review of academic research focusedon specific abilities, attributes, andcharacteristics required for successin a given work role, as compared toresearch focused on the abilities, attributes,and characteristics descriptive(generally) of military veterans.In what follows, we present the results of acomprehensive review of the academic literaturepositioned to illustrate the foundationalelements around which employerscan formulate research-informed logic forrecruiting and developing military veteransin the civilian workforce. The propositionsbelow, originally published by theIVMF in “The Business Case for Hiring aVeteran: Beyond the Clichés,” were developedbased on:guide to leading policies, practices & resources 31

art II▶Importantly, the scope of the academicVeterans Are Entrepreneurial:research that informed this business caseis limited to research that considers the Academic research focused on the attributesand characteristics of successfulabilities, attributes, and characteristicsconferred to the individual veteran as a innovators and entrepreneurs highlightsconsequence of military service, as those that high-performing entrepreneurs haveattributes complement performance in a in common strong self-efficacy, a highcompetitive business environment. That need for achievement, are comfortableis, the research does not include elements with autonomy and uncertainty, and makeof the business case for hiring veterans effective decisions in the face of dynamicthat are externally/market-driven, such as environments. Across multiple studies,research illustrates that these sameenhanced reputational value to the firm,customer/stakeholder legitimacy, andattributes are generally characteristic ofother similar motivations. Such considerationsare real and compelling, and For example, research focused on the cur-military service members and veterans.should also be considered by private-sector rent all-volunteer force suggests that thosefirms in the context of their employment who are drawn to military service arestrategy related to veterans. As one retail individuals with a high need for achievement(self-selection). Further, militarycompany executive cited, “If it matters toour customers that we are hiring veterans, training and socialization processes havethen we better be hiring veterans!”been demonstrated to instill high levels ofself-efficacy, trust, and a strong sense/comfortwith autonomy and dynamic decision-In addition, the academic research thatinformed this business case did not considertypical corporate social responsibility are linked to entrepreneurship and anmaking processes. These attributes, as theyarguments for hiring veterans. Again, such entrepreneurial mindset among militaryconsiderations are real and compelling, veterans, have been consistently demonstratedin practice. According to multipleand are likely similar to those related tohiring any population with public stakeholders,as well as the need for diversity Business Administration (SBA) and others,studies commissioned by the U.S. Smallof views and experiences to drive innovationand connection with specific market than non-veterans to pursue businessmilitary veterans are twice more likelysegments.ownership after leaving service, and thefive-year success rate of ventures ownedby veterans is significantly higher than thenational average.In the end, such factors serve to furtherenhance the following research-informedpropositions supporting the inherentvalue of hiring individuals with militaryexperience:32 INSTITUtE FOR veterans and military families▶Veterans Assume High Levelsof Trust:The ability to trust coworkers and superiorshas been consistently highlightedin organizational behavior literature as asignificant predictor of high-performingteams, organizational cohesion and morale,and effective governance systems.

Research studies focused on both militarypersonnel and veterans indicate that themilitary service experience engendersa strong propensity toward an inherenttrust and faith in coworkers, and also astrong propensity toward trust in organizationalleadership. In turn, the academicliterature broadly supports the findingthat in organizations where trust betweenco-workers–and between employees andleadership–is strong, organizational performanceis enhanced.▶▶Veterans Are Adept at SkillsTransfer Across Contexts/Tasks:The ability to recognize and act on opportunitiesto transfer skills learned in a specificcontext, to a disparate context, representsa valuable organizational resource. Severalstudies focused on skills transfer havehighlighted that military service membersand veterans are particularly skilled in thisability. Research has attributed this findingto the fact that military training mostoften includes contingency and scenariobasedpedagogy, and as a result, servicemembers and veterans develop cognitiveheuristics that readily facilitate knowledge/skills transfer between disparate tasks andsituations.Veterans Have [and Leverage]Advanced Technical Training:Military experience, on average, exposesindividuals to highly advanced technologyand technology training at a rate that isaccelerated relative to non-military, agegrouppeers. Research validates the suggestionthat this accelerated exposure to hightechnology contributes to an enhancedability to link technology-based solutionsto organizational challenges, and also thetransfer of technological skills to disparatework tasks. In other words, not only domilitary veterans (on average) have moreadvanced exposure to high technologyrelative to their age-group peers, but theyalso make the most of that knowledge byeffectively leveraging knowledge acrossdisparate work-related tasks.▶▶Veterans Are Comfortable/Adeptin Discontinuous Environments:The contemporary business environmentis dynamic and uncertain, and researchconsistently highlights the organizationaladvantage conferred to firms that are ableto act quickly and decisively in the faceof uncertainty and change. Cognitive anddecision making research has demonstratedthat the military experience is positivelycorrelated to the ability to accurately evaluatea dynamic decision environment, andsubsequently act in the face of uncertainty.Several studies highlight that this abilityis further enhanced and developed inindividuals whose military experience hasincluded service in a combat environment.Veterans Exhibit High-Levels ofResiliency:The notion of resiliency refers to a conditionwhere individuals can successfullyadapt despite adversity, overcome hardshipsand trauma, achieve developmentalcompetencies, and excel even in the faceof harsh environments. Multiple studieshave found that military veterans exhibithigh levels of resilient behavior; that is, asa consequence of the military experienceveterans (generally) develop an enhancedability to bounce back from failed professionaland/or personal experiences morequickly and more completely, as comparedto those who have not served. The businessstrategy and applied psychology literaturehighlights the positive benefits ofemployee resiliency in multiple contexts/settings where intermediate or terminalfailures are likely to be high, such as innew product development, early-stageventures, sales, high-technology ventures/work-roles, and in environments wherecustomer relationships are transactionbased.guide to leading policies, practices & resources 33

art II▶Veterans Exhibit AdvancedTeam-Building Skills:▶Veterans Exhibit StrongOrganizational Commitment:Several studies have compared military servicemembers and veterans to non-veteransin the context of team-building skills andefficacy. Findings from that research illustratethat (as compared to those that havenot served in the military) veterans aremore adept with regard to: 1) organizingand defining team goals and mission,2) defining team member roles and responsibilities,and 3) developing a plan foraction. Further, research also suggests thatthose with prior military service have ahigh level of efficacy for team-related activities;that is, veterans exhibit an inherentand enduring belief that they can efficientlyand effectively integrate and contributeto a new or existing team. Taken together,the academic research supports the notionthat veterans will enable high-performingteams in an organizational setting. Researchon high-performance teams suggeststhat communication and idea exchange arecritical, and in combination with skills atforming teams, provides additional reasonto consider hiring veterans. Research findsthe key components are frequent communication,including equal time listening andtalking, frequent informal communication,and engagement with people not insidethe team. 1 These fit with veteran abilitiesto form and dissolve project-based teams,using communication skills and processesdeveloped in the military.Socialization tactics can have profoundimplications for the identity of organizationalmembers, by facilitating identitychange so that one’s concept of selfbecomes informed and intertwined withthe identity of the organization. Militaryinstitutions are particularly adept atinstitutional socialization, and as a resultthe military experience engenders a stronglinkage between the individual and theorganization. Research has demonstratedthat military veterans bring this strongsense of organizational commitment andloyalty to the civilian workplace. For theorganization, this strong sense of organizationalcommitment can contribute toreduced attrition/turnover, and will also bereflected in the employee’s work product.Further, in situations where organizationalcommitment is high, research suggeststhat organizational norms, customs, andethical standards are more strongly internalizedand adopted across the firm.▶Veterans Have [and Leverage]Cross-Cultural Experiences:The nature of military service todaynecessarily dictates that veterans must beskilled at operating across cultures andinternational boundaries. Multiple studiesconsistently highlight that those individualswith military backgrounds 1) have moreinternational experience, 2) speak morelanguages(and more fluently), and 3) havea higher level of cultural sensitivity ascompared to age-group peers that have notserved in the military. The cross-culturalexperiences characteristic of veterans representa competitive advantage for the firm,given the increasing globalization of thebusiness environment.34 INSTITUtE FOR veterans and military families

▶Veterans Have Experience/Skillin Diverse Work Settings:While the military has been publicallycriticized for a lack of diversity on severalimportant dimensions, research hasconsistently highlighted the fact that theall-volunteer military actually representsa very heterogeneous workforce acrossmyriad dimensions. These include educationalbackground, ethnicity, culture,values, and the goals/aspirations of organizationalmembers. As a consequence,multiple studies have found that thosewith military experience are (on average)highly accepting of individual differencesin a work setting, and exhibit a high levelof cultural sensitivity with regard to suchdifferences in the context of workplaceinterpersonal relationships.These findings suggest a strong and compellingargument supporting the engagementof the nation’s employers in the employmentsituation of veterans. Importantly,this argument extends beyond social responsibilityor obligation, and goes directlyto a market-based competitive advantageand employer’s bottom line. As a consequence,we assert that this business case iswell-positioned as a tool to support educatinghiring managers and human resourcepersonnel as to the potential value that aveteran brings to the civilian workforce.Further, this research also opens the door toassisting both the employer and the veteranto identify specific work roles that are wellsuitedfor veterans.Recommendations & Resources:The following recommendations are providedfor employers in order to leveragethe material above:▶ Disseminate the business case to hiringmanagers and human resourcepersonnel as a means to communicatethe potential value that a veteranbrings to the civilian workforce▶ Incorporate the findings cited aboveinto internal training programs focusedon the firm’s non-veteranworkforce▶ Distribute the business case to keyinfluencers across the firm, includingboard members and key customers▶ Incorporate elements of the businesscase into marketing and communicationsefforts focused on both internaland external stakeholders▶ Customize the business case in a waythat links the “value of a veteran”to how your particular firm createsvalue for your customers▶ As a resource, the full business casefor hiring a veteran can be downloadedat http://vets.syr.edu.guide to leading policies, practices & resources 35

art II2. Employer Challenge: Certification,License, and ExperienceMany military work roles would require licensure and certifications, if performedin the civilian sector. Civilian licensing of otherwise skilled veterans is commonlycited by employers as an impediment to fully leveraging the skills and experiencesof military veterans.Licensure and certification requirementsare commonly preceded by education andtraining, which varies between militaryand civilian sectors. However, the skills areoften similar or identical, and the trainingand education is also similar in scopeand content (between military and civiliansectors). Two primary components are atissue for employers that cite licensing andcertification as an impediment to hiringveterans:▶ A lack of understanding related to theveteran’s training and education as itcorrelates to the civilian equivalency(and how may the equivalency beascertained)▶ A lack of understanding related to theduties/activities of the veteran’s workrolein the military, as it correlatesto the requirements associated withcivilian licensing and certificationstandards.To a large extent, licensure and certificationis a state-level issue; that is, individualstates are responsible for vocational licensingrelated to most work roles requiringcivilian certification. Legislative and executivepolicy is beginning to address certificationand licensure for education, training,and skills obtained in military service, soas to allow easy transfer of licensure to takeplace as military members (and families)transfer from one state and jurisdiction toanother post-service and not only duringservice. These policy initiatives continue toensure the integrity of the license or certificationbut expedite attainment for thosealready qualified. These policies includelicense reciprocity, reduced documentationrequirements for veterans, expedited reviewsof licensing/certification applications,temporary licensure, and others.Initiatives in several states, and for severaltarget occupations including nursing,teaching, and childcare, were highlightedin a Treasury/DOD joint report on occupationallicensing focused on spouses whomove to support serving family members.As mentioned, there are also efforts underwayto streamline the process throughwhich education, training, and experiencegained as a result of military service canbe applied to generate a civilian certificationor license. Based on a review of36 INSTITUtE FOR veterans and military families

those efforts, New York State has madethe most significant progress in this area.For example, in New York, a commercialdriver’s licensure (CDL) has been streamlinedfor veterans who held similar rolesin the military, as have some positions inhealthcare and education. Efforts are alsocurrently underway in New York to reducethe training and experience required ofmany private security and law enforcementcertifications, for those individualswho performed similar work roles whileserving in the military. Other states havetaken steps similar to New York for emergencymedical technician and ambulancedriver roles, and there is an ongoing efforton the federal level for those occupationsthat require federal licensure.All that said, from an employer perspectivethe general consensus is that stateregulatory agencies have been slow toaddress this important issue, and ongoinginitiatives are disparate and uncoordinated.While some states have taken significantand meaningful steps to acknowledgemilitary training and experience in theirlicensing and certification programs (e.g.,New York, Pennsylvania, Washington),others have taken limited or no action. Asit is in the best interest of both the veteranand the employer that military trainingand experience can be leveraged in theform of a civilian license or certification,some firms have taken proactive steps toovercome the challenges related to certification,and by doing so have been able toleverage the skills, training and experienceof veterans in the workforce. Detailed beloware some of the strategies adopted byleading employers to address the challengesrelated to certification and licensure ofmilitary veterans.Recommendations & Resources:The following recommendations are providedfor employers related to licensingand certification:▶ Identify those work roles withinyour organization that require state/federal licensure or certification, andconcurrently identify those militaryoccupations that assume similarskills, training, and experience. Manyof the available Military OccupationalSpecialty (MOS) translator tools canassist with mapping civilian workroles to military occupations. 2▶ Assign the firm’s human resourcesteam to stay up-to-date and informedas to state-specific policies, programs,and initiatives focused on licensingand certification programs impactingveterans–particularly as those initiativesrelate to work-roles in demandat your organization.▶ Firms with operating locations acrossmultiple states may be positionedto leverage state-specific reciprocityagreements with regard to the licensing/certificationopportunities forprospective veteran employees, wherea given state has taken steps to providelicensing/certification opportunitiesto veterans (given military education/training/experience).guide to leading policies, practices & resources 37

art II▶ Leverage internships, job shadowing,and similar initiatives as an opportunityfor veterans lacking the experiencedimension of a licensing/certificationrequirement, to acquire the requiredexperience. Additionally, if possible,provide these opportunities by puttingexisting veteran employees in thetrainer capacity.▶ Leverage local workforce developmentorganizations, many of whichprovide training that will contributeto fulfilling certification requirementsfor many work roles. This training isoften without cost to the employer.▶ Leverage private-sector trainingprograms such, as JPMC’s “GET-VET”(Global Enterprise Technology Trainingfor Veterans) at Syracuse University(SU) 3 or Prudential’s “VETalent”program (technology training), 4 as aworkforce development opportunityfor veterans. Both programs can leadto civilian sector certifications. Similarefforts exist in “green” jobs, forestry,firefighting, and other sectors in bothgovernment and the private sector.▶ Encourage prospective veteran employeesto utilize programs and resourcesavailable through the VA, such as theVA work-study program 5 and the VAVocational Rehabilitation program, 6as a means to obtain relevant trainingand education required for licensing/certification, and seek to hire veteranswho complete such coursework.▶ Related to state-specific initiativespositioned to address licensure andcertification for veterans, summarizedin Appendix G are ongoing initiativesenacted to streamline or acceleratelicensure and certification forveterans within each of the 50 states.Appendices A-D are checklists for employers, focused suggestions, steps,and opportunities to effectively leverage public/private sector resources andpractices positioned to enhance opportunities for training and certificationof the veteran workforce. These checklists were prepared based on thepractices of private-sector firms that have leveraged such techniquessuccessfully to advance their veteran-focused employment efforts.38 INSTITUtE FOR veterans and military families

3. Employer Challenge: Skills Transferability,Supply, and DemandAnother challenge commonly cited byemployers relates to the transferability ofmilitary-trained skills and abilities to the civiliansector; that is, many hiring managersand HR professionals report a perceptionthat skills and experiences gained throughmilitary service do not always correlateto the work-role responsibilities typical ofmany civilian sector jobs.An important insight related to the perceptionamong some hiring managers thatmilitary-trained skills and abilities don’teasily translate to the civilian sector, isthat this perception appears to be sometimesreinforced as a consequence of employersrelying exclusively on one of themany MOS translator tools currently available.As a result, in some instances thesetools have the unintended effect of closingthe door to employment opportunities forsome veterans who, as a consequence ofa varied military career combined withother educational experiences, are in factviable candidates for a given civilian employmentopportunity.Based on in-depth interviews of theemployers contributing insights to thispublication, and analysis of in-demand civilianoccupations provided by these sameemployers, it appears that the misperceptionsrelated to skills transferability arelargely a function of a lack of understandingamong civilian employers as to theroles and responsibilities associated withmany military occupations.As a means to better educate civilianemployers seeking to relate military occupationsto civilian employment opportunities,PayScale created a list of occupationsfor which veterans are ideally suited,based on the transferability of militaryskills and training, as well as a functionof those occupational roles identifiedas “high demand” in the civilian sector.Similarly, Monster.com evaluated broadoccupational skills for supply, demand, andadditional training and education requirementcharacteristics, finding:“While these tools were createdto provide employers generalinsight into the experiences andtraining associated with a givenmilitary occupation, in somecases we found that employers arerelying on these tools as a firstand only screen of prospectiveveteran employees.”In addition to the careers and skilled tradeslisted by Monster.com, PayScale foundthat veterans more frequently hold thefollowing skills than non-veterans: “CiscoNetworking, Computer Security, ContractorManagement, Electronic Troubleshooting,Leadership, Microsoft SQL Server, ProgramManagement, Security Policies and Procedures,and Security Risk Management.”Veterans also often hold security clearances,which are currently active or quickly ableto be investigated and reactivated, a criticaladvantage for many firms engaged withgovernment or with contractual requirementsfor cleared workers.guide to leading policies, practices & resources 39

art IIImportantly, it’s also critical to note thatthe notion of skills transferability appliesequally to technical skills/abilities conferredas a consequence of military service, andalso those less tangible skills and abilitiescharacteristic of veterans that are valuedin the workplace, but that are not necessarilywork role specific.For example, research conducted byMonster.com suggests that “soft-skills”characteristic of veterans such as the abilityto concentrate for long periods, creativity,attention to detail and accuracy, a calmdemeanor, the ability to communicate, selfdiscipline,confidence, and the ability to followdetailed instructions were all reportedby employers already hiring veterans asskills that are both transferable and highlyvalued. However, both the transferabilityand value of these skills appears to be lesssalient to those firms with limited experiencehiring veterans.In sum, based on the accumulated researchconducted for this publication, a key findingof this report is that there is little basisto suggest that 1) the population of veteransis unskilled or that the occupational skillscharacteristic of veterans are not readilytransferable to a civilian work setting, and2) that the skills conferred as a consequenceof military service are not relevant andvalued in the civilian workplace. In fact,those firms with meaningful and longertermexperience hiring veterans all reportthat opportunities to leverage veterans asa highly skilled and trained talent pool isa primary motivation for ongoing investmentssupporting veteran-focused employmentinitiatives.Instead, it appears that the core impedimentto employment related to the issueof skills transferability is largely based on:▶ a lack of understanding among civilianemployers as to how and whatskills conferred to the prospectiveemployee as a consequence of militaryservice will transfer to a civilianwork role, and▶ a lack of understanding among manyveterans as to how to best communicatethe relevance of their skills andexperiences to civilian employers.Based on the combined lessons learned ofthe employer cohort that contributed tothis publication, and the key finding, strategiesand resources positioned to bridgethis gap in understanding are as follows:40 INSTITUtE FOR veterans and military families

Recommendations & Resources:▶ MOS translators are well suited to provide generalinsight into the presumed skills and training affordedto a prospective employee, but should not beused as a tool to disqualify an individual from anemployment opportunity. Military experiences areseldom typical, and an individual’s MOS alone is insufficientto understand the full scope and depth ofskills, training, and experiences a given individualcan potentially bring to the organization.▶ Related to the above, some employers have startedto ask veterans to (voluntarily) include the officialnarrative that accompanies the prospective employee’smilitary awards and decorations, as a meansto gain detailed insight into the veteran’s specificmilitary work roles and responsibilities. Oftenthese award narratives include specific metricsrelated to the veteran’s contribution to organizationalperformance and supervisory responsibility.▶ Firm leadership plays a central role in bridging thedivide in understanding related to the transferabilityof military skills to the private-sector firm.Firms with “class-leading” veterans’ employmentprograms are ones where the leadership of thosefirms has invested the time to understand therelevance of military skills and experiences to thefirm, and where those leaders have taken steps tocommunicate that understanding to non-veteranemployees in a way that addresses increasingbusiness productivity and ultimately shareholdervalue.▶ Some leading firms have taken steps to movethe case for veterans’ employment out of the HR“shop,” in the form of training programs and materialsfocused on front-line and hiring managers.These training tools link relevant military trainingand experience to the civilian work environment,and have proved effective in helping non-veteranemployees recognize the linkages between militaryand civilian work-roles and experiences.▶ Class-leading firms have leveraged internal communicationschannels to publically recognize theachievements of current veteran employees, in away that correlates the veteran’s current work roleresponsibilities to their military training and experiences.Such symbols, ceremonies, and artifactsare well-positioned to impact the organization’sbroader culture as it relates to veterans’ employmentinitiatives.▶ Where possible, put veterans in training roleswithin the organization. Such situations create abroad opportunity to highlight military-learnedskills and abilities in a way that communicates thetransferability of such skills to the civilian workplace.Again, this strategy is effective in impactingthe organization’s broader culture, as it relates toveterans’ employment initiatives.▶ Expose veterans to a broad array of business functionsand work roles. Some firms, like GE, havecreated leadership programs for veterans thatprovide rotations in different work roles and linesof business, with the goal to identify the strengthsand interests of the veteran as aligned to the firm.Such programs effectively leverage military andleadership skills, and provide opportunities for veteransto become part of the decision-making processrelated to where they will ultimately work andcontribute. Rotations also expose more individualswithin the organization to high-performing hires,which assists in championing veteran initiatives.guide to leading policies, practices & resources 41

art II4. Employer Challenge: Culture, LeadershipChampions, and Veterans’ EmploymentAnother challenge frequently cited by firms pursuing veteran-focusedemployment initiatives relates to a rigid, inflexible, or idiosyncraticcorporate culture that makes implementation of specialized hiringinitiatives difficult to institutionalize within the firm.Fortunately, many issues related to corporateculture and leadership-in the contextof employment-have been thoroughly exploredin the context of initiatives focusedon workforce diversity. As such, models forleadership-driven decision making havebeen developed in the areas of high-performancetalent acquisition, diversity initiatives,disability accommodations, and more.As a result, the community of employersdoes not have to reinvent the wheel in thecontext of veteran-focused engagement, butrather survey the landscape and choose themodels most appropriate given the firm’sgoals and setting. However, the model itselfdoes not appear to represent the most importantfactor positioned to overcome obstaclesbased in corporate culture; instead,we have found that it is the engagement ofleadership that will drive progress withinthe organization, as it relates to veteranfocusedemployment initiatives.To date, much of the hiring of veteranshas been driven by calls for corporatesocial responsibility, and the “support thetroops” goodwill that exists in Americansociety. That is a good starting point, as ithas drawn attention to the employmentneeds of the population, and to corporateAmerica’s drive to give back. However,all indications are that this motivation isinsufficient to sustain enduring employercommitments. Instead, the longer-term sustainabilityof veteran-focused employmentinitiatives at any given firm will correlatedirectly to the commitment of the firm’sleadership to such programs. Executivelevel commitment is essential to motivatethe culture change necessary to institutionalizeprograms and processes positioned tosustain a focus on veterans’ employmentwithin a private-sector organization.Based on our research of leading firms,it was apparent that almost all firms thathave successfully implemented veteranfocusedinitiatives have also identifiedexecutive level champions responsible forthose initiatives. In fact, almost all thefirms participating in this research were ofthe opinion that to meaningfully addressveteran employment, veteran-initiativeleaders need to be involved either at, orreporting directly to the executive level.Only leadership commitment to the establishmentof values and goals supportive ofthe initiative, backed by understanding ofthe competitive advantages veterans bringto a civilian employment situation, willovercome cultural barriers. Some practicaladvantages cited in support of executivelevelengagement from the employerssurveyed were:42 INSTITUtE FOR veterans and military families

▶ Executive-level engagement promotesrobust assessment and the developmentof metrics designed to evaluateprogress.▶ Reporting progress at the executivelevel promotes opportunities toaddress institutional barriers andenhance opportunities for veterans.▶ Programmatic successes connected toexecutive-level engagement are likelyto be visible both within and outsidethe organization.▶ Alternatively, programmatic failuresnot driven by executive-level engagementmay impede current andfuture employment opportunitiesfor veterans.▶ The commitment of organizational resourcesto enable recruitment, hiring,retention and advancement of veteransin employment is more likelygiven executive-level engagement.Class leading examples of leadership-driveninitiatives include JPMC’s decision tosituate the firm’s veteran initiatives underthe direct purview of the firm’s Chief AdministrativeOfficer (CAO). JPMC integratesall the firm’s veterans’ initiatives (products,employment, philanthropy, trainingand education, etc.) under a single organizationalunit, and by doing so can promotethe firm’s vision through a single, unifiedchannel. Because this unified team is fullyfocused on veterans’ issues impacting thefirm, a deep understanding of the tiesand integration between JPMC’s varyinginitiatives impacting veterans is cultivated.This can be leveraged to educate othersthroughout the firm as to the opportunityavailable to business and industry relatedto veterans as customers, clients, suppliers,employees, and investors, with eachreinforcing the other.Other firms such as Walmart, Prudential,Ernst & Young, and Humana Healthcarehave assumed a similar approach withregards to an executive-level championfor veteran-related issues. The key findingin this area is that executive-level engagementis most likely to foster a veteran-engagedculture within the organization.Firms with a veteran-engaged culture aremore likely to support access to employeedevelopment programs for veterans, includingmentoring, career planning and fullengagement, and sponsors who will focuson advancing the careers of veterans undertheir sponsorship. Advancing employee developmentcreates a competitive advantagefor both employee and employer by usingthe full range of skills and talents availableand leveraging experience and traininggained through military service, as well asthrough networks available to the veteranemployees. Strength and growth opportunitiesmay focus less on management, teambuilding, or leadership, and more on fitand focus within the organization. Veteransmay be able to impart lessons learned inmilitary service to their teams, fosteringorganizational trust and cohesion.guide to leading policies, practices & resources 43

art IIFirms with a veteran-engaged culture arealso more likely to embrace strategiesrelated to work-life balance given uniqueconstraints of specialized healthcare forveterans. Veterans with healthcare needsmay require flexible schedules, flexiblework spaces, or other accommodations.Previous research on inclusive corporatecultures, and particularly on accommodationsand flexibility, has demonstratedbusiness value, including reduced turnoverintention, fewer work absences, andincreased performance. Perceptions oftreatment and inclusion impact workplaceengagement and productivity, and communicatingthe value of accommodationsand investment in human capital impartspositive perceptions of the workplace. 7It is important to recognize the impact ofveteran accommodations and the value ofinvesting in their training and education,related to flexibility and inclusion, in orderto realize the human capital inherent inveterans in the workplace. This realizationis made even more important to the numberof veterans returning from Afghanistanand Iraq with injuries and disabilities,and the stigmas that still exist for thosewho suffer from PTSD and depression.Workplaces with effective accommodationsfor people with disabilities also tendto have effective workplace modificationsand flexibility that benefit the entire workforce,and in turn provide bottom-linevalue to the business. Accommodating theneeds for flexibility may allow attainmentof otherwise unavailable human capital.All this said, it is unlikely that these accommodationswill be institutionalized–andthus these advantages realized–without anexecutive-level commitment to a veteranengagedculture.Recommendations & Resources:▶ Firms pursuing veteran-focused employmentprograms should establishan executive-level champion for suchinitiatives.▶ Firms pursuing veteran-focused employmentprograms should considerestablishing a firm-wide advisoryboard on veterans’ initiatives, chairedby the executive-level champion.▶ The executive-level champion shouldplan a consistent, cohesive communicationstrategy focused on veterans’issues over a significant period oftime. The communications shouldstart from the executive-level champion,and be consistently reinforcedthrough many different channels andmedia, and targeted to specific stakeholdersto advance business goals.Veteran-focused messages and talkingpoints should be passed down so thatmid-level managers are not creatingtheir own messaging, but emphasizingand reinforcing the same innovationmessages as the executive-levelchampion.▶ The executive-level champion shoulddevelop goals and measurementsrelated to the firm’s veteran initiatives,which are tightly aligned to thestrategic goals of the firm. Doing sowill begin to institutionalize a focuson veterans’ employment and careerdevelopment across the firm.44 INSTITUtE FOR veterans and military families

5. Employer Challenge: TrackingVeterans in the WorkforceIn order to understand the effectiveness of employment initiativesfocused on veterans, and to better understand the organizationalcontribution made by veterans to the firm, companies need to trackveterans in the workforce.That being said, employers commonly citetracking veterans in their workforce as asignificant challenge for several reasons:▶ Many firms have been unwilling toask prospective employees aboutmilitary service, based on possibleliability concerns.▶ Many veterans are unwilling toself-identify, based on fears of bias,stigma, and discrimination.When working on initiatives to hire andretain veterans, an important first step isto understand existing veteran employmentwithin a company, including trackingapplications, hiring, employment,retention, advancement, and more. Whilethere are voluntary self-identificationquestions in the hiring processes for manyemployers, there are usually not fullydeveloped systems that address the veteranemployee life cycle. Aside from initial hirequestions, generally asked to comply withUSERRA or VEVRAA, there are infrequentother data sources, or ways to engagewith veteran employees. Reasons for nottracking include concerns (valid or not) onthe legality of tracking Guard and Reservemembers, their military or veteran status,as well as veteran family members. Thereis also a concern of the risk of having thehuman resource practice data availablewhich might be used in employment discriminationlawsuits. Perceptions related tothe use of the data are another reason frequentlycited for not collecting or retainingdata. Some employers report that veteransor family members, particularly Guardand Reserve members, may be likely toperceive data collection as a precursor topotential adverse employment actions.These concerns may often be addressed bydemonstrating positive value to veteransrelated to the collection and use of thedata. Demonstrating positive use, such assupport for the veteran or family membersrelated to deployments, or for use in mentoring,sponsorship, career advancement,affinity groups, and other similar initiatives,will also alleviate concerns. Wherepolicy exists to support veterans who arecalled to active service, some companiesdiscussed internal challenges in discerningwhich questions will feel intrusive to theveterans and how they can ask veterans toself-identify, including through surveys.Such companies struggle internally withthe decisions of how much they can reasonablyand respectfully ask of employees.Companies like GE, TriWest, AT&T, andMerck have implemented ways to voluntarilytrack and incentivize veterans to selfidentifyby leveraging existing programsand initiatives such as employee surveys,veterans’ affinity groups, and more. It’swidely accepted that employee resourceand affinity groups can be leveraged forboth self-identification and engagement,and that such groups positively impactcompanies, reinforcing the benefits oftracking and using the data for positivepurposes. Finally, lack of identificationmay also result in missed opportunities forthe firms to effectively train, retain, andempower veterans, which increases a firm’soverall productivity and growth.guide to leading policies, practices & resources 45

art IIBenefits of Tracking Veterans in theWorkforceAs discussed earlier, the VOW to HireHeroes Act of 2011 8 includes provisionsfor tax credits for businesses that chooseto hire veterans. However, businesses areunable to collect tax credits for hiringveterans if they are unaware of the veteranstatus of employees. Recent research byRAND showed that tax credits for disabledveterans may have been responsible formaintaining an unemployment rate that is2% lower than it would have been withoutthe tax credits, demonstrating that businessesused tax credits for roughly 32,000jobs per year in 2007 and 2008. 9 However,some businesses have indicated that theymay not have the data available to claimthe credits.Other benefits of tracking veterans includeknowing who has served in the militaryand what skills they have, in order to makethe most effective use of them in the businessor unusual circumstances. For example,during the Hurricane Katrina catastrophein Louisiana, GE was able to identifytheir veterans and leverage their militaryskills to set up camps, manage people, aswell as manage their projects and effortsduring and post-Katrina devastation.No matter what the company does, if there isnot a “veteran-loving culture,” the veterans willnot believe in it and will not self-identify.Tracking veteran employees within a companyallows measuring veteran productivitywithin the company to demonstratevalue through the rate of return on investmentsin veteran employment initiatives,and to prove business benefits from hiringveterans. Additionally, tracking veteranswill allow identifying different skills thatveterans have in the workplace comparedto their colleagues, allowing the companyto leverage existing skills and grow talents.Failure to track and measure veterans’performance within the firm may lead toa poor understanding and lack of recognitionof veteran employee contributions,and inaccurate perceptions about thevalue veterans bring may result in lackof supervisor or HR flexibility, perceiveddiscrimination, or other adverse effectsfor the veteran. This may even lead to theunderpayment of veterans and a lack of aclear career development path, which cancause attrition within the company.Other benefits may include identifyingand supporting family members duringdeployments, through employee resourcegroups or through employee outreach effortsin line with the company’s culture.Tracking veterans who are deployed, orgoing to be deployed, including familymembers, allows companies to effectivelycreate and implement employee assistanceprograms that reach both the veteransand their family members. Finally, understandingveteran networks may providebusiness opportunities from recruitment,to collaboration, to business relationships.Next we discuss tracking methods andstrategies.46 INSTITUtE FOR veterans and military families

Strategies for Tracking Veterans inthe WorkforceExamples of self-identification incentivesthat GE has developed within their trackingprogram include:1234Social events & cocktail hours specificto veterans to recognize and honortheir service. During these events,computers are available so that veteranscan physically update the employeedatabase and self-identify.GE Appliances has developed a challengecoin and makes the announcementto the top management levelthat a veteran is getting a coin, whichis given by the CEO as means ofrecognizing and honoring veteranscompanywide. This incentivizes otherveterans to self-identify.GE sends a message to identifiedveterans and asks them if they knowany other veterans who have notself-identified and to help with thateffort.The veterans’ affinity networkinggroup attracts veterans who usuallydo not come to veteran-specific events.The network provides many resourcesand initiatives such as professional development.The affinity network grouphas been the most effective initiativeat GE (which is typical of affinitygroups in a diversity context).company places service flags and an appreciationletter on each veteran’s desk,which reinforces positive recognition ofveterans in the workplace and motivatesother veterans to self-identify. This smallact identified that the non-veterans wereappreciative of the company for doing it,and they became more supportive of veterans.No matter what the company does, ifthere is not a “veteran-loving culture,” theveterans will not believe in it and will notself-identify.Screening for veteran status has becomemandatory in many companies, due tothe need to understand the issues andchallenges that military families face, tofully leverage and expand on the skills andgrowth talents that veterans have, and totake full advantage of the tax credit opportunity.Additionally, some contractors haverequirements to track and report veteranhiring. A company that has mandatedtracking is AT&T, whose new policy mandatesthat after being given a job offer,candidates must be asked if they are currently,or have ever been, in military service.5GE has created a veteran wall to honorveterans within the company.According to GE, in order to be successful,the company needs a “veteran-lovingculture,” and the veteran initiative needsto come from their leadership. For example,during Veterans Day, GE invitesVietnam veterans to a social event withtheir top management. Furthermore, theguide to leading policies, practices & resources 47

art IIThis specification is important, as someveterans do not identify themselves asveterans. Asking new employees aboutmilitary service captures the relevant databetter than asking about veteran status.Merck used existing employee surveysto measure corporate culture related topeople with disabilities which are alsorelevant to wounded warriors. Anothermethod, shared by Walmart, is using datafrom military leaves of absence to identifyand track military employees.Industry reporting, hiring, and demandare another component of tracking veteranemployment. As part of the Monster VeteranTalent Index, 10 Monster.com surveyedalmost 500 employers in the U.S. that hadhired an employee with prior militaryexperience in the past year, indicatingat least anecdotal evidence of trackingveterans. The results of the survey wereanalyzed and entered into the EmployerVeteran Hiring Index, a tool that is used tomonitor employer willingness to recruitand retain veteran talent, as well as theperception of veteran talent performance.The November 2011 Index indicated that70% of surveyed employers reported havinghired more than one veteran withinthe past year. Nearly all surveyed (99%)who had hired a veteran reported thattheir work experience was about the sameor much better than non-veteran workers.Substantiating the quality of veteranemployees, 69% of employer respondentsindicated that veteran workers performtheir job functions “much better” comparedto non-veterans, and 98% said thatthey would hire a veteran again. In total,more than 60% of employers surveyed feltmotivated to hire veterans based on theirqualifications and prior work experience.Tracking and reporting efforts such asthese provide evidence of the utility ofveteran workers and the transferabilityof their unique skill set. Furthermore,Monster.com’s work at measuring veteranemployment helps to provide a generalidea of the pervasiveness of veteran recruitmentin the civilian sector. With 70%of surveyed employers having recentlyhired veterans and 60% feeling motivatedto do so, but nearly 1 million unemployedveterans, there remains a strong need forenhanced analytical and evaluative trackingof veterans, once they have been hiredin to the civilian workforce. Obtainingtangible measures of veteran employeeproductivity and changes in general workenvironment may support further veteranrecruitment, serving as evidence ofveteran aptitude and qualifications whenapplied in the civilian work environment.Information uncovered by initiatives likeMonster.com’s are valuable, and the developmentof standardized tracking methodologieswithin corporations will furtheraid in the assessment of veteran employment,while providing figures that can beused internally.Finally, other internal efforts to supportveterans require good tracking and reportingmethods, whether to leverage skills andtalents, to form and maintain employeesupports for career enhancement, or tooffer support in the face of deployments.Such supports range from engaging thefamilies to offering continued pay and benefitsto authorizing and tracking leaves andUSERRA return to work obligations.Recommendations & Resources:▶ In order for tracking to be effectiveand to get all members of a veterancommunity to participate, the companyhas to create a veteran-engaged culture(see more details in the VeteranRecruiting and Onboarding chapter).48 INSTITUtE FOR veterans and military families

To create a veteran-engaged culture,the leadership has to demonstratepositive uses of tracking.▶ Veteran initiatives need to come fromcompany leaders. For example, havesocial events with top managementand veterans, have companies leaderssend a letter of appreciation, andmore.▶ Leadership needs to educate companymembers about the importance andbenefits of tracking veterans. Forexample: understanding the needs ofveteran families to provide adequateaccommodations, take advantage oftax credits (see VOW to Hire HeroesAct of 2011), understand veterans’productivity and work ethics tobetter the HR strategy and investments,and more.▶ Educate veteran and military familiesabout the benefits of tracking. For example:what the missed opportunitiesare for both them and the company,how the company can assist the familyduring the deployment, how thecompany can recognize a veteran’sskills and leverage them for meaningfulcareer development, and more.▶ Make tracking/employee surveys mandatoryfor all employees. Conduct thesurvey after the person is hired. Thiswill help identify a veteran at an earlystage and provide the company withopportunities to accommodate theveteran adequately. Furthermore, allowingemployees to update their fileson a regular basis may help identifyveterans that did not self-identifyinitially and allows the company torecognize any changes in status suchas deployment.▶ Change the language in employmentsurveys; instead of tracking them asveterans, track current or past militaryservice, since not all veterans willconsider themselves veterans.▶ Develop opportunities for veteransto self-identify. For example, socialevents for veterans, develop a companycoin for veterans, the veteranmemorial, encourage and support acompany veteran affinity group, andmany more.6. Employer Challenge: DeploymentIssues and ChallengesEmployer-focused concerns related to the potential deploymentof employees (Guard & Reserve) represented another challengementioned by companies.Importantly, these concerns were not necessarilyfocused on the potential of a deploymentas an obstacle to hiring, but insteadfocused on the implications for careerdevelopment and family support. However,others have reported that deployment couldbe a concern for some employers.For the family, the deployment of a spouseto a combat zone represents a challengeof significant magnitude. 11 Deploymentmeans increased family responsibilities,financial issues, isolation, and fear fortheir spouse’s safety, which causes anxiety,loneliness, sadness, and a feeling of beingoverwhelmed. 12 This has a direct impact onthe company that employs a deployed militarymember or somebody whose familymember is deployed; hence, awareness ofveteran deployments is essential to respondeffectively to the needs of employees andtheir families. In addition to the voluntarymeasures which employers may take, thereare protections in Federal and state lawswhich apply to deployed military membersand their families, and to their return towork. 13 Employers, which engage deployedmembers in the workforce, that prepare fortheir deployments and their return-to-workplans, may be better positioned to meetworkforce needs, plan for salary expenditures,temporary workers, job duty transitions,and more.guide to leading policies, practices & resources 49

Other companies, such as Google, providetools to veterans and their families whichprovide the ability to stay in communicaartIIdeployed members, and other activities designedto promote awareness and supportof the employee and their family duringperiods of service. In addition to supportingfamilies and deployed service members,these actions may support a more engagedworkforce and support employee retention.Salary and benefits, particularly gap salaries and continued accessto benefits, may be of particular importance. Policy decisions oncontinuation of salary and benefit eligibility vary between companiesfor business reasons. Employees may select jobs based on policieswhich will impact them and, perhaps more importantly, impact theirfamilies.Other policies may include assistance withinsurance or other benefit premiums;vacation time payouts to support familymembers; emergency assistance, includingloans or grants; loans from profit sharing orsimilar benefits; family usage of employerfacilities or benefits (e.g., daycare, fitnessfacilities, or discounts); and other similarbenefits. Informal benefits may be regularcare packages, communications from peersand leadership, integration of family membersat company events, recognition ofAn example of an integrated program wasestablished by TriWest to address familiesduring deployments. The program createsa community and raises awareness aboutdeployments of Guard or Reserve members.A focus is placed on educating peer employeeson deployment and its impact. Programcomponents include deployment parties,a blue star flag on employee workspaces,informal invitations of deployed employees’family members to peers’ homes forholidays, and more. In addition to creatingawareness amongst employees, Tri-West provides salary adjustments to meetfinancial needs and provide flexibility fordeployed staff. Beyond benefits, communicationof the company’s engagement is anintegral component of the program. For example,the CEO sends letters once a monthto TriWest’s deployed National Guard andReserve members, and the letters includea telephone card so that they can stay connectedwith their loved ones.Such activities require active self-identification,to assist and support military andveteran employees and their families. Thisis the company’s business and employeejustification for significant self-identificationefforts. Attributing this to the benefitsprovided to the employee and family,TriWest indicates it has never been suedrelated to their inquiries on veteran statusor related supports, and that they don’tconsider identification efforts to have legalrisks which outweigh their benefit to boththe company and their veterans.50 INSTITUtE FOR veterans and military families

tion, as well as encouragement and adviceon how to effectively use those tools incircumstances unique to military members,veterans and family members. Engagementand concern for employees mayincrease morale among other employeesand may reduce turnover intention amongveterans and other employees.Recommendations & Resources:▶ It is in the best interest of both theemployer and the employee to designa specific corporate policy related tothe deployment of employees. Consultthe ESGR’s “Employer ResourceGuide” as a source of relevant informationinforming this policy. 14▶ Develop training programs for managersrelated to relevant law governingthe deployment of employees, andapproaches to implementation consistentwith both obligations and thecompany’s strategic vision and communicationof veterans’ initiatives.▶ Communicate support for trainingprograms by having the firm’s leadershipsign and display a Statement ofSupport for the Guard and Reserve.▶ Leverage the firm’s culture, resources,and capabilities to minimize theimpact of a deployment on the employee’sfamily. Examples include carepackages, integration of family membersat company events, recognitionof deployed members and families incorporate communications, and otheractivities.▶ Create a toolkit for the deployedmember, the family member, employeepeers, and managers that covers resources,policies, transitions, benefits,communications, and other resourcesto make deployments and reintegrationeasier to plan and implement.7. Employer Challenge: Attritionand Turnover of VeteransEmployee attrition has been a major issue for Americancompanies, and many firms participating in this studycited attrition of veterans as a concern.According to the U.S. Chamber, the currenttrend among veterans is to change jobstwice within the first three years of civilianemployment. The underlying cause of thejob switch is likely a poor fit between theveteran and the job (specifically compensationlevel), personal investment in thefirm or the work role, or inflexibility of theposition, given external demands (family,medical, etc.) imposed on the veteran.The trend shows that (on average) it takesveterans three employment experiencesto find the “right job”—the first two jobstend to be situations that meet their needsin terms of income and geography, whilethe third job tends to be a job they wantand are passionate about, and in whichthey tend to stay permanently. Employersare not yet experienced in working withcandidates to identify their strengths,experiences, and skills, and to fit the positionto those attributes and characteristics,nor are veterans yet adequately preparedto translate military skills, training, education,and experience. There is a needfor familiarity with transition concepts,and for employee and employer tools todiscover strengths, grasp job duties anddescriptions, and to find a correct job fit.Application of these tools will decreaseattrition rate and provide employmentstability within the firm.guide to leading policies, practices & resources 51

art IIAccording to GE employee data collected over the past 10 years,the attrition rate for veteran employees is 7% lower than fornon-veteran employees.52 INSTITUtE FOR veterans and military familiesAnother factor in turnover intention isgeographic location and employment stability,or conversely, willingness to movefor a career opportunity. If veterans findmeaningful employment in a preferredgeographic location, particularly employmentthat may provide career developmentand opportunity for advancement,the veteran may be more likely to stay ina job. This reduced turnover may reducecosts of attrition. Job availability may notbe consistent with veteran employmentpreferences because many enlisted veteransselect geographic location as a firstfactor in transition out of military service.However, many veterans are also used toperiodic military moves, and accordingto Monster.com’s Veteran Talent Index, 1568% of surveyed veterans said they wouldrelocate for a job. In comparison, less thanhalf (43%) of U.S. job seekers found onMonster.com state they would relocate in2011. Of those veterans willing to relocate,over half (53%) of those surveyed said theywould relocate anywhere in the U.S. Itmay be the case that targeting transitioningmembers early, combined with betterjob matching, will result in lower unemploymentrates and reduced turnover. Thistrait may also be a significant benefit toemployers recruiting veteran talent, providinga mobile workforce when needed.An excellent incentive to cultivate a loyalveteran workforce, in addition to betterjob matching at the recruitment stage, isthe high attrition cost of up to 18 months’salary (averaging as much as $125,000) foreach manager or professional who leavesand up to one half of a year’s pay for eachhourly employee who leaves. Reduced attritionmay also positively impact the firmby reducing direct recruitment and trainingcosts and other costs, which include preparingfor and implementing a search, employeeburden of doing the jobs of individualswho have left, and inefficiencies duringtraining for replacements. 16According to GE employee data collectedover the past 10 years, the attrition ratefor veteran employees is 7% lower thanfor non-veteran employees. GE indicatestheir veteran employees are more likelyto stay, and GE uses their annual reviewprocess to track their employee turnoverdata. In addition to attrition, there are furtherbenefits of productivity from veteranemployees. TriWest’s measured absenteeismfrom work is lower amongst militaryemployees. This is also in accord with dataon people with disabilities, another groupthat may face employer stigma and thathas direct relevance to wounded veterans.Employees who feel valued may have lowerabsenteeism, and those who perceive thattheir employer doesn’t stigmatize may havesimilar stability and reduced absenteeism.Of course it may be that veterans, woundedand not wounded, as well as people withdisabilities, may feel as though they havefewer alternatives and may stay due to aconcern about lack of opportunity.Recommendations & Resources:▶ Create awareness of employment opportunitiestargeted to military members,prior to separation, to encouragejob applications from candidates witha good potential employment fit.▶ Experienced hiring managers shouldinterview and assess candidates toensure they have the right skills, andthat they fit well with the companyculture, managers and co-workers.

▶ When the veteran is hired, make surethey understand how the companyworks, its policies, and to procedures.Give them a thorough orientationdesigned to help them to fit in easilyand quickly, and to immediatelycontribute to the company.▶ Compensation is important, but inmany cases veterans are also focusedon benefits related to their family andtheir well-being, given disability issuesand family concerns. Highlight suchbenefits at the time of hire, and continuethroughout their tenure.▶ Pay attention to employees’ personalneeds and offer more flexibility wherepossible. Consider offering telecommuting,compressed schedules or onsiteor back-up daycare when required.Offer benefits coordination to ensuretransparent coordination betweenmilitary, veteran, and civilian programs,particularly health and mentalhealth care.▶ By increasing veteran employeeengagement with non-veteran employees,the firm will help veteransform organizational attachments,positioned to engender loyalty.▶ Symbols, artifacts, and ceremony arethe means through which the militaryengenders organizational commitment.As such, awards, recognition,and praise might just be the singlemost cost-effective way to maintain acommitted veteran workforce.▶ Provide a vision for the future, andhelp the veteran understand wherethey fit within the firm. Communicatethat you are willing to investtime and money in order for them toachieve mutual goals.SummaryThe issues and challenges detailed inPart II of this publication representthose most commonly cited by employersas impediments to a robust veteran-focusedemployment program.Given those challenges, we have offeredrecommendations and resources based ontheory and practice positioned to mitigatethese impediments.In the next section, we focus on models positionedto enable business and industry, aswell as government, to hire well-qualifiedveterans. These models will enable veteranacclimation to the business environment,retention by businesses, and advancement,as their talents and skills develop and warrant.Additionally, we draw from existingknowledge in organizational behavior, diversitypractice, disability accommodations,and more to facilitate the most productivework environments. This knowledge willassist hiring and line managers, as wellas coworkers, to recognize the strengthsveterans contribute, to collaborate in theacclimation process, and more.guide to leading policies, practices & resources 53

art III54 INSTITUtE FOR veterans and military families

In response to calls from employers fora collaborative approach to addressingthe employment situation of veterans, inNov. 2011 a large group of private sectoremployers came together aboard the USSIntrepid in New York City. The aim wasto share lessons learned and innovations,with regards to recruitment, assimilation,retention, and advancement of veterans inthe workforce. In what follows, we deliverthese lessons learned, innovations, andrecommendations to the broader communityof employers in an effort to advanceemployment and economic opportunitiesfor veterans and military family members.Specifically, Part III focuses on illustratingclass-leading examples withregard to recruiting and onboarding,training and development, assimilationand employee assistance, leveragingfinancial and non-financial resourcesto create employment opportunitiesfor veterans, and teaming and engagingsmall business partners to supportveterans’ employment initiatives.Firms representing these leading approacheswere asked to present theirprograms, detail experiences of thefirm related to the program or initiative,address perceived implementation challenges,generalizability and replication,and also offer recommendations toother companies and/or stakeholderswith regards to veteran-focused employmentprograms. Additional discussionpoints raised during the summitare also summarized, with participationby each of the stakeholders, andwith issues, challenges, practices, andsolutions being highlighted in the formof actionable recommendations and examples.This material is supplementedin some cases with additional inputfrom participants, from their websites,or veteran-related materials suppliedby representative employers. Alsoincluded are examples and resourcesavailable from participating companies,research and practice materials, governmentand non-government stakeholders,and more.Finally, a qualification related to thismaterial: our purpose is focused on providinga general overview of select leadingpractices and initiatives, in an effort toshare the strategic intent and approach ofthe program with the broader employercommunity. As such, given the inherentlimitations of this publication with regardto covering any given program in greatdepth, we provide contact information forthe corporate leader(s) of those initiativeshighlighted so that interested parties canexercise the opportunity to seek additionalinformation. Further, we acknowledge thatthis review is not all-inclusive. The omissionof a particular program or initiativeis not meant to suggest that the omittedprogram is not worthwhile, impactful,and innovative. Finally, because we willcontinue collecting and sharing practiceinformation, we encourage sharing of additionalpractices, which we will highlightin updates, on our website, and in thee-book/e-reader version of this report.guide to leading policies, practices & resources 55

art III1. Leading Practices: VeteranRecruiting and Onboardinga. OverviewAs discussed previously, Monster.com’sVeteran Talent Index 1 report suggests thatmore than 60% of employers are motivatedto hire veterans based on their qualificationsand prior work experience, and thatnearly all (98%) of employers that had hireda veteran would do so again if given theopportunity. Many companies understandthe value that veterans bring to the company,and have taken meaningful action toimprove the employment of our nation’sveterans.However, many firms continue to strugglewith recruiting efforts, due to obstaclesinherent in their corporate culture, lack ofknow-how by hiring managers, and otherfactors. Additionally, most companies arenot aware of the effective hiring practicesrepresented by those firms that have foundsuccess recruiting and onboarding veterans.Sharing leading practices related to recruitingand onboarding represents a promisingapproach to addressing the challenges commonlycited as related to veteran-focusedemployment initiatives.Two leading initiatives focused specificallyon recruiting and onboarding are highlightedin what follows. The first, from BAESystems, is focused on wounded warriors.The second, from JPMC, represents an innovationin human resources practice thathas been demonstrated to be particularlyeffective, with regards to the large-scalerecruitment of veterans.56 INSTITUtE FOR veterans and military familiesLeading Practices Model:BAE SystemsWounded Warrior ProgramConservative estimates suggest that 30%of the post-9/11 generation of veteranswill transition from military to civilianlife with a service-connected disability. Insome cases, the nature of these disabilitiesmay dictate a unique approach to recruitingand onboarding, in the context of initiativesfocused on veteran employment.In 2009, BAE Systems (BAE) launched anemployment initiative specifically focusedon the wounded warrior population.The initiative emphasizes a “high-touch”recruiting strategy, and since its inception(and at the time of publication), BAE hashired 67 veterans with disabilities underthis initiative. To qualify for the program,a veteran must have a 30% or greater disabilityrating. In addition, family membersof veterans are now eligible for programbenefits, as well. Across many dimensions,the program has realized great success,and has conferred positive benefits to boththe veterans hired through the programand also to morale and team cohesionat BAE, given the firm’s positioning as adefense contractor.Approach & Innovations:Leadership CommitmentIn order to accelerate the development andimplementation of the program, and tosecure the institutional support requiredto enable the initiative, leadership commitmentwas perceived to be critical. Assuch, BAE created the position of VP ofStrategic Acquisition, who reports directlyto the CEO and the executive board. Thisemployee is also a veteran. This new positionis responsible for acting as an advocateand action officer for veterans issues

in the firm, and is physically assigned tothe corporate headquarters.In the context of this effort, communicatingwhy BAE is focused on hiring veteransand wounded warriors was recognized ascentral to the successful implementationof the program. This key messaging is theresponsibility of the VP of Strategic Acquisition.Importantly, BAE is hiring veteransto leverage their talents, and this is thecontent of corporate messaging in supportof the program’s recruitment goals.The VP of Strategic Acquisition supportsfirm-wide recruitment goals related toveterans by visiting company sites andeducating managers, line workers, andsupervisors about veterans and the valuableskills they offer in the workplace. Usinginternal success stories of past veteranhires, the VP of Strategic Acquisition helpsnon-veteran employees to understand theimportant role that military candidatescan play within the company.In addition to this new position, BAE hasdeveloped a veteran mentorship programthat pairs veterans to help them growinternally and to identify career growth resources,provide guidance, and to share informationlearned with others. Takeawaysfrom the mentorship program includeproviding for planned career paths, accessand planning for college education, andmentoring for career development. Likelya consequence, veterans hired under thisprogram demonstrate a very low rate ofattrition; only four veterans hired throughthe program have left the company.and production of localized veteran careerfairs by the Chamber, preparing veteransto be career-fair ready, and maximizingthe matchmaking effort prior, during,and post-career fair. Veterans intending toparticipate in the fairs can be adequatelyprepared with tools to successfully networkand identify appropriate jobs, andto address criticisms of underprepared orpoorly matched employer/attendee.Implementation and GeneralizabilityBased on the firm’s experience implementingand developing the program, thefollowing issues were highlighted as anongoing focus of effort:▶ Managing the inherent differencesbetween the firm’s mainline humanresources practices, and those supportingthe wounded warrior hiringprogram.▶ Conveying to non-veteran employeesthe value that veterans bring to thework environment.▶ Ongoing difficulties with regard toidentifying potential veteran hires ina timely manner; that is, a challengerelated to finding veterans proactivelygiven projected open positions. In thisregard, job fairs have been useful, butBAE reports that many veterans areunsure of how to best leverage theopportunities that are presented atthese events.As an external resource to identify potentialveteran employees, BAE has highlightedthe Chamber for their efforts in providingopportunities for veteran recruitment,particularly their job fairs, and encouragingveteran participation in job fairs. Auseful component has been organizationguide to leading policies, practices & resources 57

art IIIRecommendations▶ BAE stresses the importance of seniorleadership commitments are a keydriver in the success of the initiative.▶ Partnerships with business and tradeassociations represent a critical channelfor recruiting talent, and also ameans to source resources in supportof mentorship and education, relatedto communicating the value of veteransin the workforce.▶ Provide training and education aboutPTSD to all employers and employees;focus on both general knowledgeand accommodation issues given thefirm’s unique circumstance.▶ BAE recommends incorporating theveteran’s family (to the appropriateextent) into veteran-focused programsand initiatives. Family involvementtends to enhance organizationalcommitment and promote enhancedwellbeing of the employee.Program Point of Contact:James Rodriguezjames.rodriguez@baesystems.comLeading Practices Model:JPMorgan Chase & Co.Military Human Resources DepartmentAs a large and diverse firm, JPMC is wellaware of the inherent challenges andinefficiencies associated with integratinga veteran-focused hiring initiative into theunique HR practices, characteristic of thefirm’s disparate operating locations andlines of business. As such, the firm madethe novel and innovative decision to createan integrated but distinct human resourcepractice, specifically focused on veteranemployment.▶Approach & Innovations:An Integrated & CollaborativeModel of HR PracticeAt JPMC, the Military Human Resources(MHR) group is centralized with a single,firm-wide director that reports up throughthe firm’s CAO in close coordination withthe firm’s Global HR team. The MHR teamis responsible for developing firm-widestrategy and process related to JPMC’sveteran-focused recruitment and employmentgoals. Specific innovations, characteristicof the MHR approach at JPMC, arethe following:58 INSTITUtE FOR veterans and military families▶ High-Touch Recruitment:JPMC has instituted a “High-TouchGold Desk,” where JPMC recruiters respondto any veteran applicant withinfive days of receiving the individual’sapplication for employment. Thishigh-touch approach is positioned tosupport veterans in finding the rightopportunity at JPMC, based on theapplicant’s experiences and qualifications.In addition, this personalresponse to each and every applicanthas the benefit of helping JPMC’s HR

personnel to become better educatedas to how military skills and experiencescorrelate to the firm’s differentwork roles. The program functions byutilizing integrated, regional teamsthat map veteran applications againstavailable positions at the firm. Usingthose maps, the MHR teams are able toidentify positions across the firm thatbest match the veteran’s skills profile.This results in a process that aligns theveteran with an opportunity where heor she is most likely to find success andalso facilitates an approach to recruitmentand hiring that looks across linesof business, as opposed to within agiven organizational silo.The MHR has dedicated full-timeresources to support veterans duringthe onboarding process and beyond,positioned to facilitate successful assimilationand professional developmentof newly hired veterans. These effortsinclude training for JPMC managersto help them understand the uniquestrengths veterans bring to the workplace,as well as training for newly hiredveterans focused on the unique aspectsof the firm’s corporate culture, norms,and processes.▶ Data Driven Approach to Recruiting:The MHR created a data strategy workinggroup, responsible for continuouslystudying the recruitment process, in orderto ascertain the efficacy of the toolsand practices used by hiring managers.Assessment is also focused on retention/attrition,as a means to understandthe correlation between military workroles and those characteristic of JPMC.A monthly status summarizing thebroad range of metrics, representativeof the firm’s veteran-focused recruitingefforts, serves as the basis for efforts tocontinuously improve the MHR practiceand process.▶ Resources to Support a Career:▶ A Collaborative Commitment:JPMC led efforts to create and launchthe 100,000 Jobs Mission in March2011. The 100,000 Jobs Mission representscollaboration with more than50 other private-sector firms (andgrowing), together committing to thegoal of hiring 100,000 transitioningservice members and military veteransby 2020. The coalition membersare committed to working together,sharing best recruiting and employmentpractices, reporting hiring resultson monthly practice-sharing calls andquarterly meetings, and collaboratingon job fairs and other hiring events.This collaborative approach confersto all participating firms scale andefficiency, with regard to recruiting veterans,and also accelerates the learningand education process for all coalitionpartners, related to promising practicesand processes.guide to leading policies, practices & resources 59

art IIIImplementation and Generalizability▶ Tracking the degree of success thathas been achieved as a consequence ofthe initiative, particularly as it relatesto post-employment outcomes, representsan ongoing area of focus forJPMC. While it is relatively straightforwardto track the number of newhires, the firm recognizes a need tobetter understand what data needs tobe captured during the recruitmentprocess, and how that data relates topost-employment performance.▶ Internal education represents anotherfirm-wide challenge, as to the bestof their current knowledge, 97% ofJPMC’s employees are not veterans.Given that internal managers retainhiring capabilities, it has been crucialthat they receive education on thebenefits of hiring veterans.▶ Another identified challenge relatesto transitioning from a hiring modelthat offers a job opening in need of aveteran with specific, job ready skills,to a complementary approach whereveterans with “raw skills” are hiredand subsequently provided specificwork-role training.▶ A final challenge identified relates togeography; that is, the firm’s nationalrecruitment strategy has sometimesbeen at odds with the fact that manylarge concentrations of veterans are inlocations where the firm does not havea significant number of employmentopportunities.Recommendations▶ Emphasize the commitment of seniorleadership as critical to the meaningfuldevelopment and implementationof a veteran-focused employmentinitiative.▶ Provide ongoing support for veteransbefore, during and after the hiringprocess as a means to effectively assimilateveterans into the corporateculture.▶ Capture data in order to measure theprocess effectiveness as well as therelevance of skills and talents thatveterans possess, compared to thecareer opportunities within the firm.▶ A high-touch recruitment strategyopens the door to matching veteransto employment opportunities thatbest match their skills, and resultsin high levels of satisfaction amongveterans with regard to their recruitmentprocess experience (even amongthose that are not eventually hired).▶ Participate in private-sector collaborations,such as the 100,000 Jobs Mission,as a means to learn from peersand to share knowledge, which willcontribute to improved practices andoutcomes.▶ Identifying and committing humancapital resources at different levelsthroughout the HR infrastructure,focused on supporting the firm’sveteran employment goals and objectives,has been central to the initativessuccess.Program Point of Contact:Maureen Caseymaureen.e.casey@jpmchase.com60 INSTITUtE FOR veterans and military families

.Additional Leading PracticeExamples:Recruitment and OnboardingThe programs and practices highlightedpreviously represent unique and novel approachesto recruitment initiatives focusedon veterans. That said, there are manyother programs and practices in placeacross private industry, having a significantimpact on the employment situationof veterans. As such, as follows we havesummarized additional recommendationsand key findings, based on a broad reviewof private-sector initiatives, focused on recruitingand onboarding veterans into thecivilian workforce. The recommendationsand key findings are as follows:▶ Leverage veteran referral opportunitiesby engaging existing veteranemployees, and asking them to disseminateemployment information toveteran networks. For example, Ernst& Young made use of word-of-mouthefforts to promote their VeteransNetwork. The network, which startedas a grassroots effort in one of thepractice areas, has already grown toinclude participants from other geographiesand offices, provides networkingand professional developmentopportunities, supports the firm’sveteran recruiting and onboardingefforts, and supports veterans in thecommunity.▶ Attend Chamber events, which includespecialized jobs at particular locations,and which provide significant preeventpreparation for veterans to effectivelyseek meaningful employment.▶ Leadership involvement and gettingleadership on the ground, at companysites, to talk with HR about veterans’issues. The VP of Strategic Acquisitionat BAE speaks at their annual HR conference,giving an in-depth presentationto all HR managers and providingresults, showing how hiring veteransworks and is good for the company.Companies, such as BAE, believe thatsenior-level leadership needs to drivethe veteran recruitment initiative,and educate and empower managersto hire veterans and provide careergrowth opportunities.▶ Internal empowerment: TriWestidentified a key veteran contact staffmember to place within HR, with anongoing service commitment. Thisperson understands military and corporateculture, and TriWest re-educatedthem to provide HR training. Oncethis individual was placed on the HRteam, it helped transform and impactthe department, and assisted peoplein HR to understand military cultureand service.▶ Hiring veterans as HR recruiters: Similarto TriWest and BAE, the CombinedInsurance Company of America hireda Navy veteran 2 to lead their effortsto recruit high-potential candidatestransitioning from military service tothe private sector. Since then, the companyhas hired more than 100 militaryveterans.▶ Prudential has developed a featurefilm that is a three-part instructionalvideo for hiring managers that addressesissues of PTSD, what vets bringto the table, benefits, and much more.They are interested in sharing thesetools with others.▶ PLC-Global Solutions focuses onveterans’ needs and skills, in order tomatch them with the best positions inthe company. Before looking at resumes,hiring managers remove threethings: sex, race, and school name.This is to ensure that they are onlylooking at job qualifications and areaccordingly placing veterans. Additionally,they re-organized the company,removed the 9 to 5 focus, and stressedthe importance of managers needingto know about their people so thatthey can be best accommodated, inorder to get the job done.guide to leading policies, practices & resources 61

art III▶ Leverage collaboration and networkingwith other firms. For example,Northrup Grumman created a Networkof Champions, consisting ofnearly 100 other companies whohave committed to assisting severelyinjured service members and theirfamilies with gaining employment inthe civilian sector. In the event thatGrumman is unable to provide a servicemember or member of their immediatefamily with a position, theywill send the applicant’s resume to allother companies in the network, toidentify the right opportunity.▶ Many companies have created militaryspecific recruitment websites, examplesinclude:▶ JPMorgan Chase & Co.https://www.chase.com/online/military/military-jobs.htm▶ AT&T: Support for the Troopshttp://att.jobs/military.aspx▶ Disney: Heroes Work Herehttp://disneycareers.com/en/working-here/heroes-work-here/▶ Microsoft: We Still Servehttp://www.microsoft-careers.com/content/military/we-still-serve/▶ Sodexo: Sodexo Hires Heroeshttp://www.SodexoHiresHeroes.com▶ T-Mobile: Military Talent Networkhttp://www.tmobile.jobs/talent-network/military/▶ Walmart: Careers with A Missionhttp://walmartcareerswithamission.com/▶ On GE’s website, the company postsjobs for veterans, leadership programs,schedules of career fairs the companywill be attending, invitations to jointheir talent community, as well asadvice from recruiters such as interviewtips and tips for veterans thinkingabout career transition into GE,http://www.ge.com/careers/veterans/index.html. In a similar manner, Health Netidentifies career fairs the company willattend, http://www.careersathealthnet.com/events.asp.▶ Some companies are using multipleportals and venues for their recruitmentefforts with some overlap amongtheir sites. The goal of these multipleportals is to reach different veterans,military families, and employers inslightly different ways. For example,AT&T has its military-specific recruitmentwebsite, http://att.jobs/military.aspx, while they also have a VeteranTalent recruitment platform at http://www.military.com/jobs-in/employer/att/.Similarly, CINTAS Corporation utilizesmultiple platforms to publicize jobsfor veterans, including its homepage 3and http://www.monster.com. 4▶ Connect with industry specific initiatives:for example, Dominion ResourcesInc. announced a pilot program,Troops to Energy Jobs, 5 which is partof the National Center for EnergyWorkforce Development and has amission to link thousands of futurejob openings in the energy industrywith troops leaving military service.Through a partnership of energyindustry companies, their associations,unions, the military, and institutionsof higher education, the program combinesoutreach, recruiting, education,assistance with skills transfer, train-62 INSTITUtE FOR veterans and military families

ing, and career coaching and mentoringthey create a roadmap 6 for entryinto skilled utility and engineeringpositions in the energy industry.▶ Partnerships with veteran-supportorganizations offer employers the opportunityto participate in programsand ceremonies that recognize thecontributions of veterans and theirfamilies without being responsible fortheir organization. Employers can helpcollect funds from their employees, encouragethem to volunteer with theseorganizations, and/or sponsor eventsor awards for veterans. For example,the Hyatt Regency partners with thelocal VA office to attend job fairs anddo community service.▶ Another example is the Lockheed MartinCorporation, which participatesin the Army Partnership for YouthSuccess Program (PaYS), to allow thosewho serve our country to plan inadvance to explore private-sector jobopportunities. The program gives newsoldiers the opportunity to select a jobwith a PaYS partner during the time ofenlistment. After the position has beenselected, a Statement of Understandingis signed, and the PaYS employer/partner promises to interview thereturning solider, as long as he or shereceives an honorable discharge, isotherwise qualified, and a job vacancyexists. 7▶ Creating mentoring opportunitieshelps veterans identify marketable jobskills they have developed in the military,assist them in search for civilianjobs that require their most advancedskills, help with resume writing thatfeatures their marketable skills interms to match civilian job descriptions,and train them to develop dynamicinterview skills that can be usedin a variety of workplace cultures. Forexample, KPMG recruiters go beyondidentifying veterans to hire, and assistveterans in their general job searchefforts by providing resume-writingand interview guidance. Lockheed 8produces a Wounded Warriors LiveChat, a monthly two-hour woundedwarrior virtual chat session hostedby their military relations team, toconnect with injured/disabled transitioningservice members about careeropportunities.guide to leading policies, practices & resources 63

art IIIc. Summary▶ Leverage existing practices, such asmilitary assistance groups. AlliedBartonproduced a military assistancegroup case study 9 that can be usedas a tool to guide other companiesin identifying, recruiting, and retainingmilitary employees. Overall, thestudy recommends the formation ofmilitary assistance groups, which arean incredible resource to employers,veterans and active service members.AlliedBarton cites this, the formationof military assistance groups, as a bestpractice for employers recruiting veterans,Reservists, and Guardsmen.▶ Use of social media to further recruitingefforts: companies, like Microsoft,have been using LinkedIn to establisha group, We Still Serve at Microsoft,which includes discussions aroundmilitary and veteran experiences, openpositions, mentoring, and more.In the context of this research and review,we found no shortage of employers that espouseda desire to hire veterans. However,it became very clear that acting on such adesire sometimes represents a challenge torecruitment practices and processes.Connecting employment opportunities toveterans was a commonly cited challenge,in spite of the many job boards and otherresources currently positioned to serve thispurpose. Further, veterans may not be theirown best advocates, as employers reportmany veterans are inadequately preparedfor the application and interview processes.Without resumes and interview tacticsthat positively feature their skills and theirmatch to career requirements, they maybegin employment in entry-level positions,or in positions that undervalue their experience.Some veterans also appear to comeinto the civilian job market with a higherlevel of experience and skill than theyknow how to present to civilian recruiters.Companies that have successfully recruitedveterans and military family members tendto have their leaders spearheading theseefforts, or at least tracking them regularly,with those responsible reporting to seniorleaders. As a result, these companies havecreated new HR positions, such as militaryrecruiters, and have hired veterans intothese positions. Some companies havegone even further and created stand-aloneveteran initiative departments or groupswhose role: extend across the company,impacting HR training, the company’s philanthropyefforts, culture development, andmuch more. With leadership spearheadingthese initiative it has allowed the companiesto create a veteran welcoming culture,which is supported through career developmentopportunities for veteran employees,mentoring, affinity groups, HR training,and addressing issues, such as PTSD.Firms that have found success recruitingand onboarding veterans are also thosethat have taken proactive steps and madefocused investments toward creatingbridges between military service and civilianemployment. These employers developadvanced outreach efforts to provide mentorship,training, and resources, positionedto help veterans navigate the recruitmentprocess. Further, successful firms havecommon programs or resources, designedto educate hiring managers in a way thatpositions them as champions of the firm’sveteran employment initiatives.64 INSTITUtE FOR veterans and military families

In the context of this research and review, we found no shortage of employersthat espoused a desire to hire veterans.Further, firms that have found successrecruiting veterans recommend thatrecruiting and onboarding processes andpractices should focus on the veteran’sskills and talents and effectively translatethem into meaningful career development.In a related way, encouraging inter- andintra-industry collaboration to identify andutilize the most comprehensive militaryskills translators creates more effectiveplacements.Finally, firms should leverage existing veteranemployees to help in the recruitmentefforts through referral and mentoringof new veteran hires, and should provideassistance to all veteran job seekers byoffering them guidance in finding employmentthat best matches their skills andcareer goals.d.Additional Resources:Recruiting and OnboardingThe following resources are positionedto support employers, related to veteranfocusedrecruiting and onboarding initiatives.This list is not all-inclusive, nor doesthe fact that a particular program is listedhere represent an endorsement of thatresource.▶ U.S. DOL Vet Employment (VETS):http://www.dol.gov/vets/index.htmVETS proudly serves veterans and servicemembers by providing resourcesand expertise to assist and preparethem to obtain careers, employmentopportunities, and employment rights,as well as information on transitionprograms. VETS offers a multitude ofresources for veterans looking for jobs.▶ Joining Forces:http://www.whitehouse.gov/joiningforces/resourcesOne of President Obama’s veteransinitiatives, Joining Forces is a great resourceand offers some of the nation’stop job resources for veterans and employers,such as access to the VeteransJob Bank, links to employment tools,like My Next Move for Veterans, andmany more.▶ Virtual Career Fair for Veterans:http://www.veteranscareerfair.comThis event includes military friendlyemployers that represent thousands ofavailable job opportunities for veterans.▶ U.S. Veterans Pipeline:https://usveteranspipeline.com/An effort of the 100,000 Jobs Mission, atalent networking and career managementplatform that allows users to connectdirectly to peers, companies, jobs,schools, education programs and more.▶ Gold Card Initiative:http://www.dol.gov/vets/goldcard.htmlThe DOL’s Employment and TrainingAdministration (ETA) and VETShave joined forces to develop the GoldCard Initiative. The program providespost-9/11 era veterans with intensiveand follow-up services, necessary forsuccess in today’s job market. Eligibleveterans can present their Gold Card atany One-Stop Career Center to obtainenhanced intensive services thatinclude up to six months of follow-up,job readiness assessment, referral to jobbanks, and much more.guide to leading policies, practices & resources 65

art III▶ 100,000 Jobs Mission:http://www.100000jobsmission.com/JPMC and other founding corporationslaunched the 100,000 Jobs Mission inMarch 2011, with the goal of hiring100,000 transitioning service membersand military veterans by 2020. The coalitionmembers are committed to workingtogether, sharing best recruiting andemployment practices, and reportinghiring results.▶ Hero Health Hire:http://www.herohealthhire.com/This initiative is a gathering place wherebusiness leaders, government officialsand concerned citizens can learn, shareinformation, and commit to helping ournation’s disabled veterans find and retainmeaningful employment. This initiativeprovides information, tools andguidance for recruiting, hiring, trainingand supporting disabled veterans in theworkplace.▶ Hire Heroes USA:http://www.hireheroesusa.org/about-us/mission-vision-values/Hire Heroes USA (Hire Heroes) is dedicatedto creating job opportunities forU.S. military veterans and their spousesthrough personalized employmenttraining and corporate engagement.▶ Military Spouse Corporate CareerNetwork:http://www.msccn.org/Offers virtual and in-person meetings orwebinars, helping military spouses withresumes, employment resources, trainingto update skill sets, and assistance infinding employment resources in theircurrent location or the area to whichthey’re relocating.66 INSTITUtE FOR veterans and military families

2. Leading Practices: Training andProfessional Developmenta.theOverviewTraining and professional developmentis central to creating careers for veterans;that is, firms that have found success inthe pursuit of veteran-focused employmentinitiatives cite the need to focusbeyond hiring the veteran to also providethe training and resources necessary toempower the veteran in finding success inthe civilian workplace.Two leading examples of initiatives designedto create an environment whereveterans are empowered as a consequenceof ongoing training and professional developmentare the Junior Officer LeadershipProgram at GE and the VETalent programat Prudential. Each initiative is presentedas follows.Leading Practices Model:General ElectricJunior Officer Leadership ProgramGE currently employs 10,000 veterans,and the company has made a significanteffort to create a supportive work environmentfor veterans through the creationof the GE Veterans Network. The networkprovides an internal platform for veteranemployees to interact with fellow veteransacross different GE businesses, providesreferrals and mentorship, opens the doorto different career paths within the firm,and is positioned to support career developmenttraining and assistance. A keydimension of the GE Veterans Networkis a program called the Junior OfficerLeadership Program (JOLP). 10 The JOLPprogram consists of a two-year rotationalexperience through which Junior MilitaryOfficers (JMOs), hired by GE, are exposed tofirm’s different lines of business andreceive both on-the-job and formal classroomtraining. Each business within GEhas a JOLP champion, a high-ranking personwhose job description includes leadingthe JOLP within their respective business.Approach & Innovations: RotationalExperience, Holistic DevelopmentThe JOLP is focused on providing a broadrange of developmental experiences, whilecultivating knowledge, skills, and abilitiescentral to succeeding in GE’s businessculture. Furthermore, the JOLP providesveterans with broad business experienceand exposure to various core systems thatmake up GE businesses. Typical trainingcurricula include: Finance for Non-Financial Managers, Six Sigma Quality,Business Dynamics, Advanced ManagersCourse, Power Systems Product KnowledgeCourse, and Interview Training. Walkingparticipants through the three-month rotationsin different job fields allows GE toidentify the strengths and interests of thejunior officers, so that they may work andgrow within that particular field once theygraduate from the JOLP.GE suggests that the program gives participantsthe opportunity to make an impacton GE in the near term, while at the sametime creating the foundational knowledgenecessary for a career at the firm. TheJOLP program also provides participantswith visibility to senior-level technical andbusiness leaders, while fostering personaldevelopment through mentoring andcoaching. The rotational assignments providevaluable contacts and experience thataccelerate the development of technical,business, and professional skills.guide to leading policies, practices & resources 67

art IIIIn line with GE’s JOLP, Shell Oil has created“Career Transition Opportunity” (CTO), 11a unique program that aids the transitionof top-performing JMOs with four-year degreesand less than six years of military orprivate-sector experience from the militaryinto corporate life at Shell. CTO combineson-the-job learning, training for recognizedprofessional qualifications, personaldevelopment programs, and direction andsupport to assist JMOs with their transition.Implementation and Generalizability▶ The program is high-touch and participantsbenefit from personal mentoringand executive-level support. Such amodel practically dictates limitations onscalability. Currently, only 50 individualsper year are accepted into the JOLP.▶ Adapting the model to small andmedium enterprises may represent achallenge, given the commitment of resources,and also based on limitationswith regard to the diversity of a givenfirm’s lines of business.▶ The current program is focused onmilitary officers, and the applicabilityof the model to prior enlisted employeesis clear, but untested in the contextof GE’s experience.Recommendations▶ The value of a rotational trainingprogram, with regard to professionaldevelopment, correlates directly withthe quality and availability of mentorssupporting the initiative. Rotationalprograms without a solid anddynamic model of mentorship can becounter-productive.▶ To the extent possible, leverage existingveteran employees in a mentorshiprole. These individuals representexemplars, and uniquely understandthe socialization challenges facingnew veteran hires.▶ Throughout the rotational process,provide broad-based experience, butalso assign the veteran specific tasksthat are meaningfully related to theorganization’s mission. Make explicitthe connection between the veteran’srole on the team, and the impact onthe organization.▶ Assessment and evaluation throughoutthe program is critical, andshould be so that insights into theveteran’s strengths, talents, andskills become clear, making linkagesbetween those skills/strengths andprospective work roles evident.Program Point of Contact:Kris UrbauerKristine.urbauer@ge.com68 INSTITUtE FOR veterans and military familiesLeading Practices Model:PrudentialVETalent ProgramIn 2010, Prudential partnered with a localcommunity college and Workforce OpportunityServices (WOS), 12 a not-for-profitorganization, to replicate an Information

VETalent is expanding, and Prudential is reaching out to other Fortune 500 companies tocollaborate and open training and employment opportunities through the program. Initiatedin 2010, the program now has the capacity to train 65 veterans per class.Technology (IT) training program forveterans that was originally developed fordisadvantaged youth. The program, calledVETalent, 13 provides formal education combinedwith on-the-job training to prepareveterans to succeed in IT-focused careers.Approach & Innovations: Collaborativeand Proactive Workforce DevelopmentThe innovation represented by the VETalentprogram is a collaborative approach toworkforce development, which importantlyacknowledges the unique situation ofveterans. Prudential provides a scholarshipto the veteran, which covers the cost offormal training (provided by a universitypartner). Further, Prudential provides eachparticipating veteran a stipend of $500 perweek, allowing them to fully focus on theprogram without the burden of additionalemployment. The goal is to help the veteranachieve certification, obtain experience,and open the door to the opportunity forfulltime employment. Prudential invitesany enlisted veteran to participate in theprogram.The work-study portion of the programspans nine months, and is based on providingonsite work experiences for veterans,as a tool to socialize them to the civilianwork environment. The program wasoriginally managed by the IT departmentat Prudential, as it was the departmentthat drove innovation; but today, the initiativeis managed by Prudential’s veteraninitiativeteam, a group that reports to thecompany’s chairman.VETalent is expanding, and Prudential isreaching out to other Fortune 500 companiesto collaborate and open training andemployment opportunities through theprogram. Initiated in 2010, the programnow has the capacity to train 65 veteransper class.Challenges to Implementationand Generalizability▶ The current program is geographicallyconstrained. Participation requiresrelocation to the New York or NewJersey area, and some candidates maynot be willing to move. However, toaddress this constraint, new offeringsare being developed in Jacksonvilleand Philadelphia.▶ Capacity to absorb all graduates ofthe program (with employment opportunities)is an ongoing concern.To address the capacity to hire, theprogram has partnered with Johnson& Johnson, and is cooperatingwith additional firms on the effort.Prudential welcomes companies whowant to partner in the initiative, providejob openings for VETalent veterans,and those expressing an interestin financially sponsoring interns.▶ Awareness of the program among theveterans’ community is an ongoingchallenge.▶ Assessment over the long-term programefficacy is another focus area.Noteworthy actions on the part of Prudentialto address some of the cited challengesinclude a willingness on the part of thefirm to sponsor a VETalent student, if otherpartner companies become available tooffer job training on site for the veteran. Inaddition, the VETalent program has evolvedin a way that can be customized to anywork-role position; that is, it is not solelyan IT program, but the curriculum can becustomized to fit the company’s needs withregard to disparate work roles.guide to leading policies, practices & resources 69

art IIIb.Recommendations▶ Prudential recommends that companiesfocus on developing career pathprograms, rather than job programs,focused only on initial hiring. Careerpath programs provide the opportunityfor further development, trainingand certification, which resultsin meaningful careers for programparticipants.▶ Prudential recommends that businessespartner with each other toleverage training and career programsacross industries, and to gainthe capacity to serve different veteranstakeholders and different geographiclocations.▶ When approaching workforce development,create flexible programs thatcan be customized to meet the needsof veterans and the sponsoring firm.▶ Don’t reinvent the wheel. Remainalert to opportunities to expand,move, repurpose, or refocus existingprograms to serve the veteran community.Program Point of Contact:Raymond Weeksraymond.weeks@prudential.comAdditional Leading PracticeExamples: Training andProfessional DevelopmentThe programs and practices highlightedabove represent unique and novel approachesto training and professional developmentfor veteran employees. That said,70 INSTITUtE FOR veterans and military familiesthere are many other programs and practicesimpacting private industry, positionedto advance the employment situation ofveterans. As such, below we have summarizedadditional practices and recommendations,related to training and professionaldevelopment opportunities for veterans:▶ Leverage internship/apprenticeshipopportunities. Training and experienceprograms targeted to veteransand run, or supported by, businessand industry provide opportunities toveterans to gain entry into the civilianworkforce, and to engage withpotential future employers. Creatinginternships may enable companies toenhance the training and preparationof these veterans, who will be positionedas qualified applicants oncethey complete the internship/apprenticeshipexperience.▶ Companies, including Walmart, leveragecampus recruiting and veteranservice organizations, such as theSVA, 14 to provide internship opportunitiesto veterans.▶ Ernst & Young suggests the creationof half-day internship fairs at schoolsfor veterans, only. The schools canleverage existing job fairs, when companiesare on campus and can providespecific time slots for veteransto attend. Furthermore, companiescan inquire with universities on howto adjust their career sites and allowstudents to self-identify as veterans,as well as how to add a veteran-preferredoption on their internship andjob postings.▶ AT&T has been working on an initiativeto invite veterans to join thecompany through internships, jobshadowing, and partnerships with theChamber, encouraging veterans to

utilize these shadowing opportunitiesin order to test different career trackswithin AT&T. They have been utilizingmeet-and-greet events on universitycampuses and military bases.Recently, the company had 20 veteransattend a development workshop,where they provided them with trainingon how to market themselves.AT&T offers 12 leadership programs,although the company believes thatit can do more, and has been exploringopportunities to develop a JuniorOfficer Training Program, to betterand more effectively train and hireveterans.▶ BAE offers internship opportunitiesfor service-disabled veterans todevelop individual professional skillswhile undergoing medical treatmentand/or physical rehabilitation at aMilitary Treatment Facility. 15▶ As part of the White House’s JoiningForces initiative, Intel piloted theIntel Veteran Employment Training(VET) program, which provides technologytraining and jobs for veteransand their partners. Intel is leveragingthe Computer Clubhouse Network, 16which is a valuable resource that isavailable for learning about computersand technology. While currentlyfocused as an after-school programfor children, Intel has worked withtheir clubhouse partners to openthis resource to veterans and theirpartners prior to after-school hours;this provides an opportunity to learnjob-readiness and computing skillsessential in today’s labor market.The clubhouse’s three-day trainingprogram is made available once eachmonth for veterans and their partners.Training includes:▶ One-on-one coaching and trainingon resume writing with military tocivilian occupation skills translation.▶ Behavioral interview training andmock interviews with real-timefeedback.▶ Job search techniques.▶ Intel veteran mentor matching.▶ Access to free industry certificationtraining (Project ManagementProfessional, MCSE, etc.) and jobplacement programs to thoseeligible.▶ Position the GI Bill as a resource.Veterans of current wars have unprecedentedopportunities for educationthrough the GI Bill.17 Many firms arepursuing combination scholarship/internship programs for veterans whoare gaining education through the GIBill as a means to encourage veteransto pursue degrees in high-demandfields such as science, technology,engineering, and mathematics (STEM).The GI Bill can also fund on-the-jobtraining for veterans. For example,Schneider National18 has one of thefew transportation programs certifiedunder the VA’s apprenticeshipprogram that incorporates the GI Billbenefits, allowing them to receive taxfreeeducational benefit checks fromthe VA by submitting monthly reportsto the DOL.guide to leading policies, practices & resources 71

art III▶ Consider the unique situation of thejunior enlisted. The Military LeadershipDiversity Commission reportsthat 63% of enlisted men and 73% ofenlisted women do not re-enlist in themilitary, following their first term.In total, 68% of all enlisted militarydo not re-enlist after their first term,which is between 2-6 years of service.19 For them, the transition processinto civilian employment, with orwithout training and education, willset the course for their post-servicelives.▶ Citigroup founded the Veterans onWall Street (VOWS) 20 program. VOWSshares resources and is a great exampleof how veterans are being engagedin the financial industry. Through acombination of educational initiatives,mentoring, outreach to themilitary, employee affinity groups,and an annual conference, VOWS promotescareer development, supportand retention of veterans throughoutthe global financial services industry.VOWS is a collaboration of severalfinancial corporations, and Citigrouprecommends sharing training programswith other companies withinthe industry.▶ Leverage programs and resourcesthat are available through the VA,as a source of vocational training.There are three programs currentlyavailable that could support veteraninternships:72 INSTITUtE FOR veterans and military families▶ The VA work-study program, 21which provides VA work studyallowances for full-time or 3/4-timeveteran students pursuing acollege degree, vocational orprofessional program.▶ The UCX 22 program allows eligiblemembers of the military to receiveunemployment compensation,based on their active duty service.It provides weekly income to servicemembers as they look for work,including those who can find onlypart-time work. 23▶ The VA Vocational Rehabilitationprogram 24 pays for training while aveteran is in a vocational rehabilitationperiod. These services includevocational and personal counseling,education and training, financialaid, job assistance and, if needed,medical and dental treatment.Services generally last up to 48months, but they can be extendedin certain instances.▶ Sodexo leverages its Sodexo University25 to offer veterans the training theyneed to succeed and grow throughtuition reimbursement, self-studytraining modules, instructor-ledclasses and online learning opportunities.The program leverages onlinetools that assist the veterans with careerdevelopment, keep track of theirperformance goals, and make use ofthousands of resources within thecompany that allow them to shapetheir own future and grow with thecompany. Tools such as real-life workscenarios and online simulations linkthe veterans immediately to other resourceswithin Sodexo, and the trainingopens opportunities for internalmentoring and growth development.▶ Finally, some veterans may need additionalskills training to round outtheir skill sets or to refresh existingskills weakened through inactivitywhile in the military. Many employersalready offer skills training programsto other employees and can extend

C. Summarysuch programs to include veterans.These initiatives can be employed fornew hires or to help prepare veteransfor a job search. As with mosttraining programs, offering them ina variety of media (e.g., live, written,recorded, online) and at multipletimes may be necessary to provide themost effective support for veterans,who have to fit these developmentalefforts into their other reintegrationactivities. For example, SunGard PublicSector provides live and on-requestskills refreshers for veterans returningfrom deployment. 26Many of the programs listed above, andcomponents of these and other programs,are customizable and can be adopted withinmost employment settings. A key findingof this review is that firms should considerengaging resources, which are attached toveterans, such as apprenticeship assistancethrough the GI Bill, work-study programswith the VA, the GI Bill for education at thecommunity college and university level,and the workforce development system andUnemployment Compensation Program forEx-Military, which allows veterans to pursuetraining and be paid out of the programrather than by the company. Businessesinterested in leveraging these programsmay engage with their local workforcedevelopment agencies, the DOD, VA, DOL,and other departments within the U.S.government to obtain better access to theseprograms, for themselves and a potentialveteran workforce, as service memberstransition into civilian life and the civilianworkforce.Employers also recommend that careerservices offices at universities provideopportunities for companies to indicate apreference for veterans on their job postings.Finally, companies should create andimplement job shadowing, internship andapprentice opportunities for veterans andmilitary families by:▶ Leveraging existing systems withinthe company, such as internshipprograms and replicating those forveterans.▶ Closely collaborating with othercompanies, who have already realizedsuccess with regard to developing veterantalent, and that have replicableapproaches to ongoing training andeducation.▶ Provide meet-and-greet events at thefirm to introduce mentoring andpeer-to-peer development opportunitiesto veteran employees.▶ Educate veteran employees on thosereadily available (and often free) trainingand development resources offeredby not-for-profits, universities,and community workforce developmentorganizations.Finally, another key finding of this reviewhighlights that mentoring for veterans,when provided by other veteran employees,tends to be the most effective andenduring. Interactions with veterans, whohave already successfully reintegrated intocivilian life, can help newly hired veteranemployees navigate the sometimes discontinuoustransition from the military to thecivilian world of work.guide to leading policies, practices & resources 73

art IIId.Additional Resources:Training and DevelopmentThe following additional resources arepositioned to support employers andveterans, related to training and professionaldevelopment initiatives. This list isnot all-inclusive, nor does the fact that aparticular program is listed here representan endorsement of that resource.▶ Pathways Out of Poverty Grants:http://www.doleta.gov/pdf/Pathways_Poverty_grants.pdfPathways Out of Poverty Grants fundgreen job training and certificationprograms for unemployed workers,including veterans, and match participantswith companies once training iscompleted. Jobs include weatherization,solar panel manufacturing andinstallation, energy efficient buildingconstruction, and turbine manufacturing.Training programs for veterans arecurrently being offered in Missouri,Minnesota, Pennsylvania, New York,Maine, California, Nebraska, Michigan,Washington, and Oregon.▶ Veterans In Piping (VIP):http://uavip.org/ua-apprenticeship.aspA five-year apprenticeship programoffered by the United Association, theVeterans in Piping program trains menand women in challenging trades whileupholding the ideals of trade unionism.Veterans may receive training inplumbing, pipefitting, sprinkler fitting,HVAC service, or welding.▶ Elevate America:http://www.microsoft.com/about/corporatecitizenship/en-us/community-tools/jobskills/veterans/#voucherstabWith help from the DOL, Microsoft’sElevate America veterans initiative createda coalition of public, private, andnon-profit organizations to help U.S.veterans and their spouses gain accessto no-cost IT skills training and certification,designed to help them develop thetechnology skills necessary to secureemployment in today’s job market.Veterans and their eligible spouses inCalifornia, Florida, Texas, Virginia, andWashington can request a voucher forthe training.▶ National Veterans’ TrainingInstitute (NVTI):http://www.dol.gov/vets/programs/fact/NV-TIFS09.htmThe National Veterans’ Training Instituteworks with veterans’ employmentand training service providers throughoutthe U.S. to further develop andenhance their professional skills. Theinstitute has delivered NVTI training toover 30,000 veterans’ employment andtraining professionals, improving theirability to serve our nation’s veterans.▶ Veterans Technology Program:http://get-vet.syr.edu/The Veterans Technology Program is anon-credit certificate program offeredby the School of Information Studiesat Syracuse University. This programis available to both employed andunemployed post-9/11 veterans, witha minimum of a high school diploma,and it is comprised of four certificates:VET 1: Career Skills for GlobalEnterprises, VET 2: Microsoft OfficeFundamentals, VET 3: Applied Education,and VET 4: Applied Practicum.74 INSTITUtE FOR veterans and military families

▶ A Transfer Guide: Understanding yourMilitary Credit Recommendations:http://www.acenet.edu/Content/Navigation-Menu/ProgramsServices/MilitaryPrograms/Transfer_Guide.htmFrom the ACE, a guide designed toprovide a clear understanding of therelationship between a military transcriptand the equivalent civilian trainingand experience credits.a.concerns3. Leading Practices: Assimilationand Employee AssistanceOverviewThe Chamber reports that many veteransdo not persist in their first–and often theirsecond–civilian work role after leaving themilitary. One reason for this attrition islikely due to the challenges associated with“fitting in” to a corporate culture that is oftenvastly different from a military culture.Thus, the role of practices and programs,focused on both assimilation and employeeassistance, represents a critical componentof the employment process.Across private industry, firms develop andimplement both standardized and uniqueemployee assimilation and assistance programsand initiatives, designed to engagenew employees and assist new and existingemployees. Assimilation programs focus onengaging new employees in the workplace,acclimating new hires to new jobs and colleagues[and their new colleagues to them],as well as sharing information related toadvancement, accommodation, employeeresource groups, and more. Employee assistanceprograms may assist in adjustmentor acclimation, or for non-work relatedwhich might impact work.Some companies report challenges includingseparation of roles of employeeassistance programs and health careprograms or health insurance from responsibilitiesof the VA health care andcounseling programs. Other challengesreported include assisting families duringGuard and Reserve deployments.Two leading initiatives are highlightedbelow, the first from Ernst & Young onleveraging existing resources to facilitateeffective assimilation and the secondfrom Walmart on talent identificationand education for veterans aboutWalmart (and for Walmart about veterans).The section continues with examplesfrom other participating companies,and resources to address assimilationand employee assistance programs.guide to leading policies, practices & resources 75

art IIILeading Practices Model:Ernst & YoungVeterans Supporting VeteransAt Ernst & Young, a foundational elementof the firm’s corporate culture is to valuediversity and inclusiveness, a theme forwhich the firm is widely recognized. Byembedding veteran diversity in an alreadyinclusive culture, the company succeedsin leveraging the existing infrastructureto support the assimilation of veteransinto the firm’s workforce. In addition, thecompany has also leveraged its existing“career watch” program to support veterans,where senior level personnel meetwith mentee–junior level employees–ona regular basis, to identify challenges andto help them progress.Approach & Innovation: Employee Fitand Inclusive CultureIn the hiring process and beyond, Ernst &Young is focused on fit: the individual mustsay to the firm, “you are a good fit for me”and the firm must say, “you are a good fitfor us, you can succeed” to the individual.Typically, Ernst & Young hires the majorityof their employees directly from collegecampuses immediately on graduation, andthey are beginning to explore recruitingstudent veterans, and even supporting veteranstudents pursuing degrees in high-priorityrecruiting disciplines. Ernst & Youngshared that their veteran employees knoweach other, mentor and collaborate witheach other, and network with each other toprovide opportunities even in the absenceof a strong leadership mandate.The “fit” was in part a result of commonexperiences with a critical mass of veteransemployed in the business. Importantly, veteranswithin the ranks are responsible forand have been effective in driving veteraninitiatives and gearing practices towardinclusiveness of veterans; that is, veteranswithin the ranks have been able to leverageexisting processes and practices supportingthe firm’s inclusiveness and diversity focusto facilitate a supportive and nurturingenvironment for veterans.Challenges to Implementation andGeneralizability▶ In some cases (not specific to Ernst& Young, but broadly), veterans haveexpressed dissatisfaction with veteranfocusedinitiatives being classified as“diversity focused.”▶ Grassroots efforts to creating affinitygroups, etc. are often hampered byinadequate tracking of veterans in theworkforce.Recommendations▶ Ernst & Young advocates engagementand empowerment of veterans, whoare already employees, to networkwith other potential hires.▶ Don’t reinvent the wheel. Leverageexisting internal programs, includingprocesses and experience, such as diversityand inclusiveness initiatives tohire and advance veterans, and to provideservices within these programsto veterans and military families.Program Point of Contact:Tony KlimasTony.klimas@ey.com76 INSTITUtE FOR veterans and military families

Leading Practices Models:WalmartScale of EffortThe Walmart Corporation has 1.5 millionemployees and as a consequence, has thescale to both hire a significant number ofveterans and also leverage the firm’s significanthuman and social capital resourcesto influence the ”business case”for veterans in the workplace.Approach and Innovation:Educating the Walmart WayWalmart’s current program is an enterprise-widecommitment to talent acquisitionamong the veteran population. Amajor focus of the effort is focused on educatingthe veterans and transitioning servicemembers about Walmart, and concurrentlyeducating Walmart employees aboutthe military. The firm’s CEO, Bill Simon,plays a key role in this effort. A veteranhimself, Simon leverages his public platformto espouse the firm’s commitmentto supporting veterans in their workforce,a message undoubtedly meant for bothprospective employees, and also Walmart’snon-veteran workforce. For example, in arecent address Simon said “We love to hireveterans…veterans not only have a recordof performance under pressure, but theyare educated and technologically savvy;quick learners; and team players.”Walmart also supports its associates thathave been called to active military duty,through its Military Family Promise. Theprogram guarantees a job at a nearby storeor club for all military personnel, andmilitary spouses, employed at Walmart orSam’s Club, who move to a different partof the country because they or their spousehave been transferred by the U.S. military.In addition, those called to duty willcontinue to be paid any difference in theirsalary, if the associate is earning less moneyduring their military assignment.Challenges to Implementation and Generalizability:▶ While Walmart has the potential anddesire to hire many veterans, it hashad difficulty locating veterans, andtracking existing veteran employeeswithin the firm.▶ With thousands of hiring managers,it is a significant challenge to educateall on the benefits of hiring veterans.RecommendationsIn addition to the issues of scale and locatingveterans, Walmart’s recommendationsfocus on education and family supports.▶ Staff and Leadership Education:Walmart recommends companiesactively educate their staff, particularlysenior leaders and managers,on veteran hiring and issues veteransface. This will assist companies to developmore effective and customizedemployee assistance services for theirveteran employees.▶ Family Supports: Walmart recognizesthe need to employ and retain militaryfamily members. They recommendrecruiting family members ofveteran employees, offering ampleflexibility in the work environmentfor child care, veteran care, and otherfamily needs resulting from militaryexperiences and responsibilities.Program Point of Contact:Gary M. Profit(Brigadier General, U.S. Army (Ret.))gary.profit@wal-mart.comguide to leading policies, practices & resources 77

art IIIb. Additional Leading Practices:Assimilation and EmployeeAssistanceThe two programs highlighted above focuson network recruiting, leveraging existingresources, scale of effort, and needs to supportfamilies to assimilate veterans. Othercompanies have highlighted additionalissues, or specific approaches to existingresources. Recommendations and highlightsare as follows:▶ Veteran hiring falls often under diversityinitiatives, due to compliancerequirements, related to USERRA,VEVRAA, the Rehabilitation Act of1973, and the ADA. An additional reasonfor location in diversity initiativesis the ability to respond to varied anddiffering needs of veterans, particularlywounded veterans, or to diverseveteran populations. Leveraging thisinfrastructure may provide facilitatedentry, assimilation and employee assistance.However, because in somebusinesses the diversity function isless integrated into the hiring manager’sregular process, this may createbarriers to assimilation.▶ Assimilation may include resourcegroups, affinity groups, mentoringand sponsorship, peer supports, andother focused activities, which provideopportunities to understand the companyand the employee fit. Even whenactivities are housed within diversityinitiatives, focus must be maintainedon creating opportunities for mainstreamassimilation and inclusion.78 INSTITUtE FOR veterans and military families▶ Some companies have tailored theiremployee assistance programs toveterans in a supportive way, incorporatingthe education of companyemployees on providing tangible assistanceto veterans, beyond awarenesstraining, instead of just referring orsending them to the VA. For example,at Ernst &Young, the company neversends people to the VA, and instead,they have a robust employee assistanceprogram that was started in1975, with people who enjoy devisingsolutions to new problems. Therobust program initially servedemployees with alcohol abuse issues,and it later added parental care. Now,they leverage these professionals andare training them more on the specificsof veterans’ issues, to provide theneeded in-house assistance.▶ Walmart leverages the existing networkof health professionals, Resourcesfor Living, to provide servicesto veterans. Through Resources forLiving, Walmart provides a free, confidentialservice to help give associatesand their family members physical,mental, emotional, financial andcareer wellness coaching. The serviceis available 24 hours a day, 365 days ayear. 27▶ There are companies, which have createdpositions specific to new veteranemployee assistance. For example,Lockheed Martin has created itsMilitary Relations Manager position. 28Four regional Military Relations Managersat the company have the sole responsibilityto help those transitioningfrom the military to Lockheed Martin.▶ Cornell University has restructuredits Faculty and Staff AssistanceProgram to include a counselor whohas special training on issues facingveterans, including PTSD.

An internal network of military veterans at Amazon offers mentoringand support for new veteran employees.▶ While many companies have createdpositions with military employee-specificresponsibilities, the majority areaimed at recruitment, and only a fewhave positions dedicated to the assimilationand assistance of military hires.▶ Some companies attend to this issueby creating employee councilsor networks. Combined Insuranceestablished a military veteran council 29of employees, from all areas of thecompany. The council helps to mentornew veteran hires, as they undergothe transition from military to civilianprofessional life.▶ An internal network of military veterans30 at Amazon offers mentoring andsupport for new veteran employees.▶ GE offers a specialized USERRA Advisor,who helps military employees tounderstand their eligibility, job entitlements,employer obligations, benefitsand the remedies available to themunder USERRA. In addition to this, GE,through its Work/Life Connections, 31provides its employees and its managementwith specialized checklists,which prepare them for potential deployments.These checklists contain awealth of information on deploymentrelatedtopics and provide assistancewith managing daily responsibilities,while one spouse is deployed.▶ Employee network and support groupsaid in assimilation and the creation ofa supportive working environment.Sodexo’s military employee networkgroup, Honoring Our Nation’s finestwith Opportunity and Respect(HONOR), 32 offers development opportunities,provides a forum to recognizeand celebrate contributions made toour country, and establishes partnershipswith community groups thatsupport veterans, active duty, NationalGuard, and military Reserves. Sodexoalso offers mentoring programs 33 thatfacilitate a smoother transition forveterans into the civilian workplaceand support their professional growth.▶ Sodexo’s 34 comprehensive EmployeeAssistance Program (EAP) providessupport and advocacy for jobs for veterans.This program provides ongoingcounseling services to family membersof employees who are deployed; thecompany provides pay differentialfor up to 12 months, from the dateof military assignment; medical anddental benefits continue during activeduty, provided employee contributionscontinue; when an employee’s militaryassignment is completed, the employeereturns to the same or like position,per the current military leave policy.▶ Additionally, in terms of employeeassistance, some companies are awareof and are using the Veterans HealthInitiative (VHI) training programwithin the VA for clinicians. The VAdeveloped the VHI independent studycourses, to increase VA providers’knowledge of military service-relateddiseases and illnesses. The VHI studyguides are useful for VA employees,veterans, the public and non-VA providers,as well. The VHI courses areaccredited and meet medical licensurerequirements.guide to leading policies, practices & resources 79

art III82 INSTITUtE FOR veterans and military families▶ In addition, veterans with civilianjobs and ongoing military responsibilitiesmay have civilian salaries thatexceed their military wages. This canlead to economic instability if theirmilitary wages are not sufficient tocover expenses during deployment.Some employers help employees withongoing military responsibilitiesremain economically secure by payingthe difference between their civilianand military salaries during deploymentsor training exercises. 39 Manyorganizations, like Ryan LLC, AESAlamitos, Western National MutualInsurance Company, and Rio SaladoCollege, offset any difference betweenmilitary and civilian wages.▶ While veterans with ongoing militaryresponsibilities are deployed, someemployers assemble care packages andletters to show their support. Whencare packages and letters are sent tomilitary members who are knownto the senders, the contents can betailored to meet their specific needsand interests. For example, Bon Secourscelebrated Military AppreciationMonth with Operation Care Package,collecting toiletries and personal itemsfor active military loved ones of BonSecours employees who were currentlyserving overseas. Thanks to donationsfrom employees at Bon Secours, about75 care packages were sent to deployedU.S. troops, of which about 35 packageswent specifically to Bon Secoursemployees.▶ TriWest’s CEO sends letters once amonth to TriWest’s deployed NationalGuard and Reserve members, andthe letters include a telephone card,so that they can stay connected withtheir loved ones. Some companies,like the MorganFranklin Corporation,report paying to fly military employeesback home to deal with criticalpersonal issues.▶ The Chamber hosts community eventswhere they invite VA representativesto talk about the benefits available forveterans and businesses. These eventshelp veterans to become aware of theavailable resources, for which they areeligible. Military service also affectsthe families of military members andveterans who give up time with theirloved ones, manage households, andcare for children and elders withoutthe military member’s assistance duringdeployments. After deployments,families must manage the challengesof reunion, care for injured veterans,and prepare for possible future deployments.Employers can help to provideveterans with stable households andfamilies to return to after their serviceby supporting their families’ economicand personal well-being. Supportingmilitary families as they navigatecomplex benefits systems, restructurechild and elder care, attend militaryseparation and reunion events, andpossibly care for injured veteranshelps military members focus on theirduties with the knowledge that theyhave stable homes, to which they mayreturn.▶ Employers are making use of workplaceflexibility to give military familymembers more options concerninghow they get their work done in theface of increased caregiving demands,

support for injured veterans, managingmultiple benefits systems, andthe emotional and physical stress ofmeeting these demands. Options likepart-time work, flexible schedules,and telework all help military familiescare for their family members, whileremaining employed. An employee atSunGard Public Sector temporarily relocatedfrom Florida to Georgia to carefor her grandchildren while her sonwas deployed. She retained her positionand remotely managed her team.She notes that, “It was SunGard PublicSector’s willingness, understanding,and flexibility, along with their technology,that allowed me to care for mygrandchildren in a time of distress formy family and effectively continue inmy role as a team leader.”▶ Military families also benefit frombeing given time during the workdayto communicate with their loved ones.Many military members are deployedin different time zones or have very restrictedopportunities to communicatewith home. Allowing employees totake calls during work hours can helpthem stay in touch with deployed familymembers. Also, allowing familieswith limited access to telecommunicationstechnology (e.g., no computeror video conferencing technology athome) to use company communicationsnetworks during down times isvery valuable. McGladrey notes thatone of its employees used informalflexibility in order to keep in contactwith her husband when he wasoverseas. Due to the time difference,the only time for them to connectvirtually was during normal workinghours, and she extended her workdayto get her work finished on time. “Thisflexibility gave her the peace of mind,in knowing her husband was safe, soshe could continue to be focused andproductive while at work.”▶ Military careers often require frequentrelocation to assign the best personto each mission and gain necessaryexperiences for promotion. As a result,military spouses can experience frequentcareer-disrupting relocations.In addition, injured veterans may notbe able to receive the treatment theyrequire in their hometowns and mayneed to reside elsewhere, to completemedical procedures or therapy. Someemployers provide relocation support,so families can attend to their injuredfamily members and keep their owncareers on track. Transfers to otheroffices, extended telework, or full-timeremote workplace options can givefamilies the flexibility they need tostay together while still contributingto their employer’s success. Booz Allensupports employees that have to moveby seeking opportunities in new locationsfor them and by providing theopportunity to telework from the newlocation.▶ Military families may find that theycannot easily maintain the same economicstatus they had before a deploymentor developing a disability. As aresult, they benefit from employerswho provide discounted products orservices to their military employees,veterans, or families. Other employersorganize gift drives to supply holidaypresents to children in military families.For example, KPMG’s Montvale, NJoffice provides more than 200 childrenof soldiers, returning from Iraq, withholiday gift packages containing newbooks and new teddy bears (assembledby their partners and employees).guide to leading policies, practices & resources 83

art III▶ Allowing family members to participatein employer-sponsored socialevents (like company picnics or awardsdinners), when the military employeeis unable to work (because of deploymentor disability), can help keep thefamily from becoming isolated andprovide opportunities for informalsupport. Nelson Laboratories invitesand welcomes the families of theirmilitary employees to all companyevents, even while employees aredeployed. While one employee wasdeployed, Nelson Laboratories purchasedand installed a play set in theemployee’s back yard so his childrenwould have something to play on.▶ Other employers provide administrativesupport to families to help themfile necessary paperwork to apply forgrants, benefits, or services from otherorganizations. Cornell University’sChild Care Center helped a family filea grant application for the NationalAssociation of Child Care Resource &Referral Agencies (NACCRRA) MilitaryServices Program. NACCRRA thenprovided the family with a muchneeded financial award.▶ Military family resource groups canalso be used to help military familiespool resources and experiences tosupport one another, both at workand at home. These groups can alsobe used to help employers better understandand meet the needs of militaryfamilies, both as employees andpotential clients or consumers. TheAurora Mental Health Center ViewpointBuilding maintains supportgroups for military family members.84 INSTITUtE FOR veterans and military families▶ Companies recommend the creationof comprehensive employee assistanceprograms, for those who aremembers of the National Guard andReserves. This will provide them withadequate support during times of deployment,which affects the companyas well as the family of the deployedemployee.▶ Many companies have been using Magellan’stoolkit, which details how tocreate and maintain an accommodatingwork environment and programsfor the employment and successfultransition of veterans. These companieshave successfully leveraged thesetools and recommend that others dothe same.▶ Finally, companies encourage othersto be creative within their employeeassistance programs and to includefamily members in the services offered.The underlying message is to beinvolved in the veteran community,to understand the issues that veteransand military families are facing, andto customize assistance for those issues.For example:▶ Provide phase-in employment for veteranstransitioning from the military,which eases their transition into civilianlife by having them start workingpart-time and increase their hoursslowly to full-time employment.▶ Provide job flexibility, allowingveterans or family members to workremotely.▶ Several companies have created internalnetwork opportunities to helpveterans and military families. Forexample, Merck established its VeteransLeadership Network, 40 an employeeaffinity group whose mission

is to serve as a company resource onall veteran-related issues. The groupworks to recruit, retain and mentorveterans, to educate hiring managerson the benefits of selecting candidateswith military service, and to partnerwith external organizations thatassist military members and theirfamilies.▶ Other companies with similar effortsinclude Bank of America, AT&T, BoozAllen, Prudential, U.S. Bank, JohnsonControls, Intuit, 41 GE, 42 CSX Corporation,43 and many more.▶ Bank of America offers the MilitarySupport Affinity Group, 44 an employeeresource network that createsopportunities for advancement andleadership development through networking,mentoring, and informationforums.▶ AT&T’s Veterans Employee ResourceGroup 45 and Booz Allen’s ArmedServices Forum 46 provide support,camaraderie, and resources for employeesformerly or currently servingour nation.▶ At Public Service EnterpriseGroup (PSEG), the veteran employeeresource group 47 works to raiseawareness, offer support, and serve asan information resource to all PSEGveterans, active, Guard and Reservemilitary professionals, as well as theirfamilies and friends.▶ The military business resource groupat Prudential, VETnet, 48 provides avehicle for communication and forsharing common issues and offers animportant channel of communicationbetween Prudential and the veterans’community at large.▶ The Proud to Serve community 49 atU.S. Bank is a resource for veterans,offering the opportunity to join atalent community that will providethem with news, events, and outreachactivities dedicated to veterans.▶ At Johnson Controls, the militaryoutreach panel offers employees theopportunity to support one another. 50▶ The Associate Military Network 51 is inplace at the Sears Holdings Corporationto welcome aboard new veteranhires, provide additional transitionassistance, enable them to stayinvolved in the veteran communities,and allow them to maintain thecamaraderie through their militaryexperiences.▶ BAE provides career pathways forwounded warriors through its WarriorIntegration Program (WIP), whichis specifically designed to identify,hire and develop qualified woundedwarriors into valuable employees.The availability of mentors throughthe program helps recruits and theirfamilies to navigate the transitionfrom military to civilian life. 52guide to leading policies, practices & resources 85

art IIIc.SummaryWhen military members return to thecivilian workforce, they typically bringthe same dedication to their work and areeager to contribute their skills and experienceto their employers. Many veteransare unable to reach their full potential ascivilian employees without support, notbecause they are not skilled and capable,but because they simply are overwhelmedwith the challenges associated with understandingthe cultural nuances, associatedwith the civilian workforce. Whenemployers take a proactive approach toattracting, recruiting, supporting, andretaining veterans and their families, theymake it easier for these individuals toperform well at work, in the service whenthere are continuing service obligations, athome, and in their communities.The prevailing recommendation is thatcompanies should leverage their existingemployee assistance programs to traintheir current staff on veterans’ issues. Toimprove the effectiveness of employeeassistance programs, companies recommendhiring someone from the veterancommunity who understands the issues, aswell as the resources available for veteransand military families. In a similar manner,many firms recommend the creation ofveteran networks and councils, which willprovide internal mentoring and assistancefor new veteran hires. It is essential thatthe company supports these networks andcouncils with company infrastructure andresources, providing leadership supportand empowerment.Finally, providing assistance to militaryfamilies is essential and necessary, and itis recommended that firms provide andenhance their assistance to the familymembers of their veteran and militaryemployees. 53 The assistance should includethe extension of programs withinthe company to family members, such ascounseling, mentoring, assisting with administrativetasks, and more. In additionto this, for family members of deployedindividuals, companies should accommodateby allowing flexible hours, use ofcompany resources to maintain communicationwith the deployed family member,continue providing health care benefits,provide support through monetary andmoral support, and offer other availablesupports.d. AssistanceAdditional Resources:Assimilation and EmployeeThe following resources are positioned tosupport employers and veterans, relatedto assimilation and employee assistanceinitiatives. This list in not all-inclusive, nordoes the fact that a particular program islisted here represent an endorsement ofthat resource.▶ Vet Centers:http://www.vetcenter.va.gov/index.aspThe Vet Centers Program was establishedby Congress, as part of the VA.The goal of the Vet Centers Program isto provide a broad range of counseling,outreach, and referral services toveterans, in order to help them makea satisfying post-service readjustmentto civilian life. Since 2003, the VA hasauthorized Vet Centers to also furnishbereavement counseling services to86 INSTITUtE FOR veterans and military families

surviving parents, spouses, children,and siblings of service members whodie of any cause while on active duty,to include federally activated Reserveand National Guard personnel.▶ America’s Heroes at Work:http://www.americasheroesatwork.com/America’s Heroes at Work, a DOL project,addresses the employment challengesof returning service membersand veterans living with TBI and/orPTSD. Designed for employers and theworkforce development system, thiswebsite provides information and toolsto help returning service members andveterans living with TBI and/or PTSDsucceed in the workplace.▶ National Center for PTSD:http://www.ptsd.va.gov/professional/ptsd101/ptsd-101.aspPTSD 101, a VA National Center forPTSD, is a web-based curriculum thatoffers courses related to PTSD andtrauma. The goal is to develop orenhance practitioner knowledge oftrauma and its treatment. Continuingeducation (CE) credits are available formost courses.▶ Where to Get Help for PTSD:http://www.ptsd.va.gov/public/where-to-gethelp.aspThe VA National Center for PTSD providesa comprehensive list of resourcesthat are available to veterans and thepublic on the issue of PTSD.▶ Swords to Plowshares:http://www.swords-to-plowshares.org/a. OverviewSwords to Plowshares is a communitybasedveteran service organization thatprovides wrap-around services to morethan 2,000 veterans in the San FranciscoBay Area each year, to assist veteransin breaking through the cultural,educational, psychological, and economicbarriers they often face in theirtransition to the civilian world. Swordsto Plowshares is a national model forveteran services and advocacy withmore than 35 years experience, and arespected and comprehensive model ofcare for veterans in the country.4. Leading Practices: LeveragingFinancial and Non-Financial ResourcesThere are numerous philanthropic programsand initiatives based in a corporateenvironment, focused on veterans andmilitary families. The number and scopeof these initiatives continues to expand.This demonstrates both need and willingnessto engage veterans and their families.Companies that champion employmentalso champion other veteran-relatedcauses, such as housing for veterans,homelessness reduction, health initiatives,and many more by sponsoring, supporting,funding, initiating, collaboratingwith, and implementing programs, relatedto the complex issues and challenges facedby veterans and their families.Two different, but equally impactful, examplesof such initiatives are representedby Google and the Walmart Foundation.guide to leading policies, practices & resources 87

art IIILeading Practices Models:GoogleGoogle for Veterans and FamiliesStarted as a grassroots effort, today Googlemaintains a 500-member employeeresource group, the Google VeteransNetwork (VetNet), that includes veterans,spouses, and other employees that sharean interest in supporting veterans broadly,and also Google’s veteran employees.The Google for Veterans and Familiesprogram, 54 designed by the Google CreativeLab in partnership with VetNet, is apowerful example of a firm leveraging itsexisting competencies and core resourcesto positively impact veterans, their families,and others positioned to support theveterans community.Approach and Innovation: LeveragingExisting Competencies In-KindThrough the Google for Veterans and Familiesprogram, the firm provides tools andresources, positioned to support the communityof veterans and military families.Importantly, these tools and resources areones that Google is uniquely positioned todeliver, given their world-class technologyresources and expertise.For example, Google provides a variety ofrelevant video-based resources that appearon the company’s YouTube channel. A series,Veterans’ Voices, for example, depictsveterans sharing their personal experiencesin and about the military. The videosare organized by thematic questions, suchas: Why did you choose to serve?; Whatwas your biggest challenge?; What do youwant civilians to know?; How was yourtransition out of the military?; and, manymore. These may be useful tools to sharewith hiring managers, line supervisors,88 INSTITUtE FOR veterans and military familiesand others who need or want to understandveteran issues.The channel also contains video tributes,which offer opportunities for communitymembers to share their thanks withthose who are serving and those whohave served. This is done geographically,and veterans can see people in their owncommunities offering their thanks. Inaddition to the videos, valuable informationmay be found within the section ontransition tips, which provide tutorialsand tips on how to manage finances, finda civilian job, pursue further education,continue service, and communicate militaryexperience.The Google for Veterans and Familieswebsite also provides tools for militarymembers and families, to assist with thereintegration into civilian life. Again,most of these Google tools had alreadybeen developed by the firm, and arenow being leveraged and customized forveterans and their families. Some of thetools that are included in the websiteare Google Docs, allowing veterans andmilitary members to keep their recordsin safe place; a Resume Builder which allowsthem to build a professional resume;Google Voice, allowing them to be reachableby prospective employers as wellas to stay in touch with family, friends,colleagues and others; and a demo ofthe soon-to-be-launched Tour Builder,powered by Google Earth, which allowsveterans to record service experiences andmap the places visited throughout theirmilitary careers.Google also built the Veterans Job Bank, inpartnership with the VA, a customized jobsearch engine in the National ResourceDirectory, which is powered by GoogleCustom Search technology and crawlsthe web to identify veteran-preferred jobopenings.

Challenges to Implementation andScalabilityThe Google Veterans Network has led anongoing education effort about the valueof military service for the employee base.These socialization efforts have helpedinform and shape aspects of Google’sstrategy across departments, includingmarketing, human resources, and policy.One noteworthy component of this educationalcampaign includes a speaker series,highlighting the contributions of veteransboth within Google, and also in society,more broadly. This and other, relatedefforts helped Google employees broadly‘see the possibilities, related to how thefirm’s existing resources, networks, andtools can be leveraged to support theveterans’ community.Recommendations▶ Firms should look for opportunitiesto leverage their core competencies,in the context of where/how thesestrengths can be most effective andapplied to impact the employmentsituation of veterans.▶ Effective philanthropy is often representedby a synergy between financialand non-financial (in-kind) giving.▶ Leverage multiple communicationchannels, including collaborationswith VSOs and other organizationsserving veterans, to create awarenessof non-financial (in-kind) giving.▶ Engage internal affinity groups forveterans in dialogue for creative ideason how to leverage your company’sservices externally.Program Point of Contact:Carrie Laurenoclaureno@google.comLeading Practices Models:Walmart FoundationIntegrated and CollaborativePhilanthropyThrough financial contributions, in-kinddonations, and volunteerism, the WalmartFoundation supports initiatives, focusedon enhancing opportunities in four mainfocus areas: Education, Workforce Development/EconomicOpportunity, EnvironmentalSustainability, and Health &Wellness. In their work supporting veterans,the foundation has pursued a broadbut focused giving strategy, which targetsthose programs and practices, positionedto support sustainable employment opportunitiesfor veterans and military familymembers. The Walmart Foundation 55formalized its veterans’ grant-makingprogram after 9/11, with the focus on givingat the local, state, and national level.Walmart has made a $20 million commitmentto supporting veterans’ employment.Approach and Innovation:Supporting the Underpinnings ofSustainable EmploymentThe Walmart Foundation’s approach tophilanthropy, related to veterans, representsan example of targeting both theimmediate need related to employment ofveterans, and also a keen understanding ofthe need for action to address the underlyingsocial and education impediments tosustainable employment.guide to leading policies, practices & resources 89

art IIIFor example, Walmart recognized the roleof family well-being, as it relates to otheroutcomes, such as employment stability.One of the foundation’s efforts is a successfulpartnership with Sesame Street, whereSesame Street’s multi-phase outreach initiativeprovides much-needed support andpractical education to the children andfamilies of deployed service members. Thishas the power to help kids through deployments,combat-related injuries, and thedeath of a loved one. Videos, storybooks,and workbooks created especially for thisprogram guide families through suchtough transitions by showing how realfamilies—as well as furry monsters—dealwith similar circumstances.In all cases, one of the strengths ofWalmart’s philanthropic efforts relatesto program assessment and evaluation.The foundation works with grant recipientsclosely and strategically to developrobust metrics to capture the efficacy offunded initiatives, and as a result not onlyimproves programmatic outcomes forveterans and military families, but alsohas the effect of positively impacting theprogramming of its not-for-profit partners.The Walmart Foundation’s grants are intentionallymade to require formal review,to allow access to projects in progress, andto assure investment in the not-for-profitthat best fits the grant.At the same time, Walmart also focuseson programs designed to support skillstraining positioned to facilitate employment.For example, Walmart supports aprogram called Dress for Success, 57 whichhelps women get the skills they need toget back into the workforce. In a similarway, Walmart recognizes that employmenttakes many forms, including self-employment.As such, the foundation also supportsthe Entrepreneurship Bootcamp forVeterans with Disabilities (EBV) operatedby the IVMF, 58 a self-employment trainingprogram for post-9/11 veterans with disabilitiesresulting from their service to ourcountry.Challenges to Implementation andGeneralizability▶ The scale of Walmart’s efforts is large,and thus, the firm realizes the benefitof learning from multiple giving situations.Such scale, however, may bedifficult for other firms to replicate.▶ Walmart highlights a deficit of established,leading principles and practices,related to the most appropriate frameworks,through which to consider potentialgrantees in the veterans’ space.Recommendations▶ Walmart recommends collaborationamongst companies and organizations,in order to allow informationsharing, resource leveraging, expertiseavailability, and reduction ofduplications. In turn, this will enablea more focused philanthropic effect,avoiding missed opportunities, owingto a lack of understanding andknowledge about other programs andneeds.90 INSTITUtE FOR veterans and military families

.▶ Furthermore, Walmart believesthat there is too much emphasis onawareness creation, and the companyrecommends that philanthropic effortsneed to be “results oriented.”Walmart funds programs and initiativesthat create significant, measurableimpact, such as job creation.▶ Walmart affirms that the non-profitsector can be mobilized in a shortperiod of time, and that by collaboratingwith others the company worksto reduce duplication of efforts andto share challenges, knowledge, andstrategies.Program Point of Contact:Kathy Coxkathleen.cox@wal-mart.comAdditional Leading PracticeExamples: LeveragingFinancial and Non-FinancialResourcesThe programs and practices highlightedabove represent unique and novel approaches,leveraging philanthropy insupport, positively impacting the employmentsituation of veterans. That said, thereare many other programs and practicesin place across private industry, similarlypositioned. As such, we have summarizedadditional examples:▶ Like Google, many firms have identifiedthe opportunity to expand theirphilanthropic efforts, based on asynergy between their core technicalcompetencies and the needs of theveterans’ community, with regard toemployment. For example, Ernst &Young currently provides technicalassistance to veterans participating inthe Entrepreneurship Bootcamp forVeterans’ Families (EBV-F) program,operated by the IVMF; 59 DLA Piper(one of the largest business law firmsin the world), provides up to 100 hoursof pro-bono legal assistance for eachprogram graduate); Corporations &Companies Inc., a professional incorporationservice company, providesfree incorporation services to EBVgraduates; and BoeFly, a premier onlinemarketplace, connecting lenderswith business borrowers, provides freelending services to program grads.▶ Accenture has been collaborating withthe Kauffman Foundation to fund FastTrack, 60 working with NPower 61 tohelp veterans start careers in IT, andhas partnered with American CorporatePartners 62 to provide mentoringservices and leverage these services forprogram participants. The companyplaces great value in the synergy andplans to expand these programs andpartnerships to locations throughoutthe U.S.▶ Microsoft’s Elevate America VeteransInitiative 63 helps our country’sveterans and their spouses acquirethe skills and resources they need tobe successful in today’s workplace.Through this initiative, Microsoftis convening a coalition of public,private, and non-profit organizationsthat are interested in contributing expertise,cash, and in-kind resources tohelp veterans and their spouses buildtheir skills through resources, such astechnology training and certification,job placement, career counseling, andother support services, such as childcare,transportation, and housing tohelp in their successful transition tocivilian life.guide to leading policies, practices & resources 91

art III▶ Additionally, AT&T launched twonew online resources: a custom militaryskills translator, which enablesservicemen and women to use theircurrent Military Occupation Code orMilitary Occupation Specialty to findcorresponding civilian career opportunitiesat AT&T, and the Careers-4Vets program, which connects interestedveterans with mentors withinAT&T. These new platforms will supportAT&T’s ongoing veteran initiatives,including supplier diversityinitiatives like Operation Hand Salute,a mentoring program that is designedto help disabled veteran businessesdevelop the tools and expertise to winlarge corporate contracts. 64▶ The Home Depot 65 has partneredwith numerous organizations withthe mission to ensure that everyveteran has a safe place to call home,recognizing that homelessness andunemployment are inherently linked.To support this mission, the HomeDepot provides grants and volunteerresources to a number of local andnational non-profit organizations,who share their passion to serve U.S.military veterans and their families.One of these initiatives includes theRepair Corps project, which is a partnershipbetween Habitat for HumanityInternational and the Home DepotFoundation. Repair Corps remodelsand renovates homes of U.S. militaryveterans by leveraging funds fromthe Home Depot Foundation, volunteerassistance from Team Depot (theHome Depot’s associate-led volunteerforce), and technical assistance fromHabitat for Humanity International.▶ Similar to the Home Depot andHabitat for Humanity effort, SearsHoldings, in partnership with RebuildingTogether, created the Heroesat Home 66 program, in responseto an urgent need to assist militaryfamilies facing hardship. Through theprogram, Sears Holdings strives toimprove the lives of military familiesacross America by providing necessaryrepairs to homes in need. One ofthe efforts of the Rebuilding Togetherinitiative is the annual Heroes atHome Wish Registry, 67 which givesback to the men and women whoserve our country and allows thosewho are deployed to send their lovehome for the holidays. Now in itsfourth year, the Wish Registry hasraised more than $17 million in giftcard donations from customers andassociates and helped more than83,000 military heroes and their familieshave happier holidays.▶ TriWest sponsors the Military SpouseCorporate Career Network 68 and theArmy Wife Network’s West RegionSpouse Field Exercises. 69 The MilitarySpouse Corporate Career Networkoffers virtual and in-person meetingsor webinars, helping military spouseswith resumes, employment resources,training to update skill sets, andassistance in finding employmentresources in their current location orthe area to which they are relocating.The Army Wife Network’s West RegionSpouse Field Exercises are on-siteworkshops for Army posts and Guard/Reserve units, geared toward empoweringindividuals to make the rightchoices in their relationship, career,or personal lives.92 INSTITUtE FOR veterans and military families

▶ American Corporate Partners (ACP) isa non-profit organization dedicated toassisting veterans in their transitionfrom the Armed Services to the civilianworkforce. With the help of businessprofessionals nationwide, ACPoffers veterans tools for long-termcareer development through mentoring,career counseling, and networkingopportunities. In last three years,ACP has received more than $500,000from the following organizations:Alcoa Foundation, Aon Foundation,GE Foundation, the PepsiCo FoundationInc., Verizon Foundation, andthe Sidney E. and Amy O. GoodfriendFoundation. 70▶ JPMC has made significant and potentiallyenduring impacts, leveragingboth financial and non-financialphilanthropy:▶ Homelessness: JPMC is currentlyproviding 1,000 homes to 1,000wounded veterans. 71▶ Leadership: JPMC is the foundingpartner in the creation of theIVMF. The institute is the first ofits kind and serves as a nationalcenter in higher education, focusedon the social, economic, education,and policy issues impacting veteransand their families, post-service.JPMC made an initial commitmentof $7.5 million over the first fiveyears to support the launch andsubsequent growth of the instituteand its programs.▶ Education: JPMC has seeded thedevelopment and launch of theGET-VET program at SyracuseUniversity, a non-credit certificateprogram offered by the School ofInformation Studies. This programis available to both employed andunemployed, post-9/11 veteranswith a minimum of a high schooldiploma, and is comprised of fourcertificates. The program is presentlyunderwritten in its entiretyby JPMC. It is free of charge to alladmitted veterans and military personnelwho have served on activeduty post-9/11.▶ Industry Collaboration: JPMC assumeda founding leadership rolein the 100,000 Jobs Mission. A collaborativeeffort of more than 50firms and growing, the initiativelaunched in March 2011 with thegoal of hiring 100,000 transitioningservice members and veterans by2020.guide to leading policies, practices & resources 93

art IIIc. Summaryd.Philanthropic efforts include monetarydonations and supports, volunteer efforts,partnerships and synergies, championinginitiatives and many more. Class-leadingfirms leverage their resources to offer whatthey do best; hence, by leveraging theirstrengths, they are able to give high qualitysupports and efforts, to most effectivelyand efficiently support the employmentneeds of the nation’s veterans and militaryfamilies.Approaches to philanthropy differ. Somecompanies identify sector-leading notfor-profitsthrough which to focus theirphilanthropic efforts. Other firms suggestthat there are no best organizations; thereare only those that are the best fit for acompany, and the company must be ableto measure the impact.A key finding of this review relates to thepotential impact of collaborative philanthropy;the formation of partnerships andsynergies across firms and industries, toeffectively leverage collective resources tolaunch and develop innovative programs.This theme was consistently conveyed byclass-leading firms.Additional Resources:Leveraging Financial andNon-Financial ResourcesThe following resources are positionedto support employers, related to how tobest leverage financial and non-financialresources in support of veterans’ employmentgoals and objectives. This list is notall-inclusive, nor does the fact that a particularresource is listed here represent anendorsement of that resource.94 INSTITUtE FOR veterans and military families▶ In the publication, “Investing in theBest: How to Support the Nonprofitsthat Serve Veterans, Service Membersand Their Families,” CNAS providesguidance and baseline criteria forthose interested in responsibly supportingorganizations addressing theneeds of military and veteran communities.The publication provides the informationnecessary for stakeholdersinvolved in this space to exercise duediligence in their attempts to choosewhich organizations to support, andaddresses how to assess those organizationsthat specifically support post-9/11 veterans and their families. http://www.cnas.org/investinginthebest▶ The Practice Matters project representsa collective field-building effortinvolving more than 150 grant makers,scholars, and other experts who setout to fill the gap in knowledge aboutthe fundamental foundation practicesthat lead to good grant making.Practice Matters is published online bythe Foundation Center, in cooperationwith Patrizi Associates at the OMGCenter for Collaborative Learning.http://www.foundationcenter.org/gainknowledge/practicematters/▶ The Committee Encouraging CorporatePhilanthropy (CECP) is the onlyinternational forum of business CEOsand chairpersons focused exclusivelyon corporate philanthropy. CECP’smission is to lead the business communityin raising the level and quality ofcorporate philanthropy. It offers membersessential resources, including aproprietary online benchmarking tool,networking programs, research, andopportunities for best-practice sharing.http://www.corporatephilanthropy.org/research/thought-leadership/research-reports.html

5. Teaming and Developing Small Business Partnersa. Supplier DiversitySupplier diversity is another component ofemployment practice that may be utilizedas a mechanism to increase the employmentof veterans, particularly throughworking with veteran-owned small businessesand businesses owned by servicedisabledveterans. Those veterans who fallinto other diversity classifications, such asfemale- or minority-owned small businesses,may also be included in supplierdiversity channels. Many federal contractsrequire small business contracting plans,and certain contracts require veteranownedand service-disabled veteran-ownedsmall business contracting plans. This is anatural fit for large businesses.Primarily, there are two reasons for theimportance of veteran inclusion in supplierdiversity programs: it presents anopportunity for businesses to mentor andcreate a new generation of veteran-ownedbusinesses, which may grow into largesuppliers, and veteran-owned businessestend to hire other veterans. When veteransare hired into a veteran-owned small business,they gain training and opportunitiesfor career growth and professional development.In some cases, these veterans canleverage the experience gained during employmentwithin veteran suppliers to forgepaths into the businesses with whom theyhave business relationships. Many largebusinesses invest in supplier developmentin order to increase their available supplierbase, to create suppliers in variousgeographic regions, and for other businessreasons. Including veterans in supplierprograms and tracking jobs created by,and for, veterans should be recognized asinitiatives to increase the employment ofveterans. Additionally, these may alignwith economic development agendas inparticular regions or with Workforce InvestmentBoard plans to meet demand intheir regions.Furthermore, wounded warriors andveterans fall into disability categories andthereby into a variety of diversity initiatives.Supplier diversity for people withdisabilities may fall into a number of categories,including: explicit inclusion, implicitinclusion, lack of exclusion, or exclusionof veterans with disabilities. Examplesexist for each type of policy, and these maybe appropriate for consideration. A 2005study of Fortune 100 companies examinedsupplier diversity programs. http://onlinelibrary.wiley.com/doi/10.1002/bsl.629/abstract.b.Examples of Supplier DiversityStatements and Goals▶ Ernst & Young searches for supplierswho can help the firm deliverexceptional services to its clients andensure its overall success. An importantpart of Ernst & Young’s procurementprocess is to promote a diversepopulation. 72▶ Merrill Lynch 73 strives to form strongbonds with their surrounding communitiesand to help diversity-ownedbusinesses thrive whenever andwherever they can. By guaranteeingthat contract bidding opportunitiesare presented to certified diversebusinesses, sharing Merrill Lynch’scommitment to excellence, integrity,and service, Merrill Lynch generatesmutually beneficial alliances thatultimately contribute to customersatisfaction and shareholder equity.guide to leading policies, practices & resources 95

art IIIAs one of the founding members ofSupplier Diversity Europe, providingsupport and leadership on a globalscale enables Merrill Lynch to ensureconsistency, as a firm, and increasesthe ability to partner with a widerpool of suppliers. Supplier Diversity 74classifications include: Minority-Owned Business Enterprise (MBE),Women-Owned Business Enterprise(WBE), Veteran-Owned Business(Veteran-Owned, Service-Disabled,Service-Disabled Veteran-Owned Business),Physically-Challenged Businessor Disabled Business Enterprise (DBE),Historically Underutilized BusinessZone (HUBZone), GLBT, Small Business,and Non-Profit Organization.▶ Merck seeks to create sustainable,mutually beneficial relationships withdiverse suppliers. To do this, the firmestablishes annual procurement goalsfor goods and services from minority-,women- and veteran-owned businesses.It is Merck’s policy to providethe maximum practical opportunitiesto diverse suppliers to provide goodsand services as a part of the corporateprocurement process. The use ofdiverse suppliers is an integral part ofMerck’s purchasing procedures, justas equal opportunity employment iscentral to its personnel policies andprocedures. Merck recognizes thatsupplier diversity creates a competitiveadvantage for the company andhas a positive impact on the globalcommunity. Merck believes that thesuccess of the company and societydepends on enabling diverse businessesto share and grow in the globalmarket. 7596 INSTITUtE FOR veterans and military families▶ Citigroup works to create mutuallybeneficial business relationships withminorities, women, disabled veterans,and others with disabilities. Citigrouprecognizes that working with a widerange of professionals, suppliers, andconsultants strengthens the communitiesthat the company serves, whilecreating value for its shareholders.The Citi Supplier Diversity Programworks to create mutually beneficialbusiness relationships with diversesuppliers. The driving force of thisprogram is to provide maximumopportunity to diverse suppliers andconsultants who satisfy Citigroup’spurchasing and contractual standards.Sourcing areas of the corporationare encouraged to identify andinclude diverse suppliers and consultantsin the procurement process.76▶ AT&T77 states that minority-, women-,and disabled veteran-owned suppliers(M/WBE-DVBE) bring value tothe company by helping AT&T meetcustomers’ diverse needs and byimproving the firm’s position in thecommunications marketplace as aninnovative leader. Supplier diversity isa critical initiative of AT&T’s businessstrategy and a key component of itsplan to deliver the best products andservices to its customers. Some of thefirm’s diversity goals include:▶ To look for opportunities to workwith diversity suppliers in allaspects of AT&T’s business—fromadvertising to central officeengineering, computers, outsideplant construction, and networkprovisioning.▶ Annually, AT&T’s goal is to procure21.5% of its products and servicesfrom MBE, WBE, and Disabled VeteranBusiness Enterprises (DVBE):15% MBE, 5% WBE, and 1.5% DVBE.

▶ JPMC’s Supplier Diversity Network78 iscomprised of certified diverse businessesthat have registered within thecompany’s system. The network isthe preferred resource used to selectdiverse suppliers to compete for contractingopportunities.▶ Prudential79 believes that its strengthis in its diversity. At Prudential, aninclusive supplier base provides accessto a wide range of capabilitiesand perspectives that can increase thecompany’s competitive advantage.The founding principle of Prudential’sSupplier Diversity Programis that tapping into suppliers whoreflect the demographics of Prudential’smarketplace makes great businesssense for everyone—customers,suppliers, and the firm. It is Prudential’spolicy to provide opportunitiesfor minority-, woman- and veteranownedfirms to effectively competefor Prudential’s business. Prudentialinvites third-party certified minority-or woman-owned business enterprises(MWBE) and veteran-ownedfirms interested in doing businesswith Prudential to register with thecompany and then forward a copy ofcertification.▶ BAE supports the vital role that smallbusinesses play in our country’s jobgrowth and continuing economicstrength. Company policy encouragesand promotes equitable opportunitiesfor small businesses across all socioeconomicplatforms. 80▶ Humana’s goal is to obtain a diversesupplier base, reflective of the overallcustomers, associates, and communitiesthat the company serves, byidentifying procurement opportunitiesand maximizing participation ofapproved suppliers. Approved suppliersinclude MBEs, WBEs, and SmallBusiness Enterprises (SBEs), LGBT, andDisability-Owned Business Enterprises(DOBE). The initiative was founded onthe principles of fair and equitablebusiness practices and social responsibility.81▶ Bank of America’s formalized SupplierDiversity & Development82 programbegan in 1990 to accomplish twomain objectives:12Ensure that diverse businesses areafforded maximum opportunityto participate in the competitivecontracting and procurementprocesses.Increase the amount of qualityproducts and services Bank ofAmerica obtains directly fromdiverse businesses, which includessmall- and mediumsized businesseswith annual revenue less than$50 million.Helping diverse businesses growthrough sourcing opportunities spurseconomic growth in the communitiesthat the company serves, and allowsBank of America to grow at the sametime.▶ The Supplier Diversity program atWalmart 83 aims to expand and advanceWalmart’s current pool of more than3,000 diverse suppliers, through educationand mentoring. Walmart’s goalis to support capacity building for minority-and woman-owned businesses.Walmart aspires to create prosperitythrough empowerment.guide to leading policies, practices & resources 97

art III▶ Cintas 84 promotes and supports thegrowth and development of minority-and woman-owned businesses. Thegoal is to educate, help develop andprovide sourcing opportunities thatwill enable these vendors to be successfulas Cintas suppliers, and as suppliersin our nation’s business world.Cintas has goals to:▶ Increase the number of small,minority- and woman-owned businessesthat provide Cintas withproducts and services, whilemaintaining current standards ofquality, competitive pricing andcustomer service.▶ Ensure that every small, minorityandwoman-owned business istreated fairly during the supplierqualification process.▶ Encourage and guide M/WBEs tobecome certified through the appropriate national organizations.▶ Help M/WBEs to understand Cintas’requirements and vendor relatedpolicies and procedures.▶ Deutsche Bank’s Supplier DiversityProgram 85 seeks to provide businessesowned by minorities, women, anddisabled veterans with equal access topurchasing opportunities. A successfulprogram establishes a diverse andgrowing supplier portfolio that reflectsthe diverse customer base of thecompany. In turn, such a policy helpsto further develop new markets in thechanging global environment.▶ TriWest 86 has established a vendorregistration application process, whichis administered to encourage faircompetition and provide interested andqualified vendors with an opportunityto offer their products and/or services.TriWest Healthcare Alliance is a federalgovernment contractor; hence, TriWestrequires its vendors to provide annualrepresentations and certifications oftheir company status. This way, Tri-West can report to the federal governmentregarding satisfaction of its smallbusiness contracting and retentiongoals and ensure that federal funds arespent in accordance with federal law.▶ The GE Supplier Diversity Program87was launched in 1974 to ensure thatGE focuses on doing what is right fortheir communities and the company.GE engages their pool of suppliers forgood ideas and high-quality goods andservices, while enhancing economicopportunity and growth for all. GEbelieves that excellence in supplierdiversity can result in excellence insupply chain management, leading togrowth for all. GE continually strivesto grow their diverse supplier base, andthey annually recognize those, withinthe company, who successfully supporttheir supplier diversity programs.▶ Accenture88 strives to maximize thevalue of their supplier relationshipsand highly values diversity, as evidencedby their ongoing programs toattract, retain and advance women,minorities, and other diverse groups.Since the formalization of Accenture’sSupplier Diversity Program in 2002,the company has focused on expandingthe sources of diverse suppliers,while maintaining their standards forproviding high-quality service delivery.It is the policy of Accenture thatdiverse suppliers should have equalopportunities to participate in theprocurement sourcing process. In doingthis, Accenture strives to meet theobjectives to:98 INSTITUtE FOR veterans and military families

▶ Expand the presence of diversesuppliers in their supplier base, aswell as encourage the large suppliersto leverage an inclusive list of supplierson Accenture’s behalf.▶ Increase the number of suppliersin their contracting relationships, onbehalf of their clients.▶ Create an infrastructure for sharedrelationships to jointly market.▶ Promote economic growth for amultitude of businesses.Furthermore, it is the responsibility ofall Accenture employees to be inclusivein daily business decisions, when selectingthe best suppliers for the company.▶ Morgan Stanley 89 pursues diversity inevery aspect of the business by seekingout diverse-owned companies thatcan meet their business needs. MorganStanley’s partners’ ethical businesspractices and entrepreneurial spiritshelp to keep Morgan Stanley at theforefront of the financial servicesindustry. Working with these firmsnot only fosters strategic and businessrelationships, but also stimulateseconomic development and strengthensthe communities where they work.Morgan Stanley’s goal is for the firm tohave access to the highest quality productsand services, at the best possibleprice. A diverse vendor base not onlystrengthens competition and the potentialfor cost savings, but it also providesa means for building the economic baseof the communities in which MorganStanley operates. Morgan Stanley continuesto develop and strengthen theirsupplier pool, in order to ensure thatMorgan Stanley’s hallmarks of quality,innovation and integrity remain paramount.Morgan Stanley understandsthat diversity is an opportunity, not anobligation.c. Summary▶ PepsiCo’s 90 brands appeal to an extraordinarilydiverse array of customers,and these brands are sold by an equallydiverse group of retailers. An integralpart of Pepsi’s mission is a commitmentto purchase from a supplier basethat is representative of Pepsi’s associates,consumers, retail customers, andcommunities. Developing partnershipswith minority-owned and womanownedsuppliers helps Pepsi build theworld-class supplier base they need,while creating mutually beneficialrelationships that build communitiesand provide employment, training, androle models.We highlight the role of supplier diversityin the context of employment practice,because it appears to represent an underleveragedopportunity for firms, committedto the cause of veteran employment.While the potential impact of job creationfor veterans, as a function of leveragingsupplier networks, is understood by governmentcontractors (who are required by lawto meet established standards with regard toveterans employed by sub-contractors, partyto federal contracts), this opportunity is lesssalient to those firms not engaged in the federalcontracting arena. A key finding of thisreview is that supplier-diversity programmingrepresents a central component ofemployment practice that may be utilized asa mechanism to increase the employment ofveterans, particularly through working withveteran-owned small businesses and businessesowned by service-disabled veterans.guide to leading policies, practices & resources 99

art IV100 INSTITUtE FOR veterans and military families

1. In Support of the Employer: IssuePaper LibraryIn the context of collaborating withemployers in support of this publication,it became clear that central to empoweringthe employer community to initiatemeaningful action focused on the employmentsituation of veterans, was to providecontext for their efforts. Specifically, werecognized the need to support employereducation related to those issues, situations,and initiatives that impact the employmentsituation of veterans, and thatat the same time are not directly related torecruiting, retaining, supporting, and advancingveterans in the civilian workforce.In that vein, what follows are two issue papers.The first is focused on demographicvariables, descriptive of the veteran population,presented in the context of howthose variables impact employment. Thesecond issue paper is focused on healthcare,specifically as the health and wellnesssituation, characteristic of veterans,impacts employment. These issue papersare designed to provide employers relevantcontext and background, relating to theemployment situation of veterans.guide to leading policies, practices & resources 101

art IV▶AbstractIssue Paper: DemographicVariables That AffectUnemploymentDemographics of a population referto the physical characteristics, suchas age, gender, marital status, familystructure and size, education,geographic location, and occupation.Various studies correlate these characteristicsto employment outcomes.The following paper discusses detailsof the demographic characteristicsof the veteran population, based ondata available from the U.S. Bureau ofLabor Statistics (BLS). Overall findingsare included and summarized.IntroductionDemographics refer to the physical characteristicsof a population, such as age,gender, marital status, family size andstructure, education, geographic location,and occupation. Various studies haveexamined how these demographics affectemployment outcomes. Some examplesinclude, gender differences in entrepreneurship(Verheul, Thurik, Grilo, and VanDer Zwan 2012), 1 gender bias (Hoyt 2012), 2gender differences in managers and employeeoutcomes (Giuliano, Levine, andLeonard, 2009), 3 demographic differencesin job attitudes for full-time and part-time(Sinclair, Martin and Michel, 1999; 4 Bennet,Carson, Carson, Blum, 1994), 5 gender/educationaldifferences in subject areas (Kimmel,Miller, and Eccles, 2012), 6 race and genderinteractions that produce differences inlabor market opportunities and outcomes(Kaufman 2010), 7 and wage differences ingender with young disabled adults (Doren,Gau, Lindstrom, 2011). 8The variations of these characteristics(location, gender, race, age, etc.) have allbeen shown to influence the employmentsituation of veterans due to differencesin available opportunities based on age,location, etc. Some of these opportunitiesare facilitated by state and federal policiesavailable to veterans. For example, educationcan have an inverse relationship withunemployment. In general, if the educationalattainment is high, the lower theunemployment rate of the veteran.102 INSTITUtE FOR veterans and military families

TABLE 1:Summary of BLS Employment Situation of Veterans, 2011Veteran Status(Period of Service)Gulf War Era IIVeteransGulf War Era IVeteransWorld War II,Korean War,and VietnamEra VeteransVeterans of OtherService PeriodsSummary of BLS Employment Situation of Veterans• 2.4 million served during Gulf War era II• 17% were women• Half of all Gulf War era II veterans were under the age of 35• 81.2% participated in the labor force• Unemployment rate was 12.1 percent• Ages 18 to 24, unemployment rate was 30.2%• Ages 25 to 34, unemployment rate was 13.0%• Had similar occupational profiles after accounting for gender (compared to non-veterans)• One-third of the men in both groups worked in management and professional occupations,a higher proportion than in any other major occupational group• Twice as likely to work in the public sector as non-veterans, 27% and 14%, respectively• 14% worked for the federal government, compared with about 2% of non-veterans• 44% were employed in management and professional occupations (compared to 41% ofnon-veterans)• 38% reported that they had served in Iraq, Afghanistan, or both• Those that have served in Iraq, Afghanistan, or both had an unemployment rate of 11.6%(not statistically different from Gulf War era II veterans who served elsewhere 8.6%)• 2.9 million veterans served during Gulf War era I (August 1990 to August 2001)• 16% were women• 87% were age 35 and over• 83.8% participated in the labor force• Unemployment rate was 7.0%• Unemployment rate for males was 7.1%• Unemployment rates of Gulf War era I veterans were not statistically different from those ofnon-veterans of the same gender and age group• About 10.4 million served during World War II, Korean War, or Vietnam era• Nearly all were at least 55 years old, more than half were at least 65 years old• 97% were male• Over one-third of male veterans were in the labor force• Unemployment rate was 7.6%• Male veterans had lower labor force participation rates compared with male nonveterans inthe same age categories• 5.9 million had served on active duty during “other service periods,” mainly between theKorean War and the Vietnam era, and between the Vietnam era and Gulf War era I• 43% were 45 to 54 years old• 38% percent were 65 years old and over• 9 in 10 veterans of other service periods were men• Among most age groups, male veterans of service periods between the designatedwartime periods had labor force participation rates and unemployment rates that were notstatistically different than those of male non-veteransSource: U.S. Department of Labor (2012). Employment Situation of Veterans. Bureau of Labor Statistics 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 (August1964-April 1975), Korean War (July 1950-January 1955), World War II (December 1941-December 1946), and other service periods (all other timeperiods). Veterans who served 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.guide to leading policies, practices & resources 103

art IVLocation may also influence employment,because some areas have more jobopportunities than others. Also the qualityof the job is different in some areas,compared to others, and could influenceemployment. The following sectionshighlight the regional and demographicdifferences in unemployment for veteransand point to the areas where there is highunemployment.Veteran EmploymentThe 2011 Employment Situation of Veteranswas released from the BLS on March20, 2012, summarizing the employmentsituation of the nation’s 21.6 million veterans.9 Each period of service is examinedseparately within the report, and summarizedon Table 1.▶ Veteran Unemployment Rates byVeteran StatusThe unemployment rate is the percentageof the labor force that is unemployed.Table 2 shows the unemployment ratesby veteran status (period of service) andFigure 1 plots these rates over time. Theserates are annual averages from the BLS for2008 to 2011. 10 When comparing all veteransto non-veterans, the trends are similar,but non-veterans have slightly higherunemployment rates, compared to all veterans.This comparison holds for veteransfrom the Gulf War era I, WWII/Korea/Vietnam,and other services, which all havea similar trend as non-veterans, and areall lower compared to non-veterans. TheGulf War era II veterans, however, havethe highest unemployment rate comparedto all other veterans and non-veterans.In 2011, the unemployment rate, for theGulf War era II veterans was at its highest(12.1%). The unemployment rate formost veterans and non-veterans slightlydecreased from 2010 to 2011. However,the Gulf War era II veterans had increasedtheir unemployment rate from 11.5% to12.1%, with the rate not only being higher,but continuing on an upward trend.Table 2: Unemployment Rates by Veteran Status 18 years and over,2008-2011Veterans 2008 2009 2010 2011All Veterans 4.6 8.1 8.7 8.3Gulf War Era II 7.3 10.2 11.5 12.1Gulf War Era I 4.0 7.6 7.7 7.0World War II or KoreanWar or Vietnam Era4.2 7.5 8.3 7.6Other Services 4.6 8.3 8.4 8.0Non-Veterans 5.6 9.1 9.4 8.7NOTE: 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-December1946), and other service periods (all other time periods). Veterans who served in more than one wartime period areclassified only in the most recent one. Veterans who served during one of the selected wartime periods and anotherperiod are classified only in the wartime period.104 INSTITUtE FOR veterans and military families

figure 1:Unemployment Rates by Veteran Status, 18 years and over, 2008-2011NOTE: Population is 18 andover; Gulf War era II (September2001-present), Gulf War eraI (August 1990-August 2001),Vietnam era (August 1964-April1975), Korean War (July1950-January 1955), WorldWar II (December 1941-December1946), and other serviceperiods (all other time periods).Veterans who served in morethan one wartime period areclassified only in the most recentone. Veterans who servedduring one of the selectedwartime periods and anotherperiod are classified only in thewartime period.GeographyOne key component that could have adirect effect on the employment/unemploymentcircumstances of veterans islocation. Many studies have looked atthe relationship between location andemployment. Studies such as Hall (1972)looked at the relationship between wagesand unemployment. 11 He found that thecities with high hourly wages had higherunemployment rates, whereas cities withlower hourly wages had lower unemployment.Another study, by Lindsay (2011), 12found that geographic location played asignificant role in employment amongyouths with mobility impairments, comparedto other disability types. In anotherstudy, Gruidl (1992) 13 examined the effectsof traditional policies on employment.He looked at traditional policies such astax breaks and services that attract/retainmanufacturing businesses in small communitiesin Illinois. He found that traditionalpolicies are likely to have a smalleffect on employment growth and thatemployment was influenced more by publicservices than tax levels. Location hasbeen shown to influence the employmentsituation of veterans because some areashave more job opportunities than othersand the quality of job may be different insome areas, compared to others.Table 3 displays the 2011 unemploymentrates for all veterans, Gulf War era I, GulfWar era II, and non-veterans, for eachstate. These rates are based on BLS unpublisheddata from the Current PopulationSurvey (not seasonally adjusted, population18 and over). 14 The states with thehighest unemployment rate for all veteranswere Rhode Island (14.6%), Nevada(13.2%), Oregon (11.5%), Michigan (11.3%),and California (11.0%). The states withthe highest unemployment rate for nonveteranswere Nevada (12.7%), California(11.4%), North Carolina (10.5%), SouthCarolina (10.4%), and Mississippi (10.4%).Nevada and California were the states withthe highest unemployment rates for bothveterans and non-veterans. See Appendix Ffor the unemployment rates for all veteranswithin each state for 2003-2011.Some states show a slight difference inunemployment between veterans and nonveterans.Rhode Island and Alabama arethe states with the largest differences inunemployment between veterans and nonveterans.Rhode Island has a 4.3% differencebetween their employment rates forveterans (14.6%) and non-veterans (10.3%).Conversely, Alabama has a 3.9% differencebetween their veteran (6.0%) and nonveteran(9.9%) employment rates.guide to leading policies, practices & resources 105

art IVThere are some major differences in unemploymentwithin the veteran population,across states. These differences are mostapparent when comparing Gulf War eraII veterans with other veterans, as well asnon-veterans. The following highlightsthe largest differences in unemploymentacross states:▶ New York, Indiana, Oregon, and Utahhave the largest difference in unemploymentbetween the Gulf War eraII and Gulf War era I veterans. NewYork has a 15.0% difference betweenthe Gulf War era II (16.7%) and GulfWar era I (1.7%) veterans. Indiana hasa 13.6% difference between the GulfWar era II (15.7%) and Gulf War era I(2.1%) veterans. Oregon has a 12.3%difference between the Gulf War eraII (24.1%) and Gulf War era I (11.8%)veterans. Utah has a 10.7% differencebetween the Gulf War era II (12.6%)and Gulf War era I (1.9%) veterans.▶ Oregon, Montana, California, andNew York have the largest differencesin unemployment between Gulf Warera II and all veterans (which includeall periods of services). Oregon hasa 12.6% difference between the GulfWar era II veterans (24.1%) and allveterans (11.5%). Montana has a 9.7%difference between the Gulf War eraII veterans (17.5%) and all veterans(7.8%). California has a 9.0% differencebetween the Gulf War era II veterans(20.0%) and all veterans (11.0%).New York has a 9.0% differencebetween the Gulf War era II veterans(16.7%) and all veterans (7.7%).▶ Oregon, Ohio, Montana, and Tennesseehave the largest differences inunemployment between Gulf War eraII veterans and non-veterans. Oregonhas a 15.3% difference between theGulf War era II veterans (24.1%) andnon-veterans (8.8%). Ohio has an11.2% difference between Gulf Warera II veterans (19.4%) and nonveterans(8.2%). Montana has a 10.5%difference between the Gulf War eraII veterans (17.5%) and non-veterans(7.0%). Tennessee has a 9.2% differencebetween the Gulf War era II veterans(17.9%) and non-veterans (8.7%).106 INSTITUtE FOR veterans and military families

table 3:Unemployment Rate of Veterans within each State, 2011Veterans Gulf War Gulf War Non-veteransera I Era IIUnited States 8.3 7.0 12.1 8.7Alabama 6.0 2.1 11.0 9.9Alaska 6.1 6.5 2.9 7.4Arizona 7.5 6.2 7.6 9.4Arkansas 8.5 7.6 4.3 8.4California 11.0 11.8 20.0 11.4Colorado 9.5 9.5 10.2 7.9Connecticut 9.4 3.3 8.7 8.6Delaware 7.6 10.8 4.3 7.2District of Columbia 10.1 13.6 12.4 10.3Florida 9.3 4.8 12.5 9.9Georgia 9.0 8.2 14.2 10.1Hawaii 8.3 15.9 8.5 7.2Idaho 7.9 7.1 6.4 8.4Illinois 8.1 8.4 9.5 9.5Indiana 7.6 2.1 15.7 9.0Iowa 6.4 8.1 11.8 5.5Kansas 6.1 7.9 11.5 6.6Kentucky 9.5 4.1 7.6 9.2Louisiana 4.2 2.1 10.3 7.7Maine 7.5 8.5 8.7 7.7Maryland 5.9 7.5 8.9 7.0Massachusetts 9.5 9.5 7.0 7.0Michigan 11.3 11.6 14.4 9.9Minnesota 5.9 2.6 11.7 6.1Mississippi 9.7 7.6 10.5 10.4Missouri 7.2 6.9 9.2 8.0Montana 7.8 10.9 17.5 7.0Nebraska 3.9 1.6 11.0 4.4Nevada 13.2 10.0 18.9 12.7New Hampshire 4.3 3.1 8.9 5.2New Jersey 10.7 15.6 7.2 9.1New Mexico 8.0 15.6 8.9 7.3New York 7.7 1.7 16.7 7.9North Carolina 7.1 5.3 8.9 10.5North Dakota 2.0 1.7 2.7 3.6Ohio 10.7 10.0 19.4 8.2Oklahoma 5.3 2.3 8.9 6.1Oregon 11.5 11.8 24.1 8.8Pennsylvania 7.3 6.6 9.0 7.6Rhode Island 14.6 16.0 16.8 10.3South Carolina 7.3 8.8 13.2 10.4South Dakota 4.1 2.7 6.6 4.7Tennessee 10.9 9.0 17.9 8.7Texas 7.2 4.3 13.5 7.7Utah 8.1 1.9 12.6 6.6Vermont 4.7 1.7 8.3 5.7Virginia 5.4 5.0 6.2 6.3Washington 10.0 11.5 13.9 9.0West Virginia 7.7 9.4 8.9 7.8Wisconsin 8.9 6.8 9.7 7.5Wyoming 4.6 4.0 4.3 5.9NOTE: Population is 18 and over; Gulf War eraII (September 2001-present), Gulf War era I(August 1990-August 2001), Vietnam era (August1964-April 1975), Korean War (July 1950-January1955), World War II (December 1941-December1946), and other service periods (all other timeperiods). Veterans who served in more than onewartime period are classified only in the mostrecent one. Veterans who served during one ofthe selected wartime periods and another periodare classified only in the wartime period.guide to leading policies, practices & resources 107

art IV▶ All Veterans – Number ofUnemployedThe states with the largest labor forceparticipation of veterans are California(980,000), Texas (922,000), Florida (741,000),Pennsylvania (487,000), and New York(479,000). With just over 11.3 millionveterans in the workforce, 945,000 of themare unemployed. Figure 2 displays the 2011actual unemployment numbers (differentfrom the rate) for each of the states, for allveterans. Displaying the number of unemployedveterans in each state providesa different perspective than that providedby using overall unemployment rates.The states in red have over 30,000 unemployedveterans. The states in orange havea population of unemployed veterans thatis greater than 15,000 but less than 30,000.The states in green have a population ofunemployed veterans that is greater than5,000 but less than 15,000. States shown inblue have a population of unemployed veteransthat is less than 5,000. The followinglists the states with the largest and smallestpopulation of unemployed veterans:▶ The states with the largest populationof unemployed veterans areCalifornia (108,000), Florida (69,000),Texas (66,000), Ohio (47,000), Georgia(39,000), New York (37,000), Pennsylvania(36,000), Washington (34,000),Illinois (33,000), Michigan (31,000),Tennessee (31,000), and North Carolina(31,000).▶ The states with the smallest populationof unemployed veterans are Hawaii(4,000), Montana (4,000), Nebraska(3,000), New Hampshire (3,000),Alaska (3,000), Delaware (3,000), SouthDakota (2,000), Wyoming (2,000),North Dakota (1,000), District of Columbia(1,000), and Vermont (1,000).108 INSTITUtE FOR veterans and military families▶ All Veterans – Unemployment RateThe national unemployment rate forveterans, in 2011, was 8.3%. The unemploymentrate with each state can vary.Figure 3 displays the 2011 unemploymentrates for veterans in each of the states.15The states in red have an unemploymentrate above 10%. The states in orange havean unemployment rate that is greater than8%, but less than 10%. The states in greenhave an unemployment rate that is greaterthan 5%, but less than 8%. The states inblue have an unemployment rate that isless than 5%. The following lists the stateswith the largest and smallest unemploymentrate of veterans:▶ The states with the highest unemploymentrates for veterans are RhodeIsland (14.6%), Nevada (13.2), Oregon(11.5%), Michigan (11.3%), and California(11%).▶ The states with the lowest unemploymentrates for veterans are NorthDakota (2%), Nebraska (3.9%), SouthDakota (4.1%), Louisiana (4.2%), andNew Hampshire (4.3%).When comparing the red states in Figures2 and 3 (on page 109) there are some statesthat are red in both. Michigan, California,Tennessee, Ohio, and Washington are allstates with the highest unemploymentrates for veterans and the highest numberof unemployed veterans. When comparingthe blue states in Figures 2 and 3 there aresome states that are blue in both. Nebraska,New Hampshire, North Dakota, SouthDakota, Vermont, and Wyoming are allstates with the lowest unemployment ratesfor veterans and have the lowest numberof unemployed veterans.

figure 2: Number of Unemployed Veterans, 2011figure 3: Veteran Unemployment Rate, 2011Gender, Age, and RaceMany studies have looked at the relationshipsbetween gender, age, race, andemployment/unemployment. For example,Shih (2002) found that employer’attitudes, specifically their perceptionsof racial minorities, can facilitate unemploymentby reducing the numberof opportunities for minorities in theworkplace. 16 Employers may use race as aproxy for productivity or other skills/talentsnecessary to the labor market, ratherthan actual performance and qualifications.Broader racial ideologies held byemployers can disadvantage minorityworkers, and these disadvantages can alsobe compounded by class and gender. In astudy done by Johnson & Park (2011), theyfound that older workers are less likely tolose their jobs, due to seniority and experience.17 Because of this experience, olderadults have consistently lower overallunemployment rates than younger adults(7.7 % for men and 6.2% for women in2010). However, older adults take muchlonger to find work after being laid-offbecause of hiring discrimination. Stereotypesabout older people tend to be limiting,with employers unable to see themas active contributors who will seek outnew challenges and opportunities. Olderworkers often take a substantial pay cutupon entering a new job after a period ofunemployment, as well.The unemployment situation of veteranscan vary by demographics, as well. Table4 gives the unemployment rate for allveterans ages 18 and over, broken downby age, gender, race/ethnicity, and periodof service. These rates are based on theBLS unpublished annual averages, notseasonally adjusted, and represent the 18and over population. 18 The following listsoverall findings:▶ Veterans and non-veterans betweenthe ages of 18-24 have the highestunemployment rate, compared toall other age groups of veterans andnon-veterans.▶ The Gulf War era II veterans (ages18-24) have almost double the unemploymentrate, compared to nonveterans(30% and 16%, respectively),giving this population the highestunemployment rate overall.▶ Male veterans have a similar unemploymentrate, compared to malenon-veterans (8% and 9%), but maleGulf War era II veterans have a higherunemployment rate, compared tonon-veterans (12% and 9%).guide to leading policies, practices & resources 109

art IV▶ Female veterans have a similar unemploymentrate, compared to femalenon-veterans (9% and 8%), but femaleGulf War era II veterans have a higherunemployment rate, compared tonon-veterans (12% and 8%).▶ White veterans have a similar unemploymentrate, compared to Whitenon-veterans (8%), but White GulfWar era II veterans have a slightlyhigher unemployment rate, comparedto White non-veterans (11% and 8%).▶ African-American non-veterans havehigher unemployment rates, comparedto African-American veterans(16% and 11%) and Gulf War era IIAfrican-American veterans (16% and14%).▶ Hispanic non-veterans have a higherunemployment rate, compared toHispanic veterans (11% and 10%), butHispanic Gulf War era II veteranshave a higher unemployment ratecompared to Hispanic non-veterans(17% and 11%).Figures 4 and 5 (on page 111) take an evenfurther look at gender, age, and race. Figure4 looks at the unemployment rates forfemale Hispanic and African-American GulfWar era II veterans, Gulf War era I veterans,and non-veterans, while Figure 5 looks atthe unemployment rates for male Hispanicand African-American Gulf War era IIveterans, Gulf War era I veterans, and nonveterans.These rates are annual averagesfrom the BLS (not seasonally adjusted). 19The following lists the overall findings:▶ The largest percentages of unemployedminority males and females were GulfWar era II veterans between the agesof 18-24.▶ A large percent age (41%) of Hispanicfemale Gulf War era II veteransbetween the ages of 45-54 wereunemployed. 20TABLE 4: Unemployment Rates by Age, Gender, and Race, 2011CategoryAllVeteransWW II,Korean War,Vietnam EraGulf WarEra IGulf WarEra IINon-Veterans18-24 30.2% – – 30.2% 16.1%25-34 12.0% – 8.7% 13.0% 9.3%35-44 7.2% – 7.4% 6.0% 7.3%45-54 7.6% 11.3% 5.7% 4.1% 7.0%55-64 7.7% 8.0% 5.0% 7.8% 6.5%65 years & older 6.7% 6.6% – – 6.4%Male 8.3% 7.6% 7.1% 12.0% 9.3%Female 9.1% 7.9% 6.3% 12.4% 8.2%White 7.8% 7.4% 6.3% 11.4% 7.7%African-American 11.2% 9.9% 9.8% 14.3% 15.8%Hispanic or Latino 9.8% 6.6% 7.5% 17.0% 11.2%Asian 4.8% 2.1% 3.0% 7.1% 7.0%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-December1946), and other service periods (all other time periods). Veterans who served in more than one wartime period areclassified only in the most recent one. Veterans who served during one of the selected wartime periods and anotherperiod are classified only in the wartime period. Dash indicates rates have a base less than 35,000.110 INSTITUtE FOR veterans and military families

UNEMPLOYME40%30%UNEMPLOFIGURE African-American 4: Gulf War Era II African-American Non-veteran African-American Gulf War Era IHispanic and African-American Female Unemployment Rates, 201120%10%80%10%Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I0%70% African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I25-34 and older years old 18-24 years 35-4418 yearsold yearsandold 25-34olderyears 45-5418-24old yearsyearsold 35-44oldyears25-34oldyears45-54oldyears35-44oldyears old 45-54 years old0%ars old 35-4460%years old 45-54 years old-veteran rar Era 18-24 II years 18 Hispanic old years Hispanic and 25-34 Gulf older Non-veteranWarGulf years EraWar 18-24 old IIEra years I 35-44 old Hispanic years Hispanic 25-34 oldNon-veteran years Gulf 45-54 War years Era 35-44 old I years Hispanic old Gulf 45-54 War years Era old IIIHispanicican Gulf Non-veteran War EraAfrican-AmericanGulf War Era50% II African-American GulfIHispanic Hispanic Gulf Non-veteran War Era II Non-veteranWarGulf Hispanic EraWarHispanic IIEraAfrican-American Non-veteran I African-AmericanGulf War Era Non-veteran IGulf War Hispanic EraAfrican-AmericanIGulf War Era I Gulf War Era In-veteranWar EraAfrican-AmericanNOTE: Population 80%Gulf War Era IAfrican-American II is Gulf 18 and Non-veteran War over; Era Gulf II African-American War era II (September Non-veteran 2001-present) Gulf War Era and African-American I Gulf War era I Gulf (August War 1990-August Era I 2001).nd 2001-present) over; Gulf War and era Gulf II War (September era I (August 2001-present) 1990-August and Gulf 2001). War era I (August 1990-August 2001).Veteransed re only than in one the wartime most 40% who served in more than one wartime period are classified only in the most recent one. Veterans who served during one ofesent) and Gulf War recent period era one. I (August are Veterans classified 1990-August who only served in the 2001). most during recent one of one. Veterans who served during one ofNOTE: Gulf War the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either nods nly the and in most thePopulation 80% era II (September 2001-present) and Gulf War era I (August 1990-August 2001).another recent wartime period one. period. Veterans are Hispanic classified who served Gulf only War in during the Era wartime one I had of either period. no Hispanic Gulf War Era I had either none wartime data period 70% is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).Veterans or base are is classified less only 35,000 in the for most 18-24 recent years one. old, Veterans 25-34 years who served old, and during 45-54 one years of old. African-American Gulf War Era I hadrs 35,000 wartime old, and forwhoperiod. 18-24 45-54servedyears Hispanicin moreold, old. Gulf 25-34 African-AmericanthanWaroneyears Erawartimeold, I had and Gulfperiodeither 45-54 Warareno Era yearsclassifiedI had old. African-Americanonly in the most recentGulf Warone.EraVeteransI hadwho served during one ofnother period either are no 30% data classified or base only is less in than wartime 35,000 period. for 18-24 Hispanic years Gulf old. War Era I had either noss d 45-54 thanselected35,000 yearswartimeold. for 18-24 African-Americanperiodsyearsandold.anotherGulf WarperiodEraareI hadclassified only in the wartime period. Hispanic Gulf War Era I had either nodata r 18-24 70%or base years is old, less 60% 25-34 than years 35,000 old, for and 18-24 45-54 years years old, old. 25-34 African-American years old, and Gulf 45-54 War years Era old. I had African-American Gulf War Era I hadeither 5,000 no for data 18-24 or years base old. is less than 35,000 for 18-24 years old.20%60%50%10%50%40%0%40%30% 18 years and older 18-24 years old 25-34 years old 35-44 years old 45-54 years oldHispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I30%20%African-American Gulf War Era II African-American Non-veteran African-American Gulf War Era I20%UNEMPLOYMENT RATEUNEMPLOYMENTunemployment UNEMPLOYMENTRATErate RATE30%Hispanic Gulf War Era II Hispanic Non-veteran Hispanic Gulf War Era I20%FIGURE 5:Hispanic 80% 10% and African-American Male Unemployment Rates, 2011NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).Veterans 10% who served Hispanic in more Gulf than War one Era wartime II period are classified Hispanic only Non-veteran in the most recent one. Veterans Hispanic who Gulf served War Era during I one ofthe selected 70% 0% wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either nodata or base is less African-American than 35,000 for 18-24 Gulf War years Era old, II 25-34 African-American years old, and 45-54 Non-veteran years old. African-American African-American Gulf War Gulf Era War I Era had I25-34 and older years either old no 18-24 data or years 35-4418 yearsbase old is yearsandless than old 25-34older35,000 years 45-5418-24for old 18-24 yearsyearsyears old 35-44oldold. years25-34oldyears45-54oldyears35-44oldyears old 45-54 years old0%ars old 35-44 60%r 18-24 years oldyears old25-34 years45-54oldyears old18 years and older 18-24 years 35-44 old years 25-34 old years 45-54 old years 35-44 old years old 45-54 years oldunemployment UNEMPLOYMENT rate RATE50%NOTE: Population is 18 and over; Gulf War era II (September 2001-present) and Gulf War era I (August 1990-August 2001).nd 2001-present) over; Gulf War 40% and era Gulf II War (September era I (August 2001-present) 1990-August and Gulf 2001). 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 ofesent) ed re only than and in one the Gulf wartime most War recent period era one. I (August are Veterans classified 1990-August who only served in the 2001). most during recent one of one. Veterans who served during one ofNOTE: Gulf War the selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either nods nly the and in most thePopulation era II (Septemberanother recent wartime period one.isperiod.18Veterans areandHispanic classifiedover; 2001-present)whoGulfserved Gulf onlyWar andWar in during theera GulfEra wartime oneIII had(September War era Iof either period. no2001-present) (August 1990-AugustHispanic Gulf WarandEraGulf 2001).IWarhad eitherera I (Augustno1990-August 2001).Veterans ne wartime data or base is less 35,000 for 18-24 years old, 25-34 years old, and 45-54 years old. African-American Gulf War Era I hadrs 35,000 wartime old, and forwho periodperiod. 18-24 45-54served are30% years Hispanicin classified moreold, old. Gulf 25-34 African-Americanthan onlyWarone inyears Erawartime the mostold, I had and Gulfperiod recenteither 45-54 Warare one.no Era yearsclassified VeteransI had old. African-Americanonly who in served the most during recent one ofGulf Warone.EraVeteransI hadwho served during one ofnother period either are no data classified or base only is less in than wartime 35,000 period. for 18-24 Hispanic years Gulf old. War Era I had either noss d 45-54 thanselected35,000 yearswartimeold. for 18-24 African-Americanperiodsyearsandold.anotherGulf WarperiodEraareI hadclassified only in the wartime period. Hispanic Gulf War Era I had either nodata r 18-24 or base years is old, less 25-34 than years 35,000 old, for and 18-24 45-54 years years old, old. 25-34 African-American years old, and Gulf 45-54 War years Era old. I had African-American Gulf War Era I hadeither 5,000 no for data 18-24 or years old.20% base is less than 35,000 for 18-24 years old.10%NOTE: Population is 18 and over; Gulf Warera II (September 2001-present), Gulf Warera I (August 1990-August 2001), Vietnamera (August 1964-April 1975), KoreanWar (July 1950-January 1955), World WarII (December 1941-December 1946),and other service periods (all other timeperiods). Veterans who served in morethan one wartime period are classifiedonly in the most recent one. Veterans whoserved during one of theselected wartimeperiods and another period are classifiedonly in the wartime period. Hispanic GulfWar Era I females had either no data orbase is less than 35,000 for 18-24 yearsold, 25-34 years old, and 45-54 years old.African-American Gulf War Era I femaleshad either no data or base is less than35,000 for 18-24 years old. Hispanic GulfWar Era I males had either no data orbase is less than 35,000 for 18-24 yearsold. African-American Gulf War Era I maleshad either no data or base is less than35,000 for 18-24 years old.0%18 years and older 18-24 years old 25-34 years old 35-44 years old 45-54 years oldDisabilityIn August 2011, about 3 million veteransreported having a service-connecteddisability. 21 That is about 14% of the totalveteran population. In general, one in threeveterans with a service-connected disabilityworked in the public sector (compared toone in five veterans without a service-connecteddisability). Each service-connecteddisabled veteran was examined by periodof service separately within the report andsummarized in Table 5 (on page 112).Family StatusEmployees with responsibilities, both atwork and at home, can lead stressful liveswith demanding schedules. These stressorsand the demands on their time mayinvolve child care, care for elder relatives,long hours, inflexible schedules, and relationshipissues with supervisors (Otterbourg,1997). 22 Among employed parents,who work full time, more than 75% feelthey do not spend enough time with theirchildren. These issues are especially salientamong working women, as more thanhalf of working women reported that theyworry about not spending enough timewith their children and families, worryingabout this more than crime (Otterbourg,1997). Employees with children may inturn consider working intermittently;however, those with intermittent workrecords are often perceived by employersas having less commitment to work, skillatrophy, and reduced productivity. Theseemployees are in turn less likely to accessmore attractive jobs with higher pay (Stier,Lewin-Epstein, and Braun, 2001). 23NOTE: 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 ofthe selected wartime periods and another period are classified only in the wartime period. Hispanic Gulf War Era I had either nodata 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 35,000for 18-24 years old.guide to leading policies, practices & resources 111

art IVCountries with state support for workingmothers have been shown to have higheremployment continuity and lower wagepenalties for working women (Stier, Lewin-Epstein, and Braun, 2001).Relationships between work and familycan significantly affect life satisfaction,and each can positively or negatively influencethe other. Generally, higher familysupport, including emotional support,is related to a reduction in family issuesinterfering with work (Adams, King, &King, 1996). 24 In a recent study by the PewResearch Center, findings indicated thatveterans were having difficulties readjustingto family and civilian life. Among post-9/11 veterans, 48% experienced strains intable 5: Summary of BLS Employment Situation of Veterans, 2011Service-ConnectedDisabled VeteranGulf War Era IIVeteransGulf War Era IVeteransSummary of BLS Employment Situation of Veterans• One in four (633,000) reported having a service-connected disability• Of these, 80% were in the labor force, compared with 83.7% ofveterans 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) reported a service-connected disability• Their labor force participation rate (69.6%) was lower than the ratefor veterans from the same era who did not have a disability (88.2%)• Unemployment rates with and without service-connected disabilitieswere not statistically different (7.1% and 6.9%, respectively)Veterans of WorldWar II, the KoreanWar, and theVietnamEra• 1.2 million veterans reported a service-connected disability• 20.9% were in the labor force, compared with 35.5% who did not havea service-connected disability• Unemployment rate with disability was 3.1%, lower than those withno disability (8.2%)Veterans of OtherService Periods• Labor force participation rate of 53.1%, compared with 56.8% withno disability from these periods• Unemployment rate with disability was 9.4%, not statistically differentfrom the veterans with no disability (7.5%)Source: 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.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-December1946), and other service periods (all other time periods). Veterans who served in more than one wartime period areclassified only in the most recent one. Veterans who served during one of the selected wartime periods and anotherperiod are classified only in the wartime period.112 INSTITUtE FOR veterans and military families

elationships with family, and 44% foundreadjustment to civilianlife difficult, compared to 25% of veteransfrom previous eras (Pew, 2011). Althoughmost veterans were found to be satisfiedwith their lives overall (63%), mostexpressed reservations to their financialsituation (Pew, 2011).25 Among post-9/11veterans and among veterans from previouseras, there was more dissatisfactionwith personal financial situation thanamong the population in general, whichcould stem from difficulties finding andmaintaining satisfactory full-time employmentfor veterans. Among militaryspouses, 46% of veteran spouses and 48%of active duty spouses reported they wereworking, along with 14% of survivingspouses (Westat, 2010).26Support from spouses and other familymembers can be critical to successfulemployment and management of workand family obligations. Employees whoare burdened by both family and workstress may adopt coping strategies suchas reducing time and effort on the job,or turning down promotions that wouldinvolve moving or longer hours in spite ofthe possibility of higher wages and careeradvancement (Goldsmith, 2007).27 Employerscan help by considering family issueswhen designing job duties and workprocesses (Otterbourg, 1997). Both socialsupport from families and family-friendlypolicies from employers can benefit careertrajectories, reduce stressors, and reducework-family conflict (Goldsmith, 2007).Social support for families can be assistancewith childcare and household work,emotional support, scheduling flexibility,and coordination of time off (Goldsmith,2007). All of these forms of social supporthelp to lessen work-family conflict byreducing stress and time demands.The more familial support veterans have,the more likely they will be able to successfullypursue full-time work, especiallyin cases where they share childcare responsibilities.Employers should also seekto create and maintain family-friendlyenvironments, which can decrease stressassociated with balancing work and familyand benefit companies as well (Otterbourg,1997).Education AttainmentEducation has always had a strong influenceon many elements of employment,such as obtaining, income, retention,etc. Various studies have examined howeducation affects employment and itsoutcomes. For example, Riddell & Song(2011) found that education significantlyincreases re-employment rates of the unemployed.28Angrist (1993) found that veterans’benefits increase schooling by 1.4years, which increases annual earningsby 6%. He found that attending college orgraduate school is especially significantin increasing annual earnings for veterans.29Simon, Negrusa, and Warner (2010)found that a $10,000 increase in veterans’education benefits is shown to increasethe probability of the Montgomery GI Billusage by 5%.30 However, an increase inthe dollar amount of available benefitsdoes not correlate with the duration ofbenefit usage.Employment rates also vary with educationlevel. In general, those with highereducational attainment face lower unemploymentrates. The following sectionshighlight variations in unemployment forveterans and non-veterans by educationalattainment.guide to leading policies, practices & resources 113

art IV▶ Veteran Employment & EducationAttainmentEducation attainment refers to the highestdegree of education an individual hascompleted. The relationship between educationalattainment and employment haslong been established by many researchers.An individual with less than a high schooldegree experiences unemployment at arate almost three to five times greater thanan individual with a bachelor’s degree orhigher. The following tables/figures summarizethe educational attainment of theveteran population, as well as the employmentsituation of veterans in America.On March 20, 2012, the BLS released theannual report on the employment situationof veterans for 2011. 31 This release includeseducation attainment by period of service.Figure 6 (on page 115) represents the datathat was released for the population aged 25and over. The following lists overall findings:▶ For all veterans and non-veterans,those with less than a high schooldiploma made up a minority ofthe population (6.46% and 13.13%,respectively).▶ The majority of the Gulf War era veteranshave some college/associate degreeor higher (73.75% of Gulf War era IIand 71.36% of Gulf War era I).▶ Veterans have a larger percentage ofindividuals with some college/associatedegree compared to non-veterans(34.19% and 25.54%, respectively).However, non-veterans have a slightlylarger percentage of individuals witha bachelor’s degree or higher, whencompared to veterans (30.77% and27.20%, respectively).▶ In general, the percentages of thosewith a bachelor’s degree or higher issimilar across all veterans and nonveterans.114 INSTITUtE FOR veterans and military families▶ Unemployment Rates of Veteransby Education AttainmentTable 6 (on page 115) and Figure 7 (on page116) have the unemployment rates for2008-2011 by education attainment. Theserates were retrieved from the BLS onlinedata analysis tool and are not seasonallyadjusted annual averages (all veteranpopulation, age 25 and over). 32 The followinglists the overall findings:▶ In general, the higher the educationattainment, the lower the unemploymentrate.▶ Veterans with a high school diplomaor less had similar rates in 2008 and2009, but then split in 2010 and 2011.▶ The unemployment rates for veteranswith some college or associate degreewas lower, compared to those with ahigh school diploma or less.▶ Veterans with a bachelor’s degree orhigher had the lowest unemploymentrates for 2008 to 2011.▶ Unemployment Rates of Veteransby Period of Service and EducationAttainmentFigure 8 (on page 117) shows the unemploymentrates for 2011 by period ofservice and education attainment. Theserates were retrieved from the BLS onlinedata analysis tool and are not seasonallyadjusted annual averages (all veteranpopulation, age 25 and over). 33 The followinglists the overall findings:▶ In general, the higher the educationattainment (regardless of period ofservice), the lower the unemploymentrate.▶ With each period of service, thosewith less than a high school diplomahad the highest unemployment rates.

0%0%0%0%0%0%0%0%0%0%0%0%figure 6:Some College or Associate's DegreeUnemployment Rates by 60% Veteran status and education attainment,Less than a High School Diploma High School Graduates (No College)2008-2011Some Less College than a or 40% High Associate's School Diploma Degree Bachelor's High Degree School or Higher Graduates (No College) NOTE: Population is 18 and100%over; Gulf War era II (September2001-present), Gulf War eraSome College or Associate’s Degree Bachelor’s Degree or HigherVeterans Non-veterans Gulf War 20%80% Era II Gulf War Era I WWII, Korean Other ServiceI (August 1990-August 2001),War, and Periods100%0%Vietnam era (August 1964-April60%Vietnam Era27.20%30.77%Veterans 28.98%Non-veterans 30.21%Gulf War 27.80%Era II Gulf War 23.99%Era I WWII, Korean 1975), Korean Other War Service (July80%1950-January 1955), World40%War, and PeriodsWar II (December 1941-December1946), and other serviceVietnam Era60% 34.19%25.54%30.39%33.74%Veterans Non-veterans Gulf War 20% Era II Gulf 44.78%War Era I WWII, 41.14%Korean Other Serviceperiods (all other time periods).40%War, and PeriodsVeterans who served in more30.56%32.15%0%Vietnam Era 32.87%35.78%than one wartime period are20%Veterans 25.14%Non-veterans 27.42%Gulf War Era II Gulf War Era I WWII, Korean classified Other only in Service the most recentone. Veterans who served6.46%13.13%1.15%1.26%8.96%6.51%War, and Periods0%Vietnam during Era one of theselectedwartime periods and anotherVeterans Non-veterans Gulf War Era II Gulf War Era I WWII, Korean Other Serviceperiod are classified only in theWar, and Periodswartime period.Vietnam EraPERCENT percentLess than a High School DiplomaSome College or Associate's 100% DegreePERCENTPERCENT80%Less than a High School DiplomaSome College or Associate's DegreeHigh School Graduates (No College)Bachelor's Degree or HigherLess than a High School DiplomaHigh School Graduates (No College)Bachelor's Degree or HigherHigh School Graduates (No College)Bachelor's Degree or Higher▶ Regardless of period of service, thosewith a high school diploma and thosewith some college or associate degreehad similar unemployment rates.▶ Regardless of period of service, thosewith a bachelor’s degree or higherhad the lowest unemployment ratesin 2011.ConclusionThe variations of demographic characteristicshave all been shown to influence theemployment situation of veterans. Datawas presented using the Current PopulationSurvey data that the BLS releases for location,gender, age, disability, and educationalattainment of veterans. The unemploymenttable 6:Unemployment Rates by education attainment for all veterans,2008-2011All Veterans by Education Attainment 2008 2009 2010 2011Less than a High School Diploma 5.6 10.0 11.3 12.7High School Graduates (No College) 5.1 10.1 10.5 9.2Some College or Associates Degree 4.9 8.3 9.1 8.8Bachelor’s Degree or Higher 3.0 4.7 5.2 5.2guide to leading policies, practices & resources 115

art IVfigure 7:Unemployment 18%Rate of Veterans by education attainment, 2008-2011unemmployment UNEMPLOYMENT rate RATE20%16%14%12%10%8%6%4%2%0%UNEMPLOYMENT RATE20%18%16%14%12%10%8%6%4%2%2008 2009 2010 20110%2008 2009 2010 2011Less than a High SchoolDiploma (25 years and over)High School Graduates (NoCollege) Less Less than than (25 a High a years High School and School over) DiplomaDiploma (25 years (25 years and over) and over)Some College or Associate'sHigh High School School Graduates Graduates (NoDegreeCollege) (No college,(25(25 yearsyears25 and yearsandover)over)and over)Bachelor's Some Some College College Degree or Associate's or Associate’s or Higher(25 Degree Degree years (25 and (25 years years over) and and over) over)Bachelor's Bachelor’s Degree Degree or Higher and Higher(25 (25 years years and and over) over)rates for veterans vary by state. The veteransand non-veterans between the ages of18-24 have the highest unemployment rate,compared to all other age groups of veteransand non-veterans. The Gulf War era IIveterans (ages 18-24) have almost doublethe unemployment rate, compared to nonveterans,giving this population the highestunemployment rate overall. Male andfemale Gulf War era II veterans have higherunemployment rates, compared to theircounterparts. White and Hispanic Gulf Warera II veterans have the highest unemploymentrates, and African-American nonveteranshave the highest unemploymentrates. The largest percentages of unemployedminority male and female veteranswere Gulf War era II veterans between theages of 18-24. A large percentage of femaleHispanic Gulf War era II veterans betweenthe ages of 45-54 were unemployed.There are about 3 million veterans thatreported having a service-connected disabilityin 2011. That is about 14% of the totalveteran population. In general, they foundthat one in three veterans with a serviceconnecteddisability worked in the publicsector (compared to one in five veteranswithout a service-connected disability). Theunemployment rate of those with a disabilitywas not statistically different from thosewithout a disability.Education has been shown to influenceunemployment rates. Research has shownthat individuals with less than a highschool degree experience higher unemploymentrates at almost three to fivetimes greater the rate than those with atleast a bachelor’s degree or higher. So thehigher the educational attainment, thelower the unemployment rate will be.Interestingly, the unemployment rates forall veterans, non-veterans in all periods ofservice were similar to those with a highschool diploma, and those who obtainsome college/associate’s degree.There are some regional and demographicdifferences in unemployment for veterans.This paper is limited by the data that isavailable. Future research should look atthese differences, as well as a combinationof interactions between these variables.116 INSTITUtE FOR veterans and military families

art IVAccess to HealthcareAccess to healthcare varies among veteranpopulations, both employed andunemployed. The 22 million veterans inthe U.S. tend to fall into three categorieswhen it comes to health insurance coverage.As of 2011, about 37% of veteranswere enrolled in the VA healthcare system,56% were covered by private insuranceor a non-VA federal health plan, and 7%had no health insurance (Kizer, 2012). 34Veterans who have no health insurancecoverage tend to be poor or near poor, butwith incomes above the thresholds for VAeligibility (Kizer, 2012). In 2004, about 47%of uninsured veterans had family incomesabove 250% of the federal poverty level,which would leave them ineligible for VAhealthcare enrollment (Himmelstein et al.,2007). 35 Many of those covered by the VAsystem are also covered by multiple federalplans like Medicare, Medicaid, TRICARE,or Indian Health Service (Kizer, 2012). Thepercentage of uninsured, non-elderly veteransrose from 9.9% in 2000 to 12.7% in2004, and by 2004, there were almost 1.8million veterans who were uninsured andnot receiving VA care (Himmelstein et al.,2007). Most uninsured veterans were fromthe Vietnam and Gulf War eras, and mostveterans insured primarily by Medicarewere from the Korean War and World WarII eras (Himmelstein et al., 2007). Both employedand unemployed veterans lackedhealthcare coverage, as about 68% ofuninsured veterans were employed at thetime of the survey; almost 10% had beenrecently laid off or were unemployed, butwere still looking for work (Himmelsteinet al., 2007). Uninsured veterans were, infact, more likely to be working than thosewith health coverage, and tended to beyounger and have lower incomes than veteranswith health coverage (Himmelsteinet al., 2007).In general, uninsured veterans experiencethe same barriers to healthcare that mostuninsured Americans experience. Veteranswithout coverage are five times morelikely to delay care or forego prescriptionsbecause of costs, and six times more likelyto forego medical care because they areunable to afford it, as compared to insuredveterans (Himmelstein et al., 2007). Uninsuredveterans also had serious illnessesrequiring care, had chronic conditions limitingdaily activities, reported being unableto obtain care in the past year, reportedbeing no more able to obtain care thanany other uninsured person, and failed toreceive necessary preventive care (Himmelsteinet al., 2007). Among uninsuredveterans age 45 and older, almost 20%were in fair or poor health (Himmelsteinet al., 2007).The recent Affordable Care Act (ACA)may impact healthcare access, fragmentation,quality of care, and utilization ofservices for veterans in the U.S. (Kizer,2012). The ACA will not change eligibilityfor VA healthcare or covered benefits andco-payments, and for most veterans thislegislation will not affect them any differentlythan non-veterans. However, expansionsin Medicaid coverage and other statehealth insurance coverage for low incomeindividuals should provide the 7% ofuninsured veterans with coverage (Kizer,2012). In addition, many veterans alreadyenrolled in VA health coverage will havenew options for coverage. The increasein healthcare choices for this populationwill increase convenience of care, butmay also cause care to be fragmented andlower overall quality of care as a result ofinconsistency across providers. Fragmentationof care can lead to more discontinuity,lack of coordination among care providers,and more emergency department use andadverse events (Kizer, 2012).118 INSTITUtE FOR veterans and military families

Access to healthcare and healthcare costscan moderate veterans’ ability to stay inthe labor force. Uninsured veterans maybe more likely to be working because offinancial need, driven by high costs ofhealthcare. Additionally, the combinationof rising health costs and employers’limited resources may be driving veteransinto part-time jobs, where they are not offeredinsurance. Higher health premiumsoften result in workers trading salary increasesfor better benefits (Cutler & Neeraj,2010). 36 When costs fall, employers havemore resources available for wages and salarypayments, meaning healthcare reformcould potentially increase both wages andemployment opportunities. However, asfirms cannot reduce wages for those earningminimum wage or those with fixedcontracts, increases in healthcare premiumswould not result in a reduction ofwages, but in the loss of these jobs entirely.For workers who are not able or willingto “trade” higher wages for benefits, thereduction in income caused by an increasein premiums would cause them to moveinto other part time jobs, possibly with nohealth benefits.BenefitsHealthcare benefits and employment areintrinsically linked in the United States,with almost 60% of the American populationreceiving health insurance throughan employer (Kaiser, 2010). Because ofthis, many Americans view employmentas a gateway to healthcare, but healthcareaccess and costs can also affect access toemployment. Previous studies have foundthat individuals with higher healthcarecosts are not more likely to be employedthan those with lower costs (Lahey, 2007). 37employers do not result in higher employmentrates (Lahey, 2007). Higher healthcarecosts can drive employers’ decisionmaking, as these add to their businesscosts (Lahey, 2007; Cutler & Neeraj, 2010).Health insurance costs can affect companyemployment decisions in multiple ways. Ifhealth insurance premiums are reduced,employers could hire more workers withoutneeding to reduce benefits or wages(Cutler & Neeraj, 2010). On the other hand,if costs are too high, employers often compensateby reducing new hires or beingmore selective in the new employees theychoose. Health insurance costs are a significantfactor in employers’ decisions tohire new workers, more so than companysize and internal processes (Lahey, 2007).For older Americans, this is particularlyconcerning, as age can push up the costof healthcare benefits significantly. Studieshave shown that companies offeringhealth insurance hire older employees lessfrequently, and as regional costs of healthcareincrease, employment rates decrease(Lahey, 2007).Increases in healthcare costs have influencedhiring decisions and industrygrowth, with those industries that providemore benefits experiencing little growth, ifany. About 29% of workers in the amusementand recreation industry, and 54% ofworkers in the hotel industry have employerprovided insurance (Cutler & Neeraj,2010). From 1987 to 2005, the workforcesin these industries grew by 2.1% and 1%,respectively. In the paper industry, 85% ofworkers have insurance, and the workforceshrank by almost 2% from 1987 to 2005.In places where healthcare is more expensive,workers’ efforts to shift costs toguide to leading policies, practices & resources 119

art IVResearchers have found that every 10%reduction in excess healthcare costs leads toabout 120,000 more jobs. Nationally, reductionsin healthcare costs attributable to theACA and subsequent legislation could leadto an estimated 250,000-400,000 new jobseach year. However, an increase in healthcarecosts could have the opposite effect,decreasing the number of new jobs eachyear and increasing unemployment (Cutler& Neeraj, 2010).Employers need to understand the benefitsavailable to veterans and work to close thegap between the uninsured and insured,especially in cases where employer-providedbenefits have been reduced. Manyuninsured veterans are working (68%);however, they are not receiving necessaryhealthcare because of their lack of coverage(Himmelstein et al., 2007). The VAhas extended their healthcare eligibilityfor veterans under the “Combat Veteran”authority. This authority applies to allcombat veterans who were discharged orreleased from active service on, or after,January 28, 2003. Under this authority, theVA provides healthcare services and communityliving care for conditions, possiblyrelated to military service for fiveyears after discharge or release. There aremany government-funded health programsavailable to veterans that employersshould familiarize themselves with to assistveteran employees in obtaining care.The programs include TRICARE for militarypersonnel and their families, and theCivilian Health and Medical Program ofthe VA (CHAMPVA) for dependent childrenand spouses of disabled or deceasedveterans. Additionally, the DOL and theVA have resources for both veterans andemployers in the Veterans’ Employmentand 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, ReturningServicemembers (OEF/OIF/OND):http://www.va.gov/healthbenefits/apply/returning_servicemembers.asp▶ CHAMPVA (Civilian Health and MedicalProgram of the Department of VeteranAffairs):http://www.va.gov/hac/forbeneficiaries/champva/champva.asp▶ The DOL’s Employment and TrainingService (VETS):http://www.dol.gov/vets/▶ VA Vocational Rehabilitation andEmployment (VR & E) Program:http://www.vba.va.gov/bln/vre/emp_resources.htm120 INSTITUtE FOR veterans and military families

DisabilitiesThe disabilities of any veteran can includea variety of physical and mental conditions.If the veteran has selected to disclosethis information, employers are requiredto accommodate the needs of the veteran,whether physical or mental health related.Veterans need only disclose if/when theyneed an accommodation to perform theessential functions of the job. Applicantsnever have to disclose this information ona job application, or in the job interview,unless they need an accommodation toassist them in the application or interviewprocess. If disclosed, employers need toknow what those needs are and what canbe done. Accommodating the needs ofveterans, or any person with a disability,should be a central focus of the employerin creating the environment in which theycan effectively and efficiently performtheir job. These accommodations also createa welcoming environment and set thetone of the organization’s culture, policies,and structures which, if positive, can leadto long-lasting employment.▶ Reasonable AccommodationsBoth the USERRA and the ADA requireemployers to make certain adjustments forveterans with disabilities, called “reasonableaccommodations.” The USERRA alsorequires employers to assist a veteran whois returning to employment to becomequalified for a job, whether or not the veteranhas a service-connected disability.This could include providing training orretraining for the position. See Title 38,United States Code, Chapter 43 - Employmentand Reemployment Rights of Membersof the Uniformed Services, 38 U.S.C. §4313; 20 C.F.R. §§ 1002.198, 1002.225 -.226.Below are additional resources/informationabout reasonable accommodations:▶ EEOC Enforcement Guidance:Reasonable Accommodation andUndue Hardship Under the ADA:http://www.eeoc.gov/policy/docs/accommodation.html▶ Job Accommodation Network (JAN):JAN is one of several services providedby the DOL’s Office of Disability EmploymentPolicy (ODEP). The JAN isthe leading source of free, expert, andconfidential guidance on workplaceaccommodations and disability employmentissues. Phone: 800-526-7234or 877-781-9403 (TTY).http://www.askjan.org▶ DOD Computer/ElectronicAccommodations Program (CAP):Established by the federal government,the CAP is a centrally-funded programthat provides assistive technology (AT)and reasonable accommodations topeople with disabilities. CAP’s missionis to ensure that people with disabilitieshave equal access to informationand employment opportunities inthe DOD and throughout the federalgovernment. Phone: 703-681-8813 or703-681-3978 (TTY).http://www.cap.mil/guide to leading policies, practices & resources 121

art IV▶ ADA Disability and Business TechnicalAssistance Centers (DBTACs):The DBTACs consist of 10 federallyfundedregional centers that provideinformation, training, and technical assistanceon the ADA. Each center workswith local business, disability, governmental,rehabilitation, and other professionalnetworks to provide currentADA information and assistance, andplaces special emphasis on meeting theneeds of small businesses. The DBTACscan make referrals to local sources ofexpertise in reasonable accommodations.Phone: 800-949-4232 (Voice/TTY).http://adata.org/Static/Home.htmlAmerica’s Heroes at Work has created anemployer fact sheet and resource guidefor employers. These resources weredeveloped in cooperation with the DOL’sODEP, JAN, the VETS, the Defense Centersof Excellence for Psychological Healthand Traumatic Brain Injury, and theDefense and Veterans Brain Injury Center.The information available includesfrequently asked questions about PTSDand TBI, Dispelling the Myths about PTSD,Accommodating Employees with PTSD/TBI, Promising Practices for EmploymentSuccess, Employers and the ADA: Mythsand Facts, and Tax Incentives for ProvidingBusiness Accessibility. Spanish materialsare also available. For more information,visit http://www.americasheroesatwork.gov/forEmployers/factsheets/.JAN is a service of the DOL’s ODEP. TheCompliance Series is designed to help employersdetermine effective accommodationsand comply with Title I of the ADA.Each publication in the series addresses aspecific medical condition and providesinformation about the condition, ADAinformation, questions employers shouldconsider, accommodation ideas, and resourcesfor additional information. Belowis a list of topics that might be relevant toveterans. A full list of topics can be foundat, http://askjan.org/media/atoz.htm.There are many products that can be usedto accommodate people with work limitations.JAN’s Searchable Online AccommodationResource (SOAR) at http://askjan.org/soar is designed to let users explorevarious accommodation options. Manyproduct vendor lists are accessible throughthis system; however, upon request, JANprovides these lists and many more thatare not available on the website. ContactJAN directly if you have specific accommodationsituations, are looking for products,need vendor information, or are seekinga referral. The accommodations of an employeeshould be specific to the employee’sdisabilities. When accommodating, theemployer must consider:▶ What limitations is the employeeexperiencing?▶ How do these limitations affect theemployee and the employee’s job performance?▶ What specific job tasks are problematic,as a result of these limitations?▶ What accommodations are availableto reduce or eliminate these problems?Are all possible resources beingused to determine possible accommodations?▶ Has the employee been consultedregarding possible accommodations?▶ Once accommodations are in place,would it be useful to meet with theemployee to evaluate the effectivenessof the accommodations and todetermine whether additional accommodationsare needed?▶ Do supervisory personnel and employeesneed training regarding thedisability?122 INSTITUtE FOR veterans and military families

Table 7: Job Accommodation Network (JAN) - Topics, Accommodations, and Compliance SeriesArea Topics Available Accommodations and Compliance SeriesAnxiety http://askjan.org/media/anxi.htm http://askjan.org/media/eaps/employmentanxietyEAP.docAmputation http://askjan.org/media/ampu.htm http://askjan.org/media/eaps/employmentampEAP.docBurn http://askjan.org/media/burn.htm http://askjan.org/media/downloads/BurnInjA&CSeries.pdfHearing Loss http://askjan.org/media/deaf.htm http://askjan.org/media/downloads/HearingA&CSeries.pdfMajor Depression/Bipolar/OCD/Panic Disorder/OtherMental Healthhttp://askjan.org/media/psyc.htmhttp://askjan.org/media/downloads/PsychiatricA&CSeries.pdfPost-Traumatic StressDisorder (PTSD)http://askjan.org/media/post.htmhttp://askjan.org/media/downloads/PTSDVetsA&CSeries.pdfTraumatic Brain Injury (TBI) http://askjan.org/media/brai.htm http://askjan.org/media/downloads/BrainInjuryA&CSeries.pdfVertigo http://askjan.org/media/vert.htm http://askjan.org/media/eaps/employmentvertigoEAP.docVision Impairments http://askjan.org/media/visi.htm http://askjan.org/media/downloads/VisionA&CSeries.pdfWheelchairs http://askjan.org/media/whee.htm http://askjan.org/media/downloads/WheelchairA&CSeries10.pdfAccommodations vary with every disability.Below are some general themes thatcan come across all persons with disabilities.It is highly encouraged that employerslook at the specific information on thedisability for accommodations.▶ Flexible ScheduleAllowing the employee to have a flexibleschedule is a general theme for reasonableaccommodations. Whether the person hasPTSD, TBI, is in a wheelchair, an amputee,etc., these accommodations may give theemployee the time needed to perform dailyactivities, personal needs, cope with stress,or provide stamina, among other needs.This flexible work environment includesflexible schedule, modified break schedule,time to call/leave for doctors/counseling,work from home/flexi-place, or even distancetravel for access to healthcare.▶ ConcentrationAllowing an employee to concentrate canreduce the distraction employees may haveand allow them to focus on their job functions.The employer can help the employeewith concentration by reducing distractionsin the work area. This can be accomplishedby with providing space enclosures, soundabsorption panels, or a private office; allowfor use of white noise or environmentalsound machines; allow the employee toplay soothing music using headphones andcomputer or music player; plan for uninterruptedwork time; and purchase organizersto reduce clutter. Studies have also shownthat increased natural lighting or providingfull-spectrum lighting can help increaseconcentration. Providing memory aids suchas schedulers, organizers, or email applicationscan also help the employee maintainconcentration and help with memory.Concentration includes more than justphysical elements, but also can includethe way employees are managed. Dividinglarge assignments into smaller tasks andgoals may help the employee concentrateon a specific task and may help with theoverall project. Restructuring the job toinclude only the essential functions mayalso help with employee concentration.▶ Working Effectively With SupervisorsThe relationship between employees andtheir supervisors is one that has longbeen looked at. Certain accommodationscan include providing positive praiseand reinforcement, providing written jobinstructions, developing a procedure toevaluate the effectiveness of the accommodation,providing clear expectationsand consequences of not meeting expectations,developing strategies to deal withproblems before they arise, allowing opencommunication to managers and supervisors,and establishing written long-termand short-term goals.guide to leading policies, practices & resources 123

art IVstudy that examined the prevalence ofPTSD among previously deployed OperationEnduring Freedom and OperationIraqi Freedom service members. Amongthe 1,938 participants, the prevalence ofcurrent PTSD was 13.8%.40 Based on thissample, the authors suggested that approximatelyone in five service memberswho have returned from deploymentoperations in Afghanistan and Iraq havesymptoms of PTSD or depression.Post-Traumatic Stress Disorder (PTSD)PTSD is common among active militaryand veterans. In the National Vietnam VeteransReadjustment Study (NVVRS), theyfound that approximately 30.9% of menand 26.9% of women had PTSD at somepoint in their life following Vietnam.38Researchers conducted a study to estimatethe prevalence of PTSD in a populationbasedsample of 11,441 Gulf War veteransfrom 1995 to 1997. The prevalenceof PTSD in that sample was 12.1%. Theauthors estimated the prevalence of PTSDamong the total Gulf War veteran populationto be 10.1%.39 In 2008, the RANDCorporation published a population-basedJAN has listed several accommodationsfor PTSD. This includes topics such as:▶ Memory▶ Lack of concentration▶ Time management/performing orcompleting 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 issuesFor more information about PTSDand accommodations, please visithttp://askjan.org/media/ptsd.html.124 INSTITUtE FOR veterans and military families

▶ Traumatic Brain Injury (TBI)The Brain Injury Association of America(2006) estimates that every year 1.4 millionAmericans experience a traumaticbrain injury.41 TBI is an umbrella term thatspans a wide continuum of symptoms andseverity. Studies estimating the prevalenceof TBI among returning veterans havebeen difficult, with prevalence rates rangingfrom 5% to 23% in larger studies usingnon-clinical samples. The large majority(80%) of combat head injuries sustainedin Operation Iraqi Freedom and OperationEnduring Freedom are mild concussions,as opposed to severe, debilitating TBI. 42JAN has listed several accommodations forTBI. This includes topics such as:▶ Physical limitations▶ Visual problems▶ Maintaining stamina during theworkday▶ Maintaining concentration▶ Difficulty staying organized andmeeting deadlines▶ Memory deficits▶ Problem-solving deficits▶ Working effectively with supervisors▶ Difficulty handling stress and emotions▶ Attendance issues▶ Issues of changeFor more information about TBI andaccommodations, please visithttp://askjan.org/media/BrainInjury.html.▶ Hearing LossResults of the 2002 National Health InterviewSurvey estimate that nearly 31 millionof all adults in the U.S. have troublehearing. 43 Among military veterans, hearingimpairment is one of the most commonservice-connected disabilities. Accordingto Groenewold, Tak, and Masterson(2011), 44 the prevalence of severe hearingimpairment among non-veterans was2.5%. Among all veterans, the prevalencefor severe hearing impairment was 10.4%.The VA has reported that nearly 70,000of the more than 1.3 million troops, whohave served in Iraq and Afghanistan, collectdisability payments for tinnitus, andmore than 58,000 collect disability paymentsfor hearing loss. 45JAN has listed several accommodations forhearing loss. This includes topics such as:▶ Communicating face-to-face▶ Communicating in groups, meetings,or training▶ Communicating by telephone▶ Communicating in the field▶ Operating or working around vehicles▶ Difficulty responding to sounds in theenvironment▶ Wearing hearing protectionFor more information about hearing lossand accommodations, please visithttp://askjan.org/media/Hearing.html.guide to leading policies, practices & resources 125

art IV▶ Vision ImpairmentsThe National Institutes of Health recentlyfound that about 6% of the general populationis visually impaired, which is about14 million people. Of these 14 million,more than 11 million have visual impairmentthat can be corrected by contactlenses or glasses, but about 3 million havevisual loss or impairments that cannotbe corrected. 46 According to the VA, over157,000 of today’s veterans are legallyblind. About 44,000 of these veterans areenrolled in VA healthcare, and a majorityof them are elderly or have other chronichealth conditions. As of 2006, at least 78service members from Operation EnduringFreedom or Operation Iraqi Freedomwere receiving VA benefits for vision loss,and medical staff at the Walter Reed ArmyMedical Center treated almost 120 soldiersfor vision problems. Early estimates heldthat by 2010, the number of blinded veteranswould grow to more than 50,000 andcontinue to rise. 47JAN has listed several accommodationsfor vision impairments. This includestopics such as:▶ Reading printed materials▶ Accessing computer information▶ Writing notes and completing forms▶ Accessing a telephone▶ Working with money▶ Reading from instrument or controlboard▶ Repairing, constructing, assemblingpieces/parts▶ Mobility▶ Driving▶ Working with light sensitivity▶ Distinguishing colors▶ Other accommodation considerationsFor more information about vision impairmentsand accommodations, please visithttp://askjan.org/media/Sight.html.126 INSTITUtE FOR veterans and military families▶ AmputationIn the general population, there are almost1.7 million people who live with havinglost a limb. In the U.S., about one in every200 people has had a limb amputated, themajority of which are due to vascular conditionsand diabetes. 48 Among all veteransfrom the OIF/OEF conflicts from 2001 toSeptember 2010, there have been approximately1,621 amputations. The majority ofveterans having undergone an amputationare army service members from OIF, with620 service members having lost a majorlimb. 49 During World War I, over 4,000service members underwent amputations,and amputations were performed on

15,000 service members during World WarII. In the Korean, Vietnam, and Gulf Warsthere were 1,000, 6,000, and 15 documentedamputations on service members,respectively, not including body parts lostto frostbite and other cold injuries. Membersof the army have also experiencedtraumatic amputations during peacetime,estimated at 20 per year. 50 Importantly,much research and development hasoccurred post-9/11 in the area of prosthetics,and available prosthetics continue toimprove, allowing veterans to regain mostfunction in many cases.There are several accommodations thatare listed for amputations. This includestopics such as:▶ Gross motor impairment▶ Fine motor impairment▶ Upper extremity amputations(finger, hand, or arm)▶ Lower extremity amputations(toe, foot, or leg)ConclusionEmployers need to understand healthcareand benefits available to veterans, and workto close the gap between the uninsured andinsured, especially in cases where employer-providedbenefits have been reduced.There are many government-funded healthprograms available to veterans that employersshould familiarize themselves with toassist veteran employees in obtaining care.The disabilities of any veteran can includea variety of physical and mental disabilities.Accommodating the needs of veterans, orany person with a disability, should be acentral focus of the employer, in creatingthe environment so that they can effectivelyand efficiently perform their job.Several accommodations were listed fromJAN. Prevalence and overall accommodationstopics were discussed and included forPTSD, TBI, hearing loss, vision impairments,and amputation. A table was presentedwith other topics, and links to the JANAccommodations and Compliances Series.For more information about amputationand accommodations, please visithttp://askjan.org/media/eaps/employmentampEAP.doc.guide to leading policies, practices & resources 127

ummaryFor the better part of the past year, veteransof the wars in Iraq and Afghanistan have beenunemployed at a rate that is 4% to 7% higherthan non-veterans. In response to this situation,politicians and veterans’ advocates haveattempted to advance a business case for hiringveterans. Importantly, that argument, thatveterans are good for business, has resonatedwith the employer community. Further, veteransthat have made the transition to the civilianworld of work have demonstrated “the value ofa veteran” many times over.128 INSTITUtE FOR veterans and military families

Military veterans are entrepreneurial,exhibit a strong desire to achieve, highself-efficacy, and ease with uncertain situations.Further, veterans are likely to havecross-cultural and global experience, andon average have more advanced technicalskills and training than non-veterans.In the face of an increasingly global andtechnical workplace, these experiencesrepresent a rare and valuable resource foremployers. Veterans are also resilient, atrait valuable in the context of a contemporaryworkplace where almost 80% of newproduct and service development projectsare terminated before they ever reach themarketplace. The ability to bounce backfrom failure is central to enduring productivityand innovation....in serviceto those whohave servedour nationin uniform.However, while theory and practice suggestthat military veterans are well positionedto meet the demand for a skilledand committed civilian workforce, manyemployers continue to struggle withunderstanding and implementing holisticstrategies positioned to recruit, support,retain, and advance veterans in thefirm. These struggles are largely based onmisunderstandings, misperceptions, and alack of actionable strategies supporting thepractice of “military human resources.”This publication was developed as a firststep toward addressing the cited impedimentsto supporting employer-focused,veterans’ employment programs and initiatives.It represents a shared and collectiveresource of the employer community,in service to those who have served ournation in uniform.guide to leading policies, practices & resources 129

AppendicesThe following resources, checklists, and data are provided as resources for employers supportingthe implementation of findings and recommendations detailed in this publication.Appendix A:Checklist for Employers: Veteran Recruiting and OnboardingWhen 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 initiativewithin the HR structure of the firm. For example, depending on firm size, structure,diversity of business practice, etc., should the initiative be integrated into existingHR practice or a separate organization? Should the initiative fall inside or outside ofdiversity 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 appropriate.▶ Leverage existing veteran employees to help in recruitment efforts through formalreferral and mentoring of new veteran hires.▶ Develop educational programming, focused on hiring managers, emphasizing thefirm-specific business case for hiring veterans.▶ Internally empower veteran employees and promote them within HR positions.▶ Create a military-specific recruitment website. Consider examples such as AT&T,Microsoft, Sodexo, and Walmart.▶ Develop and/or participate in industry-focused veteran initiatives, such as Troops toEnergy Jobs, a pilot program developed by Dominion Resources Inc., or the Veteranson Wall Street (VOWS) program, founded by Citigroup.▶ Provide training and education about PTSD to all employees, including senior-levelleadership and managers.▶ Engage in inter- and intra-industry collaboration to identify and utilize the mostcomprehensive resources in veteran recruiting and onboarding.130 INSTITUtE FOR veterans and military families

▶ Collaborate and network with other companies to identify employment opportunitiesfor veterans, across industry sectors.▶ Utilize comprehensive military skills translators for more effective placementswithin the company. Exercise caution that these tools are not used in isolation, butinstead as part of a broader set of metrics, positioned to identify linkages between aveteran’s knowledge, skills, and abilities, and a potential employment opportunity.▶ Provide “high-touch” support for veterans throughout the recruitment and onboardingprocess.▶ Capture data to aid in the measurement of process effectiveness and the relevance ofveteran skills and talents, compared to career opportunities within the company.▶ Foster a veteran-engaged culture within the company, through programs and ceremoniesthat 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 StillServe group on LinkedIn.▶ To the extent possible, leverage existing veteran employees in the firm’s recruitmentstrategy and messaging.▶ To the extent possible, employ “high-touch” recruiting practices, positioned to conferinsight into the potential linkage between a veteran’s knowledge, skills, and abilities,and the demands of the firm’s unique work roles.▶ Reach out to universities and colleges and specifically ask career center managers tohighlight student veterans seeking employment.▶ Provide paths for non-traditional veteran students into career hiring tracks, such asexperiential learning and internship opportunities.guide to leading policies, practices & resources 131

AppendicesAppendix B:Checklist for Employers: Training and CertificationWhen developing a base of resources and programs to support the training and developmentof veterans in the workforce, consider the following:▶ Develop a veteran’s affinity group, or similar network, as a means to provide a platformfor veteran employees to interact with fellow veterans across disparate lines ofbusiness within the firm.▶ When appropriate and practical, consider rotational programs designed to assistveterans as they develop a holistic understanding of the firm and its mission, and toexpose managers to veteran employees.▶ Many veterans are accustomed to hands-on training, and as such, leverage opportunitiesfor both on-the-job and classroom training.▶ Consider opportunities to leverage the GI Bill and other benefit programs afforded toveterans as a means to support additional training and professional development ofveterans in the workforce.▶ Leverage veteran service organizations as a channel to coordinate internship opportunitiesfor veterans.▶ Work with universities to adjust their career sites, allow students to self-identify asveterans, and allow companies to add a veteran-preferred option on internship andjob postings.▶ Promote internships, job shadowing, and site visits to better understand the opportunitiesthat the company offers. Additionally, provide veterans with mentoringopportunities by veteran employees.▶ Share and leverage existing training programs with other firms and across industries.▶ Utilize programs and resources that are available through the U.S. Department ofVeterans Affairs (VA), such as the VA Work-Study Program, and VA Vocational RehabilitationProgram 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 trainingmodules, instructor-led classes, skills training programs, online learning opportunities,real-life work scenarios, and online simulations as opportunities for veteransto pursue advanced training and development.132 INSTITUtE FOR veterans and military families

Appendix C:Checklist for Employers: Assimilation and Employee AssistanceWhen developing a program of HR practice to support the assimilation of veterans in the workforceconsider the following:▶ Develop and implement Career Watch programs, where veterans who are senior-level personnelserve as a mentor/sponsor and work with veterans who are junior-level personnel.▶ Empower employees to leverage existing infrastructure and resources, focused on other employeepopulations, to support veteran employees.▶ Train professionals within existing employee assistance programs (coaches, mentors, sponsors,counselors) on veteran-specific issues such as deployment, PTSD, benefits, and others toprovide in-house veteran employee assistance services.▶ Create position(s) that are military-specific, 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 programfor clinicians within the VA, which provides useful study guides for non-VA providers, VAemployees, veterans, and the public.▶ Military relations managers, similar to a position created by Lockheed Martin, with the soleresponsibility 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, employerobligations, benefits, and remedies available to them under the act.▶ Empower and support the creation of internal military veteran networks and councils, whichwill provide mentoring and support for new veteran employees. Encourage these councils toconnect and collaborate with other veteran networks, veteran service organizations, and othergroups 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.guide to leading policies, practices & resources 133

AppendicesAppendix D:Checklist for Employers: PhilanthropyWhen developing a program of philanthropy to support HR practices for the recruitmentof veterans, consider the following:▶ Consider and develop philanthropic opportunities based in financial and non-financial(in-kind) support. Programs of support may focus on wrap-around services andsupports, such as housing, healthcare, transportation, education, community reintegration,employment preparedness, and volunteer service.▶ Seek opportunities to leverage the firm’s core competencies, in the context of where/how these strengths can be most effective and applied to impact the employmentsituation of veterans.▶ Focus philanthropic support for veterans to align with the company’s non-veteranand veteran-related goals. Find alignment between the company’s goals and opportunitiesto integrate veterans and veteran-issues into existing initiatives. Engage theveteran 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 tomentor and engage with youth.▶ Engage with community organizations, aligned with corporate goals and involvedwith veterans.▶ Leverage multiple communication channels, including collaborations with VSOs andother organizations serving veterans, to create awareness of financial and non-financial(in-kind) giving.▶ Collaborate with other private sector firms to encourage information sharing,resource leveraging, and focused expertise. In turn, this will enable a more focusedphilanthropic effort, avoiding missed opportunities owing to a lack of understandingand knowledge about other programs and needs.▶ Develop strategic goals for veteran philanthropy that produce tangible outcomes forveterans and for the firm.▶ Support veteran-run organizations, those specific to veterans, and organizations notspecific to veterans or run by veterans, where appropriate.▶ Develop robust metrics and assessment tools to evaluate the efficacy of philanthropicefforts both during and at the conclusion of the grant period.134 INSTITUtE FOR veterans and military families

Appendix E:Select Initiatives Supporting Veterans’ EmploymentThe following initiatives, programs, and policy resources are positioned to support andotherwise impact the employment situation of veterans. This list is provided as a resourceto employers and is not all-inclusive. Further, the fact that a particular program islisted 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 theVeterans’ Employment and Training Service (VETS) have joined forces to develop theGold Card Initiative. The program provides post-9/11 veterans with intensive and follow-upservices, necessary to their success in today’s job market. Eligible veterans canpresent their Gold Card at any One-Stop Career Center to obtain enhanced intensiveservices, including up to six months of follow-up, job readiness assessment, referral tojob 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 allowsveterans to enter information about their experience and skills in a field, and matchit with civilian careers that put that experience to use. The site also includes informationabout salaries, apprenticeships, and other related education and trainingprograms. To learn more, visit http://www.mynextmove.org/vets.▶ The National Resource Directory (NRD) is a partnership among the Departments ofDefense (DOD), Labor (DOL) and Veterans Affairs (VA). The information containedwithin the NRD comes from federal, state, and local government agencies; veteransservice and benefit organizations; non-profit and community-based organizations;academic institutions; and professional associations that provide assistance towounded warriors and their families. It provides access to services and resources atthe national, state, and local levels to support recovery, rehabilitation, and communityreintegration, and includes benefits and compensation, education and training,employment, family and caregiver support, health, homelessness assistance, housing,transportation, travel, volunteer opportunities and other services and resources.The NRD’s Veterans Job Bank connects unemployed veterans to job openings withcompanies that want to hire them. The partnership between leading job searchcompanies enables employers to tag job postings for veterans. It launched with morethan 500,000 job listings, and includes employer and job board job postings, taggedon their own websites. To learn more, visit http://www.nationalresourcedirectory.gov/ andhttp://www.nationalresourcedirectory.gov/home/veterans_job_bank.guide to leading policies, practices & resources 135

Appendices▶ The Veterans Opportunity to Work Act of 2011 overhauls the military’s TransitionAssistance Program (TAP), creating a job retraining program that will help 100,000veterans, who have been unemployed for 26 weeks or more. This legislation alsoextends the Homeless Veterans Reintegration Program (HVRP) through fiscal year2012, authorizing $50 million for the DOL to provide grants to agencies and organizationsthat provide job placement, training, and vocational counseling to homelessveterans. Further, the act provides up to $5,600 in tax credits for employers who hireveterans, who have been unemployed for more than 26 weeks, and up to $9,600 forhiring disabled veterans, who have been unemployed for longer periods of time. Tolearn more, visit http://veterans.house.gov/vow.▶ The VA launched VA for Vets, a website that provides a variety of tools to job-seekingveterans, with the goal to recruit more veteran applicants. Tools offered by the siteinclude a military skills translator and access to career coaches that will provide supportwith interview preparation. By interlacing the tools, the VA creates a total supportpackage to help prospective veteran hires navigate the bureaucracy that comes withapplying 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 TransitionCommand (WTC), Marine Corps Wounded Warrior Regiment (WWR), NavySafe Harbor and the Air Force Wounded Warrior Program. The program focuses onenabling veterans and employers to match needs for jobs, and on employment initiativesand protections focused on enabling wounded veterans to enter employment.To learn more about the 2012 agenda, with speaker names and session titles, visithttp://wtc.army.mil/about_us/WWEC_Agenda_20120210.pdf.▶ Feds Hire Vets is one of the programs developed through the president’s VeteransEmployment Initiative in 2009; with the goal to encourage agencies to recruit veteransby simplifying the hiring process and helping them transition to civilian work. As aresult, 2011 employment data within government agencies demonstrated the highestpercentage of veterans as new hires in more than 20 years, with veterans today makingup 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 publications,addressing veterans with disabilities and the Americans with Disabilities Act(ADA). The revised guides, one for employers and one for wounded veterans, reflectchanges to the law stemming from the ADA Amendments Act of 2008, which makeit easier for veterans with a wide range of impairments, including those that areoften not well understood such as TBI and PTSD, to receive needed reasonableaccommodations that will enable them to work successfully. To learn more, visithttp://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-basedcurriculum 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 toolfor employers that can be leveraged within employer assistance programs. To learnmore, visit http://www.ptsd.va.gov/professional/ptsd101/ptsd-101.asp.136 INSTITUtE FOR veterans and military families

▶ The Franchise Education for Veterans Act (H.R. 3351) is new federal legislation thatallows veterans interested in purchasing a franchise business to use up to $15,000 inGI 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 Administration(TSA) to comply with the Uniformed Services Employment and ReemploymentRights Act. The bill would guarantee that employees in both the public and privatesector who are called to active duty could keep their jobs while deployed. To learnmore, visit http://www.govtrack.us/congress/billtext.xpd?bill=h112-3670.▶ The Community Anti-Drug Coalitions of America (CADCA), National Guard Bureauand the Corporation for National and Community Service (CNCS) created theVetCorps program to focus on reintegration and helping returning veterans andtheir 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 AmericaCorpsVista members and places them with community organizations. To learn more, visithttp://www.nationalservice.gov/about/newsroom/releases_detail.asp?tbl_pr_id=2050.▶ The DOD redesigned the online component of TAP, creating a Virtually EnhancedTransition Assistance Program (VTAP). Launched in early 2011, VTAP first provideda limited release of an online DOD Career Decision Toolkit and TAP VirtualLearning Seminars, which offer virtual resources enabling users to tailor theirtransition experiences. Although the virtual learning opportunities are primarilybeing marketed to service members, military spouses and family members areallowed to participate in online sessions and utilize the site’s resources. VTAP iscurrently in its beta release and is being provided for demonstration purposes only.DOD is also modernizing TurboTap.org and is working to engage service membersthrough social media outlets such as Facebook and Twitter. To learn more, visithttp://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 thetransition process at least one year before their separation. The order is part ofrecent Army efforts to expand its transition assistance. Other results of the effortsinclude a new toll-free call center for transition assistance, offering transitionadvice 24 hours a day, seven days a week. A new website, or virtual ACAPCenter, will also be available soon to transitioning soldiers. To learn more, visithttp://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) openedup the Veteran Retraining Assistance Program (VRAP) for applications in orderto retrain 99,000 veterans to meet and qualify for job demands. VRAP is the cornerstoneof the VOW to Hire Heroes Act of 2011, and program funding will cover upto 12 months of educational programs for qualifying veterans. This is equal to themonthly 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 offeremployment assistance to every veteran who participated. To learn more visit,http://benefits.va.gov/vow/education.htm or http://www.benefits.va.gov/VOW/.guide to leading policies, practices & resources 137

AppendicesPrivate Sector Initiatives (Including Those in Collaboration with Government)▶ Monster.com began a series of publications related to employer hiring of veteransin Nov. 2011, including employer requirements, veteran employment needs, andgaps which may exist. It includes data on number of veterans, post-9/11 veterans,unemployment, skills, career confidence, and other factors. It also includes analysisof the supply and demand for particular skills and occupations, and listings of themost valued skills, including those which are undervalued by veterans and overvaluedby veterans. To learn more, visithttp://www.aboutmonster.com/sites/default/files/MonsterVeteranTalentIndex_Nov2011.pdf.▶ Google for Veterans and Families provides online tools for veterans and their familiesneeded in order to find employment, stay connected, plan for life after the service,and much more. Google for Veterans and Families was made by veterans, family ofveterans, and friends who work at Google. To learn more, visithttp://www.googleforveterans.com.▶ JPMorgan Chase led efforts to create and launch the 100,000 Jobs Mission in March2011, which represents collaboration with other private sector firms committed to thegoal of hiring 100,000 transitioning service members and military veterans by 2020.Coalition members are committed to working together, sharing best recruiting and employmentpractices, and reporting hiring results. This collaborative approach confersto all participating firms’ scale and efficiency with regard to recruiting veterans, andalso accelerates the learning and education process for all coalition partners related topromising practices and processes. To learn more, visit http://www.100000jobsmission.com.▶ Veterans’ Technology Program is a non-credit certificate program offered by the Schoolof Information Studies at Syracuse University, in partnership with JPMorgan Chase.This is a free program, available to both employed and unemployed post-9/11 veteranswith a minimum of a high school diploma, and is comprised of four certificates: CareerSkills for Global Enterprises, Microsoft Office Fundamentals, Applied Education, andApplied 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 informationtechnology training. Veterans who participate in the program first go through theWOS academic component and after completing training have the opportunity to workwith Prudential. The VETalent Program is looking to expand and work with other businessesand government agencies to give the veteran community more opportunities tofind 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 provideveterans with training and mentoring services as they transition from a military careerto employment in the private sector.138 INSTITUtE FOR veterans and military families

▶ G.I. Jobs issues an annual Top 100 Military Friendly Employers List. Companies thatmake the list are those putting forth the most effort to recruit veterans. Accordingto G.I. Jobs, corporate America already employs 10.3 million veterans, including 1.7million recently separated veterans. Companies on the list represent the top 2% of the5,000 eligible companies that earn at least $500 million in annual revenues. To viewthe 2012 list, visit http://www.gijobs.com/2012Top100.aspx.▶ Hero Health Hire Initiative is a gathering place where business leaders, governmentofficials, and concerned citizens can learn, share information, and commit tohelping our nation’s disabled veterans find 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, visithttp://www.herohealthhire.com/.▶ UPS Store has made an effort to help 10 veterans open locations. The UPS Store’s franchisenetwork reported $300,000 in financial incentives to help up to 10 qualified U.S.military veterans open their own locations between Jan. 1 and June 30, 2012. To learnmore, visit http://www.theupsstore.com/franchising/Pages/veteran-discounts.aspx.▶ The Hospital Corporation of America (HCA) launched a new site in Dec. 2011 dedicatedto hiring veterans and active duty personnel as part of a national campaign alignedwith the Chamber of Commerce’s Hiring Our Heroes program. The website detailsHCA’s hiring initiative to help military veterans transition back into civilian employment.To help get the initiative under way, HCA held several hiring fairs in 20 statesfrom Dec. 2011 through May 2012. To learn more, visithttp://www.veteransathca.com/Events.aspx.▶ UBM Studios’ Milicruit, a provider of virtual career fairs for veterans and militaryspouses, set a goal to hire 10,000 veterans and military spouses in 2012. With over240 industry leading employers participating in virtual career fairs and having helped4,400 veterans find employment in 2011, Milicruit and its employer partners plan tobuild on 2011 successes by pushing for a higher target of 10,000 hires and hostingmore events throughout the year. To learn more, visit http://www.veteranscareerfair.com.▶ Comcast Corporation launched Hire A Veteran On Demand, a pilot program withthe goal to ease the transition of returning soldiers by connecting them to jobs.The program posts video profiles of returning soldiers who are looking for work,available to prospective hiring managers and recruiters for 90 days after the initialposting date. To learn more, visit http://www.boston.com/Boston/businessupdates/2012/01/comcast-launches-hire-veteran-service/48mThSLHizBk1ZGCqv48wO/index.html.▶ A five-year apprenticeship program is being offered by the United Association’sVeterans in Piping Program, which trains men and women in challenging tradeswhile upholding the ideals of trade unionism. Veterans may receive training inplumbing, pipefitting, sprinkler fitting, 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 chainmanagement solutions, has launched a new military recruiting website to help veteranseasily match their military skills with open positions at Ryder. The new website ispart of Ryder’s military recruiting efforts, which includes a commitment to hire 1,000military 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 companyhas pledged to provide at least 1,000 jobs and career opportunities for returningU.S. veterans. This program will support troops and their families as they transition tocivilian life, and will also launch a national public awareness campaign to encouragejob opportunities for veterans. The employment offerings range from internships toleadership roles, spanning all segments of the Walt Disney Company. To recruit veterans,the corporation hosts Casting Our Veterans career expos and will participate inevents showcasing jobs for returning troops. Disney also announced plans to invest innonprofit organizations that offer training and support services for veterans. To learnmore visit, http://disneycareers.com/en/working-here/heroes-work-here/.▶ General Electric Co. (GE) announced a commitment to hire 5,000 military veteransover the next five years, double its engineering internships, and partnering with theU.S. Chamber of Commerce to provide hiring training for veterans in 50 U.S. cities. Intotal, the company will invest $580 million into aviation manufacturing, research, anddevelopment. The company said its multi-pronged plan is part of an effort to addressU.S. competitiveness. GE will work with the chamber at 400 veterans job fairs this yearas part of the “Hiring our Heroes” initiative, and at 50 of those fairs, will offer extra hiringtraining and services. To learn more visit, http://www.genewscenter.com/Press-Releases/.140 INSTITUtE FOR veterans and military families

Appendix F:Unemployment Rate of Veterans within each State, 2003-20112003 2004 2005 2006 2007 2008 2009 2010 2011 AverageUnited States 5.0 4.6 4.0 3.8 3.8 4.6 8.1 8.7 8.3 5.7Alabama 2.4 3.6 2.4 3.5 4.0 5.3 10.7 7.7 6.0 5.1Alaska 7.1 6.6 6.2 6.6 4.6 6.2 7.4 8.1 6.1 6.5Arizona 3.1 4.2 3.9 4.0 2.8 3.2 6.7 8.0 7.5 4.8Arkansas 4.6 4.8 4.0 4.9 7.4 3.7 6.9 9.7 8.5 6.1California 5.3 5.1 3.8 3.4 4.1 5.4 9.2 9.8 11.0 6.3Colorado 4.9 4.6 4.2 2.8 3.0 5.1 6.4 8.8 9.5 5.5Connecticut 4.8 3.3 2.9 3.5 3.3 4.1 5.5 9.2 9.4 5.1Delaware 3.3 2.2 4.8 3.4 2.2 4.0 7.4 6.1 7.6 4.6District of Columbia 4.8 8.8 5.3 7.5 6.8 5.4 8.7 7.1 10.1 7.2Florida 3.8 2.9 2.8 2.5 3.7 5.5 9.2 9.1 9.3 5.4Georgia 3.8 4.3 4.5 4.2 2.8 3.9 6.1 8.7 9.0 5.3Hawaii 2.7 3.2 2.6 2.5 2.6 6.1 8.3 5.5 8.3 4.6Idaho 4.9 6.4 3.1 2.1 3.0 4.9 9.3 7.9 7.9 5.5Illinois 7.0 4.3 3.3 4.9 4.2 5.8 9.4 9.8 8.1 6.3Indiana 5.8 5.6 3.9 3.5 5.0 6.5 9.0 9.0 7.6 6.2Iowa 5.0 2.9 4.1 2.2 3.5 3.1 7.0 6.4 6.4 4.5Kansas 4.1 4.3 2.4 2.7 2.6 2.4 7.1 9.9 6.1 4.6Kentucky 5.4 3.4 4.5 4.0 4.3 4.0 10.2 11.3 9.5 6.3Louisiana 5.8 4.6 4.1 3.1 3.3 2.5 5.6 4.5 4.2 4.2Maine 3.8 3.7 4.4 3.7 3.2 3.3 6.6 8.7 7.5 5.0Maryland 3.5 3.2 3.0 3.0 2.1 3.0 5.6 5.0 5.9 3.8Massachusetts 4.0 4.5 3.6 4.6 3.9 2.5 8.7 8.4 9.5 5.5Michigan 6.7 7.2 7.0 6.0 5.0 8.1 15.1 16.0 11.3 9.2Minnesota 6.8 3.4 3.8 3.0 3.4 6.1 9.8 9.4 5.9 5.7Mississippi 5.5 5.5 4.7 5.3 5.2 2.5 5.9 8.2 9.7 5.8Missouri 4.8 4.7 3.0 3.5 5.1 5.5 7.2 7.0 7.2 5.3Montana 3.5 5.1 3.1 3.8 3.1 3.4 7.5 8.0 7.8 5.0Nebraska 3.4 3.4 3.1 3.5 2.5 2.4 2.9 4.5 3.9 3.3Nevada 5.2 4.1 4.1 2.8 3.5 5.5 11.5 13.5 13.2 7.0New Hampshire 5.0 3.7 3.9 3.7 3.0 3.2 5.9 5.4 4.3 4.2New Jersey 3.9 3.8 4.1 7.1 4.6 4.3 7.1 8.0 10.7 6.0New Mexico 5.4 2.4 4.2 3.7 2.8 4.5 5.9 8.8 8.0 5.1New York 5.4 5.8 4.7 4.7 4.1 5.8 7.8 8.2 7.7 6.0North Carolina 5.3 4.8 3.7 4.0 3.6 3.8 9.3 8.5 7.1 5.6North Dakota 4.9 3.0 2.7 3.8 5.7 3.5 4.5 2.3 2.0 3.6Ohio 5.3 5.6 4.9 4.0 5.0 5.9 10.5 11.0 10.7 7.0Oklahoma 4.4 5.0 3.5 3.2 2.7 3.5 4.9 6.0 5.3 4.3Oregon 8.5 7.0 6.1 4.1 3.5 5.8 9.1 8.3 11.5 7.1Pennsylvania 5.2 5.1 3.7 4.8 3.8 4.4 8.2 6.9 7.3 5.5Rhode Island 3.9 3.6 3.0 3.1 4.4 8.9 10.2 10.1 14.6 6.9South Carolina 6.5 4.9 4.0 4.4 5.2 6.2 9.4 11.8 7.3 6.6South Dakota 3.1 2.8 2.9 2.6 1.8 2.6 5.1 6.4 4.1 3.5Tennessee 3.7 3.1 4.9 4.4 4.7 4.1 7.9 10.4 10.9 6.0Texas 6.0 6.0 4.1 3.5 3.5 3.4 6.5 7.2 7.2 5.3Utah 3.8 5.5 1.8 1.6 1.1 1.0 5.2 5.7 8.1 3.8Vermont 4.2 3.5 2.6 2.2 4.6 4.4 5.7 7.2 4.7 4.3Virginia 2.3 2.5 2.4 2.5 2.6 3.4 5.3 7.0 5.4 3.7Washington 6.4 4.1 6.4 2.8 3.1 3.8 8.5 10.6 10.0 6.2West Virginia 5.3 5.5 4.7 1.8 3.5 4.7 7.1 7.6 7.7 5.3Wisconsin 6.0 4.0 4.5 5.0 3.8 4.8 8.8 9.0 8.9 6.1Wyoming 3.2 3.6 3.0 2.5 2.9 2.9 5.9 7.1 4.6 4.0guide to leading policies, practices & resources 141

AppendicesAppendix G:Summary of State-Specific License, Certification, & Training/Education InitiativesAlabama▶ Business and Occupational LicenseExemptions for Disabled Veterans:Veterans who conduct their businessas a means of livelihood through theirpersonal efforts are entitled to businessesand occupations license exemptionsof $25.00 for each state, county,and municipality. (Code of Alabama1975, Section 40-12-340 thru 352)▶ Business and Occupational LicenseExemptions for Veterans of WWII:Veterans are entitled to exceptions ona business of occupation license of$35.00 for each the state, county andmunicipality. (Code of Alabama 1975,Section 40-12-370 thru 377)Arizona▶ Professional and Occupational Licenses:Every funeral director, embalmer,or apprentice embalmer who serves inthe armed forces during a time of waris exempt from paying renewal licensefees for the duration of the war and sixmonths thereafter or for a period of sixmonths following discharge from thearmed forces.▶ Arizona Veterans Employment Preference:Veterans who pass an examinationfor employment by the state,county or city will have 5 points addedto their certification score. To learnmore, visit http://www.azleg.gov/FormatDocument.asp?inDoc=/ars/38/00492.htm&Title=38&DocType=ARS.142 INSTITUtE FOR veterans and military familiesCalifornia▶ California provides waiver of municipal,county and state business licensefees, taxes and fees, for veterans whohawk, peddle or vend any goods, waresor merchandise owned by the veteran,except spirituous, malt, vinous or otherintoxicating liquor, including salesfrom a fixed location. To learn more,visit http://www.calvet.ca.gov/vetservices/Benefits.aspx.▶ Employment and Unemployment InsuranceAssistance: A veteran receivesassistance in obtaining training andemployment as well as assistance inobtaining unemployment insurance.Colorado▶ Colorado passed Bill Number HB11-1100, an “Act Concerning the Considerationof Military Experience TowardsQualification for Professional Licensureand Certification.” This bill directs examiningand licensing boards to accepteducation, training or service completedby an individual as a member ofthe Armed Forces, Reserves, NationalGuard of any state, the military reservesof any state, or the naval militiaof any state toward the qualificationsto receive the license or certification.To learn more, visit http://www.dora.state.co.us/mental-health/SummaryofSenateBill11-187.pdf.Delaware▶ Certificate of Appreciation: Delawaregovernor has announced that the Stateof Delaware will provide a “Certificate ofAppreciation.” To learn more, visit http://veteransaffairs.delaware.gov/pdf/STATE%20VETERANS%20BENEFITS%202010.pdf.

▶ Auctioneer and Book Agent Exemptionfor Veterans: No license is needed inDelaware for the occupation of “bookagent” (including canvassing for thesale of books) or for the occupationof auctioneer. (Title 30, Chapter 21,Section 2116). To learn more, visithttp://delcode.delaware.gov/title30/c021/index.shtml.Florida▶ Department of Business and ProfessionalRegulation (DBPR) introduced a newbill (HB 887) that waives initial licensurefees for many military veterans.The law will apply to more than 20professions under DBPR’s jurisdiction,including construction, real estate,certified public accountants and cosmetologists,as well as businesses underDBPR’s Drugs, Devices and CosmeticsDivision. The military fee waivers willgo into effect October 1, 2012. To learnmore, visit http://www.myfloridalicense.com/dbpr/dbprmilitary.html.▶ Occupational License Tax Exemption: Adisabled wartime Veteran who is unableto perform manual labor and his/herun-remarried spouse shall be exempt forthis tax up to $50.00. To learn more, visithttp://www.leg.state.fl.us/statutes/index.cfm?App_mode=Display_Statute&Search_String=&URL=0200-0299/0205/Sections/0205.171.html.Illinois▶ Jobs for Vets: The Department of EmploymentSecurity/Illinois Job Serviceprovides a trained “Veterans Representative”to help you get the training andjob you need. An electronic statewidejob search information system is availableat different locations throughoutthe State of Illinois. Contact your localEmployment Security office for moreinformation.▶ Employment Assistance for Air NationalGuard: State employees receive 15 daysof military leave per year and 60 daysof special training. Differential pay isno less than regular state pay differentialfor Basic Training. National Guardmembers are ensured employmentprotection while on Active Duty /ADSW& State Active Duty.▶ The Illinois Department of Commerceand Community Affairs: Has a numberof Small Business Administration loanand Job Training Programs.Indiana▶ Employment Assistance for Veterans:Department of Workforce Developmentprovides services to Hoosier Veterans.Through the Disabled Veterans’ Outreachprogram (DVOP), and the LocalVeterans’ Employment Representative(LVER) Program, Workforce DevelopmentOffices throughout the State areequipped to assist Hoosier Veterans withtheir transition from the service to civilianlife. The DVOPs specialize in tailoredtraining and job placement opportunitiesfor veterans with service-connecteddisabilities. LVERs coordinate servicesprovided veterans including counseling,testing, and identifying training andemployment opportunities. To learnmore, visit http://www.in.gov/dva/2390.htm.▶ Peddlers, Vendors, or HawkersLicense: State law provides that anywartime Veteran who has an honorabledischarge shall be granted these licensesby 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 havinga consolidated city from this rule.)▶ Job Training Priority: A National Guardmember who has served on activeduty for 30 days or more is entitled topriority for placement in any state orguide to leading policies, practices & resources 143

Appendices144 INSTITUtE FOR veterans and military familiesfederal employment or training programadministered by the Departmentof Workforce Development (DWD) forup to one (1) year after discharge if themember is otherwise eligible for the program.This law also applies to the spouseof the Guard member. (IC 22-4.1-4-3)Iowa▶ Veterans Employment Centers: Each RegionalWorkforce Development Centerhas a Veteran’s Employment Representativecoordinating all specific servicesprovided to veterans. Services includeidentifying training opportunities; identifyingemployment opportunities; ensuringpriority for certain jobs; workingwith Voc Rehab; conducting outreachto employers, community and veteransorganizations, unions, local counseling,and social service agencies; developingjob interview and resume writingskills; and helping conduct productivejob searches. To learn more, visit https://va.iowa.gov/services/employment_services.html.Kansas▶ On-The-Job Training and Apprenticeships:Qualified veterans and dependentsmay receive GI bill educationbenefits while in an approved trainingprogram offered by a company orunion. The training program must beat least six months long to be approved.Examples of current training programsinclude common occupations like:aircraft mechanic, bricklayer, carpenter,electrician etc. Some less commonon-the-job training programs currentlyapproved are: highway patrol officer,police officer, deputy sheriff, correctionsofficer, lineman, HVAC technician,dispatcher, security officer, buyer/purchaser, firefighter, financial analyst,emergency medical technician, andcustomer service representative.▶ Vocational Rehabilitation & Employment:Department of Commerce canhelp Veterans with service-connecteddisabilities find and keep suitable employment.Some of the services providedare: 1) Job Search: Assistance in findingand maintaining suitable employment,2) Vocational Evaluation: An evaluationof abilities, skills, interests, andneeds, 3) Career Exploration: Vocationalcounseling and planning, 4) VocationalTraining: If needed, training such ason-the-job and non-paid work experience,5) Education Training: If needed,education training to accomplish the rehabilitationgoal, and 6) RehabilitationService: Supportive rehabilitation andcounseling services. For more information,call 785-296-5202.▶ Professional License: Shall continueto be valid while an individual is inmilitary service and for six months followingtheir release. No licensee shallbe required to pay a renewal fee, submita renewal application, obtain continuingeducation or meet other conditionswhile on active duty. Also, no licenseshall expire, lapse or be canceled,revoked or suspended while an individualis on military service. Within sixmonths after their release from activeduty or within two weeks of engagingin activities that require a license, thelicensee must file the completed applicationand renewal fee to maintainlicensure. They have one year to completerequired continuing educationrequirements.Louisiana▶ Veterans as Apprentices: Many veteransleave the military with the skills andknowledge employers and trade unionsare seeking. The Louisiana WorkforceCommission, Apprenticeship Division,provides information on Louisiana apprenticeshipprograms. To learn more,visit http://www.laworks.net/Apprenticeship/APP_MainMenu.asp

Maine▶ CDL Certification for Military Waiver ofskill test: In Maine, a qualified veteranwho is, or who has been regularly employedin a military position within thelast 90 days, can obtain a CommercialDriver’s License (CDL) by completinga waiver certification form and takingthe written skills test. To learn more,visit http://www.maine.gov/sos/bmv/licenses/CDLMilitary.html.Maryland▶ Employment Assistance: The MarylandDepartment of Labor, Licensing andRegulation offers valuable informationon career advancement and educationto veterans. Maryland’s One Stop CareerCenters are part of a nationwide systemthat provides information to job seekersand employers. The Career Centers arelocated in 23 counties and BaltimoreCity. To learn more, visit http://www.dllr.state.md.us/.▶ Employment Preference: Eligible veteranshonorably released from activeservice may receive a 10-point veterans’preference in State employment testing.The preference also includes the spousesof disabled or deceased eligible veterans.Call the Maryland Department of Budgetand Management Office of PersonnelServices and Benefits at 410-767-4850.Minnesota▶ G.I. Bill: The Minnesota State ApprovingAgency’s (SAAs) mission is to providethe administrative oversight of the G.I.Bill’s Minnesota Education and TrainingPrograms on behalf of our Veterans andother eligible persons. In Minnesota,there are more than 200 institutionsthat are SAA approved and over 6,500programs that are SAA approved. In addition,there are over 50 SAA approvedOn-The-Job (OJT) and ApprenticeshipTraining Programs. To learn more, visithttp://www.mdva.state.mn.us/saa.htm.Missouri▶ Local Veterans Employment Representatives& Disabled Veteran outreachprograms: Facilitate or provide assistancein job placement and accessingneeded services. Services provided arejob development, monitoring job listings,identification of employmentand training opportunities and directreferrals to jobs. To learn more, visithttp://jobs.mo.gov/.▶ Veterans’ Preference with State ofMissouri Employment: Missouri veteransreceive five-point preference whentesting for any position with the state,with a ten-point preference for a serviceconnecteddisabled veteran. Spousesof eligible veterans can also qualify forVeterans Preference for State testing.▶ Priority for Qualified Veterans Employment:State agencies, which administerfederally funded employment and trainingprograms for veterans, shall givepriority to qualified veterans and othereligible persons.New Hampshire▶ Employment Assistance: Serviceconnecteddisabled veterans and theirunmarried widows may be exempt fromfees for a Peddler’s License. (See RSA320:11).▶ Training: Qualified veterans will begranted priority in obtaining trainingthat is funded in whole or part by thefederal government or the State of NewHampshire. (See RSA 115-B).New Jersey▶ Licenses for Real Estate Brokers,Agents and Solicitors: Licenses for realestate brokers, agents and solicitors arealso available at no charge to a veteranwho has wartime experience and aservice-connected disability certified byVA.Qualified veterans will get a waiverguide to leading policies, practices & resources 145

Appendicesof the education and experience requirementsfor licensure as a New Jersey realestate broker. To learn more, visit http://www.state.nj.us/dobi/division_rec/licensing/forms/recbrwavapp.pdf.▶ License to Vend: Honorably dischargedveterans may obtain a no-fee license tovend any goods, wares or merchandise,or solicit trade within the state (NJSA45:24-9). Licenses are procured from thecounty clerks office (NJSA 45:24-10) andregulated by municipalities. To receive atax registration application call 609-292-1730 or start the registration processon-line, http://www.state.nj.us/njbgs.New Mexico▶ Apprenticeship program: NM state apprenticeshipcouncil Apprenticeshipprogram is designed to provide paidtraining in new career fields such asplumbing, electrician, or carpentry.Registered programs can offer apprenticeshipsin dozens of Apprenticeshipprograms. LVER or DVOP Specialist provideaccess to apprenticeships. To learnmore, visit http://www.dws.state.nm.us/dws-apprentice.html.New York▶ Waiver of Professional Continuing EducationRequirements and Extension ofProfessional Licenses: Any professionallicense, certificate, or registration thatexpires while the holder is engaged inactive military service shall be automaticallyextended for the period of activeservice plus 12 months after the end ofthe service. Applies to federal and stateactive duty, other than for training.POC: Appropriate licensing authority.▶ Extension of Certification for EmergencyMedical Technicians (EMTs) andOther First Responders: Certificationsfor EMTs, advanced EMTs and certifiedfirst responders who have beenordered to active military duty, otherthan for training, may be extended bythe Department of Health. The periodof extended certification is the entireperiod of active duty, plus 12 months.Applies to state and federal active duty,other than for training. Contact the NYSDepartment of Health at 518-473-8600.▶ Waiver of Professional Licensing BenefitClarification: When military service ispartially within a licensing, registrationor certification period, applicable continuingeducation requirements shallbe reduced proportionately so that theindividual is not required to completethose requirements while in militaryservice. This shall not apply to limitedpermits or other credentials issued for aperiod of two months or less and shallnot extend the terms of a limited permitthat expires for reasons other thenthe passage of time. POC: AppropriateLicensing Authority.▶ Extension of Driver’s Licenses andMotor Vehicle Registrations: Driver’slicenses and motor vehicle registrationsthat would otherwise expire duringperiod of active duty may be extended.Applies to federal or state active dutyrelating to the war on terrorism. Tolearn more, visit http://www.dmv.ny.gov/armedforces.htm or call the NYS Divisionof Motor Vehicles at (upstate) 800-225-5368 or (downstate) 800-342-5368.▶ Experience Counts initiative: Throughthe Department of Motor Vehicles(DMV), NYS offers veterans a waiver toobtain a New York commercial driverlicense (CDL) if they have experienceoperating similar vehicles while in themilitary. To learn more, visit http://www.dmv.gov.ny or call the NYS Division ofMotor Vehicles at (upstate) 800-225-5368or (downstate) 800-342-5368.Oregon▶ HireVetsFirst: Local Veterans EmploymentRepresentatives (LVER) and146 INSTITUtE FOR veterans and military families

Disabled Veterans Outreach ProgramSpecialists (DVOP) assist Veterans inapplying for federal, state, and localgovernment employment. The State ofOregon offers an array of services foremployment assistance for eligible veterans,including job search workshops,resume/application assistance, referralsto jobs, training, apprenticeships, vocationalguidance, tax credit eligibilitydetermination, job development andmore.Pennsylvania▶ Civil Service Preference: A veteranreceiving a passing score on a state CivilService examination are given an additional10 points on initial appointmentonly.Washington▶ Puget Sound Electrical JATC(PSEJATC): The Puget Sound ElectricalJATC (PSEJATC) in Washington State, incooperation with the National ElectricalContractors Association (NECA) andInternational Brotherhood of ElectricalWorkers (IBEW) Local 46, recently begana new training program for US militaryveterans returning from active duty.PSEJATC is a non-profit organizationthat provides the training required toreceive certifications in Inside Wireman(Construction) Electrician, Low Voltage/Sound and Communication Electrician,and Residential Electrician. The trainingcenter is jointly sponsored by the PugetSound Chapter of the NECA and IBEWLocal 46. To learn more, visit http://www.psejatc.org.West Virginia▶ National Guard Education Benefits: TheWV Educational EncouragementProgram (WVEEP) provides up to 100%tuition assistance for certificate, associate,bachelors and masters level coursesand up to $5,000 per year for Soldiersattending in-state institutions. For studentswho have full scholarship underthe Promise Scholars Program, WVEEPwill pay them the money that wouldhave been paid to the school. The ArmyNational Guard Federal Tuition AssistanceProgram will pay for Certificate,Associate, bachelors and masters levelup to $6,000 per year. The two programsmay be used concurrently to cover up to$10,500 per year in tuition assistance.The State of West Virginia will pay up to100% of in-resident tuition and fees atany state-supported college/university.Out-of-state students pay tuition at thein-state rates at state supported schools.▶ Veterans Re-education Act Fund: Tuitionassistance to those veterans whoneed a new vocation due to dislocationor unemployment.Wisconsin▶ License Fee Waivers for Veterans andService Members: 2011 Wisconsin Act209 requires the Department of VeteransAffairs (DVA) to establish a programunder which licensing agencies grantfee waivers to qualified veterans andservice members who are applyingfor a broad array of professional oroccupational licenses. The definitionof “licensing agencies” under the Actencompasses the Departments of Agriculture,Trade and Consumer Protection;Children and Families; FinancialInstitutions; Health Services; NaturalResources; Public Instruction; Revenue;Safety and Professional Services and itsexamining boards and affiliated credentialingboards; Transportation; andWorkforce Development, as well as theBoard of Commissioners of Public Lands,the Government Accountability Board,and the Office of the Commissionerof Insurance. The term “licenses” coversa broad array of credentials issuedby those agencies. To learn more, visithttp://legis.wisconsin.gov/lc/publications/act/2011/act209-sb338.pdf.guide to leading policies, practices & resources 147

CitationsPART I1Krier, D., Stockner, C. R., & Lasley, P. (2011). The economic and cultural impactsof veterans on rural America: The case of Iowa. Journal of Rural Social Sciences,26(3), 57-82. Retrieved fromhttp://www.ag.auburn.edu/auxiliary/srsa/pages/Articles/JRSS 2011 26 3 57-82.pdf.2U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S.Department of Labor, Bureau of Labor Statistics. Retrieved fromhttp://www.bls.gov/news.release/vet.nr0.htm.3U.S. Department of Labor. (2012). Employment Situation of Veterans.U.S. Department of Labor, Bureau of Labor Statistics. Retrieved fromhttp://www.bls.gov/news.release/vet.nr0.htm.4U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S.Department of Labor, Bureau of Labor Statistics. Retrieved fromhttp://www.bls.gov/news.release/vet.nr0.htm.5Bardaro, K. (2012, February 13). Top jobs for veterans. Retrieved fromhttp://blogs.payscale.com/ask_dr_salary/2012/02/top-jobs-for-veterans.html.6Bardaro, K. (2012, February 13). Top jobs for veterans. Retrieved fromhttp://blogs.payscale.com/ask_dr_salary/2012/02/top-jobs-for-veterans.html.7Smith, J. (2012, April 4). The top employers for veterans. Retrieved fromhttp://www.forbes.com/sites/jacquelynsmith/2012/04/23/the-top-employers-for-veterans/.8ICF International. (2010). Demographics 2010: Profile of the Military Community.Washington, D.C.: Office of the Deputy Under Secretary of Defense, MilitaryCommunity and Family Policy; U.S. Census Bureau. (2010) American CommunitySurvey- 2010 (population 25 and over). Retrieved fromhttp://factfinder2.census.gov/.9ICF International. (2010). Demographics 2010: Profile of the Military Community.Washington, D.C.: Office of the Deputy Under Secretary of Defense, MilitaryCommunity and Family Policy); U.S. Department of Labor. (2012). EmploymentSituation of Veterans. U.S. Department of Labor, Bureau of LaborStatistics. Retrieved from http://www.bls.gov/news.release/vet.nr0.htm.10Support army recruiting: Frequently asked questions about recruiting. (2011,December 19). Retrieved from http://www.2k.army.mil/faqs.htm.11U.S. Government Accountability Office. (2005). Military personnel: Financialcosts and loss of critical skills due to DOD’s homosexual conduct policy cannot becompleted estimated (GAO-05-299). Retrieved fromhttp://www.gao.gov/new.items/d05299.pdf.148 INSTITUtE FOR veterans and military families

12U.S. Government Accountability Office. (2005). Military personnel: Personneland Cost Data associated with Implementing DOD’s Homosexual Conduct Policy(GAO-11-170). Retrieved from http://www.gao.gov/new.items/d11170.pdf. (SeeFigure 5, Page 19.)13The White House. (2011, August 05). President Obama believes that no veteranshould have to fight for a job at home after they fight for our nation overseas.Retrieved from http://www.whitehouse.gov/joiningforces/resources.14Uniformed Services Employment and Reemployment Rights Act of 1994,70 Fed. Reg. 242 (2005) (to be codified at 20 C.F.R. pt. 1002), found on1002.18, page 75297. Retrieved fromhttp://www.dol.gov/vets/regs/fedreg/final/2005023961.pdf.15U.S. Department of Labor, Employment and Training Administration. (2009).Unemployment Compensation for Ex-Servicemembers. Retrieved fromhttp://workforcesecurity.doleta.gov/unemploy/ucx.asp.16Whittaker, J. (2011). Unemployment compensation (insurance) and militaryservice (7-5700). Washington DC: Congressional Research Service. Retrieved fromhttp://assets.opencrs.com/rpts/RS22440_20110113.pdf.17Jin, 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 fromhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC1487417/pdf/cmaj00077-0027.pdf.18Hepworth, S. (1980). Moderating factors of the psychological impact ofunemployment. Journal of Occupational Psychology, 53(2), 139-145. Retrievedfrom http://onlinelibrary.wiley.com/doi/10.1111/j.2044-8325.1980.tb00018.x/abstract.19Artazcoz, L., Benach, J., Borrell, C., & Cortes, I. (2004). Unemployment andmental health: Understanding the interactions among gender, family roles, andsocial class. Journal of Research and Practice, 94(1), 82-88. Retrieved fromhttp://ajph.aphapublications.org/doi/pdf/10.2105/AJPH.94.1.82.20Strully, K. (2009). Job loss and health in the U.S. labor market. US NationalLibrary of Medicine National Institute of Health, 46(2), 221-246. doi:PMC2831278. Retrieved fromhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC2831278/.21Dooley, D., Fielding, J., & Levi, L. (1996). Health and unemployment. Universityof California. Retrieved fromhttp://www.annualreviews.org/doi/pdf/10.1146/annurev.pu.17.050196.002313.guide to leading policies, practices & resources 149

Citations22Rodriguez, E., Lasch, K., & Mead, J. (1997). The potential role of unemploymentbenefits in shaping the mental health impact of unemployment. InternationalJournal of Health Services: planning, administration, evaluation, 27(4), 601-23. Retrieved fromhttp://www.ncbi.nlm.nih.gov/pubmed/9399109.23Stewart, J. (2001). The impact of health status on the duration ofunemployment spells and the implications for studies of the impact ofunemployment on health status. Journal of Health Economics, 20(5), 781-796.Retrieved from:http://www.sciencedirect.com/science/article/pii/S016762960100087X.24Rasmussen, B. (2012, April 4). What Employers Want from the Long-TermUnemployed. Retrieved fromhttp://blogs.hbr.org/cs/2012/04/what_employers_want_from_the_l.html.25Dorn, S., Garrett, B., Holahan, J., & Williams, A. (2008). Medicaid, SCHIP andeconomic downturn: Policy challenges and policy responses. (pp. 1-9).Washington, D.C.: Kaiser Commission on Medicaid and the Uninsured. Retrieved fromhttp://www.kff.org/medicaid/upload/7770ES.pdf.26Smith, J. (2012, April 4). The top employers for veterans. Retrieved fromhttp://www.forbes.com/sites/jacquelynsmith/2012/04/23/the-top-employers-for-veterans.27Kochan, T. (2012). A jobs compact for America’s future. Harvard BusinessReview. Retrieved fromhttp://hbr.org/2012/03/a-jobs-compact-for-americas-future/ar/3.28Appelbaum, E., Gittell, J., & Leana, C. (2011). High-performance work practicesand sustainable economic growth. Rutgers University. Retrieved fromhttp://www.employmentpolicy.org/sites/www.employmentpolicy.org/files/field-content-file/pdf/MikeLillich/High Performance Work Practices 3-20-11_0.pdf29Teachman, J. (2012, Spring). Military service and the life course: An assessment of whatwe know. National Council on Family Relations Family Focus Report: NCFR. Retrieved fromhttp://www.ncfr.org/ncfr-report/focus/military-families/military-service-life-course-assessment.30Uniformed Services Employment and Reemployment Rights Act of 1994, 70Fed. Reg. 242 (2005) (to be codified at 20 C.F.R. pt. 1002). Retrieved fromhttp://www.dol.gov/vets/regs/fedreg/final/2005023961.pdf.31Library of Congress. (2011). Bill text 112th congress (2011-2012).32Matos, K., & Galinsky, E. (2011.) Employer support for the military community.Families and Work Institute. Retrieved fromhttp://whenworkworks.org/research/downloads/www_military_support.pdf.33U.S. Department of Labor, Compliance Assistance. (n.d) The Vietnam eraveterans’ readjustment assistance act (VEVRAA). Retrieved fromhttp://www.dol.gov/compliance/laws/comp-vevraa.htm.150 INSTITUtE FOR veterans and military families

34U.S. Department of Labor, elaws Advisors. (2009). Employment law guide: Acompanion to the FirstStep employment law advisor. Retrieved fromhttp://www.dol.gov/compliance/guide/vietvets.htm.35U.S. Department of Labor, Wage and Hour Division. (n.d). Family and MedicalLeave Act. Retrieved fromhttp://www.dol.gov/whd/fmla/index.htm.36U.S. Department of Labor, Wage and Hour Division. (n.d). Military Family LeaveProvisions. Retrieved fromhttp://www.dol.gov/whd/fmla/MilitaryFLProvisions.htm.37Library of Congress. (2011). The veterans’ opportunity to work act of 2011. Billsummary and status 112th Congress (2011-2012). H.R. 2433.38Internal Revenue Service. (2012, March 27). Expanded work opportunity taxcredit available for hiring qualified veterans. Retrieved fromhttp://www.irs.gov/businesses/small/article/0,,id=253949,00.html.39U.S. Department of Labor, Employment and Training Administration. (2011).The work opportunity tax credit (wtoc): An employer-friendly benefit for hiringveterans most in need of employment. Washington DC: U.S. Department of Labor,Employment and Training Administration. Retrieved fromhttp://www.doleta.gov/business/incentives/opptax/PDF/veterans_fact_sheet12_1_2011.pdf.PART II1Pentland, S. (2012, March 20). The Hard Science of Teamwork. Retrieved fromhttp://blogs.hbr.org/cs/2012/03/the_new_science_of_building_gr.html.2Military.com. (n.d.). Monster Veteran Employment Center: Skill Translator. Retrieved fromhttp://www.military.com/veteran-jobs/skills-translator/; U.S.Department of Veterans Affairs. (n.d.). VA for Vets: Military Skills Translators. Retrieved fromhttps://mst.vaforvets.va.gov/mst/va/mos-translator.3Syracuse University. (2012). Veterans Technology Program. Retrieved fromhttp://get-vet.syr.edu/.4Prudential. (2012). Supporting Veterans with Opportunity. Retrieved fromhttp://www.prudential.com/veterans.5U.S. Department of Veterans Affairs. (2012). Work Study Program. Retrieved fromhttp://gibill.va.gov/resources/education_resources/programs/work_study_program.html.6U.S. Department of Veterans Affairs. (2012). Vocational Rehabilitation &Employment Service. Retrieved fromhttp://www.vba.va.gov/bln/vre/.guide to leading policies, practices & resources 151

Citations7Disability Case Study Research Consortium. (2008). Conducting and BenchmarkingInclusive Employment Policies, Practices, and Culture. Washington, DC: U.S. Departmentof Labor, Office of Disability Employment Policy (ODEP). Retrieved fromhttp://www.dol.gov/odep/research/CorporateCultureFinalReport.pdf.8Library of Congress. (2011). The veterans’ opportunity to work act of 2011. Bill summaryand status 112th Congress (2011-2012). H.R. 2433.9Heaton, P. (2012). The Effects of Hiring Tax Credits on Employment of Disabled Veterans(OP-366-OSD). Santa Monica, CA: RAND Corporation. Retrieved fromhttp://www.rand.org/pubs/occasional_papers/OP366.html.10Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from VeteranProfessionals, Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved fromhttp://www.about-monster.com/sites/default/files/MonsterVeteranTalentIndex_Nov2011.pdf11Lincoln, A., Swift, E., & Shorteno-Fraser, M. (2008). Psychological adjustmentand treatment of children and families with parents deployed in military combat.Journal of Clinical Psychology, 64(8), 984-992.12American Psychological Association Task Force on Military Deployment Servicesfor Youth, Families and Service Members (2007). The psychological needs of USmilitary service members and their families: A preliminary report. Washington, DC:American Psychological Association. Retrieved fromhttp://www.ptsd.ne.gov/publications/military-deployment-task-force-report.pdf.13Schieberl, J. & Leo, C.P. (2007). The Employers’ Legal Obligations to Employeesin the Military. Graziadio Business Review, 10 (3), Retrieved fromhttp://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 ReemploymentRights Act (USERRA) Information. Retrieved fromhttp://www.dol.gov/vets/programs/userra/.14Employer Support of the Guard and Reserve. (n.d.). Employer Resources Guide.Arlington, VA: Employer Support of the Guard and Reserve (ESGR). Retrieved fromhttp://www.esgr.org/files/toolkit/ESGR_HR_Guide_Final.pdf.15Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from VeteranProfessionals, Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved fromhttp://www.about-monster.com/sites/default/files/MonsterVeteranTalentIndex_Nov2011.pdf.16Montana, Department of Labor & Industry, Workforce Service Division (n.d.).Business Service – Employer Resources Tool: Employee Turnover Cost Calculator. Retrieved fromhttp://wsd.dli.mt.gov/tools/toolsturnover.asp. (Includes line-listing of costs hard and soft.)152 INSTITUtE FOR veterans and military families

PART III1Monster Inc. (2011). Veteran Talent Index: U.S. Job Conditions Insights and Analysis from Veteran Professionals,Recruiters and Hiring Managers. Maynard, MA: Monster Inc. Retrieved fromhttp://www.about-monster.com/sites/default/files/MonsterVeteranTalentIndex_Nov2011.pdf.2Combined Insurance. (2012). Combined Insurance Recognized For Military VeteranRecruiting and Hiring. Retrieved fromhttp://www.combinedinsurance.com/press_releases/military-recruiting.html.3Cintas. (2012). Post Military Career Opportunities. Retrieved fromhttp://www.cintas.com/careers/career_paths/junior_military_ncos.aspx.4Monster Inc. (2012). Cintas Corporation Job Search. Retrieved fromhttp://jobsearch.monster.com/jobs/Cintas-Corporation_6?co=xcintasx&re=106&ah=http%3a%2f%2fcompany.monster.com%2fcintas&aj=Cintas+Corporation&code=CAEmpList_Cintas.5Dominion. (2012). Troops to Energy Jobs: Your Roadmap to New Career Directions.Retrieved from http://www.dom.com/careers/pdf/troops_brochure.pdf.6Dominion. (2011, March). Dominion Launches Troops to Energy Jobs Initiative. Retrieved fromhttp://dom.mediaroom.com/index.php?s=26677&item=71780.7Lockheed Martin. (2012). Assistance Programs & Military Outreach. Retrieved fromhttp://www.lockheedmartinjobs.com/assistance-programs.asp.8Lockheed Martin. (2012). Assistance Programs & Military Outreach. Retrieved fromhttp://www.lockheedmartinjobs.com/assistance-programs.asp.9Allied Barton Security Service. (2012). Partnering with Military Assistance Groups to Hire OurHeroes. Allied Barton Security Service. Retrieved fromhttp://www.alliedbarton.com/SecurityResourceCenter/Articles/ViewArticle/tabid/157/smid/587/ArticleID/239/Default.aspx.10General Electric. (2012). Junior Officer Leadership Program (JOLP). Retrieved fromhttp://www.ge.com/careers/veterans/jolp/index.html.11Shell. (2012). Military Veterans. Retrieved fromhttp://www.shell.us/home/content/usa/aboutshell/careers/military/.12Workforce Opportunity Services. (2011). A Nonprofit that’s putting America Back to Work.Retrieved from http://wforce.org/.13Workforce Opportunity Services. (2011). Veterans. Retrieved fromhttp://wforce.org/index.php/veterans.guide to leading policies, practices & resources 153

Citations14Student Veterans of America. (2012). A Student Veterans of America (SVA). Retried fromhttp://www.studentveterans.org/.15BAE Systems. (2012). Military Connection. Retrieved fromhttp://www1.baesystems.com/Careers/US/Vets/.16Boston Museum of Science. (n.d.). Intel Computer Clubhouse Network. Retrieved fromhttp://www.computerclubhouse.org/.17U.S. Department of Veterans. (2011). On-The-Job & Apprenticeship Training. Retrieved fromhttp://www.gibill.va.gov/resources/education_resources/programs/on_the_job_apprenticeship_training.html.18Schneider National. (2012). Office Career: Military. Retrieved fromhttp://www.schneiderjobs.com/OfficeCareers/Military/index.htm.19Military Leadership Diversity Commission. (2010). Reenlistment Rates across the Services bygender and race/ethnicity [Issue Paper #31]. Arlington, VA: Military Leadership DiversityCommission.20Veterans on Wall Street. (2012). Veterans on Wall Street (VOWS). Retrieved fromhttp://veteransonwallstreet.com/.21U.S. Department of Veterans. (2012). Work Study Program. Retrieved fromhttp://gibill.va.gov/resources/education_resources/programs/work_study_program.html.22Stateside Legal. (2010). Unemployment Compensation for Ex-Servicemembers [UCX].Retrieved from http://statesidelegal.org/unemployment-compensation-ex-servicemembers-ucx.23Whitaker, J. (2011). Unemployment Compensation (Insurance) and Military Service. FederalPublications. Paper 806. Retrieved fromhttp://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1810&context=key_workplace.24U.S. Department of Veterans. (2012). Vocational Rehabilitation & Employment Service.Retrieved from http://www.vba.va.gov/bln/vre/.25Sodexo. (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.26Matos, K., & Galinsky, E. (2011.) Employer support for the military community.Families and Work Institute. Retrieved fromhttp://whenworkworks.org/research/downloads/www_military_support.pdf.27Walmart Corporate. (n.d.). Our Health Care Principles. Retrieved fromhttp://walmartstores.com/HealthWellness/9005.aspx.28Lockheed Martin. (2012). Transitioning Military: Meet Our Military Relations Manager. Retrievedfrom http://www.lockheedmartinjobs.com/meet-our-military.asp.154 INSTITUtE FOR veterans and military families

29Combined Insurance. (2012). Combined Insurance Recognized For Military VeteranRecruiting and Hiring. Retrieved fromhttp://www.combinedinsurance.com/press_releases/military-recruiting.html.30Amazon. (n.d.). Military Recruiting. Retrieved fromhttp://www.amazon.com/b/?node=2895924011.31General Electric. (n.d.). Military Frequently Asked Questions. Retrieved fromhttp://www.ge.com/pdf/careers/veterans/ge_military_frequently_asked_questions.pdf.32Sodexo. (n.d.). Employee Network Groups. Retrieved fromhttp://www.sodexousa.com/usen/careers/diversity/network/networkgroups.asp33Sodexo. (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.34Sodexo. (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.35Magellan Health Services. (2012). Hero Hire Health. Retrieved fromhttp://www.herohealthhire.com.36Magellan Health Services. (2012). Hero Hire Health: Partner Commitment Packet.Magellan Health Services. Retrieved fromhttp://www.herohealthhire.com/media/393718/hero.health.hire_commitpacket_8_24_11.pdf.37Matos, K., & Galinsky, E. (2011.) Employer support for the military community.Families and Work Institute. Retrieved fromhttp://whenworkworks.org/research/downloads/www_military_support.pdf.38The Home Depot. (n.d.). Military Commitment. Retrieved fromhttp://careers.homedepot.com/our-culture/military-commitment.html.39Matos, K., & Galinsky, E. (2011.) Employer support for the military community.Families and Work Institute. Retrieved fromhttp://whenworkworks.org/research/downloads/www_military_support.pdf.40Merck. (n.d.). Military Recruiting. Retrieved fromhttp://www.merck.com/careers/explore-careers/military-recruiting/home.html.41Intuit. (2010). Employee Network. Retrieved fromhttp://careers.intuit.com/customer-care/employee-networks.42General Electric. (2012). Veterans Network. Retrieved fromhttp://www.ge.com/company/culture/people/veteransnetwork.html.guide to leading policies, practices & resources 155

Citations43CSX Corporation Inc. (2012). Military-Friendly Employer. Retrieved fromhttp://www.csx.com/index.cfm/working-at-csx/military-friendly-employer/.44Bank of America. (2012). Military & Veteran Recruiting. Retrieved fromhttp://careers.bankofamerica.com/military/.45AT&T (2012). Career: Military. Retrieved from http://att.jobs/military.aspx46Booz Allen Hamilton Inc. (2012). Transitioning Military. Retrieved fromhttp://www.boozallen.com/careers/top-jobs/jmo-careers.47Public Service Enterprise Group Incorporated. (2011). Transitioning from the Military.Retrieved from http://www.pseg.com/info/careers/military.jsp.48Prudential. (2012). Supporting Veterans with Opportunity. Retrieved fromhttp://www.prudential.com/veterans.49U.S. Bankcorp. (2011). Proud to Serve. Retrieved from http://proudtoserve.usbank.com/.50G.I. Jobs. (2012). Top 100 Military Friendly Employer: Ranked 7: Johnson Controls. Retrievedfrom http://www.gijobs.com/2012Top100.aspx?rank=7&year=2012.51Sears Holding Corporation. (2012). Military Recruitment. Retrieved fromhttp://www.searsholdings.com/careers/opportunities/military/.52BAE Systems. (2012). Military Connection. Retrieved fromhttp://www1.baesystems.com/Careers/US/Vets/.53Matos, K., & Galinsky, E. (2011.) Employer support for the military community.Families and Work Institute. Retrieved fromhttp://whenworkworks.org/research/downloads/www_military_support.pdf.54Google. (2012). Google for Veterans and Families. Retrieved fromhttp://www.googleforveterans.com/.55Walmart Corporate. (n.d.). Community Giving: Military Support. Retrieved fromhttp://walmartstores.com/CommunityGiving/10464.aspx.56Sesame Workshop. (n.d.). Impact Stories: Military Families. Retrieved fromhttp://www.sesameworkshop.org/our-impact/our-stories/military-families.html.57Dress for Success Worldwide. (2012). Dress for Success. Retrieved fromhttp://www.dressforsuccess.org/.58Institute for Veterans and Military Families. (n.d.). Entrepreneurship Bootcamp for Veteranswith Disabilities. Retrieved from http://whitman.syr.edu/ebv/.156 INSTITUtE FOR veterans and military families

59Institute for Veterans and Military Families. (n.d.). Entrepreneurship Bootcamp for Veterans’Families. Retrieved from http://whitman.syr.edu/ebv/programs/families/.60Ewing Marion Kauffman Foundation. (2010). Kauffman Fasttrac. Retrieved fromhttp://fasttrac.org/.61NPower. (2011). Network for Good. Retrieved from http://www.npower.org/.62American Corporation Partners. (2012). ACP: American Corporation Partners. Retrieved fromhttp://www.acp-usa.org/.63Microsoft. (2012). Microsoft Corporate Citizenship Tools: Get Job Skills: Elevate AmericaVeterans. Retrieved fromhttp://www.microsoft.com/about/corporatecitizenship/en-us/community-tools/job-skills/veterans/.64AT&T. (2012, May). AT&T Launches 2012-2013 Operation Hand Salute. Retrieved fromhttp://www.att.com/gen/press-room?pid=22843&cdvn=news&newsarticleid=34441.65The Home Depot Foundation. (2012). Focus: Veterans. Retrieved fromhttp://www.homedepotfoundation.org/page/veterans.66Sears Holding Corporation. (2012). Heroes at Home. Retrieved fromhttp://www.searsholdings.com/communityrelations/hero/.67Sears Brands, LLC. (2012). Heroes at Home: Frequently Asked Questions. Retrieved fromhttp://www.sears.com/shc/s/dap_10153_12605_DAP_HAH+FAQ?storeId=10153&vName=HAH+FAQ&catalogInd=DAP&catalogId=12605&i_cntr=1331909741999.68TriWest Healthcare Alliance. (2011, April). TRICARE Updates from TriWest HealthcareAlliance. Retrieved from http://www.triwest.com/en/beneficiary/tricare-benefits/tricare-2-you/tricare-2-you-archive/2011/04/tricare-2-you-april-2011/.69TriWest Healthcare Alliance. (2012, April). TriWest Helps Combat Military SpouseUnemployment. Retrieved from http://www.triwest.com/en/about-triwest/triwest-news/corpnews-archive/2012/01/triwest-helps-combat-military-spouse-unemployment/.70Foundation Center. (2012). Foundation Center: Knowledge to build on. Retrieved fromhttp://fconline.foundationcenter.org/.71Chase. (2012). Homeownership - ChaseMilitary.com. Retrieved fromhttps://www.chase.com/online/military/military-homeownership.htm.72Ernst & Young. (n.d.). Supplier Diversity. Retrieved fromhttp://www.ey.com/US/en/About-us/Our-people/About-us-Our-people-supplier-diversity.73Global Diversity & Inclusion. (2008). Transcending Boundaries in 2008:Diversity & Inclusion at Merrill Lynch. Merrill Lynch & Co., Inc. Retrieved fromhttp://www.ml.com/media/77086.pdf.guide to leading policies, practices & resources 157

Citations74Merrill Lynch (2008). Supplier Diversity Profile Questionnaire. Merrill Lynch & Co., Inc.Retrieved from http://www.ml.com/media/17848.pdf.75Merck. (n.d.). Supplier Diversity. Retrieved fromhttp://www.merck.com/about/how-we-operate/diversity/supplier-diversity.html.76Citi. (2012). Citi Supplier Diversity Program. Retrieved fromhttp://www.citigroup.com/citi/corporate/supplier_diversity/index.htm.77AT&T. (2012). AT&T Global Supplier Diversity. Retrieved fromhttp://www.attsuppliers.com/sd/default.aspx.78JP Morgan Chase & Co. (2012). Supplier Diversity. Retrieved fromhttp://www.jpmorganchase.com/corporate/About-JPMC/supplier-diversity.htm.79Prudential. (2012). Prudential’s Supplier Diversity Program. Retrieved fromhttp://www.prudential.com/view/page/public/12641.80Gillean, C. (n.d.). Marketing to Large Corporations. Wilmington, DE: AstraZeneca. Retrievedfrom http://www.dbi.udel.edu/images/Biobreakfast%20Talks/May%2005/Gillean%20AZ%20Biobreakfast%20May%2005.pdf.81BAE Systems. (2012). Supplier Diversity. Retrieved fromhttp://www1.baesystems.com/Businesses/EIS/SupplierCenter/SupplierDiversity/index.htm.82Humana. (2012). Supplier Diversity. Retrieved fromhttp://www.humana.com/resources/about/supplier_information/diversity/.83Bank of America. (2012). Supplier Diversity & Development. Retrieved fromhttp://www.bankofamerica.com/supplierdiversity/index.cfm.84Walmart Corporate. (n.d.). Supplier Diversity. Retrieved fromhttp://walmartstores.com/Diversity/247.aspx.85Cintas. (2012). Diversity. Retrieved fromhttp://www.cintas.com/company/corporate_profile/diversity/supplier_diversity.aspx.86Deutshe Bank USA. (2012). Deutsche Bank’s Supplier Diversity Program. Retrieved fromhttp://www.db.com/us/content/en/1047.html.87TriWest Healthcare Alliance. (2012). Vendor Registration. Retrieved fromhttp://www.triwest.com/en/about-triwest/business-with-triwest/vendor-registration/.88General Electric Company. (2012). Supplier Diversity. Retrieved fromhttp://www.gecitizenship.com/our-commitment-areas/our-suppliers/supplier-diversity/.89Accenture. (2012). Accenture’s Supplier Diversity Program. Retrieved fromhttp://www.accenture.com/us-en/contact/Pages/accenture-supplier-diversity-program.aspx.158 INSTITUtE FOR veterans and military families

90Morgan Stanley. (2012). Supplier Diversity Program. Retrieved fromhttp://www.morganstanley.com/globalcitizen/supplier_diversity.html.91Pepsico. (2011). Diversity & Inclusion. Retrieved fromhttp://www.pepsico.com/Purpose/Talent-Sustainability/Diversity-and-Inclusion.html.PART IV1Verheul, I., Thurik, R., Grilo, I., Van der Zwan, P., & Verheul, I. (2012). Explaining preferencesand actual involvement in self-employment: Gender and the entrepreneurial personality.Journal of Economic Psychology, 33(2), 325-341.2Hoyt, C. (2012). Gender bias in employment contexts: A closer examination of the roleincongruity principle. Journal of Experimental Social Psychology, 48(1), 86-96.3Giuliano, L., Levine, D.I., Leonard, JU. (2009). Manager Race and the Race of New Hires.Journal of Labor Economics, 27 (4), 589-631.4Sinclair, R., Martin, J.E., & Michel, R.P. (1999). Full-time and part-time subgroup differences injob 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 andPsychology, 8(4), 467-474.5Bennett, 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 andPsychology, 8(4), 467-474.6Kimmel, L. G., Miller, J. D., & Eccles, J.S. (2012). Do the paths to STEMM professions differ bygender? Peabody Journal of Education, 87(1), 92-113.7Kaufman, R. L. (2010). Race, Gender, and the Labor Market: Inequalities at Work. Boulder, CO:Lynne Rienner Publishers, Inc.8Doren, B., Gau, J.M., & Lindstrom, L. (2011). The role of gender in the long-term employmentoutcomes of young adults with disabilities. Journal of Vocational Rehabilitation, 34(1), 35-42.9U.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 fromhttp://www.bls.gov/news.release/vet.nr0.htm.10Bureau of Labor Statistics. (2012). Table A-5. Employment status of the civilian population18 years and over by veteran status, period of service, and sex, not seasonally adjusted.Current Population Survey (CPS). {Table}. Retrieved fromhttp://www.bls.gov/webapps/legacy/cpsatab5.htm.guide to leading policies, practices & resources 159

Citations11Hall, R.E. (1972). Turnover in the Labor Force. Brookings Papers of Economics Activity, 3,709-764.12Lindsay, S. (2011). Employment status and work characteristics among adolescents withdisabilities. Disability and Rehabilitation, 33 (10), 843-854.13Gruidl, J.S. (2009). Does Local Economic Development Policy Affect Community EmploymentGrowth. Journal of Community Development Society, 23 (2), 53-65.14Bureau of Labor Statistics. (2012). Nonpublished employment status of the veteranpopulation 18 years and over by period of service and state, not seasonally adjusted. CurrentPopulation Survey (CPS).15Bureau of Labor Statistics. (2012). Nonpublished employment status of the veteranpopulation 18 years and over by period of service and state, not seasonally adjusted. CurrentPopulation Survey (CPS).16Shih, 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. Ethnicand Racial Studies, 25 (1), 99–119.17Johnson, R.W., & Park, J.S. (2011). Can Unemployed Older Workers Find Work? Urban Institute.18U.S. Department of Labor. (2012). Employment Situation of Veterans. U.S. Department ofLabor, Bureau of Labor Statistics. Retrieved from http://www.bls.gov/news.release/vet.nr0.htm.19Bureau of Labor Statistics. (2012). Nonpublished employment status of the civilian populationyears and over by veteran status, age, race, period of service, and sex, not seasonally adjusted.Current Population Survey (CPS).20This high percent could be because of a small sample of Hispanic female Gulf War era IIveterans between the ages of 45-54 (total is 5,000 of which 3,000 are in the workforce and1,000 are unemployed).21U.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 fromhttp://www.bls.gov/news.release/vet.nr0.htm.22Otterbourg, Susan. (1997). A Business Guide to Support Employee and Family Involvement inEducation. The Conference Board, Inc.23Stier, Haya, Noah Lewin-Epstein, and Michael Braun. (2001). Welfare Regimes, Family-Supportive Policies, and Women’s Employment along the Life-Course. American Journal ofScience, 106(6), 1731-1760.24Adams, G. A., King, L. A., King, D. W. (1996). Relationships of job and family involvement,family social support, and work-family conflict with job and life satisfaction.Journal of Applied Psychology, 81 (4), 411-420.160 INSTITUtE FOR veterans and military families

25Pew Research Center (2011). The Military-Civilian Gap War and Sacrifice in the Post-9/11 Era.Washington DC: Pew Research Center.26Westat. (2010). National Survey of Veterans, Active Duty Service Members, Demobilized NationalGuard and Reserve Members, Family Members, and Surviving Spouses (Contract GS-23F-8144H).U.S. Department of Veterans Affairs. Retrieved fromhttp://www.va.gov/vetdata/docs/SurveysAndStudies/NVSSurveyFinalWeightedReport.pdf.27Goldsmith, Elizabeth. (2007). Stress, Fatigue, and Social Support in the Work and FamilyContext. Journal of Loss and Trauma, 12, 155–169.28Riddell, W.C. & Song, X.D. (2011). The impact of education on unemployment incidenceand re-employment success: Evidence from the U.S. labour market. Labour Economics, 18(4),453-463.29Angrist, J.D. (1993). The Effect of Veterans Benefits on Education and Earnings. Industrialand Labor Relations Review, 46 (4), 637-652.30Simon, C.J., Negrusa, S., & Warner, J.T. (2010). Educational Benefits and Military Service:An Analysis of Enlistment, Reenlistment, and Veterans’ Benefit Usage 1991-2005. EconomicInquiry, 48 (4), 1008-1031.31U.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 fromhttp://www.bls.gov/news.release/vet.nr0.htm.32Bureau of Labor Statistics. (2012). Current Population Survey (CPS). Data. Retrieved fromhttp://www.bls.gov/cps/#data.33Bureau of Labor Statistics. (2012). Current Population Survey (CPS). Data. Retrieved fromhttp://www.bls.gov/cps/#data.34Kizer, K. (2012). Veterans and the Affordable Care Act. Journal of American MedicalAssociation, 307(8), 789-790.35Himmelstein, 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 ofPublic Health, 97 (12), 2199-2203.36Cutler, D. & Sood, N. (2010). New Jobs Through Better Health Care: Health Care Reform CouldBoost Employment by 250,000 to 400,000 a Year this Decade. The Center for American Progressand the Leonard D. Schaeffer Center for Health Policy and Economics.37Lahey, J. (2007). Does Health Insurance Affect the Employment of Older Workers? Center onAging & Work/Workplace Flexibility at Boston College, Issue Brief 8.guide to leading policies, practices & resources 161

Citations38Kulka, 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 findings from the NationalVietnam Veterans Readjustment Study. New York: Brunner/Mazel.39Kang, H.K., Natelson, B.H., Mahan, C.M., Lee, K.Y., & Murphy, F.M. (2003). Post-TraumaticStress Disorder and Chronic Fatigue Syndrome-like illness among Gulf War Veterans: A population-basedsurvey of 30,000 Veterans. American Journal of Epidemiology, 157(2), 141-148.40Tanielian, T. & Jaycox, L. (Eds.). (2008). Invisible Wounds of War: Psychological and CognitiveInjuries, Their Consequences, and Services to Assist Recovery. Santa Monica, CA: RANDCorporation.41Brain Injury Association of America. (2006). What is brain injury? Brain InjuryAssociation of America.42American Heroes at Work. (2012). Frequently Asked Questions About Traumatic Brain Injury(TBI) & Employment. Retrieved fromhttp://www.americasheroesatwork.gov/forEmployers/factsheets/FAQTBI/.43Lethbridge-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.44Centers for Disease Control and Prevention. (2011). Severe Hearing Impairment AmongMilitary Veterans --- United States, 2010. Morbidity and Mortality Weekly Report, 60 (28), 955-958. Retrieved from http://www.cdc.gov/mmwr/preview/mmwrhtml/mm6028a4.htm.45American.net (2012). Hearing Loss is Number One Reported Injury Among Veterans.Retrieved from http://www.american.net/phonecaption/articles/veterans.46National Eye Institute (2006). Study Finds Most Americans Have Good Vision, But 14 MillionAre Visually Impaired. Retrieved from http://www.nei.nih.gov/news/pressreleases/050906.asp.47Di 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 fromhttp://www.af b.org/jvib/jvib001305.asp48NLLIC. (2008). Amputation Statistics by Cause Limb Loss in the United States.National Limb Loss Information Center. Retrieved fromhttp://www.amputee-coalition.org/fact_sheets/amp_stats_cause.pdf.49Fischer, H. (2010). U.S. Military Casualty Statistics: Operation New Dawn, Operation IraqiFreedom, and Operation Enduring Freedom (7-5700). Washing DC: Congressional ResearchService. Retrieved from http://www.fas.org/sgp/crs/natsec/RS22452.pdf.50Employee Education System. (2002). Traumatic Amputation and Prosthetics: Independent StudyCourse. U.S. Department of Veterans Affairs, Veterans Health Initiatives. Retrieved fromhttp://www.publichealth.va.gov/docs/vhi/traumatic_amputation.pdf.162 INSTITUtE FOR veterans and military families

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700 University Avenue, Suite 303Syracuse, NY 13244-2530p 315.443.0141f 315.443.0312e vets@syr.eduw vets.syr.eduIVMFSyracuseU 06-2012