GUIDE TO LEADING POLIcIEs, PRAcTIcEs & REsOURcEs ...

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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
Page 1 and 2: GUIDE TO LEADING Policies, PRACTICE
Page 3 and 4: GUIDE TO LEADINGPOLICIES, PRACTICES
Page 5 and 6: AcknowledgementsFirst and foremost,
Page 7 and 8: Part IV 1001In Support of the Emplo
Page 10: art IWhat This Guide DoesThe “Gui
Page 15 and 16: Setting the ContextThis section is
Page 17 and 18: to work and to be economically enga
Page 19 and 20: c.Projected Job CreationImpacting V
Page 21 and 22: ▶Health and Wellness Implications
Page 23 and 24: ment directly, e.g., the Veterans
Page 25 and 26: credit, the veteran may transition
Page 27 and 28: Ultimately, employment is a key to
Page 29 and 30: “Veterans are exceptionalindividu
Page 31 and 32: ue patterns of education and traini
Page 33: well, requiring affirmative steps t
Page 37 and 38: guide to leading policies, practice
Page 39 and 40: In Part II of this publication we h
Page 41 and 42: Research studies focused on both mi
Page 43 and 44: ▶Veterans Have Experience/Skillin
Page 45 and 46: those efforts, New York State has m
Page 47 and 48: 3. Employer Challenge: Skills Trans
Page 49 and 50: Recommendations & Resources:▶ MOS
Page 51 and 52: ▶ Executive-level engagement prom
Page 53 and 54: 5. Employer Challenge: TrackingVete
Page 55 and 56: Strategies for Tracking Veterans in
Page 57 and 58: To create a veteran-engaged culture
Page 59 and 60: tion, as well as encouragement and
Page 61 and 62: ▶ When the veteran is hired, make
Page 63 and 64: In response to calls from employers
Page 65 and 66: in the firm, and is physically assi
Page 67 and 68: personnel to become better educated
Page 69 and 70: .Additional Leading PracticeExample
Page 71 and 72: ing, and career coaching and mentor
Page 73 and 74: In the context of this research and
Page 75 and 76: 2. Leading Practices: Training andP
Page 77 and 78: VETalent is expanding, and Prudenti
Page 79 and 80: utilize these shadowing opportuniti
Page 81 and 82: C. Summarysuch programs to include
Page 83 and 84: ▶ A Transfer Guide: Understanding
Page 85 and 86:
Leading Practices Models:WalmartSca
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An internal network of military vet
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support for injured veterans, manag
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is to serve as a company resource o
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surviving parents, spouses, childre
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Challenges to Implementation andSca
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.▶ Furthermore, Walmart believest
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▶ American Corporate Partners (AC
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5. Teaming and Developing Small Bus
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▶ JPMC’s Supplier Diversity Net
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▶ Expand the presence of diverses
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1. In Support of the Employer: Issu
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TABLE 1:Summary of BLS Employment S
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figure 1:Unemployment Rates by Vete
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table 3:Unemployment Rate of Vetera
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figure 2: Number of Unemployed Vete
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UNEMPLOYME40%30%UNEMPLOFIGURE Afric
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elationships with family, and 44% f
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0%0%0%0%0%0%0%0%0%0%0%0%figure 6:So
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art IVAccess to HealthcareAccess to
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art IVResearchers have found that e
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art IV▶ ADA Disability and Busine
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art IVstudy that examined the preva
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art IV▶ Vision ImpairmentsThe Nat
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ummaryFor the better part of the pa
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AppendicesThe following resources,
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AppendicesAppendix B:Checklist for
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AppendicesAppendix D:Checklist for
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Appendices▶ The Veterans Opportun
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AppendicesPrivate Sector Initiative
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Appendices▶ Ryder System Inc., a
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AppendicesAppendix G:Summary of Sta
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Appendices144 INSTITUtE FOR veteran
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Appendicesof the education and expe
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CitationsPART I1Krier, D., Stockner
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Citations22Rodriguez, E., Lasch, K.
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Citations7Disability Case Study Res
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Citations14Student Veterans of Amer
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Citations43CSX Corporation Inc. (20
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Citations74Merrill Lynch (2008). Su
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Citations11Hall, R.E. (1972). Turno
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Citations38Kulka, R.A., Schlenger,
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700 University Avenue, Suite 303Syr
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