HIring Veterans

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Hiring veterans and their spouses is becoming a basic part of corporate strategy. Makes sense. It’s the right thing to do and it’s good for the bottom line.

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ONCE A NICHE activ-ity among large U.S. employers, veteran-hiring programs have gone mainstream, with

a growing number of employ-ers now competing to tap the military talent pool.

“The conversation has changed. It has gone from why hire military to how to do it in an efficient and sustain-able way,” says Sean Collins, vice president for product development at Victory Media Inc., which produces military-focused publications including G.I. Jobs and Military Spouse and data resources such as Military Friendly®.

While Fortune 1,000 compa-nies are still leading the charge, data collected by Victory Media show a growing interest from smaller companies that want information on best practices and innovative solutions. “We have seen tremendous demand from companies in the $100 million to $500 million group,” says Collins. “That’s important, because statistically that is where most of the jobs are.”

This change in attitude can be seen in the recent employ-ment figures. In September, the unemployment rate for veterans dipped to 4.7%, down from 6.5% a year earlier. Perhaps more significant, the number for veterans was well below the 5.9% rate for the general population, according to the U.S. Bureau of Labor Statistics. The unemployment picture for post-9/11 veterans has also improved, dropping to 6.2% in September, compared with 10.1% a year earlier.

Renewable and ReliableWith 250,000 to 400,000 service members exiting the

military each year, corpora-tions have come to view these veterans as a renewable source of highly skilled labor, says Collins. As such, the invest-ment in recruitment programs is increasingly seen as part of long-term corporate strategy.

Indeed, veterans are now considered good for the bottom line. A recent report by the Corporate Executive Board, a member-based advisory compa-ny based in Arlington, Va., finds that veterans, on average, per-form at higher levels and have a lower rate of turnover than other employees. And that, the report says, translates directly into cor-porate performance.

Today’s veterans also have skills well suited to the business environment. “There is data

showing that post-9/11 service members have exceptional training,” says Collins. “Two-thirds of military occupations involve a STEM component.” In other words, vets have had the science, technology, engineer-ing, and math training needed for many of today’s key jobs.

Veterans are also trained to be mission-focused, calm in the midst of chaos, good team members, results-oriented, and hard workers. Sometimes it takes a little work to translate those skills to the corporate world. Sometimes it takes a little bit of education. But the results have generally been impressive.

Bill Golden, vice president for global banking and markets operational risk at Bank of Amer-ica, made his transition quickly, retiring as an Army battalion commander one day and start-ing work at the bank the next. “I did it deliberately. I didn’t want to spend time ruminating about it,” he says. “Fortunately, people were very patient with me.”

One big adjustment, Golden says, was the corporate em-phasis on process. In the Army,

Bill Golden, former Army battalion commander, is now a vice president at Bank of America.

“THE CONVER-SATION HAS CHANGED. IT HAS GONE FROM WHY HIRE MILITARY TO HOW TO DO IT IN AN EFFICIENT AND SUSTAINABLE WAY.”

SEAN COLLINSVice President Victory Media



the person sitting at the head of the table is in charge. “It’s discuss, decide, execute, move on,” he says, noting that as a battalion commander he was at the head of the table. “In the corporate world, we spend time debating issues to come to a consensus. So you have to be patient as the process evolves. Additionally, it can take time before you are able to contrib-ute to the discussion in a mean-ingful manner, so you have to learn to cut yourself some slack and continue working hard to develop your technical skills.”

As veteran-hiring initiatives gain traction, cutting-edge companies are taking a more hands-on approach, developing new kinds of training initiatives, creating mentorship and sup-port programs, and spreading the word about best practices. They are also supporting other companies that are taking their first steps toward focused mili-tary hiring.

The Cutting EdgeConsider USAA—a financial services firm that provides products and ser-vices to the military community—that is not only launching innovative training programs but also providing support to other companies. Having pledged that 30% of all new hires will be veterans or military spouses, USAA has been ramping up its ef-forts as the compa-ny grows. “We are on the cutting edge of these initiatives and sharing our

lessons with other companies,” says Jackie Purdy, assistant vice president for talent manage-ment. “People want to hire vets and military spouses, but don’t really know how to do it.”

USAA is helping to lead the way. The company recently part-nered with the Disney Veterans Institute and the State of Texas in hosting a best-practices summit for companies want-ing to learn more about hiring veterans. Participants ranged from local government offices and small companies to big cor-porations looking for new ideas on how to start a veteran and military spouse hiring program or enhance an existing one.

One of the ideas that USAA highlighted at the summit was its work in supplier diversity. “We have over 3,500 suppliers, and we have talked to them all, asking them to make a com-mitment to hiring vets, as well,” says Purdy. “That is a best prac-tice we were able to share.”

USAA is also openly sharing

the innovative thinking behind its latest programs. The com-pany’s newest initiative—VetFIT, or Veterans for IT—offers transi-tioning vets training in computer languages such as Java to build skills as software developers, often with no prior developer experience. Of the initial class, all 22 ended up employed by USAA.

Another measure of the program’s success is its impact on individual vets. One class member, Levar Robinson, had already deployed twice in the military and taken four contract deployments as a civilian after having a tough time finding full-time employment at home. He was in Afghanistan when USAA interviewed him online for VetFIT—actually coming under fire during the interview. He was accepted into the program and recently became a full-time software developer and integra-tor at USAA.

Military spouses are also getting increased attention.

A RECENT REPORT BY THE CORPORATE EXECUTIVE BOARD FINDS THAT VETERANS, ON AVERAGE, PERFORM AT HIGHER LEVELS AND HAVE A LOWER RATE OF TURNOVER THAN OTHER EMPLOYEES.

Graduates of USAA’s inaugural VetFIT Java programmer class, a new cohort program designed to provide comprehensive software development training for recently separated veterans and military spouses.

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SPECIAL INSTRUCTIONS:None

Over the next five years, more than a million service members will return to civilian life. See how veterans like Alex Rolinski are making the transition at bankofamerica.com/militarysupport

Images do not represent any endorsement, expressed or implied, by the Department of Defense or any other United States government agency. Bank of America, N.A. Member FDIC. © 2014 Bank of America Corporation. ARQ6XFF3

Life’s better when we’re connected®


DELTA VALUES VETS

R EALIZING THE COMMITMENT and motivation that veterans bring to the workforce, Delta is committed to

military hiring initiatives and to individuals as they transition from military to civilian life. Our Veterans Employee Network provides opportunities for all employees to support veterans and their families.

We employ over 10,000 veterans and proudly participate in the 100,000 Jobs Mis-sion, which in 2014 exceeded its 2020 hiring goal for transitioning service members and veterans. Delta values the skills our veterans offer, and provides the flexibility our National Guard and Reserves require to fulfill their commitment to our country.

Hiring veterans is the right thing to do and the smart thing to do.


USAA is expanding opportuni-ties and training for spouses so that they can work from home. “That way, no matter where the military member is deployed or stationed, the spouse remains employed,” says Purdy, who sees the military spouse as one of the key new areas of corpo-rate recruitment.

The résumé of a military spouse often shows multiple jobs in multiple locations, but companies that dig deeper have discovered that these po-tential employees typically have well-developed organizational, logistical, troubleshooting, and tactical skills. As a result, many employers are moving aggres-sively to tap this labor pool.

Focusing on SpousesGulfstream Aerospace—which designs, develops, manufac-tures, and services business jet aircraft—is part of that trend. While veterans already make up

nearly 30% of the workforce, the company is expanding its efforts. “The military spouse will become a larger focus in 2015,” says Don Moore, the contract sourcing services manager who handles military recruitment at Gulfstream. “We have plans to specifically target and assist veteran spouses with résumé writing and mock interview feedback.” Additionally, the company plans to attend mili-tary spouse career fairs, using recruiters who have a military spouse background.

With competition for exiting service members increasing, Moore says Gulfstream will have to work hard to recruit skilled veterans, particularly given the continuing demand for avionics technicians and aircraft mainte-nance technicians. “Gulfstream must be ready to dig deep into veterans’ résumés and experi-ences to find the best of the best,” he says.

In building its programs, Gulfstream has taken an ap-proach that allowed it to develop a clearer view of the demo-graphics and characteristics of its veteran employee popula-tion. This approach produced some unexpected returns. “It reconnected us with some employees who hadn’t self-re-ported their status but now are voluntarily updating it in order to be recognized as part of our nearly 30% veteran population,”

says Moore.Companies that are just

starting to build veteran recruit-ing programs are getting lots of support. Hospital Corporation of America, for example, has benefited from the collabora-tive approach of companies like USAA. The country’s leading health care provider, while HCA had been hiring veterans for de-cades, the company adopted a formal program three years ago, says Avery King, lead military veteran recruiter. Since then, HCA has continued to learn what it takes to attract and retain veterans.

At military job fairs, for example, veterans would see signage saying that HCA is a health care company, and they felt they needed a clinical background to qualify for the positions. Although HCA does have several clinical positions, currently close to 40% of its openings are support posi-tions such as accounting and finance, administrative, clerical, logistics, facilities maintenance, project management, informa-tion technology, and dietary, just to name a few, says King.

Targeted TrainingBank of America is also embracing targeted training. Through its veterans associate program, the global banking and markets group offers a 10-week internship program

VETERANS ARE TRAINED TO BE MISSION- FOCUSED, CALM IN THE MIDST OF CHAOS, AND RESULTS-ORIENTED.

Gulfstream values your unique skill sets, perspective, loyalty and dedication to teamwork.

We respect the leadership skills, character and pride instilled in those who have served in

the military. If you are preparing to transition from military service, or if you are a veteran

seeking a military-friendly employer, Gulfstream is looking for you. We design, manufacture,

service and support the world’s most technologically advanced business jets.

Immediate global opportunities exist for qualified candidates:

• Engineers

• Information Technology

• Aircraft Support

• Aircraft Manufacturing

• Supply Chain

• Aircraft Structural Mechanics

• Avionic Technicians

• Finance/Accounting

Gulfstream, an equal opportunity employer, is committed to diversity and inclusion in its workplace.

To find out more or apply online, visit gulfstreamcareers.com.

VeteransYour Future Starts Here

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HIRING AMERICA’S HEROES

‘‘IN FACT, OVER A THOUSAND MILITARY

veterans work at Freeport-McMoRan. We believe these important contributors chose

Freeport-McMoRan throughout its U.S. opera-tions because:

We understand the importance of employees who take pride in their work, have a strong sense of engagement in their work, and are experienced in teamwork dynamics. This is why we are a proud em-ployer of America’s former military personnel. Our veterans make us a better company.”

James R. Moffett, chairman of the boardRichard C. Adkerson, vice chairman, president, and CEO

of Freeport-McMoRan Inc.

For consideration, please apply online at www.FMJobs.com

companies benchmark their activities against the leaders in that space,” says Collins. “The number of survey submissions and requests for our assess-ment have more than doubled over the past two years. That demand illustrates the shift in the landscape.”

Some companies are mak-ing use of their own corporate strengths to dig deep into the

process. After pledging to double the number of veterans it hired, professional services organiza-tion Deloitte LLP launched a comprehensive study of gaps in its recruitment process.

“We broke it down like a consulting project,” says Mark Goulart, a principal in Deloitte Consulting’s Federal practice, which serves clients in both the Department of Defense and

the Department of Veterans Affairs. Deloitte is using what it learned not only to revamp its own programs but also to talk with clients about the issues and problems they are facing in this area.

One takeaway, says Gou-lart, was that focusing on hiring numbers can be short-sighted. Instead, companies need to think about skill sets. So Deloitte funded a big-data analytics program, asking those with job openings to provide the attributes of individuals who have performed successfully in that area. That might include everything from experience and background to interpersonal skills and the ability to deal with unexpected situations.

“We’re doing it on ourselves first, and a couple of clients are running pilots,” he says, noting

USAA OFFERS TRANSITIONING VETS TRAINING IN COMPUTER LANGUAGES TO BUILD THEIR SOFTWARE SKILLS.

AS VETERAN HIRING INITIA-TIVES GAIN TRACTION, CUTTING-EDGE COMPANIES ARE TAKING A MORE HANDS-ON APPROACH.

designed to introduce veter-ans to different areas of bank operations. During its first year, the program started with seven vets. Last year it went to 11, and this year they expect to expand to 20.

“This is a market space that can be pretty difficult to break into without an MBA,” says Bank of America’s Golden, who also serves as the bank’s chief of staff for the military support and assistance group for the metro New York City area. “We find they are able to quickly pick up what is going on.” The result: There is now a bidding war on the street for these people when they leave the service.

Such a targeted program works because it first identifies areas where companies need talent, then it recruits veterans whose skill sets seem likely to make them a good fit in these areas. And employers report that there are lots of areas

where exiting military personnel are doing quite well.

A survey by G.I. Jobs asked military-friendly employers to list the top jobs for which they were recruiting veterans. It then ranked the 20 hottest jobs, starting with IT specialist, op-erations manager, and engineer. Some jobs, like logistician or financial services rep, require bachelor’s degrees. In some cases, a more advanced degree is needed. Other jobs, such as IT specialist, require certifica-tion, while still others, such as

customer service repre-sentative, require short-term onsite training.

Some veterans, G.I. Jobs discovered, are finding that their military experience in a particular area is all that is needed to qualify them for a job such as telecommunications technician or office man-ager. Average salaries

for these jobs range from about $44,000 a year for a mechanic to over $100,000 for a business administrator.

Sometimes, of course, the fit may not be obvious. A military truck driver may not want to work with vehicles as a civilian. But a job in logistics might be appealing. And a military sniper might turn out to be a good fit in customer service.

As recruitment efforts become more targeted and creative, some of the traditional recruitment tools are taking a backseat. For example, military job fairs, while still popular, are seen by some companies as an inefficient way to identify the right candidates, says Collins of Victory Media. Why? More than two-thirds of service members exiting the military say they want to relocate, making it hard for some companies to make an effective pitch for talent at an on-base job fair, he says.

With more than a decade of data now available on suc-cessful recruitment practices, more and more companies are taking an increasingly ana-lytic approach to shaping their programs. That means there’s less recruitment guesswork, as companies are now able to see which programs have worked and which have not.

“We are able to help

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W E ARE PROUD TO BE ONE of the 11 founding member companies of the 100,000 Jobs Mission Coalition,

dedicated to hiring, developing, and retaining our nation’s military veterans and reservists. We recognize your specialized training has enabled you to develop valuable skills— confidence, discipline, leadership, and teamwork—critical to our mission of making the everyday easier for everyone our business touches around the world. You can work alongside military veterans and reservists who have joined our ranks. Seize the opportunity to continue to make a difference in your career—apply at NCR.com

SEIZE THE EVERYDAY

HIRING VETERANS WEB DIRECTORY

VICTORY MEDIA VICTORYMEDIA.COM

G.I. JOBS GIJOBS.COM

MILITARY FRIENDLY MILITARYFRIENDLY.COM

BANK OF AMERICA BANKOFAMERICA.COM/MILITARYSUPPORT

DELOITTE DELOITTE.COM

DELTA AIR LINES, INC. DELTA.COM

FREEPORT-MCMORAN FMJOBS.COM

GULFSTREAM AEROSPACE CORP. GULFSTREAM.COM

HCA HOSPITAL CORP. OF AMERICA VETERANSATHCA.COM

NCR CORPORATION NCR.COM

USAA USAAJOBS.COM

Strengthen Your LeadLeaders are always influencing and inspiring those around them. At Deloitte, every project you touch can have lasting effects – whether it’s delving into today’s toughest business challenges, collaborating with leaders at our new learning center, Deloitte University, or putting your skills to work for the greater good on one of our many pro bono efforts. Are you a Veteran looking to join an organization where leaders thrive? Then consider Deloitte. Join our Veteran’s Talent Community today.

As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, and Deloitte Tax LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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that the approach could eventu-ally have a broader application.

Focusing on fit rather than target numbers also led to the creation of the Deloitte Career Opportunity Redefini-tion and Exploration Leader-ship Program. Four times a year, Deloitte offers 50 current and former service members a three-day program designed to help them brand and market themselves in the civilian world.

“It’s not just about how you do a résumé,” says Goulart. “It’s about how to transition into an organization and be comfort-able with the value you bring.” The bottom line, he says, is that veterans need careers, not just jobs. And that is a lot more complex than it seems.

As companies get savvier, they are also learning how to improve their outcomes. “Sure,

hiring veterans is the right thing to do,” says HCA’s King. “But we have found that hiring veterans is the right thing to do for our business.”

King has built relationships with other companies that are interested in hiring veterans. “We share a lot of veteran can-didates with one another, trying to ensure they work for the company that would be the best match for them,” he says.

It’s no surprise that the men and women heading up veteran recruitment programs are for-mer service members. Some, like USAA’s Purdy, are prior military or are military spouses, which gives them a better understanding of the challenges that returning veterans and their families face when they transi-tion to the corporate world. “We know what it means to serve,”

says Purdy. “It’s not just words on a brochure.”

And while hiring veterans is clearly good for the bottom line, it also makes employees feel good about their company. One example: During New York City’s Fleet Week, which honors the U.S. Navy, Marine Corps, and Coast Guard, Bank of America hosted 45 members of the three services. After a brief look at the global markets side of the bank, the service members were invited to talk with traders, research person-nel, and sales staff on the trading floor.

“When they walked off the trading floor, they got a standing ovation,” says Bank of America’s Golden. “It had a huge impact. One trader told me it was the best thing he’d done all year.”

—Lynn Asinof

SOME VETS ARE FINDING THEIR MILITARY EXPERIENCE IS ALL THAT IS NEEDED TO QUALIFY THEM FOR SOME JOBS.

It was a calling for you. It is for us as well. HCA is the nation’s leading provider of healthcare services comprised of locally managed facilities, with over 215,000 employees serving patients at 165 hospitals and 115 freestanding surgery centers in 20 states and England.

We believe military veterans have skills and attributes that are in line with our mission to serve and better the human condition. If you have a passion to help others, join a Military Friendly Employer that will allow you to continue to serve for the greater good.

Visit our website www.veteransatHCA.com or www.hca.jobs to review opportunities.

www.hcahealthcare.com

Career OppOrtunities inClude:• Accounting & Finance• Administration• Clinical Technicians• Clerical• Communications• Customer Service• Human Resources• Information Technology• Logistics• Nursing• Paramedics• Project Management• Sales

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HIring Veterans