THE INTERSECTION OF VETERANS, TECHNOLOGY AND VALUED SKILLSETS 1 Wes Wood Director, INVets, Conexus Indiana • US Army Veteran • Operation Enduring Freedom • Battalion Senior Sniper • MBA, Indiana University 2 1
AGENDA • Veteran Statistics • Common Skillsets • Veteran Training and Skills Development • How and Why Add Veterans to Your Team 3 WHO ARE OUR SERVICE MEMBERS? “ At 24 years of age, a Soldier ‐ on average ‐ has moved from home, family and friends, and has resided in two other states, has traveled the world, deployed, been promoted four times, bought a car and wrecked it, married and had children, has had relationship and financial problems, seen death, is responsible for dozens of “ soldiers, maintains millions of dollars of equipment, and gets paid less than $40,000 a year. General Peter Chiarelli Former Vice Chief of Staff of the Army 4 2
VETERAN STATISTICS • < 1% of the US population currently serve in the military • 71% of the US population unqualified to serve due to legal, physical, moral or medical issues • 50% of US Army recruits come from just seven States (CA, GA, FL, OH, NC, NY and TX) • 79% of US Army recruits have had a relative who served • By 2030, only 19% of the US population will qualify for military service Military is harder to join than most assume. 5 VETERANS IN STEM • 81% indicated that their military specialty (MOS, AFSC, Rating or Designator) accurately described the military jobs they performed during their service • 43% of veterans reported that their military specialty, job, or training, is science, technology, engineering or mathematics related • Veterans are 1.47 times more like to work in a STEM job compare to nonveterans • Female veterans are two times more likely to work in STEM job compared to their counterparts • Top Two STEM Concentrations For Veterans: Information Technology/Computer Science (43%) and Engineering (38%)] 6 3
MILITARY SERVICE SKILLS DEVELOPED ABILITY TO ADAPT 78% MENTAL TOUGHNESS 81% LEADERSHIP 82% TEAMWORK 86% WORK ETHIC AND DISCIPLINE 87% 0 20 40 60 80 100 120 Graphic & Data Source: C. Zoli, R. Maury, & D. Fay, Missing Perspectives: Servicemembers’ Transition from Service to Civilian Life — Data‐Driven Research to Enact the Promise of the Post‐9/11 GI Bill (Institute for Veterans & Military Families, Syracuse University, November 2015). 7 WHAT VETERANS BRING TO AN ORGANIZATION • Top Talent: shows up on time, can lead, follow, and drug‐free • World Class Training and Education • Ability to operate in a complex, ambiguous, arduous environments • Highly skilled leaders of character (high moral, mental, physical and intellectual standards) • Developed technical (what to do) and tactical (when to do it) expertise • Ability to complete a mission with limited resources, poor guidance, and high expectations • Ability to make decisions at the lowest level with strategic impact 8 4
VETERAN SKILLS Mid‐ Mid‐ Senior Comparable Civilian Experience Level Entry Level Senior Level Level Level AND EXPERIENCE Military Courses Basic Advanced Senior Basic Training Leadership Leadership Leadership • How many of your entry‐level Course Course Course employees are trained in these essential E1‐E4 E4‐E5 E5‐E6 E6‐E7 task? Handling Work Stress * * * * • How much would it cost to train these Being Dependable and Reliable * * * * essential tasks? Attention to Detail * * * * Interpersonal Skills * * * * Values + Teamwork * * * * Essential Skills Leading, motivating and inspiring others * * * = Verbal Communication * * * Decision Making * * * Valuable Human Capital Training Others * * * Managing and Supervising others * * * Critical Thinking * * Project Planning * * 9 CULTURAL DIFFERENCES CIVILIAN CULTURE MILITARY CULTURE • Emphasis on Unit Cohesion • Emphasis on Individuality • Emphasis on the Mission • Individual Achievement • Devotion to Duty • Personal Freedom • Chain of Command • Fluid Social Relationships 10 5
BENEFITS TO HIRING A VETERAN 65% 68% 57% Of veterans have some Of employers report that veterans Of veterans stay at their perform better than , or much jobs longer than the median college education, or higher, of 2.5 years for subsequent better than their civilian peers. making veterans more educate roles after their first than their peers. post‐separation job. 11 WHY DO COMPANIES WANT TO HIRE VETERANS? • Veterans have unique skills, knowledge and abilities • Your organization needs are aligned with veteran skills, knowledge and abilities • Companies generally gain goodwill from customers and boost their public image when they commit to hiring military veterans • Veteran competencies align with your corporate values • You want to demonstrate appreciation for their service • Companies can earn up to $10,000 in federal and state tax credits through the Work Opportunity Tax Credit 12 6
IN‐DEMAND SKILLS COMPARED TO SKILLS ENHANCED BY MILITARY SERVICE MOST IMPORTANT SKILLS CITED BY EMPLOYERS SKILLS STRENGTHENED OR FOR WORKPLACE SUCCESS ENHANCED BY MILITARY SERVICE • Professionalism/Work Ethic • Work Ethic/Discipline • Teamwork/Collaboration • Teamwork • Communicating Effectively • Leadership/Management • Critical Thinking/Problem Solving • Mental Toughness • Ethics/Social Responsibility • Adapting to Difficult Challenges • Professionalism 13 WHERE DO VETERANS WITH ESSENTIAL VALUES & SKILLS RESIDE AFTER SERVICE? 15% 60% 15% MOVE FOR THE RETURN HOME STAY AT THE RIGHT JOB TRANSITION POINT (30% FOR RETIREES) 14 7
IS YOUR ORGANIZATION READY TO BENEFIT FROM VETERAN TALENT? 1. Employer Understanding 3. Veteran Talent Acquisition • • Know why you want to hire veterans Clearly define roles and responsibilities • • Partner with a veteran mentor Know why a veteran would want to work for you • Encourage open dialogue 2. Veteran Onboarding • Develop relationships with local military installations 4. Veteran Development • and Transitions Assistance Programs Provide opportunities for development, training and • certifications Develop a Veterans Mentorship Program • • Develop relationships with local Veterans Service Provide early, frequent and constructive feedback Organizations 5. Retention • Provide opportunities for upward progression in the organization • Value the veteran’s perspectives and outside experience 15 16 8
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