Employed or Ignored?

When you are asked to share why veterans are good for employers, you respond and it goes nowhere, just keep swimming. Even my responses were ignored by one of the top job agencies in the country so I decided I would post my responses here. Find the ability to make the best out of promises unkept because it is in those moments you find the right people, the right opportunities.

The United States military is the largest employer in the nation, (WORLD) but military experience and training doesn’t always readily and easily translate when veterans seek employment in the private sector. As of August 2016, almost 500,000 men and women veterans of the 21.2 million veterans were unemployed, according to the U.S. Bureau of Labor Statistics. More than half of those unemployed were age 45 or older. About 37 percent were age 25-44, and 5 percent were age 18 to 24. Although the unemployment rate for all veterans is fairly low at 4.6 percent, for those who served active duty in the U.S. Armed Forces at any time since September 2001 -- referred to as Gulf War-era veterans -- that number was 5.8 percent in 2015. Among this group, male veterans 18-34 had a higher rate of unemployment than the general population as did the females (6.4 percent unemployment). Veterans also make up more than a tenth of the homeless population. 

About one-third of Gulf War-era II veterans reported having a service-connected disability in August 2015, compared with 20 percent of all veterans. Veterans with disabilities have the same unemployment rate as those without disabilities, which speaks to the determination and desire of this population to be gainfully employed.

Still, somewhere in between the military and civilian sector, there’s a disconnect. One out of every five veterans who are employed work for the government. The transition to working in the private sector can be a difficult one for veterans. Often times, private employers don’t necessarily understand how military experiences relate to the jobs they have available and are hesitant to put their company dollars towards hiring veterans. 

Resumes, Cover Letters and Interviews

Besides being a critical part of the job seeking process, these tools all have one major thing in common: They each require storytelling. How job candidates represent themselves is vital to securing their desired position within a company. But employers often have a difficult time understanding how a military skillset and mindset translates to the civilian sector. The military has its own language and jargon that isn’t understood by civilians. Compounding the potential for being overlooked in a competitive job market is the military’s emphasis on modesty and giving credit to others. Being able to bridge that gap requires veterans to tell a narrative that displays their strengths. 

The military teaches self-sufficiency, service before self, and commitment to values. On paper these are great characteristics. When hiring season comes around, managers may not understand how they translate to the civilian workforce, which tends to be team-oriented, collaborative, and encourage ideation and a buy-in approach.

As a Service Member, its time to Change the Narrative

Mark thinks companies should pay more attention to the veterans strengths of men and women likely to make outstanding employees. Without becoming political, stereotypes emerge that are affect hiring and obtaining good employees. The division created by the main stream media is mostly at fault trying to label people and put them in boxes.

Q: What are some reasons employers should look to hire veterans?

A: We are taught that jobs matter. Every job is important. The processes, policies, and people are different, but veterans are masters of resiliency. In the service, most of us have held multiple positions, and have had to adopt new skillsets rapidly. Servicemen and servicewomen also know how to read manuals, take tests, and study processes. In others words, veterans are trained to learn. They understand simple and complex ideas and concepts as it is not only studied but practices in mission and operational planning.

In any career an employee is expected to meet deadlines. In the military, not only are you sometimes expected to meet deadlines under immense pressure — you have to. Being on time or ahead of time for service members could be a life or death matter in the service. Veterans create rhythm and routine. they are dependable. They know how to get work done accurately and swiftly, and they complete tasks as missions from start to finish many times without direct supervision from beginning to end. Employers can count on veterans to get the job done.

For employers, the two most important questions they have to ask themselves are: Can this candidate do what I’m going to ask them to do, or can they learn how to do it?

If a veteran doesn’t know how to do something, that person will learn how to do it. Period. So the answer to these questions when it comes to veteran candidates is yes and yes. 

Another strength veterans possess are our leadership skills. Many like myself, essentially grew up in the military. The US Army s been one of the largest employers of 18-24 year olds than any other corporation in the country. The military is a massive employer of youth. That being said, we are expected to grow into more capable leaders and followers in the military. We see both sides of the coin — how to step in line, and how and when to take charge. When the chance is given, this translates well in the civilian sector. 

Q: What is a misconception that needs to be cleared up about veterans that employers seem to miss?

A: Self-sufficiency is skill veterans learn not only in survival of their jobs, it is also a skill that carries over from their experiences. Military leaders create game plans ahead of time and analyze what realistically can and can’t be done. Equipment, time, and resources make up the triangle of our operations, so the military can’t afford for its employees or soldiers to be wildcard variables. As long as a veteran knows what the mission and the vision is, they will with proper leadership give their blood, sweat, and tears to make good things happen for you.

A veteran is going to do what’s asked of them without creating problems because they have learned to follow orders. They are value-driven and time-oriented, and have a no excuse mindset. If something is important to the leaders, then it is important to the soldier. That level of commitment to fulfilling the leader’s vision will be applied to helping the employer fulfill their vision for the company.

Q: What's a specific strength veterans bring to the workforce?

A: Another little discussed strength veterans possess is outstanding critical thinking. In the military we obey orders. But if something looks wrong on the administrative side of house, or if there seems to be a genuine mistake, we are encouraged to point it out to the appropriate chain of command.

How Veterans Can Improve their Odds for Employment 

Q: What does the military do to help its personnel with making the transition to civilian life?

A: The military provides loads of resources for veterans like Boots to Business. Additionally, there are tons of nonprofits that are specially dedicated to helping veterans with everything from writing resumes and preparing for interviews to scoring internships and shadowing Fortune 500 executives or mentors. In fact, I was paired up with a mentor in the field I’m interested in pursuing through the Army Corporate Partners Program. 

As a serviceman, I can tell you confidently that the resources are there. The job market is competitive for everyone. The Army has private and public partnerships to help veterans in transition. Often times veterans may find initially in their job search something that aligns with their military leadership and experience. It can be hard to accept having to essentially start over and climb the corporate ladder from the bottom. That’s where expectations and self-awareness kick in. There are not many skills that in the end do not carry over in management to help them slide laterally into a position commensurate with their experience and abilities. 

Mark Green on How Veterans Can Prepare for Civilian Employment and What to Expect

Q: What should an employer that is unfamiliar with hiring veterans expect to be different about these employees?

A: First, from an employer perspective, be patient with veterans about certain things — we are worth it. We spend time in a different kind of world, one in which we are used to saying, “You need to do this,” and it gets done, most of the time without question. However, the veterans I have had the privilege of working with are capable and willing to adjust to the fact that things are negotiable in the civilian sector. Often, they even end up embracing the collaborative element of work, too. On the flipside, as a veteran we need to be flexible with others, and understand that things are not as stringent as they were in the service. 

For self-awareness, the other great thing veterans can do is take job skills translators and strength finder tests that will help them assess their strengths and weaknesses. Strengthfinder 2.0 is a good one. The fact of the matter is, there are skills you learn in the military like working with certain technical devices and equipment that do not always apply out of the service. Strengths and weakness assessments are critical in figuring out what you need to do to align your skills and talents with your dreams.

Q: Any advice for veterans? 

A: Follow your passion. I’ve seen many veterans go after the jobs they “think” they are supposed to work, instead of really going after their best case scenario or dream job. The reality is that anyone who isn’t thrilled with the work they are doing is fighting an uphill battle. The next step, however, starts with education and training. When I was interested in law, there were times I was studying law books in the bunker with bombs going off nearby. 

Lastly, veterans need to start early — as in two years early. If they know they’ll be leaving the service in two years, they need to begin building a resume, gathering contacts, completing certifications, and getting properly educated. 

If you’re a veteran reading this, do not wait until the end of your military career to begin your transition. If you don’t have the right qualifications, get them while you are in the service, so you are prepared for your next career by day one of your transition out. It takes time, commitment, and the willingness to put in money and take risks. You can’t achieve your goals or score that dream job without putting in work to make it happen. Everyone says they want to do something, but when it comes time to work towards the goal, most people sit back down and say they don’t have the time for it. Take a pause. If you breathe and ask yourself how bad you really want something, you’ll make it happen. When the road gets tough, focus on the positive reasons for why you got started.

One final thought for companies in regards to hiring veterans: “Do not discount or try and belittle us  just because we are at the end of one career and starting a new one.” We bring years of operational and organizational experience to companies who understand the value of those important skills. If you know, you know.

Mark Green

Founder

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