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Hiring Veterans A Step-by-Step Toolkit for Employers

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1 Hiring Veterans A Step-by-Step Toolkit for Employers
JAN Webcast November 9, 2010 Lisa Stern |

2 What we know about Transitioning Service Members
Tend to possess an overall skill set that shows tremendous benefit the civilian workforce: accelerated learning curve dedication and focus gets the job done works brilliantly under pressure more… Have difficulty translating their military experience into civilian language and terminology – and therefore have trouble getting their resumes to “the top of the pile” Are often unsure about exposing their military history due to societal stigma (re “the war” and media-displayed invisible injuries of war)

3 Injured Returning Service Members
More than 36,000 service members return with significant physical injuries. Signature injuries of the current overseas conflicts are unseen. Nearly one in five veterans of the Iraq and Afghanistan wars is currently suffering from depression or stress disorder. Estimates range up to 300,000 with PTSD. 19% report they might have experienced a TBI, usually as the result of a roadside bomb. Approximately 60,000 have sustained mild TBI. PTSD among returning service members will cost the nation as much as $6.2 billion in the two years following deployment -- an amount that includes both direct medical care and costs for lost productivity.

4 Stigma When the Society for Human Resource Management surveyed its members (June 2010), 46% said they believed post-traumatic stress and other mental health issues posed a hiring challenge. Just 22% said the same about combat-related physical disabilities. Although media attention has helped make the diagnosis and treatment of PTSD and traumatic brain injury a government priority, veterans say it has also contributed to the stigma associated with these wounds. "They hear so many stories on the news — this soldier got back from Iraq and killed his wife — which makes people a little reluctant to hire you."

5 America’s Heroes at Work An Initiative Created FOR Employers
Educating Employers on the Invisible Injuries of War * Free * Fact Sheets Vetted Resources Training Tools Employer Toolkits Newsletters Presentations Federal Partners Links to 1:1 Assistance

6 Employment Pilot Project
Findings: Top-level decision makers tend to drive employer participation in a veterans hiring initiative Recruiter training is an important part of starting a veterans hiring initiative Work experience, internship and mentorship opportunities are extremely helpful TBI/PTSD-related stigma exists among many employers - and employers are generally unaware of the resources that exist to help them provide appropriate workplace accommodations

7 NEW Employer Toolkit

8 Toolkit Purpose The Veterans Hiring Toolkit has been designed to:
assist and educate employers who have made the proactive decision to include transitioning Service Members, Veterans and wounded warriors in their recruitment and hiring initiatives. pinpoint helpful tools and outline some important steps to take when designing a Veterans hiring initiative that works for your particular business. showcase promising practices related to recruiting, retaining and promoting Veteran employees. Sprinkled throughout: Did you Know? Resource Alert!

9 Step 1: Design a Strategy
Create a Plan: Familiarize yourself with the benefits of hiring transitioning Service Members, Veterans and wounded warriors Learn about the tax incentives associated with the hiring of Veterans as well as disabled Veterans Plan for results: Start with the basics

10 Step 2: Create a Welcoming & Educated Workplace
Assess your current processes and explore including Veteran- specific actions into your on-boarding strategies: Develop an understanding of military culture and experience Establish your company and its job application process as Veteran-friendly Learn the facts about hiring Veterans with invisible wounds of war: Demystify TBI and PTSD in the workplace

11 Step 3: Actively Recruit Veterans and Military Spouses
Broaden your knowledge of how and where to find Veterans - and consider instituting a few strategies to help Veterans better find you: Determine employment opportunities and create detailed job descriptions Consider using military language in your outreach and job descriptions Consider alternatives to full-time employment, such as work experiences, internships and apprenticeships Access credible resources to help you look for qualified Veterans and wounded warriors who are seeking employment Know what you can and should not ask during an interview

12 Step 4: Hire Qualified Veterans and learn how to Accommodate Wounded Warriors
Reflect on your on-boarding strategies and consider adding a few new elements to be inclusive of Veterans, both with and without combat-related injuries: Create a culturally sensitive new hire orientation plan Understand your responsibilities under the Americans with Disabilities Act (ADA) Consider disclosure concerns Know where to obtain free, one-on-one guidance on job accommodations

13 Step 5: Promote an Inclusive Workplace to Retain Veteran employees
Retaining a skilled workforce requires effort after the hire: Place a value on military service Expand traditional Employee Assistance Programs (EAPs) Develop and promote peer mentorships in the workplace - Vet to Vet  Practice Veterans appreciation and promote a Veteran-friendly workplace Recognize that military families may have different needs than civilian families Consider participating in local Yellow Ribbon Reintegration Programs Understand your responsibilities under USERRA

14 Step 6: Keep Helpful Tools and Resources at your Fingertips
Know the resources available to help employers in their Veterans hiring efforts: Keeping informed via social networking and e-news Resources on recruiting, hiring and retaining Veterans Know the answers to common employer questions about Veteran and disability employment, such as: Workplace accommodations Costs, liabilities and return on investment Candidate qualifications and capabilities Stigma and employees with psychological health injuries and mental health concerns Staff training and disability-friendly workplaces

15 Final Thoughts – regarding injured returning Service Members
The injuries related to military service (physical, psychological health and cognitive) are “acquired injuries.” Allow the Veteran time to figure out what his or her mind and body can do again. Every employee with a TBI or PTSD is an individual and therefore a strategy you try with one individual may not work with the next. You don’t need to have all of the answers! Trial and error is often the best practice…so long as the Veteran is part of the process. Workplace supports and accommodations create a welcoming and productive environment (for all employees).

16 For more information: Project Lead: Michael Reardon
U.S. Department of Labor Office of Disability Employment Policy (202)

17 Military Recruitment & Retention Initiatives

18 Société d'Exploitation Hôtelière
Our Company Sodexo Société d'Exploitation Hôtelière “A Company of Service and Hospitality" A leading provider of integrated food and facilities management services. Present in 80 countries Consumer impact >40 million people Revenues of $20.5 billion page 18

19 Our Company 120,000 employees 6000 facilities
Our product to our clients is our people; our ability to source, attract, and retain talented employees is pivotal to our company’s success. 120,000 employees 6000 facilities Serve organizations in 6 business lines: Campus Services School Services (K-12) Corporate Services Laundry & Linens Services Government Services Healthcare Innovative service solutions: Food Services Clinical Nutrition Environmental Services (housekeeping) Facilities Engineering Asset Management Service Response Center What % of your exempt/nonexempt pop has a military background. How much of that is recent i.e. this past year. Approximately 15% of our exempt employee population is veteran or reservists. It is not typical for a newly transitioning soldier to join Sodexo’s management population immediately after serving (but we are working on that). It’s much more likely and common for newly transitioning service men and women to join our frontline team and although we have some data to support that, it is difficult to quantify due to the decentralization of frontline hiring and HR functions. page 19

20 Our Company and Diversity
Fortune – Worlds Most Admired Companies SHRM - Human Capital Leadership Award for Innovative Business Solutions Diversity, Inc. - #1 Company for Recruitment & Retention CollegeGrad.com - Top 50 Employers for Entry Level Jobs; Top 200 Intern Employers Diversity Edge Magazine - Best Companies Diversity Hispanic Business Magazine - Top 60 Diversity Elite Employer GI Jobs - Top Employer; Top 100 Military Friendly Employer Latina Style - 50 Top Companies to Work For in the US Black Collegian - Top 100 Employers Award Black Enterprise – Best Company for Diversity Ere.Net – Recruitment Department of the Year Onrec.com - Most Innovative/Best College Recruitment Program page 20

21 Key Program Elements Engage Existing Veterans and HONOR members
Communications / Branding Recruiter and Hiring Manager Training Job Postings / Websites Military / Veteran Association Career Fairs page 21

22 Key Program Elements Engage Existing Veterans and HONOR members
Communications / Branding Recruiter and Hiring Manager Training Job Postings / Websites Military / Veteran Association Career Fairs page 22

23 Sodexo proudly serves and employs the heroes who protect our freedom
On November 11, Veteran’s Day - Sodexo launched HONOR, our eighth employee network group to support our employees who have selflessly served and who continue to serve our country in the armed services. The Mission of HONOR: The mission of the Military Network Group is to provide support, guidance and resources to employees and families connected to the military by offering development opportunities, providing a forum to recognize and celebrate contributions made to our country, and establishing partnerships with community groups that support veterans, active duty, National Guard and military reserve. Whether you have a connection to the Military or if you are just looking for a new Diversity experience, you’re invited to be a part of the HONOR Military Network Group. Sodexo proudly serves and employs the heroes who protect our freedom Your military background translates into success with Sodexo: You recognize the importance of teamwork and employ it every day You thrive on new assignments and the challenges of new locations Your have developed skills such as leadership, project management, drive and dependability, and integrity, that are essential for the corporate world Sodexo has long supported its more than 3000 veterans, guard members and reservists. We are a proud recipient of the ESGR Pro-Patria Award and a G.I. Jobs Top 100 Military Employer for our company policies that support veteran employees. Sodexo is also a recipient of the Secretary of Defense Freedom Award, the highest recognition given to employers by the Secretary of Defense for exceptional support of our nation's defense. page 23

24 Military Network Group Goals
To provide an inclusive environment for military and veteran employees that will lead to strategies toward recruitment, engagement and retention. To celebrate, share and learn about “the military experience.” To leverage the military and veteran experience for individual growth and development as well as increase productivity and growth for Sodexo. To help identify and promote the appropriate training of Sodexo employees and managers. To educate the Sodexo community on the issue of awareness and the value of embracing an inclusive culture as these issues relate to military veterans. To expand Sodexo’s involvement in the community related to providing education about and supporting military and veteran initiatives. To provide mentoring opportunities for Sodexo military and veteran employees .  To provide support for the Armed Forces families in time of need. page 24

25 Recruitment and Retention
HONOR Organization Structure Executive Sponsor Michael Montelongo Executive Sponsor Greg Verone Subarna Malakar Dir. ENG National Chair Chuck Wooten Office of Diversity National Co-Chair Felicia Brown Treasurer Sue Wetherwax Community Outreach Sub-Committee William Clapp Membership Chair Anthony Scarpino Communication Chair Julie Branham Secretary Tiffany Pourner Recruitment and Retention Sub-Committee Mark Stewart Awareness and Skills Sub-Committee Andy Whisnant Regional Chair/ Co-Chair Regional Chair/ Co-Chair Regional Chair/ Co-Chaiir Regional Chapters page 25 page 25 25

26 Sodexo Organization for disAbilities Resources
Sodexo Organization for disAbilities Resources (SOAR) to raise awareness, provide education and resources, and proactively provide outreach to create a culture that embraces, values, and fully utilizes persons with disabilities – by enriching the communities and clients we serve and positively contribute to Sodexo's growth and long term success. Accommodations • Accommodations task force will review non-routine accommodations requested at Sodexo or provide a resource to managers with questions on accommodations. • ADA online course for Sodexo managers. • JAN links on SOAR SodexoNet webpage offers creative ideas for accommodations and gives examples of effective accommodations in the workplace. Community Outreach • Project Search is a school to work program for high school students with disabilities. SOAR is working with Project Search on a customized Project Searchprogram called STRIDe (Sodexo Training and Recruitment for Individuals withDisabilities) program. • USBLN annual conference to learn more about workplaces, marketplaces, and supply chains where people with disabilities are respected for their talents. SOAR, working with Sodexo, is pursuing being a Corporate Partner in the Disability Supplier Diversity Program. Education • Discussion Series for Caregivers of Adults • Disability is Natural webinar • Sharpen your Skills around working with People with Disabilities series of Skillport classes • LifeWorks supports Sodexo with useful information and resources for issues related to disabilities including veteran and transitioning soldier issues of PTSD and TBI. page 26

27 LifeWorks materials Articles
Building the Resilience of Your Military Family Creating a Family Emergency Plan Culture Shock Finding Strength in Community and Family Having a Baby When Your Spouse Is Deployed Holiday Stress and Deployment Keeping and Creating Family Rituals While You're Deployed Maintaining a Strong Relationship Through Deployments and Separations Maintaining a Strong Relationship with Your Guard or Reserve Spouse Preparing for Deployment:  The Home Side Returning Home from Deployment as a New Father Single Parenting While Your Spouse Is Deployed Supporting Employees Returning from Military Duty Teenagers and Deployment Ways to Support a Co-Worker or Friend Whose Loved One Has Been Deployed What to Send Someone Who Is Deployed When Your Son or Daughter Is Deployed When Your Spouse Goes on a Repeat Deployment Booklets and recordings Coming Home (booklet) Finding Strength in Family and Community (CD) These Boots:  A spouse's guide to stepping up and standing tall during deployment (CD) Other resources Quick Tips for Spouses of Service Members Coming Home Video:  Returning Home from Deployment Video:  Welcoming Your Loved One Home After Deployment Final Wishes Form Information and Records Inventory page 27

28 Key Program Elements Engage Existing Veterans and HONOR members
Communications / Branding Recruiter and Hiring Manager Training Job Postings / Websites Military / Veteran Association Career Fairs page 28

29 Communications & Branding
Military Microsite (www.sodexohiresheroes.com) Holiday eCards New Hire Welcome Cards Article & Speaking Contributions (The Boot; GI Jobs; ERE) Actively engage internal and external audiences in recruitment and outreach Career specific messages Veteran issue updates Military recruitment initiatives Profiles (micro site, video, press interviews) Outreach to personal / professional networks Involvement in Career Fairs locally Training offered on Demand and live webinars page 29

30 Value of Military Service
“It provided me with structure, accountability, maturity and people skills.” – Ed Lewandowski, Area Support Manager, Environmental Services, Healthcare “The diverse population… and the opportunity to live in a variety of places prepared me for the unique challenges of working with a large multi-national corporation and a diverse employee population. I learned adaptability, adjusting quickly to change, and how to quickly respond when necessary to meet the challenges of my career. “ - Tiffany Pourner, HR Manager, Corporate Services “Organization for starters! Being regimented in that any project or tasking was completed with strict attention to detail which came naturally being in the military.” - Richard Cestaro, Executive Chef, Corporate Services page 30

31 Key Program Elements Engage Existing Veterans and HONOR members
Communications / Branding Recruiter and Hiring Manager Training Job Postings / Websites Military / Veteran Association Career Fairs Department call training Network and sourcing resources Position requirements skills translation MOS competencies and leadership experience Resume translation page 31

32 Military Sourcing Team Statement of Purpose
To reach out proactively to Active, Reserve and National Guard service members and Veterans for increased inclusion in employment opportunities with Sodexo. To provide support in the career process to internal Sodexo Veterans and encourage referrals. Define veteran sourcing and outreach strategies. Define the internal communication, education and recruitment tactics. page 32

33 Business Line Regional Outreach
Targeted outreach and sourcing for veteran candidates. Commitment to interviewing and potentially hiring new manager into one account region. HR Managers in Partnership with Hire Heroes USA. Commitment from each regional HRD to hire one management trainee. Education: Working with key operating partners to develop targeted outreach and sourcing for veteran candidates to come aboard. Commitment to interviewing and potentially hiring new manager into one account region in support of this effort. Government: Working with HR Managers in Partnership with Hire Heroes USA. Commitment from each regional HRD to hire one management trainee with the identified background and leadership skills Health Care: Working with two HRDs and Training Account Manager to identify potential resource candidates when slots are available for new manager trainees. Outreach to Veterans in support of this initiative will provide employment opportunities in these areas. Facilities: Working to formalize outreach efforts to the Navy Nuclear and Submarine Units in order to continue the very successful placement of these candidates within Facilities/ Engineering positions through out Sodexo. Two HRDs and Training Account Manager identifying potential resource candidates. Outreach to Veterans. Outreach efforts to the Navy Nuclear and Submarine Units to place candidates within Facilities/Engineering positions throughout Sodexo. page 33

34 Total U.S. veteran population: 23.6 million Diversity of U.S. veterans
Basic Training - 101 Total U.S. veteran population: million Diversity of U.S. veterans 7.6% Women 10.2% African American 4.7% Hispanic 1.3% Asian/Pacific Islander 0.7% American Indian/Alaska Native Veterans re-entering the workforce 10.7 million - number of Veterans 18 to 64 in the labor force in 2007 There are close to 24 million veterans in the U.S. population (2007 data). The diversity of the military candidates support Sodexo’s diversity commitments. page 34

35 Basic Training - 101 Of 7,000+ job titles in the military, more than 80% have an equivalent civilian position. The other 19% of job positions that don’t seem to be direct equivalents still utilize skills that are transferable Finance, HR, food services, facilities, HVAC, supply chain, IT, etc. (from Value of a Veteran slide) page 35

36 Basic Training - 101 Why Hire Veterans?
Accelerated learning curve Leadership Teamwork Diversity and inclusion in action Efficient performance under pressure Respect for procedures Technology and globalization Integrity Conscious of health and safety standards Triumph over adversity Need a reason? We’ll give you 10. Accelerated learning curve. Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with identifiable and transferable skills, proven in real-world situations. This background can enhance your organization's productivity. Leadership. The military trains people to lead by example as well as through direction, delegation, motivation, and inspiration. Veterans understand the practical ways to manage behaviors for results, even in the most trying circumstances. They also know the dynamics of leadership as part of both hierarchical and peer structures. Teamwork. Veterans understand how genuine teamwork grows out of a responsibility to one's colleagues. Military duties involve a blend of individual and group productivity. They also necessitate a perception of how groups of all sizes relate to each other and an overarching objective. Diversity and inclusion in action. Veterans have learned to work side by side with individuals regardless of diverse race, gender, geographic origin, ethnic background, religion, and economic status as well as mental, physical, and attitudinal capabilities. They have the sensitivity to cooperate with many different types of individuals. Efficient performance under pressure. Veterans understand the rigors of tight schedules and limited resources. They have developed the capacity to know how to accomplish priorities on time, in spite of tremendous stress. They know the critical importance of staying with a task until it is done right. page 36

37 Key Comparisons - 201 Military Sodexo Relocation
Able to change duty stations and experience new areas of the country and the world to broaden leadership experience. Managers are able to search for positions to apply to in the US and across the globe. Dependant upon the specific position, relocation can be completely paid for as part of the compensation for that job. The opportunities for spousal employment in our units is also available depending upon the openings in that geography. Diversity The military is made of up many different races, ethnicities, backgrounds, beliefs and gender diverse. Sodexo has been recognized for our commitment to diversity in the U.S. Benefits TRICARE is available to reservists. Similar co-pay structure. There are several issues a Recruiter, Hiring Manager or other contact from Sodexo can address to the military member who is considering a career with our company. The topics below show a generalization of perceptions from the experience and structure of the military and how Sodexo and bridge them to understanding. page 37

38 Key Comparisons - 201 Military Sodexo Promotion
Based on education in the field of service, performance reports from superiors and the Military Occupational Specialty (MOS) I hold. Based on performance and driven by the employee. Career plans, educational opportunities in your technical field as well as higher education are offered through the company. Performance ratings by your direct supervisor play an important role in the next step in your career as they do in the military. Pay An E5 knows what his/her base pay will be each year with the cost of living adjustment. No out of pocket expenses for health or dental. Sodexo positions are structured by grades. For example a Manager 1, Grade 5 will make between x and x with the potential to make up to x% based on his or her job performance. Managers are encouraged to look for opportunities to grow their career in responsibility as well as pay through their performance. Sodexo offers a very comprehensive benefits package with a low monthly premium. There are several issues a Recruiter, Hiring Manager or other contact from Sodexo can address to the military member who is considering a career with our company. The topics below show a generalization of perceptions from the experience and structure of the military and how Sodexo and bridge them to understanding. page 38

39 Enlisted Grades Crosswalk - 201
Category Grade Experience / Similar Roles Junior Enlisted E1 – E3 Less than 3 years experience Day-to-day operations Hourly/Supervisor or Entry level mgr Mid-Grade Enlisted E4 – E6 Between years experience Oversees employees Mgr Grade 1-5 Senior Enlisted E7 – E9 15+ years experience Direction, Leadership Sr Ops Level / GM / Exec A few things to understand about “grades” versus “ranks”: • Grade structure is common across the Services • Rank equivalent to those grades may differ from Service to Service page 39

40 Experience / Similar Roles
Officer Crosswalk - 201 Category Grade Experience / Similar Roles Junior Officer O1 – O3 1 – 9 years experience Leads 40 – 200 employees GM Role, Large Operations Role Mid-Grade Officer O4 – O6 9 – 21 years experience Leads 1,000 – 5,000 employees Large Multi Site Facility, DM Role, Executive Leadership Senior Officer O7 – O10 21 – 30 years experience Up to 45,000 employees Executive Positions – VP or higher level company policy maker page 40

41 Warrant Officer Crosswalk - 201
Category Grade Experience / Similar Roles Junior Warrant Officer WO1 – WO2 2 – 7 years experience Basic level technical expertise In-unit management/professional Mid-Grade Warrant Officer WO3 – WO4 8 – 18 years experience Advanced-level technical expertise Senior Warrant Officer WO5 19+ years experience Master-level technical expertise page 41

42 Every service member is trained in at least one occupational skill
Occupational Skills - 201 Every service member is trained in at least one occupational skill Each branch uses skills codes to classify occupational skills Resources page 42

43 Screening Military Candidates - 301
Your role as “translator”: Time in service & rank obtained Military courses, education, schools with specific certifications noted Number of direct reports and leadership responsibilities Performance management Coaching Job training How military service has prepared them to lead in the civilian arena Demonstration: Take sample resume and discuss highlights to point out to Hiring Manager Outline key experiences and characteristics to help present candidate to hiring manager What barriers might you face in presenting military veterans to a hiring manager? Often military members has difficulty translating their technical skills in the service into civilian terms. That will make the work of the recruiter who has the initial contact with that service member especially critical in order to clarify their skills and abilities presented on the resume to the Hiring Manager. Key questions of clarification should focus on their: Time in service and rank obtained Military courses, education and schools completed and/or attended with specific certifications noted. Number of direct reports and the responsibilities they held to those men and women. Examples would be performance appraisals, coaching and counseling, technical coaching in their job etc. Coach the service member to describe how leadership skills were part of their daily job and ask the leading questions to draw out detailed explanations. Leadership is such an integral part of every day business its often overlooked as a significant skill when detailing on the resume. The ability to lead people, problem solve, adapt to change, and learn quickly are the cornerstones to a service members background. Ask how they feel their military service and leadership skills has prepared them to lead in the civilian arena. Are they willing to learn a new skill but put into practice the leadership of people? Are they willing to work from an entry level position in order to have career advancement if necessary? Are they willing to relocate and / or travel on a resource team in order to gain the technical experience necessary for Sodexo clients? page 43

44 Educating the Candidate
The importance of work experience, internship and mentorship opportunities Managing expectations of “entry level” leadership Job search tools Veterans Resources Civilian Job Search Networking Veteran Community Employer Community Communication is a shared responsibility Resume Interview page 44

45 Key Program Elements Engage Existing Veterans and HONOR members
Communications / Branding Recruiter and Hiring Manager Training Job Postings / Websites Military / Veteran Association Career Fairs 22 career outreach events include the TAP presentations NAS New Orleans, LA TAP USCG Base Mobile, AL San Diego Joint Military Base Career Fair, CA Joint Navy and Air Force Bases Charleston, SC Marine Corps Parris Island Career and Education Fair Fort Polk Army Transition Program Fort Hood, TX Ft. Bliss, TX Ft Carson, CO US Coast Guard, Transition Assistance Program, Corpus Christi Base, TX National Guard Amory Corner of Iowa & Alabama Hiring Heroes Camp Pendleton CA FT Dix Ultimate Warrior Career Fair NJ Travis Air Force Base, Sacramento CA FT Leavenworth, KS Hiring Heroes Career Fair, Ft Lewis Naval Air Station Whiting Field, Milton FL MOAA Military Officers Association Hiring Event DC Hiring Heroes, Fort Sam Houston, Houston TX West Point Academy NY Charleston Naval Base SC Job Postings Military.com Direct Employers Association Network Army Reserve Partnership: Marines 4 Life Wounded Warrior Project Army ACAP Hire Heroes USA Department of Labor Veterans Representatives and Disabled Veteran Representatives outreach page 45

46 Anthony Scarpino Senior Director Talent Acqusition anthony
Anthony Scarpino Senior Director Talent Acqusition


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