Support through your toughest HR challenges: A network of 285,000 HR professionals.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Many employers are more than willing to employ military veterans. But many HR professionals concede that they do not know all they need to know to find and hire them effectively.
The Society for Human Resource Management (SHRM) has published a toolkit that can help companies learn what they need to know to make their hiring practices military friendly. The toolkit, Support from Behind the Lines: 10 Steps to Becoming a Military-Ready Employer, written by Sherrill A. Curtis, SPHR, principal and creative director for Curtis Consulting Group, a New Jersey-based HR consulting practice, guides HR professionals and business leaders in how to source, assimilate and support military-connected talent--veterans, guard, reservists and their supporting family members--effectively in the workplace. It describes how to assess an organization’s culture and resources related to military-connected employees and how to develop initiatives that will fulfill the organization’s needs best.
“The transition from a military to a civilian career can be daunting,” writes Curtis, who spearheaded the SHRM-New Jersey chapter’s 2009 Pinnacle Award-winning program, “Mission: Career Success.” “Upon returning home, service members think primarily of reconnecting with their families and getting some much-needed rest as they try to acclimate to a ‘normal’ home-life routine.”
But she adds, “While service members transitioning out of the military may receive information during debriefings about potential job assistance and resources, there is no formal, mandatory career transition training program for all services.” Consequently, they typically sign papers and return home without training on how to take that next all-important step in their careers.
The New Jersey chapter’s program provided career transition services to more than 800 returning service members and their families.
“HR professionals need to be aware of the difficulties members of this talent pool may encounter as they maneuver through their job search,” notes Curtis, who also co-developed the New Jersey chapter’s grant-funded “Project Connect,” offering transition assistance for veterans with disabilities. “Engaging with this talent pool is comparable to approaches that HR professionals might take with an international applicant new to the U.S. or an applicant who had long service in another organization suddenly facing a job search without career transition assistance.”
10 Steps to Success
The toolkit outlines 10 steps employers can take to make their hiring practices military ready, the first of which are to understand the issues and challenges that this population faces and to build a business case for hiring these highly-skilled professionals. Curtis writes that programs with the continuing support of so-called executive “champions” are mostlikely to gain traction, including gaining necessary time, talent, budget, equipment and space.
Other useful steps expounded on in the toolkit:
“Remember that taking action, even if it may appear on the surface to be nominal, has great impact for those who directly as well as indirectly benefit. Though the intended purpose of sharing this information is to reach out to and engage military talent—those who served abroad and at home—the resulting strategies, flexibility and community that evolve from your actions serve to create a work environment that benefits all talent,” Curtis concludes.
Theresa Minton-Eversole is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Talent Attraction Study: What Matters to the Modern Candidate
Become a SHRM Member
SHRM’s HR Vendor Directory contains over 3,200 companies