Military-to-Civilian Transition Through Credentials

This chapter reviews the United States COOL programs' promotion of certification during military employment to support transition to civilian employment and the CareerOneStop platform which profiles certifications. Some certifications on CareerOneStop have a designation from COOL indicating relevance to military workers. The chapter presents analyses showing that certain types of certifications are more likely to have a military designation than others. In brief, the designation is more likely for accredited and industry-recognized certifications and those tied to occupations with lower annual median wages and predictions of decrease and increase in employment versus a more stable trajectory. Some occupations also significantly differ in the likelihood of a military designation for certifications tied to it. The authors close with a discussion of recommendations including additional questions for consideration.

Notes on educational aspects of the technical training given in the Royal New Zealand Air Force, with particular reference to the training given for the trades of flight mechanic and fitter two (engine)

It is the endeavour of the writer to give: <div>(i) A factual report upon the chief aspects of (a) the trade training given in the Royal New Zealand Air Force during the period September 1939 to August 1945 and (b) the system of assessing standards attained by the individuals concerned.</div><div>(ii) A detailed investigation into certain aspects of the training and examining of personnel in two particular trades, viz., flight mechanic and fitter two (engine), selected as typical of the more important Air Force trades, and illustrative of (1) above; and an endeavour to ascertain the success achieved in these trades by various types of recruits.</div><div>(iii) A preliminary consideration of the extent to which Air Force trade training has contributed (if at all) to the qualification of personnel for civilian employment after demobilisation.</div>

Notes on educational aspects of the technical training given in the Royal New Zealand Air Force, with particular reference to the training given for the trades of flight mechanic and fitter two (engine)

It is the endeavour of the writer to give: <div>(i) A factual report upon the chief aspects of (a) the trade training given in the Royal New Zealand Air Force during the period September 1939 to August 1945 and (b) the system of assessing standards attained by the individuals concerned.</div><div>(ii) A detailed investigation into certain aspects of the training and examining of personnel in two particular trades, viz., flight mechanic and fitter two (engine), selected as typical of the more important Air Force trades, and illustrative of (1) above; and an endeavour to ascertain the success achieved in these trades by various types of recruits.</div><div>(iii) A preliminary consideration of the extent to which Air Force trade training has contributed (if at all) to the qualification of personnel for civilian employment after demobilisation.</div>

The Recent History of Veteran Recruitment and Retention

Setting the historical context for this book, this chapter describes the recent history of civilian veteran employment, relaying how the high military veteran unemployment rate in 2010 generated concern and reactions from the government and the public and the private sectors. It then provides examples of how government and companies worked together to improve the employment situation of military veterans through legislation, corporate hiring programs, and corporate partnerships but faced limited success because too few companies were involved. The current situation of veteran employment and retention is outlined, with examples provided of why military veterans may choose to leave civilian employment and suggestions offered to address the issues veteran employees may have in their jobs so that employers can do a better job of retaining them in their workforces.

Messaging and Branding to Engage Veterans as Employees

This chapter offers suggestions on the two essential foundations of any veteran hiring initiative—branding (making the case for why a veteran would want to work for your organization) and engagement (ways to effectively connect with the veterans and attract them to work for your organization). Effective corporate branding to veterans includes a focus on the organization’s mission or higher purpose, a sense that the organization will provide veterans with momentum in their career as they transition into civilian employment, and mentorship to help veterans develop in their civilian careers. Recommendations are offered for effective messaging to veterans, including targeted emails, digital advertising, having a presence at veteran events, and corporate involvement in veteran philanthropy. Suggestions are offered on how to develop the metrics to measure the success of these initiatives are also presented.

Military personnel and the transition into civilian employment: A systematic narrative review

Background: Service personnel are often of working age when retiring from the military. A sizeable number of military personnel transition into civilian careers every year, but little is known about the impact of this transition. Objective: This systematic narrative review aims to consider the international evidence about military personnel’s experience of transition to civilian employment.Methods: Four bibliographic databases were searched for published research about fulltime regular military veterans in civilian employment. Twenty-three studies were identified that included both qualitative and quantitative research. These studies were graded as moderate to good quality.Results: Four themes emerged from the review: the value of military experience; successful career transition; the difference between military and civilian employment; identity as a veteran.Key points were: veterans might hold a naive view of the value of their military experience;being able to transfer job skills to civilian employment may be an advantage; there were differences between the military and civilian workplace; constructing a civilian workplace identity included adjusting to different workplace values. Conclusion: Further research into the experience of deciding to leave the armed forces may help the armed forces to develop strategies for retaining personnel. No study focussed solely upon midlife career change and research into this area is important because military careers typically finish midlife.

Empathy-driven recruitment and training interventions for military veterans

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the transition experiences of recent military veterans into civilian employment. The interview-based results revealed that, firstly, veterans were struck by civilian employers' lack of knowledge about military jobs and skills. Secondly, the comparatively loose hiring and training processes experienced in civilian firms were a source of anxiety and frustration for military veterans. Thirdly, civilian employers clearly didn't understand the significantly different military compensation and benefits structure, nor the high level of family involvement in military life. Consequently, these civilian employers were deemed to possess little context around the environments these veterans were joining from. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Human Resource Development Before, During, and After Military Leave

The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.