Transferable Skills in Veteran Applicants

They are used to solving problems with limited resources, leading diverse teams and thriving under pressure. They also bring a boldness that will help in a team setting with a level of respect for the chain-of-command structure.

Former service members lead major companies, launch start-ups and have been elected to lead our nation. Veterans are a unique group, because most Americans have affection for those who have worn the uniform and appreciate their unique array of experiences.

Despite this — and knowing employers consistently state they want to hire and support veterans — we still have to address the difficulty men and women of uniform face in the transition from military service. For example, studies show that veteran underemployment is a major issue and that approximately 60% of veterans leave their first job after military service. Also, as our veteran community continues to age and decrease, so do the interactions between everyday Americans and the veteran population.

Leadership is a foundational component of military service. It is engrained in all ranks, positions and titles, unlike in the civilian sector in which leadership is mainly reserved for management.  

Leadership is taught not only in daily operational situations, but in formal academic settings. Attaining leadership in the military means that the individual is proven in the areas of accountability, example setting, advocating for themselves and others, and being a mentor.  

Unlike many civilian sectors, the military constantly changes and rotates personnel from all over the world — a structure that inherently guarantees there will always be a “new kid” to lead. Whether managing a team in a combat zone or overseeing logistics on base, leadership is non-negotiable. 

It would be advantageous for employers to recognize that veterans bring soft skills and can adapt to challenging times. These soft skills, such as communication and teamwork with people from various backgrounds, begin to develop during basic military training. 

Military personnel are in a profession where they move and can be deployed at any time. When these individuals switch units, they are expected to communicate or work with local nationals overseas and folks from different regions of the United States. This teaches them to be versatile and culturally aware of their surroundings. 

Employers can take steps to understand what veterans bring to their organization.  

For example, on a resume you may see the title of “sergeant.” This individual not only was a first-line supervisor, but likely was also a mentor, instructor and someone who had to work with other enlistees from all over the nation (and even world in some cases). He or she likely had a brush with being a manager, teacher, financial advisor, coach and even a parental figure for their subordinates. That is a solid foundation to start with for a prospective hire. A military member with that level of experience understands — and likely respects — structure and regimen after leaving a job that can be a 24/7 operation.   

When interviewing veteran candidates, employers need to be aware it is possible they’re sitting down with someone who hasn’t had a formal job interview since they left home as a teenager. However, they will have a neat appearance with wrinkle-free suits and polished shoes and will be professional and courteous. They are used to standard procedures, similar to promotional boards found in the military. 

It is frowned upon to brag about oneself in the military, and many times the veteran can take a team approach to answering the question whether he or she was solely responsible or not, often answering questions with “we” instead of “I.” They take this approach to give subordinates (or peers) the ability to address issues and positively change behavior.  

Although there are resources and organizations that aim to coach transitioning veterans, it still is overwhelming to navigate a military to civilian setting. When service members do not take advantage of these resources, they are congressionally mandated one week of training to figure out these skills! 

Also, there are opportunities for hiring teams to collaborate with local veterans’ offices, workforce teams and veteran organizations to coach and train veterans on how to sell themselves in this new chapter. These short-term investments of time and resources can pay off tremendously for your organization. Depending on the size of your company’s workforce, this can even be done in-house with a veteran employment resource group (VERG).