The Veterans Hiring Toolkit is a useful set of tools created by the Department of Labor Veterans' Employment and Training Services (DOL-VETS) for employers who want to hire veterans. It is designed to coach and teach employers who wish to hire our nations heroes, including veterans, service-disabled veterans, recently separated, and other former service members. The guide includes how to create an effective veteran recruitment campaign, creating a veteran-friendly work environment, how to retain veteran employees, available resources and more. Follow this link for more information and access to the tool.
Veterans Hiring Toolkit
U.S. Secretary of Labor Remarks
The ultimate goal is to make sure our workforce system allows every American access to the skills and opportunities necessary to land a good, middle class job, no matter which path they choose…..And that includes the men and women who have worn our nation’s uniform. Our veterans are an incredible asset to our nation and to our economy. That’s why employers want to hire them — they make great employees. I speak from experience — in the last full fiscal year, 33 percent of the new employees we hired at the Department of Labor were veterans.
Other employers understand the value of hiring veterans as well. That’s why the unemployment rate for veterans is even lower than the nation as a whole. In 2014, the unemployment rate for veterans fell to 5.3 percent, down from its peak during the recovery of 8.7 percent.
For Gulf War Era II Veterans — those who have served since September 2011, the unemployment rate remains higher than the national rate, but declined considerably in 2014
U.S. Secretary of Labor Tom Perez
American Legion National Credentialing Summit,
April 28, 2015
Employer Partnerships highlight employers who HVRP has invested in to promote the hiring of qualified job-seeking veterans and to create a win-win outcome. The partnerships presented here showcase the commitment employers make and the benefits they receive by hiring HVRP graduates.
Many businesses claim to be veterans friendly. But what does this mean? Take a look at the demographics in your local area; if, for example, 12% of the working population is veterans and less than 12% of your staff are veterans, can you claim to be veteran friendly? Beyond the sheer numbers of veterans that businesses employ, there are a variety of other factors to consider. Factors such as understanding military culture, appreciating the experiences and skills veterans have, understanding specific and special needs of veterans, etc.
There are steps businesses can take to ensure they are veteran friendly. Beyond hiring veterans, what can employers do? They can:
Things employers should keep in mind include the following. Just one in 10 applicants qualify to get into the military. Veterans have a unique skill set due to specialized experience and training. Veterans are self-motivated, highly adaptable individuals. Veterans do well in teams, as the military is a demographically diverse environment where people of all races, ethnicities, religions, genders, and countries of origin work together toward the same goal.
To quote Theodore Roosevelt, “A (citizen) who is good enough to shed his blood for his country is good enough to be given a square deal afterwards.”
The more than 17,000 veterans served in Homeless Veterans' Reintegration Programs (HVRPs) can be characterized by a variety of identifying factors:
The Institute for Veterans and Militarty Families issued a business brief, The Business Case for Hiring a Veteran: Beyond the Clichés, which draws from academic literature to suggest a robust, specific, and compelling business case for hiring individuals with military background and experience. The report details the results of a comprehensive review of academic literature from the fields of business, psychology, sociology, and organizational behavior to illustrate the foundational elements around which employers can formulate a research-informed logic for recruiting and developing military veterans in the civilian workforce. The business case is based on 10 research-informed propositions on the value of a veteran in a competitive business environment.
Beyond the Clichés
Successful Homeless Veterans' Reintegration Program (HVRP) grantees recognize that their clients include employers, as well as veterans experiencing homelessness. Implementing job-driven training necessitates that HVRP grantees connect the veterans participating in their programs to training, preferably on the job, that makes them more competitive in the local labor market.
On December 3, 2014, the NVTAC asked grantees to share feedback with one another on their employer connections. Specifically, we asked them to share information about employers they consider their “best-in-class” allies in service. Grantees identified employers that hire multiple veterans from HVRP, hire at competitive wages, offer training that makes HVRP participants more competitive in the labor market, and may operate locally but have applicable lessons for grantees in other states.
Grantees were open in sharing with one another, identifying employers and partners that successfully support homeless veterans as they transition into work. These identified employers and partners fall into four broad categories:
Several HVRP grantees target employer development toward national employers that have veteran hiring initiatives implemented through local stores or branches. Even if the employer has an initiative aimed at hiring more veterans into their workforce, veterans who are homeless often have difficulty navigating standardized online application processes for national employers, With HVRP intervention with hiring managers at local branches of national employers, veteran participants in HVRP are more successful in obtaining employment.
Some examples of these national employers hiring multiple veterans at local stores or branches include:
HVRP grantees often connect with organizations or industries that have a long history as training providers for people with disabilities. These organizations operate locally, but often have a multi-state or national footprint improving employment outcomes for individuals with disabilities. Some examples include:
Local government agencies and grantees are useful partners in the effort to end veteran homelessness, but these partners can also be strong local employers. Several HVRP grantees have successfully placed veteran participants into employment with local government agencies and grantees.
Some examples of government agencies and grantees include:
Many HVRP grantees have developed partnerships with staffing agencies to improve their connection to employers. Several grantees have found that, through coordination with staffing agencies, veteran participants get a foot in the door at employers. These temp-to-hire positions allow the veteran to obtain training on the job. While many staffing agencies are local, others operate in several states or are national agencies.
Some examples of these staffing agencies include:
Founded in 1775, the Army is the oldest branch of the military.
Approximately 549,015 full-time soldiers in today’s Army defend and serve our nation by land, sea and air.
In addition to domestic bases, the Army has permanent stations in Asia, Europe and the Middle East, as well as troops on the ground wherever there is a conflict.
The Navy was founded under the authority of George Washington in 1775.
Currently comprised of 324,239 personnel, today’s Navy is equipped to handle operations both on and under the sea, in the air and on the ground. A sailor generally serves a term of four years aboard one of the Navy’s 283 deployable ships.
The Marine Corps was founded in 1775.
Today, 203,075 Marines are stationed around the world at all times, ready to deploy quickly whenever and wherever needed. The Marine Corps plays a major role as the first force on the ground in most conflicts.
The Air Force began as a subdivision of the Army and was declared an official combatant arm in 1920. U.S. Army Air Corps. It wasn’t until 1947, following WWII that the Air Force was recognized as its own branch.
The Air Force is a technologically advanced force of 328,847 troops focused on air, space and cyberspace superiority.
In 1915, a congressional act combined the Life-Saving Service and Revenue Cutter Service to form the Coast Guard.
In 1967, executive order transferred the Coast Guard to the newly formed Department of Transportation.
The Coast Guard now operates under the Department of Homeland Security during peacetime and under the Navy during wartime; or by special presidential order. The 42,426 active duty members of the Coast Guard perform search and rescue, law enforcement and environmental cleanup operations.
Reserve components generally train one weekend per month and two weeks per year.
Army Reserve/National Guard: 205,297
Navy Reserve: 119,307
Air Force Reserve/Air National Guard: 67,987
Coast Guard: 7,693
Full-time active service in the U.S. Military (Army, Navy, Air Force, Marines, Coast Guard). This includes members of the Reserve components serving on active duty but does not necessarily include all National Guardsmen serving full-time.
Part time military service usually consists of one weekend a month and two weeks a year. When reserve forces are mobilized for full-time active duty service they serve on active duty until demobilized, at which point they revert back to drilling status.
A reserve component of the U.S. Armed Forces, the National Guard is a state militia that answers first to the governor, but can be put into federal service by order of the president. Call up by the state is not considered “active duty”.
National Guard and Reserve members, who have been mobilized into active duty, usually do so for a period of six months or one year.
Approximately 25 million veterans live in the United States.
The states with the highest concentrations of veterans are California, Florida, Texas, New York, and Pennsylvania.
Members of the military are referred to differently depending upon their specific Service.
On-the-Job Training (OJT) involves teaching the skills, knowledge, and competencies that are needed to perform a specific job within the workplace and work environment.
OJT uses the regular or existing workplace tools, machines, documents, equipment, knowledge, and skills necessary for an employee to learn how to effectively perform his or her job. It is a job-driven training strategy in which veterans can acquire specific occupational skills needed by an employer. The skills learned are based on the demands of the employer for qualified workers.
For OJT to be counted as a reportable HVRP activity, it must be training by an employer that is provided to a paid participant while engaged in productive work in a job that:
Other conditions are:
HVRPs interested in developing an OJT component in their grant project must follow the guidance provided in the solicitation for grant applications (SGA) under which they applied for funding from the US DoL-VETS.
Not all HVRP-enrolled veterans need OJT, nor will all participants necessarily benefit from it.
OJT: Strategy for HVRP Veterans provides guidance on assessing and determining the need for OJT.