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Hiring VeteransA Step-by-Step Toolkit for Employers
JAN WebcastNovember 9, 2010Lisa Stern | [email protected]
What we know about Transitioning Service Members
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)
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.
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."
America’s Heroes at WorkAn Initiative Created FOR Employers
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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
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
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NEW Employer Toolkit
http://www.americasheroesatwork.gov/forEmployers/HiringToolkit/
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!
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
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
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
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
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
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
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).
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For more information:
Project Lead: Michael Reardon
U.S. Department of Labor
Office of Disability Employment Policy
(202) 693-7853 - [email protected]
http://www.americasheroesatwork.gov
Email: [email protected]
so committed, so caring, so successful, so inclusive,
so collaborative, so different,
so sodexoYour future
Military Recruitment& Retention Initiatives
page 18
Our Company
SodexoSociété 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 19
Our Company
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
Our product to our clients is our people; our ability to source, attract, and retain talented employees is pivotal to our company’s success.
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
page 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 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 23
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.
On November 11, 2009 - 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.
page 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 25page 25
HONOR Organization Structure
National ChairChuck Wooten
TreasurerSue Wetherwax
Communication ChairJulie Branham
Executive SponsorMichael Montelongo
Executive SponsorGreg Verone
Membership ChairAnthony Scarpino
SecretaryTiffany Pourner
Subarna MalakarDir. ENG
National Co-ChairFelicia Brown
National Co-ChairFelicia Brown
Office of Diversity
Community OutreachSub-CommitteeWilliam Clapp
Recruitment and RetentionSub-CommitteeMark Stewart
Awareness and SkillsSub-CommitteeAndy Whisnant
Regional Chair/Co-Chair
Regional Chair/Co-Chair
Regional Chair/Co-Chaiir
Regional Chapters
page 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 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 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 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 30
“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
Value of Military Service
“It provided me with structure, accountability, maturity and people skills.”
– Ed Lewandowski, Area Support Manager, Environmental Services, Healthcare
“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 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
page 32
Military Sourcing TeamStatement of Purpose
1. To reach out proactively to Active, Reserve and National Guard service members and Veterans for increased inclusion in employment opportunities with Sodexo.
2. To provide support in the career process to internal Sodexo Veterans and encourage referrals.
3. Define veteran sourcing and outreach strategies.
4. Define the internal communication, education and recruitment tactics.
page 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.
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 34
Basic Training - 101
Total U.S. veteran population: 23.6 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
page 35
Basic Training - 101
Of 7,000+ job titles in the military, more than 80% have an equivalent civilian position.
page 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
page 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.
page 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.
page 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 3 - 15 years experience
Oversees 3 - 10 employees
Mgr Grade 1-5
Senior Enlisted
E7 – E9
15+ years experience
Direction, Leadership
Sr Ops Level / GM / Exec
page 40
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 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 42
Occupational Skills - 201
Every service member is trained in at least one occupational skill
Each branch uses skills codes to classify occupational skills
Resources
● http://online.onetcenter.org/
● http://www.taonline.com/
page 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?
page 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 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
so committed, so caring, so successful, so inclusive,
so collaborative, so different,
so sodexoYour future
Anthony ScarpinoSenior Director
Talent [email protected]
om