Career Development for Military Veterans Career Development in...
Transcript of Career Development for Military Veterans Career Development in...
Running Head: CAREER DEVELOPMENT FOR MILITARY VETERANS
Career Development for Military Veterans
Career Development in HRD
Shirley Maria Marin
Texas A&M University
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Abstract
Transitioning from the military to the civilian workforce can be challenging for veterans.
Many of them struggle to adapt to their new lifestyle, while simultaneously searching for a
civilian career that adequately meets their needs and interests. Most veterans also require
considerable assistance in composing resumes, refreshing their interviewing skills, and learning
how to job-search using modern tools and techniques. Thus, this research aims to uncover career
counseling programs and services that are currently available to today’s separating military. The
findings of this research indicate that there are a number of resources available to aid veterans in
their career development. These programs are grounded on credible career counseling theories
and have proven to be effective in helping veterans advance in their non-military careers. The
programs, services, and resources discussed in this study are useful to helping military veterans
assimilate into the civilian workforce.
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Purpose of the Research
The purpose of this research is to examine existing career development programs and
career counseling services for military veterans. In addition to exploring available resources, this
study aims to uncover the effects of prior military service on veterans seeking employment
outside of the military. Finally, this research study will expand on the advantages and
disadvantages associated with dual career opportunities. These research questions will be
answered as they pertain to the following three types of veterans:
1. Retired Veterans
2. Medically Discharged Veterans
3. Non-Career Veterans
The findings of this study will benefit soldiers who are preparing to separate from the military, as
well veterans who have already separated and are struggling to transition between the military
and civilian workforce.
Background/Problem
According to Sergeant Andrew Haagan, a military recruiter for high school students in
the St. Louis Area, 70 percent of military recruits enlist right out of high school (CHS Globe,
2010). The current state of our economy is only further increasing this percentage because
students are desperately searching for job security. The military offers the job security and
benefits that these students yearn. Thus, upon graduation many of them join the military and
remain members of the Armed Forces for a minimum of eight years under military contract
(Military Advantage, 2012). As a result, when these soldiers are ready to separate from the
military, they often encounter difficulties transitioning between the two life styles; particularly,
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in the area of career development. Having been service members for so long, they tend to lack
educational experience, as well as résumé -building, job searching, and interviewing skills.
"Switching from a military to a civilian career is a big step and it can be extremely difficult"
(Regis University, 2012); thus most veterans require professional assistance to complete the
process.
Another group of veterans that often requires professional help separating from the
military are retired veterans. While service contracts are eight years minimal, some soldiers find
it worthwhile to make a career out of the military by completing 20 years in their branch of
service. Unlike soldiers who choose to leave the service after their contracts expire, soldiers who
make a career out of the military have increased opportunities to pursue higher education while
in the service. Programs like the Armed Forces Tuition Assistance Program offer up to $4,500 a
year for tuition and fees, and some branches offer full ride scholarships in return for contract
extensions (Military Advantage, 2012).
In addition, many of these soldiers retire very young, some even as early as 38 years old.
Nonetheless, while these soldiers have the advantage of retiring at an early age, many of them
have to continue working after their military retirement in order to meet their financial needs.
Therefore, much like soldiers who separate from the military without retiring, they too need
professional assistance in entering and succeeding in the civilian workforce. Another issue that
retired veterans face is lack of work experience in their field of study. While the military
facilitates the opportunity to obtain higher education, rarely does a soldier's degree have
considerable relevance to their actual job in the military (Military Advantage, 2012). Therefore,
when they separate from the military, even though they have a degree, they lack practice or
experience in the field.
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Lastly, some soldiers are forced to separate from the military due to medical discharges.
Wounded war veterans face difficulty in their career development after separating from the
Armed Forces, but often require a different degree of professional assistance than other veterans.
While career counseling is an integral part of the assimilation process (NCDA, 2007), disabled
veterans often struggle with more than just adapting to a different career path. They
simultaneously struggle to recover from physical injuries, anxiety disorders, depression, post
traumatic stress disorder, and other disabling conditions. Because career counselors play a
significant role in the rehabilitation of disabled veterans, the National Career Development
Association (NCDA) encourages career counselors to remain mindful of and incorporate
interventions that address the barriers to employment this population faces.
While the transition between the military to the civilian sector can vary depending on the
individual case of veterans, regardless of their reason for separating from the military they all
share the common need to obtain professional assistance and guidance in career development.
Whether they need help in pursing higher education, finding opportunities for field practice, or
coping with disabilities while also trying to enter the civilian workforce, all veterans require the
help of career counselors to obtain the "proper tools ... to ensure their ability to independently
reach their career and employment goals" (NCDA, 2007).
Major Findings
Research shows that there are countless of career development programs and career
counseling services offered to military veterans. Some are sponsored by the Armed Forces,
others by the Directorate of Veteran Affairs, and some are offered by non-military organizations
that have a genuine interest in helping former service members integrate into the civilian
workforce. In addition to programs, veterans are also offered resources that afford them the
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opportunity further their education. By obtaining a degree or brushing up on former skills and
knowledge, veterans are better able to progress in their careers after separating from the military.
Americans take pride in serving their country and find a sense of honor in their military
service. Spencer (2011) reinforces this notion stating, "The soldiers in our military are proud of
this nation, its principles, and most of all its unwavering commitment to freedom" (p.2). It is
important for these service men and women to continue to find self-worth in their careers even
after separating form the military. Niles and Harris-Bowlsbey (2009) address the link between
work and worth in their textbook Career Development in the 21st Century. They argue that a
person's career shapes their outlook on life and greatly influences the way they perceive
themselves. For many individuals work is a reflection of who they are and what they stand for,
thus people's self esteem can quickly unravel if their work situations go awry (Herr, Cramer, &
Niles, 2004). Furthermore, Feller and Whichard (2005) postulate that people live and work in
search for significance. That is, people often find purpose and motivation in their careers.
Because there is such a strong correlation between a person's career and self-worth, career
development programs and services have been established to help America's heroes continue to
feel like their contributions to society remain meaningful and appreciated.
Existing Programs and Services
Some of the most prominent career development programs available to military veterans
include, but are not limited to: the Army Career and Alumni Program (ACAP), American
Corporate Partners (ACP), Transition Assistance Online (TAO), the Vocational Rehabilitation
and Employment Vet Success Program (VR&E), and SOAR Consulting. All of these programs
are designed to assist military veterans advance in their careers after leaving the Armed Forces.
In addition, educational resources such as the GI Bill, the National Veterans Upward Bound
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Program (NVUBP), and the Veteran's Educational Assistance Program, also aid in the career
development of military veterans.
Army Career and Alumni Program (ACAP)
The Army Career and Alumni Program delivers a " world-class transition program for
America’s Army that ensures all eligible transitioners have the knowledge, skills, and self-
confidence necessary to be competitive and successful in the global workforce" (US Army,
2011). The program helps veterans to make informed career related decisions by providing them
career counseling and employment assistance. To provide easier access and accommodation for a
greater pool of veterans, ACAP now offers its services via the Internet through its ACAP On-
Line website, which operates twenty four hours a day, seven days a week.
Niles and Harris-Bowlsbey (2009), career development researchers, note the importance
of using technology to support career counseling and planning. They propose that the Internet as
a delivery tool, in contrast to traditional methods, has considerable advantages. Some of these
advantages include: allowing 24/7 access to customers, being able to receive services from home
or any other place that has internet capabilities, the potential to serve a larger audience, ability to
update databases more frequently, and the potential for career counselors to develop and
maintain E-portfolios to which users can have lifelong access and from which documents (such
as résumés or transcripts) can be sent to employers and schools.
ACAP provides its services, whether it is online or at a service center, to veterans who
have served a minimum of six months in active duty. Some of the counseling services provided
by ACAP include: employment workshops, networking seminars, job search tools, and
assistance in writing résumés and cover letters, practicing job interview skills, and conducting
online research. The goal of ACAP counselors is to build trust and rapport with their clients
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because it allows them to get to know the client better, and therefore provide them with adequate
service to meet their individual needs. ACAP Counselors "are willing to stake their professional
reputations on their belief that clients who complete ACAP are fully equipped to succeed" (US
Army, 2011).
American Corporate Partners (ACP)
American Corporate Partners (ACP) is a nonprofit organization that helps veterans obtain
employment in the civilian workforce by networking with business professionals across the
country to collectively offer veterans the necessary tools for long-term career development. ACP
offers military veterans career counseling, mentorship, and networking opportunities in an effort
to help them transition into civilian careers. "With the belief that one-on-one relationships
enhance an atmosphere of mutual understanding, respect, and support, ACP aims to strengthen
the connection between corporate America and veteran communities" (ACP, 2010).
One of ACP's most significant services is their mentorship program. Niles and Harris-
Bowlsbey (2009) state that mentorship is one of the most useful ways people learn about
occupations. They add that mentorship programs are most effective when the mentor and mentee
relationships are carefully constructed, so that mentees are paired with mentors who share
common goals and interests. Grant (2006), also an advocate for professional coaching and
mentorship, states that coaching enhances life experiences, work performance, and the well-
being of individuals. Because mentoring continues to be highly valued as a growth and
development tool, organizations like ACP continue to heavily incorporate them in career
development efforts.
The ACP mentorship program is nation-wide and connects veterans with professionals
from some of the country's most prominent corporations and universities. "Veterans are
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mentored on topics ranging from résumé building and job market knowledge to networking and
leadership" (ACP, 2010). Through this program veterans are able to develop personal
relationships with professionals working in the career field that most interests them. More
specifically, veterans are able to talk to members of companies, corporations, and other
organizations that they care to join. By exploring the culture, history, and environment of
organizations through experienced professionals, veterans are better able to make educated
career choices.
The second professional development resource that ACP offers is the ACP AdvisorNet.
AdvisorNet is an online tool that allows veterans to engage in online Q&A sessions with
business professionals across the nation. "Through an interactive and easy-to-use interface,
veterans can ask questions about career development, employment, and small business; follow
Q&A threads; and message users to initiate private conversations" (ACP, 2010). AdvisorNet
further enhances the ACP mentorship program because it is another way for veterans to network
with and seek advice from business professionals. By interacting with business leaders veterans
can gain critical knowledge and insights needed to enter and succeed in their field of choice.
Thus, ACP encourages business leaders to share their expertise with veterans through the
AdvisorNet website. Some of the most well known supporters of the AdvisorNet program are
IBM, PepsiCo, American Airlines, Verizon, Harvard University, and Liberty Mutual.
Many veterans credit their success in the corporate world to strong mentoring
relationships such as the ones offered by ACP (ACP, 2010). Though the company is still in its
infancy, in just four years it has helped more than 500 veterans with their career development.
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Transition Assistance Online (TAO)
Transition Assistance Online, calls itself "the largest source of transition assistance
information, jobs, and tools for today's separating military" (TAO, 2012). Veterans can find a
significant amount of career development tools and resources on this website. TAO helps
educate veterans on career paths by providing them brief job descriptions for several different
career titles. In addition to providing job descriptions, they also have a thesaurus for job titles.
This tool is useful in helping veterans translate some of their military job titles to labels that
carry over better onto a civilian résumé or job search engine.
For instance, a veteran with considerable experience in the military as an Adjutant
General can use the job thesaurus feature on TAO to determine what civilian job titles equate to
that position. Upon searching the thesaurus for equal or similar job titles, a former Adjutant
General would find that their job in the military is equivalent to a Human Resource Generalist or
other administrative personnel. Niles and Harris-Bowlsbey (2009) propose the following:
In all cases a résumé should convince prospective employers that the job searcher could
do the job for which the employer is seeking to hire someone...if the résumé is does not
connect to the job the searcher is perusing then the résumé will be reviewed as weak and
not accomplish the goal of gaining an interview (p.264).
Considering how critically important résumés are to the job searching process, the TAO job
thesaurus tool is particularly useful in helping veterans transform their military résumé into one
that is more marketable in the civilian workforce.
Furthermore, Niles and Harris-Bowlsbey (2009) mention the usefulness of a functional
résumé in cases where "the job searcher does not have experience that connects directly with the
skills required for success in the job they are seeking" (p.264). TAO aids veterans in developing
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functional résumés by providing them a skills translator feature. The skills translator feature re-
routes veterans to the O*Net website, a comprehensive database of occupational skills,
knowledge, and other occupational characteristics (TAO, 2010). The O*Net website can help
veterans organize their skills into functional categories that are collectively relevant to the job
they are applying for, by allowing them to use keywords and skills to search for occupations.
For example, suppose that a veteran applies for a job position a Human Resources (HR)
Supervisor, but does not have prior work experience in the HR field. The veteran can use O*Net
(under the skills translator link on the TAO website) to determine what general skills categories
HR practitioners require. Upon researching these skills, the veteran may find that some of the
skills required to be an HR Supervisor are also skills that were required by a job they previously
held. For instance, the veteran may find managerial skills listed as one of the skills need to be an
HR Supervisor; although the veteran may not have worked in the HR field before, it is possible
that some of their previous jobs have also required them to have managerial skills. Thus, the
veteran can include managerial skills in his or her functional résumé. Some additional skills sets
that are common for functional résumés include: communication skills, organizational skills,
team-building skills, and computer skills. The general nature of these skills allows veterans to
convince the employer that even though they have never held that particular position before; they
have a considerable amount of skills and experience needed to perform the job.
TAO also offers veterans a hiring alert feature which notifies them when companies with
immediate hiring needs, specifically looking for transitioning military personnel, post job
announcements and vacancies (TAO, 2010). In order to take advantage of this feature veterans
are required to sign up for it on the TAO website by providing their e-mail address and other
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pertinent information. Some other resources offered by TAO include articles that provide career
advice, résumé building techniques, and salary estimates for a variety of job positions.
The Vocational Rehabilitation and Employment Vet Success Program
The Vocational Rehabilitation and Employment Vet Success (VR&E) Program is a
program dedicated to assisting wounded war veterans to find suitable jobs in the civilian
workforce. The VR&E program is authorized by Congress under Title 38, Chapter 31, of the
Code of Federal Regulations; and is therefore sometimes referred to as the Chapter 31 program
(Veterans Affairs, 2011). In order to qualify for the VR&E, veterans must be honorably
discharged from the military, must be more than 20 percent disabled, and must apply for the
program online.
The VR&E prepares disabled veterans in their career development by conducting a set of
comprehensive evaluations to determine their skills and abilities for employment. Based on the
severity of the veteran’s disabilities or injuries, program counselors seek jobs that would be most
suitable for the client. They also take into account the personal interests of the veteran and try to
narrow down their job search to jobs that are not only suitable, but also of personal interest, to
the client. In addition to vocational counseling, VR&E counselors aid veterans in the
rehabilitation process, by working hand-in-hand with Veteran Affairs (VA) doctors to help the
client recover as quickly as possible prior to employment.
Although there are several different theories regarding career counseling and
development, they all share a common ground. That is, in order for career development or
counseling to be effective, it must be centered on the needs and specific situation of the client.
Niles and Harris-Bowlsbey (2009) state, “there is great variability in the needs of subgroups of
the population” (p.164); with that in mind, career counselors should conduct in-depth
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assessments to learn more about the needs of the client in order to compose a well-developed
plan that adequately meets the needs of the individual. They also suggest that while the counselor
learns more about the client, often times they end up helping the client learn more about
themselves as well. They quote, “Knowledge of all of these characteristics can be helpful both to
the client and the counselor in synthesizing a self-image that can be matched to an environment
or implemented in an occupation” (p.165). Thus, the process can be mutually beneficial.
Disabled veterans are a rather distinct subgroup in the population of veterans. They
require additional assistance and accommodations to transition from the military workforce to
the public sector. Many of these veterans exceptionally struggle in their career development after
separating from the military, because unlike other veterans, their circumstances caused them to
be involuntary separated from the Armed Forces. Therefore, the transition is often more difficult
and is deeply embedded in the veteran’s emotional struggle to recover and adapt to their new
life. Therefore, career counselors who work with disabled veterans, such as those in the VR&E
program, are considerate of the emotional and mental state of the client as they help them
explore alternative vocational options and career choices.
Other services offered by the VR&E include “job-training, job-seeking skills, résumé
development, assistance finding and keeping a job, including the use of special employer
incentives and job accommodations, On the Job Training (OJT), apprenticeships, and non-paid
work experiences, and other work readiness assistance” (VA, 2011). The program also helps
veterans to further their education by providing them with scholarships to attend a traditional
four year college, or any vocation, technical, or business school.
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SOAR Consulting
SOAR Consulting is similar to TAO; expect they are not an all on-line company. The
firm specializes in matching veterans with “some of America’s top companies interested in
recruiting candidates with developmental potential” (SOAR, 2008). SOAR offers one-one-one
consulting to devise a career development plan that is most suitable for the veteran. Customers
can also sign up to receive notification of new job openings, and are allowed to upload their
résumé to the website database. Participating companies are able to access countless of veteran
résumés for review. If a particular veteran’s résumé matches the qualifications and requirements
for a job opening, the company will report it to SOAR, who will then notify the veteran that they
are a being considered for the position.
SOAR argues that it differentiates itself from other career development providers for
veterans, by accentuating the personable relationships they establish with their clients. They
state, “This simple concept enables us to keep focused on the best career placement interests of
all parties involved” (SOAR, 2008). Establishing trustworthy relationships with clients is
essential in making the customer feel that the counselor has their best interest at heart. Niles and
Harris-Bowlsbey (2009) state “career counseling clients report valuing the relationship
dimension of the career counseling experience, and often take the opportunity to discuss general
concerns in the career counseling process” (p.28).
Another thing that makes SOAR counselors especially unique is that many of the
counselors are veterans and former clients of the company. Therefore, they can relate to their
clients in a way that other career counselors cannot. Because the counselor has personally
experienced what it is like to transition from the military into corporate business, they share a
common bond with their customer that further fortifies their relationship. SOAR states:
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The entire SOAR team has experienced, first hand, the same challenges that you are now
facing. We know that we may not place every candidate we speak with in their initial
civilian position; but we will leave a positive impression with every fellow military
member that we have the pleasure to come into contact with. We all share a common
bond that ties us together, regardless of rank, branch, or occupational specialty. It is that
same bond that drives our dedication to serving your best interests (SOAR, 2008).
Corporate Companies/Organizations that Offer CD for Veterans
Until now, this study has examined companies, programs, and organizations that exist
solely to provide career development and counseling services to military veterans. This section,
however, focuses on companies that do not exist solely to provide these services, but incorporate
them as a part of their overall business strategy. Some of these organizations include The
Hartford Company, General Electric, and the US Federal Government. While these organizations
do not limit their career development programs or counseling services to veterans, they are avid
recruiters and supporters of former service members. They make it a point to hire veterans and
assist them in the assimilation process as much as possible.
The Hartford Company
The Hartford Company is a leading provider of insurance and wealth management
services to consumers around the globe (The Hartford, 2012). They are reputably known for their
quality service and ethical standards of conducting business. Most importantly, as it pertains to
this study, they are prominent employers of military veterans. Their recruiting slogan for
veterans is, “Uncle Sam prepared you. And now we want you” (The Hartford, 2012). In 2011 the
Military Times Edge Magazine ranked The Hartford as one of the best employers for military
veterans.
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The Hartford invests in recruiting and hiring military veterans because it believes that
veterans “fully embody The Hartford's core values of teamwork, integrity, discipline, focus,
diversity and winning spirit” (The Hartford, 2012). Therefore, the organization finds it
worthwhile to make exceptional efforts to keep these honorable men and women employed upon
their separation from the military. However, the fact that military veterans are representative of
The Hartford’s core values, is not only beneficial for the organization, but is also beneficial for
veterans. That is because many people view career decisions as values-based decisions (Brown,
2002). Because many people view their career as a reflection of who they are, it is important for
employers to help clients articulate their moral values. Therefore, veterans also have a lot to gain
by joining an organization that already shares the same values as they do.
General Electric (GE)
General Electric has been a signature American company for decades. It is widely
recognized for its exceptional energy, technology infrastructure, capital finance, and industrial
services (GE, 2012). GE takes great pride in the honorable service of veterans and believes that
the work values of former military members highly compliment their corporate strategy.
Therefore, the company actively seeks to recruit and staff military veterans. GE’s primary venue
for recruiting and hiring veterans is their Junior Officer Leadership Program (JOLP).
While the energy of this program is directed at recruiting primarily veterans, it also aims to
recruit soldiers in the Army Reserves.
The JOLP gives soldiers and veterans the opportunity to work in three eight-month
rotations in several different functional business areas. The training program is designed to give
veterans a well-rounded understanding of the company, while adequately training them to be
fully capable of working in either area. GE states, “Through these exceptional rotational
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opportunities, JOLP provides you with broad business experience and exposure to the various
core systems that make up these GE businesses” (2012). This is beneficial to participants
because it equips them to be flexible and mobile within the organization.
It is also useful in helping veterans make career choices; learning about the organization
gives them the opportunity to decide if GE meets the needs and interests of their professional
growth and development plans. By giving veterans multidimensional insight and experience with
the organization, they are better able to decide if GE is the right company for them. Krumboltz
(1996) argues that human learning greatly influences people’s decisions regarding their careers.
He adds, that the cognitive processing of information and the interaction people have with their
environment, are factors that further influence individual’s career decisions.
Furthermore, the JOLP is also focuses heavily on leadership training by allowing
participants to work hand-in-hand with senior leadership. Participants are allowed to shadow
senior leaders and develop mentoring relationships with them. The leadership training provided
through the JOLP provides participants with “valuable contacts and experiences that accelerate
the development of technical, business, and professional skills” (GE, 2012). Overall the JOLP
program is designed to fully equip military veterans to assimilate and excel in their careers at
General Electric.
In an effort to further reach veteran populations, GE recently established the General
Electric Veterans Network (GEVN). The GEVN creates “a community to support , develop, and
promote the unique characteristics of military veterans throughout GE’s businesses and local
communities and also focuses on fostering a culture inside the company that recruits, transitions,
develops and retains veterans as an essential leadership pipeline at GE” (GE, 2012). A
commercial energy manager at GE, Anthony Faucette, was a captain in the Army before joining
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the company. He expressed his gratitude for the employment opportunities that GE offers to
military veterans and partially credited the GEVN and JOLP for his advancement in the GE
ranks.
The US Federal Government
The US Federal Government is the largest supporter and employer of military veterans.
Compared to the private sector, the Federal Government hires three times the number of
Veterans, seven times the number of disabled Veterans, and ten times the number of severely
injured Veterans (OPM, 2012). Veterans make up one fourth of federal workers and nearly 80
percent of veterans are employed in the three largest federal government agencies, which
collectively make up more than half of the federal workforce. “Federal service provides a means
for veterans to continue their noble service to this country” (USAJOBS, 2012). There are laws
designed to give veterans hiring preference and give agencies special appointing authorities for
veterans. These laws are a critical component of the US Office of Personnel Management’s
(OPM) 2010 veterans’ recruitment and employment strategy plan. This plan was devised to
improve career development and employment for veterans based on five key barriers identified
by OPM.
According to OPM, the five key barriers to the career development and employment of
military veterans are lack of advertisement, lack of understanding the value and importance of
hiring veterans, insufficient skills development and training for veterans, the absence of systems
to match veterans’ skills and education to Federal Government openings, and a lack of
leaderships’ knowledge regarding veterans preference laws and the special appointing authorities
of agencies. In 2010 OPM devised a strategy plan to overcome these barriers and successfully
increased its veteran hiring by 4.5 percent in just one year (OPM, 2011).
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Hiring and staffing veterans is critical to the career development process because finding
a job is the most essential step in devising a career development plan. Once employees are hired
and brought on board by a company or federal government agency, they can begin to seek ways
to grow and advance in that field or agency. One advantage of working for the federal
government is that many government jobs, especially those in the Department of Defense (DoD),
are similar to military jobs. For example, the field of Contracting is one that is prevalent
throughout the military. Soldiers who work in Contracting are appointed to be contracting
officers, billing officials, or government purchase card holders. Fortunately, the field of
contracting is also prevalent throughout the Department of Defense, which gives former military
Contracting officials the opportunity to continue their career paths in the field, even after
separating from the military.
Educational Resources
As mentioned earlier in this study, there are an abundance of educational resources
available to military veterans to aid in their career development. In addition to counseling
services and employment opportunities, veterans are able to further their education through
programs like the GI Bill and The National Veterans Upward Bound Program (NVUBP), as well
as through the assistance of veteran supportive institutions.
The GI Bill
The GI Bill is the most robust education benefits program available to military veterans
(American Council on Education, 2011). This program gives veterans the opportunity to pursue a
degree, license, or certification from an accredited institution—by fully funding tuition, housing,
books, school supplies, and more. The Bill grants up to 36 months of higher education at no cost
to the veteran, depending on service enrollment and status. Through this Bill veterans are able to
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return to school after separating from the military, to refresh their skills and talents, or explore
new areas of interest. They may also use the Bill to enroll in training programs such as flight
training or correspondence training. According to the American Council of Education (2011) the
GI bill provides veterans with access to high-quality, postsecondary education and easies the
transition into civilian life while ensuring life long career success.
Niles and Harris-Bowlsbey (2009) consider higher education as a critical component for
career development, because it equips people with up-to-date skills and knowledge required to
succeed in their field of interest. Additionally, higher education institutions, such as colleges and
universities, often have robust career development programs available for students. Career
counselors at the higher education level, are able to provide students with “placement
statistics…information on job openings and job search strategies” (p.384) as well as help the
student clarify their vocational identity. However, obtaining higher education is rather expensive
and thus many are unable to advance in their careers. Fortunately, the GI bill covers all
educational expenses for veterans, which allows them to take full advantage of these resources.
The National Veterans Upward Bound Program (NVUBP)
The National Veterans Upward Bound Program is funded through the US Department of
Education, and provides educational services and assistance to military veterans. NVUBP is
dedicated to “to fully developing the personal potential of all U.S. military veterans” (NVUBP,
2012) by helping to place and fund veterans in higher education institutions. The NVUBP
association also serves as a forum for exchange of knowledge and ideas among veterans and
professionals, and also encourages veterans to engage in research and publication. The
association also provides scholarships and tuition assistance to all eligible veterans who apply for
the program. Most importantly, NVUBP provides veterans with career guidance and planning.
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Supportive Institutions
There are a number of educational institutions that avidly support and provide financial
assistance to military veterans. Regis University, for example, is a prominent university recruiter
of former service members. Not only do they recruit and financially support veterans, but they
have a program specifically designated to help veterans transition from the military to a civilian
career. They provide veterans with tips on how to relate their military service to the civilian job
market and teach them how to adequately apply their military knowledge and skills to the
civilian workforce. Other institutions that have similar programs and are equally supportive of
recruiting and funding military veterans include, but are not limited to: Bradman University,
Colorado State University, Jones International University, Robert Morris University, and Central
Texas College. All of these institutions are listed as part of the top 25 most military friendly
colleges (Veterans’ Benefits News, 2012).
Discussion of Findings
The findings of this research are useful to a variety of parties. For one, these findings are
significantly helpful to veterans searching for career development and career counseling services.
They are also useful in helping veterans identify key organizations and institutions that are
highly supportive of helping veterans to further their education, as well as helping them to
transition from the military to the civilian workforce. Other parties that can equally benefit from
the findings of this research are educational institutions and corporate or government agencies
that are interested in becoming participants of veteran supportive programs, such as TAO and
SOAR. In addition, as noted throughout this study, the most prominent career development
programs and services available to veterans, are grounded on career development theories
CAREER DEVELOPMENT FOR MILITARY VETERANS 22
developed by credible career development researchers. Therefore veterans can trust that these
programs are effective and beneficial to their professional growth and development.
Some key insights regarding the transition of veterans to the civilian workforce suggest
that the process is difficult and almost always requires professional assistance. The group of
veterans that often has the hardest time transitioning out of the military is disabled veterans. This
group requires a distinctive approach to career development and a different degree of career
counseling services, both of which are available to them in today’s industry. Despite the
struggles that veterans face in their career transition, there are many benefits associated with
having dual career experiences.
As noted in the research findings, having a military background is highly valued by
many organizations, and thus is beneficial to military veterans. Organizations appreciate the
values and disciplined life style that most veterans have adopted while in the service, and feel
that such values and morals are complimentary to their business strategy. Having prior service is
also useful to veterans joining organizations that are a part of the same field they use to work in
(i.e. Contracting) while in the Armed Forces, because it allows them to be hired for senior level
positions.
Implications for Research and Practice
While there was an overwhelming amount of useful information found in this study, one
area that lacked development was that of entrepreneurship. Research was conducted to determine
existing opportunities for veterans seeking to become business owners, but minimal information
was found. To further enhance the career development services available to veterans,
organizations and institutions should consider how they can help military veterans start and
manage their own business.
CAREER DEVELOPMENT FOR MILITARY VETERANS 23
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