Veterans know how to compete, succeed in the workplace
Q: Many articles offer ways to work with civilians, but there’s an important group being forgotten — ex-military. Transitioning from the military to civilian life can be a culture shock at first, but their potential is outstanding, and HR professionals in the corporate world need to know the many pros as well. Many who enlisted fresh out of high school are beginning new jobs and new lives, as they leave the military to work as civilians for the first time. It’s similar for those who graduate college and go directly into leadership roles as officers.
Job-hunting may seem like the common and acceptable step for those joining the workforce after graduating high school or college, and then switching jobs every year or two. But for those who joined and created their new lives in the military, leaving it means starting again, and depending on how long they’ve spent in it can determine the level of culture shock. What civilians don’t realize is that they are all given a lot of responsibility in the military, such as handling multi-million dollar aircraft and making life and death decisions.
Those with only corporate experience are probably not aware that a military background is similar to operating a business franchise. A franchisee has a certain amount of autonomy, but operates within an approved system with established protocols, standards of operation, and details that are precisely defined.
For example, everyone in the entire Marine Corps knows the standards for promotion to the next rank, with every job at every level. It’s up to each individual to outcompete peers to make it to that next level, and it’s as unbiased an evaluation system as possible.
This certainty and fairness is where the military and corporate world part in similarity. Professionally, socially, and personally, one’s job, rank, and duty location determines with whom one socializes, networks and learns from. Outside the military, minus the stripes and brass and strictly defined roles, the workplace presents new and looser relationships and rules.
Of course, there are big differences in leadership styles, even within the military, depending on the type of unit. An AirForce administration unit might be on a first name basis, which is common to most companies. In comparison, I was in an infantry unit. Everyone from a noncommissioned officer up in rank was addressed by rank and last name. If the person addressing you is an officer, you reply with “sir” or “ma’am” at the end of each sentence. As a sergeant, if I didn’t hear an enthusiastic response of
“yes Sgt.” or “Roger that SGT” after giving a direct order to a Marine under my care and charge, I’d have to immediately pull him to the side to ensure it was corrected. Respect is required, and for good reason. If we mess up a grid point in the infantry, we could mistakenly drop the bombs on our own location. If we fall asleep on post, another Marine could die. Can you see how hard it could be to transition immediately from that need for respect and control into a typical civilian job?
That doesn’t mean companies should hesitate hiring veterans. To the contrary, ask a veteran to lead a team, assign a project, or give some general guidelines, and he or she will take it from there, getting the job done while treating all with respect. A common phrase in the Marines is “adapt, improvise, and overcome.” Our troops adapt every couple years for a new duty station every time they board a new ship, and every time they deploy and return from hostile territory. Companies will get the biggest bang for their buck by sending their
management-track veterans to continuing education and focused courses to see the highest performance and commitment. Learning is a requirement to a veteran, not an option.
A: Former U.S. Marine Nick Baucom’s experience and letter holds information all Human Resource
professionals need to know. Veterans deserve the opportunity to succeed in civilian life, and all organizations — nonprofit and for-profit — should be honored to work with them.