While many organizations focus on recruiting the highest-level performers in the available marketplace, they should be just as, if not more, concerned with the retention of capable members of their teams. The culture of the organization, while not the sole consideration, is one of the principal concerns that influence employees' desires to either remain productive members of the organization or seek employment elsewhere. There are approximately 16.5 million veterans in the United States (or 6.4 percent of the American adult population). This modicum of society that qualifies as veterans, coupled with the exceptionally small segment of the population that earns terminal degrees, which currently sits at approximately 4.5 percent of the population, creates difficulty for those in higher education to come across qualified and interested military-affiliated applicants. This small pool may deter educational institutions from focusing on recruiting individuals from this population, but the benefits of having veterans, their family members, and other military-adjacent people as part of their workforce can largely outweigh the expenses associated with employing and retaining their talents in higher education.

As we are learning through "The Great Resignation" and "Silent Quitting," employees expect a great deal more from their employers than pay, benefits, and security within the organization. In previous generations, an employee could reasonably expect to work for an organization for the entirety of their career and then receive a watch and pension upon retirement. Today individuals routinely "job hop," not only to find a better salary but also to discover a better organizational fit. Often, potential applicants are willing to accept lower wages in order to accommodate a more flexible work schedule and other pioneering incentives. With the potential applicant pool in flux, why should institutions of higher learning concentrate their efforts on the military-adjacent population?

1. Veterans and their dependents are accustomed to operating in fast-paced, high-stress environments and making good decisions in short spans of time. They can adapt to rapidly changing conditions, frequently reassuring those around them. These qualities are almost invaluable during times of employee turnover or organizational redesign. While it goes without saying that veterans endure rapidly changing environments, their family members must also adapt to ever-changing life conditions such as constant moves, experiencing repeated absences of their service member, and learning to adapt to unfamiliar societal norms as they live abroad.

2. These individuals understand the significance of working within a team framework to further the goals of an organization. Yes, I acknowledge the law of absolutes, and there are no guarantees that every applicant will display this trait. The probability is high that most will exhibit these characteristics, and your organization will enjoy the benefit of the veteran's air of coordination, along with the determination to form cohesive units.

3. Veterans and their families are familiar with working in diverse environments. While the military is still a male-dominated profession, the members that make up the ranks are increasingly from various ethnic backgrounds. In 2021, approximately 31 percent of the military is comprised of racial minorities, with 18 percent identifying as Hispanic or Latino. Additionally, females now account for roughly 17 percent of the total active-duty force, up from six percent in 1973.

4. Lastly, veterans tend to be focused on getting results and reaching objectives. Having performed duties and tasks that have the potential for monumental consequences, these individuals are accustomed to working toward problem resolution and goal accomplishment. These characteristics, in collaboration with number two (teamwork), combine to form a formidable pair in overcoming obstacles in achieving organizational objectives.

Once an organization has successfully recruited military-affiliated individuals, it must work to integrate the person into the institution. Veterans sometimes have trouble assimilating into civilian culture, as many organizations are not as structured as the military. While serving, individuals have a distinct path to success as it pertains to career progression and longevity. Outside of the parameters of the military, the means to progress in the workplace are often unclear.

Institutions can provide well-developed knowledge, skills, and behaviors as markers of success for all employees, but this practice delivers a familiar source of predictability to service members. Additionally, assigning a transition advisor to assist in learning the organizational culture and adapting new guidelines and acceptable norms can facilitate a smooth adjustment from military service to civilian occupation.

Article Topics

Job Search Advice Military Friendly Institutions Serving Military in HigherEd Working as a Veteran in HigherEd Workplace Inclusion

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