Being a home health aide is predicted to be the fastest-growing job from 2018 to 2023, according to a new report from CareerBuilder. The CareerBuilder data was calculated based on info from Emsi, a national leader in medical information services, and focuses on 774 occupations that are classified by the Bureau of Labor Statistics.
The biggest jumps are for home health aides, software developers, and medical assistants. Registered nurses, the occupation on the list with the most expected jobs added, are expected to see an 8.39% jump in job openings by 2023.
“What we see across industries … is that most professionals are becoming tech workers in some capacity,” Irina Novoselsky, CEO of CareerBuilder, told Yahoo Finance in an email.
With technology continuing to evolve, skills that employees will need are being redefined as well. Novoselsky noted that most of the fastest-growing occupations include some kind of technological component. Earlier this year, tech jobs took the top two spots as the “Best Jobs in America,” largely due to the high demand for the position.
“As we have seen historically, technology and healthcare positions continue to dominate the fastest-growing occupations,” she said. “Technology is an integral part of business and everyday life. Advancements in medicine are enabling people to live longer.
The occupations were sorted into three categories: high-wage jobs, middle-wage jobs, and low-wage jobs. Low-wage jobs were defined as those that pay $14.17 or less an hour, middle-wage jobs as $14.18-$23.59 per hour, and high-wage jobs as $23.24 per hour.
Jobs on the rise in the high-wage category include postsecondary teachers, accountants and auditors, and computer user support specialists. Among middle-wage occupations, customer service representatives, construction laborers, and general maintenance and repair workers are seeing the biggest jump. In the low-wage category are occupations such as retail salespersons, security guards, and restaurant cooks.
As more women pursue careers in the military, their numbers in the senior enlisted and officer ranks have increased dramatically, according to a report released last week by the Service Women’s Action Network (SWAN).
In 1988, less than 4% of those in the three senior enlisted paygrades (E7 to E9) were women. But as of February 2018, women constituted 11.8% of the E7 to E9 ranks in the Army; 20.3% in the Air Force; 11.6% in the Navy; 5.6% in the Marine Corps; and 8.7% in the Coast Guard, the report states.
There was a similar trend among senior officers, according to the report, titled “Women in the Military: Where They Stand.”
Through the 1980s, women made up less than 2% percent of colonels and Navy captains, but the figures as of February 2018 were 10.6% for the Army; 11.6% for the Navy; 14.1% for the Air Force; 2.3% for the Marine Corps; and 11% for the Coast Guard, according to the report.
In February 2018, there were 63 female admirals and generals on active duty in the five services, compared to 30 in fiscal 2000, the report states.
Retired Navy Capt. Lory Manning, who compiled the SWAN report, said “a lot more women are staying in the military, and staying longer,” resulting in their increased presence in the senior enlisted and officer ranks.
Would you purchase a house without consulting a realtor? What about transitioning out of the military and starting a civilian career without the help of a military recruiter?
Brian Henry, Senior Vice President at Orion Talent, breaks down the top five ways military recruiters are like realtors, and how you can utilize this resource to achieve the best possible outcome – a rewarding career after the military.
A trusted advisor to help steer you in the right direction.
“A realtor knows his/her market, and a good one is going to get to know his/her client and understand their wants and needs, and then offer solutions that align with their stated goals,” Brian explained. “They have years of experience in the market and can advise their client to zero in on the right locations and types of housing that will meet their need.”
Similarly, a military recruiter has experience in their niche of the job market and has worked with hundreds of different companies and types of jobs. “After getting to know a candidate’s background and preferences, they are able to provide insight on the types of roles that the candidate is qualified for and confirm the expected salary ranges and availability of those opportunities in the locations the candidate desires,” Brian stated.
While anyone can browse the internet and search for homes for sale, a realtor will use his/her established network to streamline the process and find “off-market” deals or hot leads on houses that are just coming on the market.
“In a similar manner, job seekers can engage with an experienced military recruiter who will have access to ‘off market opportunities,’ and many other positions that have an urgency to hire,” Brian explained.
Their fees are not paid by you, but by the client companies.
As a home buyer, you get the services of a professional realtor, but their commission is paid by the seller. As a job seeker, you get to tap into the services of a military recruiter and all those their team without having to pay anything for that service.
In the case of military recruiters, the company that ultimately hires you will pay the fee for the services of the military recruiter. “Contrary to some myths, that fee is NOT taken out of your salary. It is a fee negotiated between the recruiting firm and the company that is typically a percentage that is based on your first year’s base salary,” Brian explained. “The higher your salary, the higher the fee to the military recruiter. Truly a win-win scenario!”
They do the heavy lifting.
A realtor will scour the MLS, coordinate with sellers and other agents, and schedule a day of house hunting, getting you access to pre-selected homes to see first hand outside of an open house setting.
With a military recruiter, you can get similar filtered access directly to the decision makers inside a company. “At an Orion Hiring Conference, you are not just attending an ‘open house’ or job fair. You are invited to a professional event with detailed information sessions, interview preparation seminars and scheduled one-on-one interview sessions with the company representatives you have been matched with, based on your background and preferences,” Brian said.
Additionally, military recruiting firms have a staff of Account Executives that are working every day to find new companies with vetted openings. “In the case with Orion, those companies are specifically interested in and want to hire candidates with a military background,” he explained.
They help with every step of the process.
A realtor will work with their client all the way through the process from finding the right home, negotiating and writing up the offer, and finally closing the deal.
A military recruiter is there to do the same thing, from resume and interview preparation, specific company briefings, giving feedback throughout the process, and providing assistance in negotiating and accepting a position. “Another benefit of using a military recruiter is that the military recruiter is likely to have inside knowledge. They may know if you are competing with three other candidates for the same position, give you key advice that helps you win the job, or help you in a situation where you have multiple offers come in at the same time,” Brian added.
They help land your new career – and are there if you need help in the future.
A realtor builds their business based on referrals. They want to put you into a home and deliver a great experience, and their hope is that you will refer your friends. Also, when the time comes for you to sell your home, they hope you will come back to them for your next move.
Similarly, military recruiters thrive on recommendations of past candidates. “The best thing a candidate can do to ‘pay’ the military recruiter for their services is to refer others,” Brian explained. “The relationship with the military recruiter does not end with taking that first job. We have seen many candidates promoted to Hiring Managers and come back to us looking for people to add to their team. In cases where someone needs to make another career move, they can quickly re-engage with the military recruiter to kick start the next search.”
By Chief Mass Communication Specialist Stacy D. Laseter
MALAYSIA, Philippines – Navy Information Systems Technician 3rd Class Steven Maciel, a native of Yorba Linda, California, is participating in Pacific Partnership, the largest annual multinational humanitarian assistance and disaster relief preparedness mission in the Indo-Pacific region.
As a member of the Pacific Partnership 2019 team, Maciel is one of more than 500 U.S. service members, volunteers and partner nation personnel taking part in a variety of projects including medical training, veterinary services, engineering projects, disaster response scenarios, and a variety of community outreach engagements.
“Joining the U.S. Navy has been one massive adventure, I never thought I’d learn so much in less than two years of being in,” Maciel said. “I’m proud to be able to serve my country while gaining a wide range of life experiences.”
Pacific Partnership is the U.S. Navy’s humanitarian and civic assistance mission conducted to work collectively with host and partner nations to enhance regional interoperability and disaster response capabilities and foster new and enduring friendships across the Indo-Pacific region.
Creating a well-functioning and welcoming work environment for veteran employees can improve the work environment for all employees. Effective communication has been shown to lead to improved performance and morale.
Following is a list of communication tips that managers or supervisors may find helpful when bringing veterans on board at work.
Be straightforward and direct in both written and spoken communication.
✪ Listen when you are not speaking. Paraphrase and reflect back what someone has said to make sure you understood correctly.
✪ Keep your voice volume at a moderate level.
✪ Avoid using an angry, threatening, or demeaning tone of voice.
✪ Be clear about your expectations. Specify what you expect an employee to do or accomplish with a task.
✪ Consider giving written instructions or expected outcomes of a task.
✪ If you are unsure about your clarity, ask the employee to summarize what you have said and are requesting of them. Confirm or correct the employee’s response.
✪ Clearly designate responsibility for tasks and projects, especially when assigning a task or project to a team of employees.
✪ When assigning work to a team, make sure there is an identified leader or point person.
✪ Make sure deadlines are clear and manageable.
Communicating Limits and Standards
✪ Set clear limits and observe them. Be consistent.
✪ Be clear about standards for promotion.
✪ Give praise and recognition for work well done.
✪ Be clear about the consequences of unacceptable behavior.
✪ When correcting an employee, that at the base when you get your discharge papers, and learn to ask for everything. Asking for an opportunity shows you are eager and motivated to get to work. While not second nature, this mindset will pay dividends.describe what can be observed, not what you suspect.
✪ Do not avoid or ignore conflict.
✪ Have a plan or process for managing conflict. Make sure employees know this plan so they can act appropriately when conflict arises.
✪ Check with your Human Resources office to see if your company already has a protocol for how to deal with conflict, or if there is someone to help deal with conflict in the workplace (e.g., an ombudsman).
✪ Have the discussion in a neutral setting that allows for privacy (e.g., a conference room with a door).
✪ Identify the goal of the discussion (e.g., gathering information, generating a solution) and stick to the goal.
✪ Focus on the facts and the identified problem.
✪ If multiple people are involved, let each person have time to describe what he or she sees as the problem. Use a time limit if needed.
✪ Listen actively and paraphrase what was said. Ask for clarification when needed.
✪ Do not focus on emotions or the person.
✪ Use objective, professional language.
✪ Avoid judgmental comments or making generalizations.
✪ Do not interrupt or let others interrupt.
✪ When generating possible solutions, be flexible and offer options when possible.
How to Address a Performance Problem
✪ Identify the changes in performance that need to take place for the employee to be successful.
✪ Meet with the employee to discuss the performance problem or deficiency. Do not wait until a performance review. Use a private setting (e.g., an office with a door) in order to protect confidentiality and to maintain the employee’s dignity.
✪ When meeting with the employee, explain, in detail, the performance issues and explain why it is important for the performance to improve and meet the job standards. Be specific. Stick to the facts. Have documentation available. Discuss the performance issues and behaviors, not the person.
✪ Gain agreement on the deficiencies and agreement on the standards the employee must achieve.
✪ Focus on the performance standards required for the job.
✪ Agree on solutions and ask what the employee needs to perform the job successfully, such as more training or other resources. Agree on the plan and the time frames expected for improving the performance.
✪ Advise the employee of the consequences if the performance does not improve.
✪ Set up regular feedback meetings with the employee to discuss the progress (i.e., every Friday to go over the week’s results).
✪ If the employee does not meet the expectations outlined in the plan, consult with your Human Resource office and follow your company policies and procedures on the next steps (e.g., written warning, suspension).
Some job listings will say “cover letter required,” while others don’t include any mention about it at all. When it comes to the ladder, many applicants often wonder, Should I submit one in anyway?
It’s a competitive job market out there, and hiring managers and job recruiters today spend about six seconds reviewing each resume. According to Glassdoor, a job search and salary comparison website, approximately 250 resumes are submitted for each corporate job listing, and only five or so candidates will be called for an interview.
So when is it necessary to send a cover letter? Here’s the thing: Hiring managers love them — they get you noticed quickly, show you’ve gone the extra mile and demonstrate how much you really want the job.
A bad cover letter, however, can hinder your objectives.
Don’t submit a cover letter if…
1. You have no interest in personalizing the cover letter
Many applicants will Google “cover letter examples,” pick one in a rush and model their cover letter after it. By doing so, not only will it be evident that you submitted a cover letter designed for mass distribution, but you might have overlooked some mistakes, like addressing the letter to the wrong person, company or even listing the wrong position you’re applying for. (Trust me, this is something hiring managers see all the time, and it’s absolutely cringing. It also takes away from their valuable time that could be spent reviewing your resume.)
2. You don’t have anything new to say
Hiring managers expect to read a compelling and impressive cover letter, not an exact replicate of your resume. (Think about how you felt when writing your personal statement for all those college applications; it was a big deal and you knew the admissions office were looking for someone who they’d feel proud to have representing their school). It’s no different with cover letters. Do you have any unusual hobbies that led you to be interested in the field of work you’re applying for? Is there a backstory that explains why you admire the company? Whatever you write, just don’t elaborate on your job history and skills (that’s what the resume is for).
3. You only have ideas on how to improve the company
Save the problem-solving suggestions for the job interview (that is, if you’re luck enough to get one), when you’ll 100 percent be asked those similar questions (i.e., “what would you improve about [XYZ]?”). A cover letter can be used as an opportunity to demonstrate your job knowledge, but don’t use it as an outlet to tell your prospective employer what they are doing wrong and how to fix it. No one likes hearing negative things about their business from a stranger, even if your feedback has merit. Curiosity, humility and tact will trump a “know-it-all” every time. Focus on the positive aspects and potential solutions for the business.
When to include a cover letter
Notwithstanding the above, the only time you should submit a cover letter is when you have valuable information to share that’s not conveyed in your resume. I’ve hired many candidates based on something that stood out in their cover letter.
Here are some examples:
1. A personal connection or referral
If you were personally introduced to a hiring manager (or someone high up in the company), always acknowledge that relationship in a cover letter. Who made the introduction? How you know them? Why did they think you are a good fit for the role? A personal referral goes a long way, so don’t miss out on capturing the advantage.
2. You have a history with the company or hiring team
If you have any link to the organization, it’s essential to connect the dots. Did you intern at the company? Did you cross paths when you worked for a supplier, a competitor or even a team member in a previous company? You never want to surprise the recruiter and have them hear about the connection from someone else; getting ahead of it will make you an exciting candidate and demonstrate that you’re a transparent and a proactive communicator.
Continue on to Yahoo News to read the complete article.
By Institute for Veterans and Military Families at Syracuse University
Some organizations, such as TriWest, GAE, and the Combined Insurance Company of America, appoint a key veteran staff member to lead efforts in recruiting high-potential veteran candidates transitioning from military service to the private sector. This person understands military and corporate culture and can help HR and hiring managers understand military culture and service.
However, general recruiting efforts may not reach prospective employees with disabilities, so advertising with disability organizations, vocational rehabilitation programs, and disability-related job fairs are good ways to reach potential employees with disabilities.
Another means for attracting veterans is to develop marketing materials that help translate and transfer military skills/experience into civilian job responsibilities. Organizations that have focused veteran recruiting strategies leverage military classification codes in their application materials and jobs postings. These codes specify an individual’s job and rank, and often include additional qualifications, such as languages or specialized training.
Numerous organizations offer specialized websites for veterans, including AT&T, Amazon, Disney, JPMorgan Chase, Microsoft, Sodexo, T-Mobile, and Walmart Inc. Military recruitment channels, career fairs, and other similar events are additional avenues where businesses can share their employment opportunities and veterans can explore whether there’s a match with their skills and experience. Businesses can showcase their job opportunities along with the benefits of joining their organization, while veterans have the opportunity to demonstrate they are some of the most qualified talent in the nation.
Partnerships with business and trade associations represent another important channel for recruiting veteran talent, as well as a means for communicating the value of veterans in the workforce. Leveraging community collaboration and networking with other firms are excellent means for sourcing veterans. Encouraging inter- and intra-industry collaboration to identify and utilize the most comprehensive military skills translators creates more effective placement. The 100,000 Jobs Mission, a coalition of 41 companies committed to hiring at least 100,000 veterans by 2020, is an example of private-sector collaboration contributing to improved recruiting practices and outcomes.
JPMorgan Chase has instituted a “High-Touch Gold Desk,” where recruiters respond to any veteran applicant within five days of receiving the individual’s application for employment. This high-touch approach is positioned to support veterans in finding the right opportunity at JPMorgan Chase, based on the applicant’s experiences and qualifications. In addition, this personal response to each and every applicant has the benefit of helping the company’s HR staff become better educated as to how military skills and experiences correlate to the firm’s different work roles. The program functions by utilizing integrated, regional teams that map veteran applications against available positions at the firm. Using those maps, the teams are able to identify positions across the firm that best match the veteran’s skills profile. This results in a process that aligns the veteran with an opportunity where he or she is most likely to find success and also facilitates an approach to recruitment and hiring that looks across lines of business, as opposed to within a given organizational silo.
Other examples of focused military recruiting are at BAE and the Lockheed Martin Corporation. BAE provides career pathways for wounded warriors through its Warrior Integration Program (WIP), which is specifically designed to identify, hire, and develop qualified wounded veterans into valuable employees. Lockheed participates in the Army Partnership for Youth Success Program (PaYS), which allows those who serve our country to plan in advance to explore private-sector job opportunities. The program gives new soldiers the opportunity to select a job with a PaYS partner during the time of enlistment. After the position has been selected, a Statement of Understanding is signed, and the PaYS employer/partner promises to interview the returning solider, as long as he or she receives an honorable discharge, is otherwise qualified, and a job vacancy exists.
Many companies, including Walmart, leverage campus recruiting and veteran service organizations, such as the Student Veterans of American (SVA). Ernst & Young organizes veteran internship fairs at schools, while AT&T leverages internships that provide veterans job shadowing opportunities.
Following are other resources positioned to support employers with veteran-focused recruiting and onboarding initiatives.
VETS proudly serves veterans and service members by providing resources and expertise to assist and prepare them to obtain careers, employment opportunities, and employment rights, as well as information on transition programs. VETS offers a multitude of resources for veterans looking for jobs.
Joining Forces is a great resource and offers some of the nation’s top job resources for veterans and employers, such as access to the Veterans Job Bank, links to employment tools, like My Next Move for Veterans, and many more.
An effort of the 100,000 Jobs Mission, the U.S. Veterans Pipeline is a talent networking and career management platform that allows users to connect directly to peers, companies, jobs, schools, education programs, and more.
This joint initiative between DOL’s Employment and Training Administration (ETA) and VETS provides post-9/11 era veterans with intensive and follow-up services, necessary for success in today’s job market. Eligible veterans can present their Gold Card at any One-Stop Career Center to obtain enhanced intensive services that include up to six months of follow-up, job readiness assessment, referral to job banks, and much more.
This initiative is a gathering place where business leaders, government officials, and concerned citizens can learn, share information, and commit to helping our nation’s disabled veterans find and retain meaningful employment. This initiative provides information, tools, and guidance for recruiting, hiring, training, and supporting disabled veterans in the workplace.
Offers virtual and in-person meetings or webinars, helping military spouses with resumes, employment resources, training to update skill sets, and assistance in finding employment resources in their current location or the area to which they’re relocating.
Veterans face a particularly tough challenge compared to most unemployed people when it comes to resume writing and marketing themselves for job openings.
While difficult, translating a military resume into a civilian resume is far from impossible, and if anyone can take on the challenge, it’s an American veteran. Experience as a veteran will be an advantage in today’s competitive job market. Below are just a few tips that will hopefully aid in your resume writing process and give you a bump-up on the competition.
1 Choose a mission, set an objective.
The biggest mistake all job seekers make is using one generic resume for every job they apply to. This is a tactically faulted approach, as each position will most likely be seeking a slightly different job candidate. For this reason, your resume should be specifically targeted to each job position. Don’t be a generalist but a master of what is being sought by the employer.
Include a career objective at the beginning of your resume in which you clearly define your goal and the position being sought. Using one generic career objective for all jobs applied to will ensure you won’t stand out for any.
2 Remember, Civilians Don’t Speak Jargon
Most employers will not understand even some of the most basic of military lingo, including acronyms or systems knowledge specific to military application. This may come as a challenge, but translation will be needed from military jargon to layman acceptable generalist terminology. Resumes containing a lot of military terminology will cause HR managers’ eyes to glaze over because they do not understand it. Instead, convert terms for specific applications into broad terms for generic application.
Did you use a proprietary munitions inventory tracking and monitoring system called SCORPINX-57XP? Well, that bullet point should instead read something like, “proficient in inventory and inventory tracking systems.”
3 Match Your Skillset
Pick your battles whenever you can. By applying to jobs you are unqualified for, you are only wasting time and energy. Instead, apply to jobs you stand a good chance at landing because of your experience and skills. For example, you will have a difficult time landing a marketing job with a mechanical background. Instead, search for jobs using keywords, such as “mechanical,” “mechanics,” and “mechanical engineering.”
If you still have your heart set on marketing, find a technical school near your community and enroll. You can pursue an associate degree in fewer than two-years, and schools offering general marketing programs are a dime a dozen.
4 Toot Your Own Horn
As mentioned above, it is important to frame your resume with a civilian reader’s perspective in mind, as that will be necessary to communicate skills, experience, and goals you wish to achieve. However, display your military experience prominently on your resume, as it’s full of golden HR “keywords,” such as:
Applied teamwork skills
Having served in the armed forces, you are by default highly valuable with critical thinking skills and problem-solving skills. By accompanying your military experience with these skills, you validate your claims, something that many civilian applicants will struggle to do.
5 Triple-Check Fundamentals and Numerically Quantify
As many times as resume consultants warn against it, job applicants consistently include grammatical errors or spelling mistakes on their cover letters and resumes alike. Running a document through spell-check is not sufficient; proofreading requires human eyes. If you don’t have a friend or family member with grammar skills up to the challenge of reviewing your resume, consider contacting an old English teacher.
Finally, throughout your resume, whenever possible, numerically quantify your achievements. For example, if you led a group of soldiers, state how many, written in numerical form as in “100” instead of “one hundred.” Numerals pop out to HR types and make resumes look more qualified.
Also, add ultimate qualifications by including military honors and any medals earned, as this is definitely one area where civilians will not be able to compete with you.
Research. All successful military operations begin with collecting as much information on the situation as possible before building your execution plans. The same holds true for obtaining employment. The more you know about the environment the better prepared you will be to secure your perfect position. You should conduct a broad and deep assessment of your skills, abilities, and passions. There are many skills assessments online that you can use to help you determine what you’d be good at performing but more importantly what you would really enjoy doing. I’ve coached many transitioning service members and when I ask them ‘what do you want to do’ many times they don’t know or they respond with ‘I can do a lot of things.’ That’s certainly not specific enough, and it’s much easier to look for positions when you can target specific roles or job types.
Look for companies that are military-friendly. Veterans are unique and bring a strong set of skills to the workplace (leadership, integrity, energy, planning, ability to overcome obstacles, etc.). Search for companies that understand and value veterans and what they have to offer.
Network, network, network. You should meet as many people as you can, specifically in industries or companies in which you’re interested, but do not limit yourselves to any one area. You never know where a relationship will lead, so never pass up an opportunity to meet someone new. As a result of your relationship, you may find out about a position that suits you or they may offer to make an introduction to someone in a field in which you’re interested.
Resume. This is critical because it may be the only thing a hiring official sees from you and you need to make them want to learn more about you. Similar to your skills assessment, there are numerous resources to assist you in writing a resume. Focus on results and not on job duties. If you’re entire resume is a listing what you’re ‘responsible for,’ it is not at all powerful. Stating your saved “X dollars” or “achieved X % readiness, the highest in the organization in 6 years,” etc. is much more meaningful. Recruiters don’t want to know your job description, they want to know your impact.
Ensure you use civilian and not military terms. “First Sergeant” doesn’t mean anything to a company, but “Senior HR Generalist” does. There are online ‘translators’ that can help in this area. Keep it short and meaningful.
Interview. Once you’ve been given the opportunity to visit with the company, you’ll need to prepare. Most interviews these days involve situational questioning. For example, one question might be “Tell me about a time when you had to deal with difficult customer” or “Tell me about a time when you were faced with multiple priorities? How did you deal with them?” These questions are meant to elicit specific actions you took, not that you would take. In other words, they are asking about a time those things actually happened to you. They are looking for a quick summary of the situation, what you actually did in that case, and what was the result. To prepare for this, think about your past and to situations that had positive outcomes as a result of your actions. Build scenarios around those experiences in the form of situation, actions, and outcome. Build 5-6 or those scenarios (more if you can) so that when you’re asked a question you can pull out the best vignette in your portfolio that meets their question.
Looking for a job is a job in itself. The more prepared you are, the more likely you are to find the right position. Do your homework – look for the right job, at the right company, and show them how you will be an asset to their operations.
Active duty service members and veterans alike are big fans of Richard Rawlings. From outposts around the world, they tune into Fast N’ Loud, a Discovery Channel TV show that features Rawlings and his crew restoring broken down, classic cars in the Gas Monkey Garage. Rawlings’ products—energy drinks, tequila, sweatshirts—are available at more than 200 military bases in the United States and abroad.
Our military men and women may be fans of Rawlings, but Rawlings is an even bigger fan of them. “I can never express enough gratitude to them for keeping us safe,” he said, in an interview with U.S. Veterans Magazine. “I hope they all come back safe and happy.”
In 2017, Rawlings spent Thanksgiving with the troops in South Korea. He wanted to serve dinner to the men and women stationed in Seoul, but military tradition calls for the brass to serve the front-liners, so he made the rounds, broke bread, and offered his personal thank-yous. “It was an amazing experience,” said Rawlings, who was a police officer, firefighter, and paramedic before becoming a businessman. “It really hit me in the gut how young some of these people are …. It was great. We talked about cars.”
That our troops are fans of his shows and his famous—or is it infamous?—”Gas Monkeys” and request that his merchandise get trucked, flown, and shipped to bases from Camp Pendleton to South Korea to Guam never ceases to amaze him. “It’s an absolute honor,” he said.
As for what servicemen and women do as professionals and as patriots, he said, “It’s just very noble.” Rawlings is nothing if not relatable. He’s Texan, folksy, funny, and a bit of a gearhead, and he drinks Miller Lite and razzes his pals. He’s the consummate guy next door. And he’s a family man.
Let’s face it: In the car and garage business, dudes are the demographic, right guys? But that’s not entirely so with Fast N’ Loud and his other show, Garage Rehab, on which he helps struggling shop owners. Garage Rehab debuted in 2017 and is now in its second season. And yes, men can’t get enough of watching the crew cherry out a Ferrari F40 or 1930 Ford L-29, but women love it, too, and families also watch the show together. That’s exactly how Rawlings planned it after watching hours and hours of machismo car shows.
“It’s family accessible,” he said. “Grandmas come up to me, and I’m proud of that.” He says the family feel of his shows reminds him of his home life. Here’s how he describes it: “Come on over, watch the Cowboys game, and tinker around in the garage.” He adds, “It’s not an act.”
In 2002, Rawlings launched Gas Monkey Garage in Dallas. The shop created automobiles for customers worldwide. Soon after, he got out of the printing business when he sold Lincoln Press. Now, it was all cars, all the time. Since 2012, the facility has been the focus of Fast N’ Loud.
In September 2013, Rawlings started Gas Monkey Bar N’ Grill in Northwest Dallas, then set up a second location at Dallas Fort Worth International Airport in March 2014. Rawlings is working to launch a third Texas grill outside the Dallas-Fort Worth metropolitan area.
In 2014, Gas Monkey Live, a venue dedicated predominantly to live music, was opened. In 2015, Rawlings published his first autobiography, Fast N’ Loud: Blood, Sweat and Beers, which includes such colorful lines as: “If we’re gonna have fun, it better have a motor,” and “We turn rust into gold. We make it fast and loud.”
All the entertainment activity on top of multiple lines of merchandise? He’ll never admit it, but Richard Rawlings—the car kid, the self-admitted daydreamer, the maniac who broke the Cannonball Run record with a time of 32 hours, 51 minutes from New York City to Los Angeles—is a mogul.
Rawlings, born in Fort Worth in 1969, got his love of cars from his dad, who liked to fuss about in the garage and go to car shows. He learned the business of buying and selling cars in high school. His first car: a 1974 Mercury Comet. But back then, all he wanted to do was scrape together enough dough to buy his next cool ride.
After graduating from Eastern Hills High School in Fort Worth, he worked as a police officer, firefighter, and paramedic. Then he got bit by the entrepreneur bug and opened a printing business. But his first and abiding love has always been cars.
Rawlings learned early on that if you’ve got cash in your pocket, you can buy ramshackle rides on the cheap, then fix, shine, and sell them for a profit. But it wasn’t all about money; it was about taking a no-hope car and making her new again. He pitched a reality TV show built around that concept for eight years and heard, “sorry, no thanks” about a million times before landing Fast N’ Loud.
Even he couldn’t have dreamed that he’d meet the coolest car guy ever, the original Cannon
Ball Runner, the handsome man at the wheel of a Trans Am: Burt Reynolds. Reynolds passed away last September, but not before Rawlings got the chance to meet him and pay homage. Several years ago, in what’s become a classic episode of Fast N’ Loud, Rawlings rolled up to Reynold’s Florida home in a 1978 black bandit Trans Am and shook hands with the star. He was also trying to collect on a bet—a $25,000 roll of the dice—that he could get Reynolds to sign the Trans Am.
“I’m almost at a loss for words,” he said. “I mean, here I am, standing there with Burt Reynolds, and I’m trying to get his signature so I can make twenty-five grand, yet I feel like I should just give him the twenty-five grand for even gracing me with his presence.”
Rawlings considers himself lucky and feels a responsibility to give back. He teamed up with Gary Sinise Foundation for a future two-part episode of Fast N’ Loud, which finds Richard and his team restoring a classic ’81 Jeep CJ7 that is being auctioned off at Barrett Jackson in Scottsdale—all proceeds go to the Foundation. Also, an upcoming episode of Garage Rehab focuses on American Warrior Garage, where veterans train to learn the automotive industry and land jobs. Of that, Rawlings says, “I think there could be one of those in every city.”
Who knows what his next big project will be? Even he doesn’t know. He’s certain of one thing, though: “I have a platform that I can use.”
View the Spring U.S. Veterans Magazine’s Digital Issue featuring Richard Rawlings coming soon!
It’s a great time to be searching for jobs and exploring different opportunities. And ideally, that’ll mean going to lots of interviews.
Now, you’re surely aware that as part of the interview process, you’ll be asked a number of questions about your work experience, skills, and goals. But at some point during each conversation, you’ll most likely also be asked to come up with questions of your own. And that’s where a lot of job candidates find themselves stumped. Rather than let that happen, go in prepared with a list of insightful questions that show you’ve put thought into the role at hand. Here are a few you can start with.
1. How has the company evolved over the past few years?
Generally speaking, it’s best to work for a company that’s been showing signs of growth. And a good way to figure out whether the employer you’re applying to falls into that category is to see how it’s changed over the past few years. Ideally, your interviewer will give you insight as to how the company has progressed and developed its staff and product or service line. As a follow-up question, you might also ask how the company has adapted to recent challenges to get a sense of how it operates. Not only are these thoughtful questions, but they’re ones whose answers will inform your decision of whether to accept a job offer if you get one.
2. What has your experience been like working for this company?
Asking your interviewer about his or her personal experience working for the company you’re applying to is a good way to gain insight as to what your own experience might entail. It also shows that you’re taking an interest in your interviewer, and that you value his or her opinion.
3. What’s the company culture like?
You want to enjoy going to work, and a company whose culture promotes a pleasant environment is generally one worth pursuing. It’s always smart to ask about company culture during an interview because it can give you great insight into what your days might be like. Ask how the typical day goes for the average employee, and what steps the company takes to foster collaboration and teamwork. Along these lines, don’t hesitate to ask whether employees generally manage to maintain a decent work-life balance. While the answer might vary on a case-by-case basis, you should try to get a general sense of whether employees get enough personal time or are pushed too hard to always be available for work purposes.
4. What made the last person who filled this role successful?
Assuming you’re not the first person to land the position at hand, it pays to ask what made the previous employee good at what he or she did. Was that person a strong project manager? Was he or she a risk-taker? Asking this question shows you’re invested in being successful yourself.
The last thing you want to do during a job interview is come off as apathetic or unprepared. Before you sit down to meet with a prospective employer, jot down some important questions to ask in advance, or use the ones we’ve discussed here.
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