4 In-Demand Jobs That Value Military Skills

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aviation-maintenance-tech

Retiring from the military and moving into civilian life is a big step to take. You’re used to living a certain way, taking or giving orders, and performing duties related to your training.

While you may not miss the lifestyle or the commands, you do leave with a skill set ready to be utilized. And you might be surprised to learn that certain industries are looking for experienced employees with the ability to walk onto the “shop floor” and start work with a reasonable amount of training. Transitioning from military to civilian life and earning a living is easier than you think when you consider one of the following industries for employment.

Aircraft Technician

Aviation is an industry in which a wave of retirement is washing up against a major global expansion. The median age of aviation technicians and mechanics in the United States is 51 years old, and not a lot of younger people are stepping up to take their place. The Aviation Technician Education Council’s Pipeline Report predicts that a record number of technicians in the aviation industry will be retiring by 2027. Simultaneously, the airline industry will add an estimated 10,000 planes by 2027, a 40 percent increase in capacity. Although the aviation field won’t be the only one affected by mass retirement, without replacing retiring workers, the industry will find itself hampered in its plans to bring online new planes that are more technologically advanced than ever before.

This is where people with military aviation training can take advantage of the foreseeable shortage of employees — especially women, as the industry is looking to recruit more females, who now make up 2.3% of the certificated mechanic workforce, up from 1.7% in 2001. The shortage means you can write your own ticket just about anywhere in the nation. If you feel you’re not getting anywhere in a specific market, you stand a good chance of finding better employment in another market. All you need is the flexibility to pack up your belongings and find an apartment wherever you decide to go.

Construction Equipment Operator

The construction industry is always in need of qualified people to operate machinery. If you spent time behind the controls of heavy equipment while in the military, you’re almost a shoo-in to become an equipment operator. Controls on civilian machinery are slightly different from military equipment, but experienced operators are able to adapt and get to work quickly. You’ll have to get certifications from the state to operate the equipment, but once you’ve obtained them, you’ll find that employers look at you more favorably as a hire. Construction company operators want people who will show up on time, do a good job, understand their role, and understand what they have to do with a minimum of instruction.

This is another industry where you can find employment anywhere in the country, even in climates where inclement weather can put a halt to outdoor work: Indoor construction can sometimes involve the use of small machines, which also require certification. Also, keep in mind that construction work is almost always union-based, and you can take advantage of the benefits that come with membership. Make connections at the hall, keep your ear to the ground, and pay attention to the job boards for work opportunities.

Disaster Planning and Preparation

All communities and governments must anticipate disasters and have emergency plans ready, so disaster preparation is standard training in all military branches. Many service members could probably execute a disaster plan in their sleep because it was drilled into their heads during their service. However, the civilian sector has nowhere near the experience it needs to plan for a disaster. Your military experience in this field will be welcomed by the civilian sector as it faces threats from a world changing faster than it can keep up with. And you can increase your value as a consultant or employee by getting first aid certifications from FEMA, Red Cross, or other organizations that respond during an emergency situation.

Weather-related disasters are one of the biggest threats that private businesses face. Changes in weather patterns are bringing more adverse weather events than ever before, and businesses are ill-equipped to deal with floods and high winds that destroy buildings. Demand is on the rise for people who can create disaster plans for businesses and show them how to prepare.

Emergency Medical Services

Responding to medical emergencies requires the ability to stay cool, calm, and collected while working to save someone’s life or stabilize injuries during transportation to an ER. Working in the emergency medical service field is a great fit for someone who’s had experience in a medical role while serving. Your military experience is regarded as a bonus by employers because you’re trained to handle a variety of stressful factors without losing focus while taking care of a patient.

All the aspects of the civilian job are the same as in the military, and so are the requirements. You will need to continue renewing your first aid certifications every two years, but the tests are the same as in the service.

The civilian world is full of jobs that value retired members of the military as employees. You’ll find that your experience goes a long way toward opening doors to employment and securing you an excellent quality of life.

Author
Brad Miller
TheMilitaryGuide.org

Managing the Shift from Military to Business Culture

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Veteran dressed in a suit holding a flag

By Mike Olivier

By this time in your career you have probably come across the concept of tribal culture. Tribal culture is also military culture, civilian culture, high school culture, and business or workplace culture.

Culture—or the rules of acceptable behavior and how you engage people—is ever-changing. To be successful in any phase of your life, you need to be able to adapt and adjust through means of observation and reprogramming your actions and direction. Trading the military culture for a civilian one is one of these phases.

For the most part, military culture is a straightforward one in which the language is direct, and there is little room for interpretation. Roles, responsibilities, tasks, and reporting requirements are often a matter of fact, not interpretation. This is due in part to the fact that authority is direct, and in matters of life and death misunderstanding or misinterpretation often leads to disaster. In the civilian world these relationships and the chain of command are often blurred. There are circumstances when you report to more than one person, where there are conflicting duties and responsibilities, and no stated priority.

Nevertheless, in both business and military cultures, there are common elements. One is that change is constant. We know that at first most people resist change. To achieve change in both cultures, there is a need for consensus, which is the result of process not action. Successful leaders are the ones that drive change in any culture.

Perhaps through your military training, class work, or direct experience you have worked through the military decision making process. At its core is a very democratic and consensus driven process for developing courses of action, orders, and for making organizational change. It is a means to deal with the reality that in both business and military worlds there are fiefdoms. In business there is accounting, human relations, production, sales, etc. In the military there is intelligence, operations, logistics, etc. Each of these functional staffs are a world and culture unto themselves. The challenge is getting each of these groups—each with their separate list of goals, objectives, and measurements of success—to work together.

Getting these individual staffs to work together depends upon their participation in planning, developing courses of action and in the decision-making process. The leader’s responsibility is to get these disparate groups to visualize and achieve the strategic objective. Some leaders may not actually follow the process while still others will remain dictatorial, all while giving praise to the collaborative process. Nevertheless, successful change—even if accomplished in a clandestine manner—is through the commitment and cooperation of all stakeholders.

As a veteran, and a member of perhaps the largest bureaucracy in the United States, you’ve for sure had some experience with this process. In the business world, though, the culture and vocabulary may be different, the bureaucracy is smaller but the process in how you approach problems remains the same. No matter what you do in terms of a civilian career, the challenge of managing change will always be there. Besides a technical fit, employers are often looking for those change agents that can assist the organization in moving forward. Being able to adapt and overcome are the hallmarks of military culture; add leadership and consensus planning experience to the mix and your entry into business culture will be that much more successful.

Sailor Spotlight! Operations Specialist 2nd Class Anthony Tran

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Anthony Tran standing in uniform with flags in the background

SAN DIEGO – A 2011 Rancho Alamitos High School graduate and Garden Grove, Calif., native is currently an instructor for the U.S. Navy training sailors in operating the technologically advanced Littoral Combat Ship (LCS).

Operations Specialist 2nd Class Anthony Tran has been an instructor at the LCS Training Facility (LTF) since June 2018.

The LTF, the first surface warfare training facility to provide integrated bridge and combat systems tactical scenario training for sailors serving on board an LCS, is operated by the Center for Surface Combat Systems’ (CSCS) learning site Fleet Anti-Submarine Warfare Training Center (FLEASWTRACEN) in San Diego.

Tran teaches a five-week LCS Capstone that focuses on basic Integrated Combat Management System (ICMS) operations and tactical decision making in a combat environment.

“I am responsible for ensuring future LCS sailors receive the most up to date and advanced training,” explained Tran. “I mainly focus on teaching tactical decisions and tactical advantages that help deploy fully trained Sailors out to sea.”

Sailors serving in the LCS environment demand a higher quantity and quality of training.

“LCS class ships drive a new approach to individual, team, and unit-level training to accommodate the minimum manning and rotational crewing concepts,” explained Capt. Brandon Bryan, FLEASWTRACEN’s commanding officer. “This new approach drives the need for the shore-centric Train-to-Qualify (T2Q) and Train-to-Certify (T2C) concepts, which rely heavily on high-fidelity shore-based trainers. Our simulators integrate LCS command and control, propulsion control, and bridge control systems to support individual training in a team environment at the basic, intermediate and advanced levels.”

Tran enlisted in the Navy in May 2013.

“I joined the Navy to have a solid foundation because I wasn’t sure what I wanted to do with my life,” Tran said. “With this, came the opportunity to serve my country and travel and today, I proudly serve as a United States sailor.”

His first assignment was Tactical Air Control Squadron 12, where he served as green crown controller conducting tactical air control onboard USS Bonhomme Richard (LHD 6) homeported in Sasebo, Japan.

“At the LTF, we prepare sailors to execute a wide variety of missions around the world,” Bryan said. “They leave our training facility ready to stand their watch and execute the Navy’s mission.”

Tran is the son of Khanh and Vanessa who reside in Garden Grove, Calif.

CSCS’ mission is to develop and deliver surface ship combat systems training to achieve surface warfare superiority. CSCS headquarters’ staff oversees 14 learning sites and detachments located throughout the continental United States, Hawaii, and Japan and manages and operates a Naval Education and Training Command (NETC) training division in Rota, Spain. CSCS provides over 538 courses, awards 114 different Navy Enlisted Classifications (NECs), and trains over 38,000 sailors a year. CSCS delivers specialized training for officers and enlisted sailors required to tactically operate, maintain, and employ shipboard and shore-based weapons, sensors, and command and control systems utilized in today’s Navy.

For more information on CSCS, visit https://www.netc.navy.mil/centers/cscs/ or follow CSCS on Facebook at https://www.facebook.com/pages/Center-for-Surface-Combat-Systems/1480366868885239

Source: Navy Outreach

Make Your Next Job Fair Be Your Last

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veteran standing outside convention center wearing a suit carrying a briefcase

Job fairs are a great opportunity to network and be proactive in the employment process. In order to make the most of these opportunities, set realistic expectations for what you hope to achieve.

Prepare for the job fair like you would for an interview, have a plan for when you arrive, make a good impression with the recruiters, and be sure to follow up with any connections you make.

Here are some other ways to make the most of your next job fair:

•    Research: The week prior to a job fair, find out which companies are participating and learn more about them. What are some interesting things the company is currently working on? Does the company have new leadership or a new product? These tidbits can be used as conversation starters that will impress a recruiter and possibly open the door to a new opportunity for you.

•    Dress for an interview: Job fairs typically involve on-the-spot interviews, so present yourself as you would for any other kind of interview. A suit is most appropriate, even if you’re applying for a technical job. It’s always better to be overdressed than underdressed.

•    Prepare: For your top employment choices, consider preparing folders that include your resume, cover letter, recommendations and appropriate work samples.

•    Carry plenty of business cards: Give the business cards to recruiters and other job seekers you meet. They need not be expensive or fancy. A simple design will do. Make sure they contain your name and contact information: phone number, email and address.

•    Organize: You may want to carry a portfolio or clipboard to easily manage and collect information. Be sure to have a pen for taking notes.

•    Relax, breathe and smile: Do your best to make a strong first impression.

•    Walk around: Get the lay of the land, see where your top companies are located and plan your connection strategy.

•    Network: Talk to other job seekers and ask questions. Find out what types of positions they’re seeking, and tell them a little about yourself. You never know who they might know, or if you might be able to help them with an introduction. Don’t hesitate to exchange information if you make a connection.

•    Visit booths: You may want to start by practicing your personal pitch with recruiters who represent companies that may not be your top choice. Have a list of companies you really want to visit and check them off as you go. This will keep you from introducing yourself to the same recruiter twice by accident. Listen to the “interviews” in front of you to get an idea what to expect and develop questions based on what you hear.

Speaking to recruiters
•    Connect: Make eye contact, smile, state your name and shake her or his hand. Use a prepared elevator speech—a 10-second summary of your bio, your skills and your achievements. Make sure to rehearse the speech until it becomes comfortable.

•    Listen: Pay attention, respond to questions and ask for more information. When appropriate, hand your resume to the recruiter and pause for them to do a quick review. Be prepared for questions about specific examples of your experience.

•    Keep it brief: Recruiters are typically swamped, so be mindful that your conversation may be limited to a few minutes. If appropriate, ask questions about next steps, applicant qualifications or any suggestions they may have for you.

•    Get recruiter contact information: Request a business card, and if one is not available, ask the recruiter for their email address. Conclude the conversation by thanking them for their time.

•    Step aside: Make time to write conversation notes before you move on to the next recruiter. If the previous recruiter mentioned she went to Florida State, capture that information. If she told you the company will hire for your desired position soon, write it down. Summarize your job fair experiences immediately in order to take full advantage of the event.

•    Call or email: After a few days, call or send an email, thanking the recruiters for their time and the information they provided. If you send an email to the recruiter who mentioned she went to Florida State, it is appropriate to write, “I’m the administrative assistant at the job fair who discussed Florida State with you.” That reminder could help her recall the conversation. Just taking the time to follow up will separate you from many job fair attendees.

•    Stay in contact: If the recruiter responds back to you, stay in contact. Keep an eye open for articles about their organization or industry and don’t hesitate to forward them on with a note. If you see the perfect job for you in their organization, and you’re qualified, apply for the position and then email the recruiter and let him or her know you applied.

•    Build your network: If you connected with other job seekers and traded contact information, you should follow up with them as well. You never know when they might have a job prospect for you, or vice versa.

If you need information or personalized assistance with your employment search, or have questions about education opportunities, visit the Military OneSource SECO page, or call 800-342-9647 to talk with a career coach.

The Making of a Grandmaster

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The Grandmaster stands with medals around his neck and the American Flag in the backgrounf

By Annie Nelson

From mastering orthopedic surgery to becoming a nationally recognized Grandmaster in Martial Arts, this son of a Marine and twin of a fellow soldier, has gone from Army Chief Warrant 2 to Doctor left that successful career all behind to follow his true passion, the world of mixed martial arts.

Most veterans think one huge career transition in life is plenty; however, this man gave up the comfort and success of being a surgeon to fulfill the dream of his heart and soul. That transition proved to be the best yet! Enjoy getting to know Dr. Barry Broughton as much as I did when he sat down to tell me about his journey.

Tell me a bit about your military service.

I enlisted in the U.S. Army a couple of years after high school to take advantage of the Veterans Education Assistance Program. After Basic Training, AIT (Advanced Individual Training) as a Combat Medic, and Airborne School, I was able to squeeze in college courses, emergency medical technician and paramedic courses between deployments and training exercises at my first duty assignment in Germany. I was fortunate enough to attend numerous leadership schools such as PLDC (Primary Leadership Development Course), BNCOC (Basic Noncommissioned Officer Course), and Warrant Officer Candidate School, and was selected to attend the Army Physician Assistant program that was affiliated with the University of Oklahoma at the time. After graduation from PA School, I served as a Battalion Medical Officer for Field Artillery and Armor Battalions. I left the Army as a Chief Warrant Officer 2 after nine years of active duty service.

After leaving active duty, I had the amazing opportunity to continue to serve the military as a Department of the Army civilian while completing a two-year Orthopedic Surgery Training program at Evans Army Community Hospital at Ft. Carson, CO. I remained on staff in the Orthopedic Surgery Department for nine years before going into private practice.

You have a twin who also served, did you both know you wanted to serve growing up?

I can’t speak for my brother, but I don’t recall a specific desire to serve in the military while growing up. Even though my father served in the Marine Corp and was on Iwo Jima during WWII, and all my uncles had also served during WWII, it wasn’t something that my father spoke of. I didn’t realize it was a viable option until after being out of high school for a couple of years. My brother and I were both Eagle Scouts as teenagers, so I had a cursory understanding of serving others, leadership and serving something bigger than one’s self. But for me, it wasn’t until a mutual friend introduced me to a Corpsman in the Navy, who was home on leave, that I made the connection between getting an education while in the military and simultaneously serving our country. However, after attending Basic Training, AIT, jump school, and getting to my first duty assignment, I really began to understand what selfless service was about. At that point, obtaining an education became secondary to serving my country.

After serving you went into the medical field, was that always your plan?

No, not always. I wanted to be a professional martial artist. After watching the television series Kung Fu and the movie Billy Jack when I was ten or eleven years-old I was intrigued by the characters of Kwai Chang Caine and Billy Jack. I wanted to acquire that same duality of peace and power in my own life that the two of them possessed.

At nineteen, shortly after obtaining my first Black Belt, I expressed my desire to become a professional martial artist. Unfortunately, my dream was trampled into submission by those claiming it was impossible to make a living teaching Martial Arts.

I’d had a keen interest in the sciences while in high school, but I didn’t have the finances or family support to attend college at that time. After the serendipitous encounter with my Corpsman friend I enlisted in the Army three months later. What was initially intended to be a three-year enlistment began my twenty-five-year journey in healthcare and medicine. I continued in medicine because of the opportunities for training and more education. From Combat Medic to Paramedic, to Physician Assistant, to Orthopedic Surgery, PhD, and Integrative/Naturopathic Physician; it just seemed like the correct logical progression at the time.

At what point did you know you were leaving medicine for your true heart’s desire?

I had continued my martial arts training and was teaching intermittently for many years while in medicine. As the years rolled by and I put on my white lab coat day-after-day, it was slowly sucking the life out of me. It’s like getting on the wrong train; the longer that you are on the train the faster it gets moving, and the harder it is to jump off. But my time in the dojo teaching martial arts would reenergize and revitalize me. Even after the most long and arduous days of surgery and seeing patients at the office, when I was teaching martial arts in the evening, I felt alive, vibrant, and in my own element. It’s not that I disliked practicing medicine; I really enjoyed helping people, it just didn’t fulfill me. It was a job; not my passion. It’s difficult doing something that you are good at but not passionate about.

I’m a Martial Artist, and it’s who I’ve always been. Eleven years ago, I finally took the leap. I closed Barry Broughton Coaching a student at BKBHOFmy practice to focus on teaching full-time.

Previously, I was at a point in my life where I didn’t have the support network that I now have. I wouldn’t have been able to invest the demanding hours and travel schedule that has allowed me the level of success that I have now experienced in the martial arts industry if it weren’t for my amazing wife, my instructor staff, team members, Black Belts, and friends.

Have you ever regretted leaving your role as a successful doctor?

No, not really. That is the most common question that I get asked when people find out about my previous career. Even after 11 years of not practicing I still get phone calls at the dojo where former patients have hunted me down to ask for advice. I like having helped people, but I don’t miss the daily grind of medicine and the administrative component that accompanies patient care. On rare occasions I miss the technical aspects of doing orthopedic surgery or reducing a gnarly fracture or dislocation. But I think that is most likely because I’m a “hands-on” kind of guy. That’s probably why I have an affinity for jujitsu related martial arts. But I have never regretted taking the leap to become a full time professional martial artist.

What was your greatest challenge in stepping out and following your dreams?

Convincing others that I wasn’t crazy and going through a midlife crisis! Many of my family and friends thought it was too risky.

For good or bad, I tend to do everything in an all-or-nothing fashion. I burned my bridges by allowing my State and National Certifications, and DEA Licensures to expire, knowing that it would be extremely difficult to retake the licensing and certification exams. In hindsight, it was probably meant to be as symbolic to others as I had intended to be for me. By not having the mental safety net of knowing I had medical career to fall back on, I was forced to make my dream become a reality.

What has been your greatest reward?

That’s an easy one. Seeing lives changed! Whether I’m teaching an AKT Combatives Jujitsu class, a weekend self-defense and personal protection seminar, a Police Defensive Tactics course, or a leadership workshop, my objective is always to use the physical techniques of kicks, punches, throws, joint locks, and submissions as the medium to instill the intangibles of improved self-confidence, self-discipline, self-respect, goal setting, and the ability to overcome obstacles.

I’ve had a lot of personal successes and have coached Sport Jujitsu Regional, National and World Champions, but my greatest reward is empowering others to step into their own destiny. Investing in the lives of those who don’t necessarily see the potential for their own success motivates, drives and inspires me.

I feel that I am making a more significant impact in people’s lives now than I ever did while in the medical profession.

What advice would you give others who are in a career, but it is not their true passion?

That’s a tough call because there are so many variables that can prevent someone from leaving a career and converting their passion into their livelihood. I suspect that it was easier for me because I was already self-employed. To start, I’d suggest doing your research and due diligence. Is your passion something that others would want, and would pay for? Get the education and training needed. Do the hard part and learn the business side of your passion. Find a couple of good mentors who will hold you accountable. Start off by working your passion on a part time basis. As it grows, be willing to work two full time jobs as you make your transition. Understand that all passions cannot easily be converted into careers, and that’s okay. Above all, surround yourself with a good support network and team who will not only cheer for your successes but will also call your bluff when you need it.

What does the future hold for you and AKT Combatives Jujitsu?

Wow! Where do I start? I currently own two academies in New York with instructor staff at both locations. I am actively mentoring my Black Belt students who have an entrepreneurial spirit in preparing them open their own AKT Combatives Academies.

I’ve written a bestselling book, Beyond Self-Defense: AKT Combatives Reality-Based Personal Protection and am currently working on several follow-up books and instructional video projects. I have the privilege of traveling around the country teaching AKT Combatives Jujitsu, Self-Defense and Personal Protection, Workplace Violence Prevention, Police Defensive Tactics, and Sport Jujitsu seminars. We are also currently preparing Team AKT members for the upcoming 2019 World Sport Jujitsu Championships.

How can people follow Barry Broughton?

You can follow me on Facebook.com/BarryBroughtonAKTjujitsu, on Instagram @BarryABroughton, or at my website at AKTcombatives.com.

Comcast NBCUniversal Expands Military Hiring Goal

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Comcast NBCUniversal will hire an additional 11,000 veterans, military spouses, and National Guard and Reserve members, bringing its total to 21,000 military hires by the end of 2021.

Comcast’s previous commitment, made in 2015, was to hire 10,000 military community members by the end of 2017, which it exceeded.

“Comcast NBCUniversal has greatly benefitted since we began our focus on hiring members of the military community in 2010, and we are pleased with our progress. We now have thousands of military employees across the country who have translated their valuable experiences in the armed forces to our workforce,” said Dave Watson, President and Chief Executive Officer of Comcast Cable. “We are so thankful that these individuals chose to serve our country, and we are proud to call them teammates as they now help to serve our customers and make a meaningful difference in our company.”

Comcast NBCUniversal has an expansive program to support veterans who have recently transitioned into the workforce, including peer-to-peer mentorship with other veteran employees, digital and in-person professional development opportunities designed specifically for veteran and military spouse employees, and opportunities to stay engaged with the military through volunteering with local veteran-serving organizations. The company also has an 8,400-member strong VetNet employee resource group dedicated to supporting our military workforce.

“I’m incredibly proud that the entire Comcast NBCUniversal family embraced our commitment, showing our support for the military community through not only our hiring efforts, but also through support of veteran-serving non-profit organizations and work with veteran-owned businesses,” said Brigadier General (Ret.) Carol Eggert, Senior Vice President of Military and Veteran Affairs at Comcast NBCUniversal.

The company announced that its Internet Essentials program expanded eligibility to low-income veterans, nearly one million of whom live within the Comcast’s service area. The expansion will be furthered through new nationwide partnerships with the Elizabeth Dole Foundation and the PsychArmor Institute, two of America’s leading veteran-serving non-profit organizations that will help support the creation of veteran-specific digital skills training videos and supplementary materials, which will be made available online and delivered in classrooms at Comcast-sponsored computer labs in 10 markets. The goal is to connect more low-income veterans to Internet resources, including: online social support networks, health benefits, access to colleges and scholarship programs, digital and technical skills training programs, as well as news, games, and entertainment.

Additionally, this year, the company became a founding partner of the U.S. Chamber of Commerce Foundation’s Hiring 100,000 Military Spouses campaign, which is raising awareness of military spouse unemployment and encouraging employers to make military spouse hiring commitments, ultimately resulting in a combined 100,000 military spouses hired by the end of 2021. Military spouses are still unemployed at a rate of 16 percent, over four times the rate of their civilian counterparts, and Comcast NBCUniversal is committed to helping to close that gap and hiring these talented individuals who have already given so much to our country.

Source: Comcast Corporation

Military Background the Foundation for Success

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Soldire stands in uniform next to rock called The Rock

It is no secret that companies benefit from a diverse mix of employees, including those who have served our country. We at ON Semiconductor are fortunate to employ many of our active and retired service men and women across the country.

One of these amazing individuals is retired Lieutenant Colonel Darren P. Hooks, based at our corporate headquarters in Phoenix, Arizona. Our diversity and inclusion initiative wanted to take some time to ask Lt. Col. Hooks about his time in the military and how it helped him transition to civilian life.

 

Diversity and Inclusion Initiative (D&I):

What branch of the military did you serve in and for how long?

Darren Hooks (DH): I was in the United States Air Force for over 24 years and retired as Lt. Col.

D&I: Why did you join?

DH: My love for structure, discipline and service motivated me to join. This originated from my passion and progression within the Boy Scouts of America.

D&I: Why did you choose the U.S. Air Force?

DH: The U.S. Air Force chose me. Starting with the Boy Scouts, I transitioned to Army Junior ROTC in high school where I eventually progressed to the highest rank of Battalion Commander. During enrollment in college, I also intended to continue participation in the Army ROTC. During freshman registration, outside on a hot and humid Alabama summer day, both Army and Air Force ROTC recruiters were set up side by side. Strategically, only the Air Force ROTC recruiters offered free hot dogs, sodas and chips. That is how the Air Force chose me.

D&I: Do you come from a military family?

DH: I am the first and only (within a family of 10) to join the U.S. military.

D&I: What was your job/assignment?

DH: Throughout my extensive military service, I served in multiple career fields that include civil engineering, communications, and command and control squadrons.

D&I: Where are some of the places you were deployed?

DH: Military deployments to Qatar, Iraq, Afghanistan, Saudi Arabia, United Arab Emirates and Kuwait.

Lt. Colonel Hooks poses in uniform in front of Helicopter

D&I: Once your service ended, what were your next steps? Did you work or go back to school?

DH: Following military retirement, I focused solely on my career with ON Semiconductor.

D&I: What led you to ON Semiconductor and what do you do now?

DH: Motorola recruited me right out of Tuskegee University. I started at Motorola Government Electronics Group before going to Intel Corporation for a period, before returning to ON Semiconductor (formerly Motorola) for a 16-year tenure as a project/program manager.

D&I: How did your military experience influence your career? Do you see connections between your time in the military and your time with ON Semiconductor?

DH: The military instilled within me structure, discipline and teamwork. I credit the military as the foundation of my success at ON Semiconductor. Our company and coworkers supported me tremendously during my multiple military deployments and made coming back to civilian life easier than it might have been otherwise.

D&I: Looking back on your military service, do you consider it to have had a positive impact on your life?

DH: Yes. The military has taught me immeasurable life lessons, and I would not change it for the world.

12 Tips for Effectively Managing Veterans in the Workplace

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manager sitting at a desk talking with an employee

By Preston Ingalls

As both a veteran and an employer of veterans for more than four decades, I have learned a great deal about managing those who served our nation.

For example, there are some techniques that employers should consider to aid success in hiring and sustaining this group. According to the United States Bureau of Labor Statistics (BLS), 21 million men and women, or 9 percent of the civilian population age 18 and over, are veterans. That is roughly 1 in 10. Of course, this includes those who served in WWII, Korea and in nonconflict times.

As a veteran, finding decent employment is not a given just because he/she served his/her country. Among men age 25 to 34, Gulf War-era II veterans had a higher unemployment rate (7.5%) than did nonveterans (6.3%). In 2014, BLS reported that among women, the unemployment rate for Gulf War-era II veterans (8.5%) was much higher than the rate for nonveterans (5.9%). Additionally, 35- to 44-year-old female veterans had a rate of 9 percent, which is almost double the rate of 4.8 percent for their nonveteran counterparts. According to Stars and Stripes newspaper, nearly two-thirds of new veterans say they faced a difficult transition to civilian life. The simple fact is that hiring veterans makes sense because of the qualities they bring to the table that can be hard to find in other candidates.

Why Veterans Struggle to Find Jobs

One reason that veterans continue to struggle to find jobs is that those without military experience have no reference point as to how military experience translates to a potential job need. Unfortunately, many veterans haven’t learned how to translate their experiences into comparable civilian applications. When employers are unclear about the conversion of skills and experiences, they may revert back to a more comfortable position of passing over a veteran prospect. Employers should keep an open mind and make it clear on job postings and websites what they are looking for. It may simply be an issue of skills translation. Another issue is that veterans are often stereotyped by many civilian employers. Several years ago, 46 percent of human resource professionals surveyed by the Society for Human Resource Management (SHRM) cited posttraumatic stress disorder (PTSD) and mental health issues as major challenges and barriers in considering employees with military experience.

The reality is that PTSD is shared by about one-fifth of current veterans, and the highest rate for veterans of any era was Vietnam-era veterans, at 30 percent. Regardless of these low percentages, the most important fact is that PTSD is often treatable with medication. The SRHM study found that many HR employees believe that veterans, who are used to following orders, cannot take initiative and are too rigid. This is absolutely false. While it’s true that veterans are conditioned to take orders, they are also trained to think on their feet when orders are not always there. Considerable training is focused on this ability to make quick decisions after gathering as much information as possible in a short amount of time.

Another concern, especially for reservists and National Guardsmen, is redeployment or activation. Employers are concerned that redeployments will result in the loss of the time and training investment of veterans. While the risk does exist, since 38 percent of the military component includes these units, it is certainly one than can be accommodated. As a nation, we have an obligation to support our military. They weren’t asked if they believed in the mission or in the values they were defending. They stepped forth so others would not have to do so.

Managing Veterans

Now that they have performed their duties to their country and have returned, we should make every effort to thank them for their service. So what do you need to consider when managing them?

  1. Get rid of the stereotypes. Judge your vet on how he/she performs, not on some preconceived notion on how you think he/she is programmed to act.
  2. Clarify the mission. Veterans were taught to focus on the mission first. Therefore, take time to clarify what the mission is for your veteran employees. It may seem obvious to you, but to someone with a great respect for the value of mission clarification, spelling out what you are doing and why you are doing it.
  3. Show the procedures. Veterans are used to seeing standard operating procedures or protocols, and understand the value of a documented process. If you have one, share it with them. If you don’t, challenge them to help develop a job aid or checklist to ensure repetition. They will respect the sequence of tasks.
  4. Provide autonomy. Once they understand what is needed and how to do something. don’t micromanage them. Challenge them with some degree of authority and responsibility.
  5. Pair up with mentors. Often, military members were assigned to a more senior person for on-the-job training (OJT). They will respect a mentor arrangement for oversight and advice. This gives them a go-to person for when they have questions and ensures they are acclimating into the organization.
  6. Explain budgets. Many military members didn’t have individual contributions or budgetary limits, nor did they really face profit and loss responsibility. It is worth the time and effort to explain costs, revenues and margins so that they understand the sensitivity toward costs in the civilian professions.
  7. Encourage socialization. The vet will see far more value in social activities with fellow workers than most other employees because they have lived in close proximity quarters and socialized with the people they worked with before coming to your company. Finding ways to get them involved in social activities could have an impact on their morale and their sense of camaraderie. This may include after-work or weekend get-togethers or company parties.
  8. Set roles and expectations. A vet knows he/she is expected to perform certain tasks. Take the time to clarify what the tasks are and how to perform them well. Explain how he/she will be measured for performance and expected outcomes.
  9. Explain context and culture. Don’t assume your vet is accustomed to the nuances of office culture. Most veterans find it difficult to get used to the office environment, even if they worked in an office atmosphere in the military. Civilian culture, the sense of urgency and the mission priority are all different, and they need to learn to adapt.
  10. Engage them. They will rarely leave their company, but may leave their supervisor. Stay in touch with them. How are they doing? Are they getting what they need to be successful? Are they adapting to the culture? Are they being recognized for their accomplishments? Is anyone listening to their ideas and suggestions?
  11. Focus on leadership. In the military, it is obvious what the pecking order is and who reports to whom. The insignia is a display of that. In civilian life, that is not the case. Take the time to explain the hierarchy.
  12. Lead by example. Veterans will have a higher expectation for leadership than most civilians. Most military leaders have received considerable training and coaching. Therefore, they are often more effective than many of their civilian counterparts. Veterans are used to being led by strong, decisive leaders who care for their people and focus on their mission.

Leadership is a skill and a character quality that most veterans possess by nature of their participation in military service. They have led troops from the early days of their military lives. This aspect will put additional attention and pressure on the civilian leaders to worker harder at leading, instead of just being the boss.

Source: This article was originally published in Construction Business Owner magazine. Visit constructionbusinessowner.com to read more.

Looking for Your Civilian Career?

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Consider a career in hospitality or another of our top industry choices. From hotel managers to chefs to truck drivers, the hospitality and leisure industry adds more than $3.4 trillion to the global economy every year, according to siteminder.com. If you’d enjoy a job that could take you from being a server in a restaurant to the boardroom of a Fortune 500 company, a career in the hospitality and leisure industry might be perfect for you.

Restaurant General Manager

Average salary: $52,030

Employment is projected to grow 9% by 2026

Restaurant general managers are responsible for the daily operation of restaurants or other establishments that prepare and serve food and beverages. They direct staff to ensure that customers are satisfied with their dining experience, and they manage the business to ensure it is profitable.

Hotel Manager

Average salary: $51,800

Employment is projected to grow 4% by 2026

Hotel managers ensure that guests on vacation or business travel have a pleasant experience at a hotel, motel, or other types of establishment with accommodations. They also ensure that the establishment is run efficiently and profitably.

Flight Attendant

Average salary: $50,500

Employment is projected to grow 10% by 2026

Flight attendants provide routine services and respond to emergencies to ensure the safety and comfort of airline passengers while aboard planes.

Event Manager

Average salary: $48,290

Employment is projected to grow 11% by 2026

Event managers coordinate all aspects of events and professional meetings. They arrange meeting locations, transportation, and other details.

Executive Chef

Average salary: $45,950

Employment is projected to grow 10% by 2026

Executive chefs oversee the daily food preparation at restaurants and other places where food is served. They direct kitchen staff and handle any food-related concerns.

Not seeing your dream job on the list of hospitality jobs? Check out some of our other top industry picks for starting your civilian career.

Other Industry Stats:

Healthcare is expected to provide 2.4 million new jobs by 2026

About 7.7 million people hold jobs related to the trucking industry

Other Top Industries for Veterans

While the latest statistics show the leisure and hospitality industry generally has the highest monthly job openings rate, other professional and business services offer plenty of opportunities as well. These openings are measured by the Job Openings and Labor Turnover Survey (JOLTS), a monthly survey conducted by the United States Bureau of Labor Statistics to help measure job vacancies.

Healthcare

Average salary: $64,770

Employment is projected to grow 18% by 2026

If a job in the medical field interests you, you’ll find many opportunities in healthcare. From assisted living facilities to the operating room, professionals in the healthcare field are in high demand. For example, with a master’s degree, you can become a genetic counselor and earn about $57,000 a year. Respiratory therapists earn about $55,000 a year and require an associate’s degree or higher. Demand for these healthcare specialists is expected to rise 19 percent by 2020.

Transportation

Average salary: $31,600

Employment is projected to grow 6% by 2026

The transportation industry industries providing transportation of passengers and cargo, warehousing and storage for goods, scenic and sightseeing transportation, and support activities related to modes of transportation. Establishments in these industries use transportation equipment or transportation-related facilities as a productive asset. The type of equipment depends on the mode of transportation—air, rail, water, road, or pipeline.

Trucking

Average salary: $42,480

Employment is projected to grow 6% by 2026

Companies in trucking provide over-the-road transportation of cargo using trucks and tractor trailers. The industry is divided into general freight trucking and specialized freight trucking, depending on the equipment used, type of load carried, scheduling, terminal, and other networking services. General freight transportation establishments handle a wide variety of general commodities, usually palletized, and transported in a container or van trailer.

Source: bls.gov

After Careers With U.S. Armed Forces And Fema This Couple Opens Their Own Business

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McDuffie,Sharron, Rodney, Lee's Summit, MO

After Rodney and Sharron McDuffie retired from long and successful careers that included both the U.S. Armed Forces and the U.S. Government, the Raymore couple was looking for an attractive business opportunity to bolster their pension income.

So on April 15, Rodney, “61 years young,” and Sharron, “59 years younger,” as they note, officially opened for business as franchise owners with Floor Coverings International, whose representatives visit customers’ homes in a Mobile Flooring Showroom stocked with thousands of flooring samples from top manufacturers. Floor Coverings International Lee’s Summit serves customers throughout greater Kansas City.

Sharron retired after 30 years with the Federal Emergency Management Agency (FEMA), where she was a Technological Hazards Specialist assigned to several nuclear power plants throughout Kansas, Missouri, Nebraska and Iowa. Rodney retired from the U.S. Navy with 25 years as a Yeoman Administrator before joining the Department of Immigration, where he spent more than a decade before retiring as an Immigration Supervisor this past February. “We had started talking about what we would be doing in life with retirement approaching and looking forward to living the lifestyle we were comfortable in after more than 30 years working for the government,” Sharron said. “And we were not sure that once we retired on a government pension, if it would be enough. We are still pretty young and in good health, so we started looking for a business we could purchase that also offered plenty of flexibility, such as being able to work from home when we wanted to.”

In Floor Coverings International, the McDuffies found a company that has tripled in size since 2005 by putting a laser focus on consumer buying habits and expressed desires, its impressive operating model, growth ability, marketing, advertising and merchandising. Floor Coverings International further separates itself from the competition through its customer experience, made up of several simple and integrated steps that exceed customers’ expectations.

The McDuffies are also very excited about having the opportunity for their children to play a role in the business. Their oldest son, who just earned his master’s degree in Public Affairs, is “more excited than my husband and myself,” said Sharron, while their youngest son, who just graduated from high school, is looking forward to joining one of their flooring installation teams where he will gain the necessary experience to later become a Project Manager or Design Associate. A daughter, currently a middle school biology teacher, might join the business as an office manager or Design Associate while her husband is assisting with local marketing. “Since we have been up and running, the whole family is seeing what a great opportunity it is by joining or just participating in this family business,” Sharron said.

ABOUT FLOOR COVERINGS INTERNATIONAL

Floor Coverings International is the #1 Mobile Flooring Franchise in North America. Utilizing a unique in-home experience, the mobile showroom comes directly to the customer’s door with more than 3,000 flooring choices. Floor Coverings International has 150-plus locations throughout the U.S. and Canada with plenty of opportunity for continued expansion in 2019. For franchise information, please visit flooring-franchise.com and to find your closest location, floorcoveringsinternational.com.

Successful Transition Begins with Backward Planning

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man thinking about his next career

By Mike Olivier

There are a few transitions in life that are inevitable; of that number there are fewer still where the day and time are certain. The transition from the military to civilian life is one of those transitions.

For those entering the civilian workforce, now is a good time. The military is heartily supported by all sectors of society, the economy is good, and unemployment is very low. That means getting a job is most likely not as difficult as it has been in the past. Nevertheless, there is no one standing outside the base gate handing out hundred dollars bills and employment contracts. Which means finding a good job is going to take work, and it is still going to require planning.

The good news is that the transition date for your departure from military life is certain, and you have advance notice. For some, this transition is seamless—they will go to work in the family business, a few will change their military uniform for civilian clothes and go back to work at the same desk, and some will go to college. Most will venture into the unknown and look for work. It doesn’t matter if you’re going on to school, to work, or going back to the family farm—getting there successfully is going to require a degree of planning.

One thing that most likely rubbed off during your time in the military is an acknowledgement of the value of planning. There is not much in the military that is not the result of planning, good or bad; and knowing when you are released from active duty provides you the opportunity to plan your next step. This ability to backward plan is going to provide you with options, and it is going to give you a better chance of succeeding in your transition. The military now offers a number of transition classes, and there are countless programs and agencies that will help point you in the right direction. Taking advantage of these resources is about the most common-sense action one can take. Even if they are incomplete in some respect, these resources can provide you with options and direction.

Networking is successful quote

Before you can plan, you will need to identify a goal: even if this is a leap into the unknown, there has to be somewhere to land. In this process, the question is often framed as “What do you want to do?” It is good to think about this holistically; that is, where do you want to live, what do the others in your life want, and, practically, what do you need? The answer to these and other related questions may align with one another, or, more likely, the answers will point you in opposite directions. Nevertheless, it is important to understand that this is a discovery process, and that answers to these questions may only eliminate options, but that’s a good thing. As you narrow your options, the remaining few provide direction to your transition goal.

In terms of backward planning, the milestones in the plan are going to be set by the objective. If the goal is to go to school to gain skills or to complete a degree, then identifying and getting accepted into the school is going to take time. The planning elements are gathering up transcripts, completing forms and applications, and meeting deadlines. Applying for a job also takes time as you determine what skills you need to be competitive, complete a resume, attend job fairs, and schedule meetings with recruiters. About 80 percent of people get a job through networking. If you have been in the military and out of the job market, out the network, you have to be proactive to establish your network. This is not a weekend task. You will need to establish your network by focusing on the industry. All industries have associations and events, and you create your industry-specific network by attending these events and meeting people. Volunteering at these events is another good way to get to know key people in the industry. If you want to be part of the successful 80 percent, you need to be known within the network.
Transition, for most, is stressful and challenging—it is a culture change, it is a risk. Improve your success and reduce risk and stress by backward planning. Knowing when you get out, where you want to end up, and the tasks to be completed are all elements of the plan. The most important point is don’t wait—start the plan and execute. When you get out, be where you want to be, not struggling to get there.