Recruiting Veterans Can Improve Your Company’s Bottom Line—Here’s how to do it

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Veteran employee talikn with hiring manager

What are your company’s biggest goals right now—building out a core product, improving customer service, growing your client base? When looking at employers’ top priorities, it’s rare to find hiring more veterans among them.

But when you hear what National Director of Military Affairs at Power Home Remodeling Mike Hansen has to say, you just might change your mind.

After a decorated military career, Hansen at first struggled to find a civilian position in the midst of the Great Recession. But after coming across a sales opportunity at Power Home Remodeling, he quickly found his footing. Within 12 months, he had closed a million dollars in deals. And Hansen wasn’t alone—he found that other employees who had served in the military were, on average, significantly outperforming the general population.

This discovery prompted Hansen to reach out to leadership all the way up to the co-CEO, Asher Raphael, to lobby for a veteran hiring program. Fast-forward five years later, and running the program became his full-time job when it launched in the spring of 2016. But make no mistake—Hansen doesn’t see his job as an act of corporate charity.

“When you go back to aligning the program with business objectives, you create a department that not only pays for itself, but pays for itself times ten,” Hansen said.

Glassdoor’s Emily Moore caught up with Hansen to learn more about his unique military affairs program, advice for companies hoping to hire veterans and vision for the future of the company—here’s what he had to say.

Glassdoor: How did the opportunity with Power Home Remodeling come about?

Mike Hansen: It actually kind of fell in my lap. One of the Marines I served with a few years before I joined Power started working in our Philadelphia branch, so he referred me to the local one outside of DC. I figured I’d go in for the interview and see where it went. I had no intention of working in this industry—I never thought I would be with a company like this given what I wanted to do. I was completely clueless, but ended up finding success rather quickly within the organization.

Glassdoor: What made you start thinking about recruiting more veterans to Power Home Remodeling?

Hansen: I met a couple other vets across the business that were doing pretty well, and we found that most of us were doing not just well, but disproportionately well. I wrote a couple of white papers to the chain of command saying, “Hey, we should have a more defined military initiative.” Then in 2015, our organization won Fortune Magazine’s number one place to work for Millennials and camaraderie—that was a real jump-off point. At that point, I got to meet with our co-CEO Asher Raphael and found that he wanted to do a military program and just didn’t know how. We felt that on the heels of that award, it was a really good time to launch this initiative. We set up a military affairs council, and we put together some ideas and thoughts of what we could do and what our objectives would be, and we just started iterating from there. Very quickly after that, we realized that someone would have to manage this full-time, and that’s when our co-CEO Asher asked me to move up to the headquarters and build the program.

Glassdoor: You mentioned that you noticed veterans were not only successful at Power Home Remodeling, but disproportionately successful. Can you talk a little bit more about why that might be?

Hansen: A lot of companies are afraid to hire vets because of PTSD or other perceived issues that come from being in the military. But everybody who is hired, whether they’re right out of college or a 40-year executive, comes with baggage. The difference is the military population has a natural leadership background, a strong work ethic and an understanding of how to operate in chaos that most non-veterans can’t really relate to. The culture is very mission-driven in the military, and that can be applied to any work environment. The second that an organization is able to vocalize their mission, that military drive kicks in and veterans just naturally work towards the objective.

Glassdoor: How did Power’s veteran hiring program start, and how has it changed and grown along the way?

Hansen: We started out thinking we were just going to offer a bonus and do some military-focused hiring. The more we dove in, we saw how our program aligned with the business objectives, and we started iterating and kept evolving our processes. One of the things that’s so unique is we’re able to tie the metrics of our initiative to the actual business growth, which then creates a positive feedback loop. Now, we want to double-down on some of our investments. A big goal for me is leadership development, because it’s one thing to build this program and to successfully identify, attract and onboard new talent, but when we have more veterans in Director, VP or Senior Vice President roles, military talent and leadership becomes part of the genetic makeup of the organization. That creates that positive feedback loop that just runs itself.

We actually have this joke in the business, even our co-CEO got me a T-shirt at our company party in Mexico last year that said, “Get Hansen Fired.” The idea is that my job is complete when I’m no longer needed. We’re trying to continue to build this cycle of leadership development so that more of that group will continue to take the business into the future without needing a dedicated department.

Glassdoor: A lot of companies want to hire veterans, but have no idea where to start. What advice would you offer to them?

Hansen: Number one, I think every company that’s bigger than a hundred people has probably got a veteran or two working there, and a lot of times they just don’t know. I think the first step is looking internally at your own veteran population, and getting together to understand their stories. What you’ll find is usually that some of those military veterans and spouses will already be performing above average. Then you can tie that back to where the business is going and which objectives you’re trying to solve for.

I think that’s what is intrinsically unique about our philosophy—it was never just about hiring. It was about solving business objectives. One of those objectives was investing in human capital and making sure we had the right people and the leadership development we needed to grow and scale the organization. We were able to very quickly identify that some of the gaps in our organization could be filled by a military affairs program. We come at it from a different angle, whereas most organizations view it just in terms of hiring or as a philanthropic endeavor.

Glassdoor: Are there any benefits or perks that companies should offer to help entice candidates to work there?

Hansen: We offer a $3,000 sign-up bonus for vets and spouses, but I’m not necessarily advocating that everybody do that—it just aligns with our business model because that’s the way we’ve built the program. I think the best things you can offer veterans are a sense of purpose, tying what they do back to how it’s making an impact in the lives of the people or the customers that they serve, and a sense of community. In the military, your sense of identity, purpose and community are all so defined by your environment. When you leave the military, you lose those things almost immediately. Companies that can create that sense of purpose and community naturally for their employees help them shape and evolve their new identity.

Glassdoor: Beyond creating a veteran hiring program, what can employers do to sustain it long-term?

Hansen: There are so many different versions of military hiring programs at different companies. What I like to know is, what was the foundation or the philosophy that spurred them to start that program? When you look five years down the road, the programs that were founded on philanthropy alone tend to fizzle out, or their impact wasn’t very measurable on the company. When you go back to aligning the program with business objectives, you create a department that not only pays for itself, but pays for itself times ten and helps create new opportunities across the business.

Source: Glassdoor.com

Richard Rawlings: On A Mission For Vets

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Richard Rawlings On a Mission For Vets

By Brady Rhoades

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.

Gas Monkey Garage visited troops in Korea last Thanksgiving
Korea: Gas Monkey Garage visited troops in Korea last Thanksgiving

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.”

NASCAR: Rawlings walks the red carpet prior to the Monster Energy NASCAR Cup Series
NASCAR: Rawlings walks the red carpet prior to the Monster Energy NASCAR Cup Series

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

Garage Rehab helps out American Warrior Garage
Garage Rehab helps out American Warrior Garage-PHOTO: DISCOVERY CHANNEL

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!

4 Questions Candidates Should Ask During a Job Interview

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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.

Continue on to YahooNews to read the complete article.

Paralyzed Veterans of America Receives Over $1 Million through Penske Automotive Group’s “Service Matters” Campaign

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PVA

Paralyzed Veterans of America received over $1 million through Penske Automotive Group’s 2018 “Service Matters” campaign.

Since the beginning of this partnership in 2015, Penske Automotive Group has raised more than $4 million to support PVA.

Throughout 2018, Penske Automotive Group’s dealerships encouraged customers to donate toward its “Service Matters” campaign. To maximize the donation, Penske Automotive Group matched each donation up to $500,000. All funds raised go toward supporting PVA’s programs and services, including: veterans’ benefits assistance; legislative and advocacy efforts; employment counseling; medical services and health policy guidance; investment in spinal cord injury and disease research and education; adaptive sports programs; and architectural support—all of which are provided free of charge to veterans and their families.

“Through our great partnership with Penske Automotive Group, we have been able to continue providing veterans with disabilities the programs and services they need to help them live full and productive lives,” said David Zurfluh , national president of Paralyzed Veterans of America. “We thank Penske Automotive Group for its enduring commitment to our nation’s veterans, and for the wonderful support of the company’s employees and customers, all of which helps veterans with disabilities access the care, jobs and benefits they’ve earned and deserve.”

About Paralyzed Veterans of America

For more than 70 years, Paralyzed Veterans of America has ensured that veterans receive the benefits earned through service to our nation; monitored their care in VA spinal cord injury units; and funded research and education in the search for a cure and improved care for individuals with paralysis.

As a life-long partner and advocate for veterans and all people with disabilities, Paralyzed Veterans of America also develops training and career services, works to ensure accessibility in public buildings and spaces, and provides health and rehabilitation opportunities through sports and recreation. With more than 70 offices and 33 chapters, Paralyzed Veterans of America serves veterans, their families and their caregivers in all 50 states, the District of Columbia and Puerto Rico. Learn more at pva.org .

About Penske Automotive

Penske Automotive Group, Inc., headquartered in Bloomfield Hills, Michigan, is an international transportation services company that operates automotive and commercial truck dealerships principally in the United States, Canada and Western Europe, and distributes commercial vehicles, diesel engines, gas engines, power systems and related parts and services principally in Australia and New Zealand. PAG employs nearly 27,000 people worldwide and is a member of the Fortune 500 and Russell 2000, and is ranked among the World’s Most Admired Companies by Fortune Magazine.

Continue on to YahooNews to read the complete article.

Career Advice for Military Spouses and Other Accompanying Partners

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Dual-career couples have unique relocation challenges.

Couples career-planning can be challenging under the best of circumstances. When one partner’s occupation requires relocation, it may be difficult to ensure both people can build fulfilling careers. “I do think it’s incumbent on couples to be strategic and have conversations about who is willing to do what,” says Lisa Wolf-Wendel, professor of higher education administration at the University of Kansas and co-author of “The Two-Body Problem: Dual-Career-Couple Hiring Practices in Higher Education.” “It’s quite miserable to move somewhere for one person’s job and the other person isn’t doing something that is satisfying.”

Several professions require relocation.

Moving is the norm in several professions. Military spouses have it particularly rough, since active-duty service members typically move every two to three years, sometimes without much notice. Members of the foreign service also relocate fairly frequently, to countries throughout the world, exposing their families to many unique cultures and labor markets. And when academics snag rare opportunities to research and teach at universities, their partners may find themselves having to pick up and move to far-flung college towns.
Who are accompanying partners?

In active-duty military families, 93 percent of spouses are women, according to the Syracuse University Institute for Veterans and Military Families. Their average age is 33, just a few years away from when women tend to reach their peak earning potential. More than a third of professors are partnered to other professors, according to Stanford University’s Clayman Institute for Gender Research. These couples may find it especially difficult to build mutually satisfying careers, since it’s rare for a university to offer two perfect-match jobs simultaneously. Women who work in academia are more likely than men to be partnered with other people who work in academia; 83 percent of women in the natural sciences are partnered with scientists compared to 54 percent of men.

Continue onto U.S. News & World Report to read the complete article.

Students In The Workplace Keep Industry And Academia On The Cutting Edge

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veteran student

When college students can spend several months at top international firms like Goldman Sachs, they naturally come away with valuable résumé-building experience. But what’s often left out of the conversation is the value that students inject back into the business.

Joseph Camarda, a managing director in private wealth management at Goldman Sachs in San Francisco, cited this mutually beneficial exchange when explaining why the company has partnered with Drexel University in Philadelphia to place 145 students in cooperative education positions at its U.S. offices since 2014.

“They bring a young, vibrant, innovative mind to the team and that adds a value that we want to use over and over,” he said.

By collaborating with businesses, colleges and universities can deliver on the promise of relevance for career-minded students. From co-ops and internships, to mentoring and research opportunities, they can also invigorate programs on campus and bring value to firms.

Ashley Inman, a human resources expert who has worked with college interns in several industries, recalled one intern at a construction firm who developed an app for the company to better track inventory — a strategic innovation that helped streamline sales.

“Organizations can get stuck in their ways,” she said. “The value that the students bring is a fresh perspective.”

It’s part of the reason Goldman values its partnership with the university today — 13 years after the co-op relationship began with just a few students in the company’s Philadelphia office. A number of graduates since that time have gone on to work for Goldman full-time.

“The work ethic of these students is just phenomenal,” Camarda said. “It shows up every day.”

Real-Life Reciprocity

Students, in turn, bring valuable perspectives back to campus with them – including “bottom-line” urgency that can sometimes be lacking in academia, said Inman, who sits on the talent acquisition panel of the Society for Human Resource Management.

Strong and meaningful links to industry can inform curricula and programming on campus – helping to make sure academic offerings remain relevant to the needs of industry and students seeking jobs.

Higher education, however, has typically struggled to create and maintain those links, leading to a skills gap that leaves companies with jobs they can’t fill and students who can’t get jobs.

Continue onto Forbes to read the complete article.

How to Write an Impressive Cover Letter From Scratch in 30 Minutes

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You know enough to regularly update you resume—so if you find a job posting you’re interested in, you’re halfway through the application process.The other half, of course, is your cover letter. If you have some time and are just rusty, you can make a game plan to write a draft, then take a break, and come back to it with fresh eyes.

But if you see the deadline to apply is just 30 minutes away, you don’t have any time to spare. Here’s how to write a cover letter that will bolster your application—in just half an hour. (And if you need to revamp your resume or prep for interview in the same amount time, look here and here.)

Minutes 1 Through 10: Write Down Your Main Points

Maybe it’s just me, but I often struggle the most on the opening line of a cover letter. I know I shouldn’t lead with “My name is…,” and I want something that’ll grab the hiring manager’s attention. But my quest for the perfect beginning can lead me to spend 15 minutes (or more) typing and deleting the same line over and over. (And at that rate, my 30-minute cover letter would be all of two sentences.)

So, skip the intro if need be, and just start writing about why you’re a great fit for the open position. Don’t stress about the very best way to phrase your current responsibilities. Just write down your main points.

Need a prompt? Answer these questions: What do you find most exciting (or interesting) about the position? What relevant experience do you have? What would you bring to the role (and/or company) that’s unique to you?

Definitely make sure to have your resume and the job description open or printed out next to you. That way you can glance over at both and make sure you’re highlighting the right experience.

Minutes 10 Through 20: Add in Examples

OK, so you’ve written out all of reasons why you’re perfect for the job. Now it’s time to make sure you’re on the same page as the hiring manager. How so? Go back to that job description.

Re-read what the position calls for. Did you mention the experience and skills they’ll be screening for? To connect the dots in a way that’s clear—but wouldn’t be confused with a laundry list—add in an example or two.

If the job calls for people skills, swap out the line that reads, “I have excellent people skills” with a line that explains how in previous roles you’ve managed relationships with board members, which taught you about working with opinionated stakeholders. Does the position call for someone with sales experience? An anecdote about how you’ve been in sales since you set up your first lemonade stand when you were seven years old is memorable.

Continue onto Muse to read the complete article.

DynCorp International Awarded Rotary Wing Services Contract at Joint Base Andrews

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DynCorp awarded contract

On December 27, 2018, the 11th Contracting Squadron at Joint Base Andrews in Maryland awarded DynCorp International (DI) a contract for rotary wing aircraft maintenance. The competitively-awarded, firm-fixed-price contract has a base year plus four option years, valued at $75 million if all options are exercised.

The period of performance is May 1, 2019 through June 30, 2024.

DI will provide services at Joint Base Andrews to support all management, personnel, equipment and services necessary to perform 811th Operations Group rotary wing flight line maintenance.

“We are honored to have once again earned the trust and confidence of the United States Air Force for this exceptionally important mission,” said Joe Ford, DynAviation president. “We have a rich history at Andrews and look forward to continuing our legacy of superior service on this contract.”

“We are extremely pleased to be able to continue our over 18 years of support on this very important mission,” said Jeff Dickman, senior director, DI Capture Management. “We look forward to meeting our customer’s requirements each day on this no fail mission.”

About DynCorp International
DynCorp International is a leading global services provider offering unique, tailored solutions for an ever-changing world. Built on over seven decades of experience as a trusted partner to commercial, government and military customers, DI provides sophisticated aviation, logistics, training, intelligence and operational solutions wherever we are needed. DynCorp International is headquartered in McLean, Va. For more information, visit our blogs Inside DI or DI at Work or follow DynCorp International on Twitter.

DynCorp International Awarded United States Coast Guard Contract

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DynCorp awarded contract

On December 20, 2018, the United States Coast Guard (USCG) Aviation Logistics Center (ALC), Long Range Surveillance Product Line Division, awarded DynCorp International (DI) the Progressive Structural Inspection (PSI) and Depot Level Maintenance (DLM) contract for C-130H and C-130J aircraft.

Located at the Aviation Logistics Center at USCG Base Elizabeth City in North Carolina, the total value of this contract is $51.4 million and consists of one base year and four option years.

“We are pleased to be named a critical new partner with the Coast Guard’s ALC Depot Team at Elizabeth City. They are entrusting us with the C-130H/J depot operation of aircraft tasked with unbelievably tough missions in very challenging environments and we are eager to demonstrate our commitment to getting that mission done, every day,” said Joe Ford, president of DynAviation.

The C-130H and C-130J aircraft are the USCG’s LRS aircraft providing critical Search and Rescue, Law Enforcement, Logistics, and Marine Environmental Protection response to the United States of America. Inspection of the C-130 series aircraft will be made to ensure airworthiness through detailed non-destructive inspection procedures. These inspections ensure compliance with Aircraft Structural Integrity Program (ASIP) requirements. Due to the corrosive environment in which USCG aircraft operate, inspections are required to be performed on each USCG C-130 every 48 months.

“This award illustrates that the excellence, innovation, and dedication of DI employees is not lost on other customers around the globe. As a new partner, we look forward to being a part of U.S. Coast Guard’s mantra of ‘Semper Paratus’ or ‘Always Ready.’ This opportunity grows DI’s C-130 portfolio, adds to our depot-level maintenance capability, and continues our role in improving the readiness of our Nation’s key, no-fail mission aviation assets,” said Bill Tart, senior director, DI Business Development.

About DynCorp International
DynCorp International is a leading global services provider offering unique, tailored solutions for an ever-changing world. Built on over seven decades of experience as a trusted partner to commercial, government and military customers, DI provides sophisticated aviation, logistics, training, intelligence and operational solutions wherever we are needed. DynCorp International is headquartered in McLean, Va. For more information, visit our blogs Inside DI or DI at Work or follow DynCorp International on Twitter.

10 Reasons Veterans Make Great Employees

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By Julie Rains

Over the past few years, I have had the privilege of working with military veterans and active duty personnel who anticipate, are in the process, or have already transitioned to the civilian world.

Some job descriptions line up with their military credentials: a helicopter pilot making evacuations in Baghdad might find similar work with a law enforcement agency stateside; ditto for a technician who is searching for a mechanic’s position. But others may have incredibly valuable skills that aren’t recognized in the private sector. And, like many job seekers, the language of their current or most recent employers may be misinterpreted by those who screen candidates and make hiring decisions. Based on my experiences with military personnel, here are attributes that veterans often have and that make them great employees.

1. Understanding that actions and behaviors reflect on the organization

Military personnel, like other public servants, are always under scrutiny whether on a mission, back at the base, or on leave. They seem to understand that everything they do and say reflects on the integrity and reputation of the organization.

2. Cross-cultural skills

Our military personnel have the opportunity to interact with people of many countries. They might supervise local contract employees on base, conduct medical evacuations, or provide resources in humanitarian missions. Our veterans also have had the opportunity to work alongside others from all over the United States, providing them with knowledge of diverse cultures within our own country.

3. Innovation

I get the impression that many hiring managers may not always grasp that veterans may actually be more, rather than less, innovative in their thinking than non-veterans. Just as in the private sector, there are many opportunities for improving processes and results. In some cases, being in the field requires adapting to uncertain or changing circumstances, not being able to receive assistance from back-up teams, which further develops innovative thinking.

4. Ability to create something where nothing existed before

It took a while for one of my clients to explain to me what implementing “life support” systems in a previously undeveloped area meant. I finally realized that he directed the development of an infrastructure to house, feed, and take care of the basic needs of thousands of people. And, at some point, I understood that his logistical skills consisted not only of accessing supply chain resources but, more significantly, creating the supply chain.

5. Presentation skills

Many veterans, especially those who became officers, have excellent presentation skills. Some have fielded inquiries from Congressional representatives; others have spoken before senior executives (such as a Four-Star General). Delivering accurate information and being clear in meaning are both critical.

6. Quick Thinking

Missions and field exercises require leaders to quickly analyze situations, continuously process new and changing information, and make sound decisions. They have often received training on certain techniques, such as maneuvering a helicopter in a dust storm with no visibility, but real-world scenarios with life-or-death consequences can help hone focused thinking aligned with quick action under pressure.

7. Desire to reuse and recycle

More than one of my clients has mentioned that he or she was able to conserve resources by sharing inventory (equipment and supplies) with other facilities. In one case, he redistributed parts to sites worldwide; in another, she claimed serviceable but unneeded equipment from a nearby site.

8. Preparedness and flexibility

Readiness for deployments or impromptu operations plays a central role in many military job descriptions. Making sure that equipment is operating correctly and that supplies are ready allows responsiveness to organizational needs. And, understanding that uncertainty is the norm yields flexible employees.

9. Insight into how their actions impact other people

Doing a good job doesn’t mean just getting a good performance review, it means that fellow soldiers are as safe as possible and that critical missions are successful: the cargo plane with military troops is loaded properly; the helicopter that is transporting the critically wounded will respond to pilot controls, etc.

10. Demonstrated commitment to the greater good

Our veterans have shown that they have put themselves in danger to protect our freedom. Being able to sacrifice personal reward for greater, collective good is often a valuable asset.

There are even more skills, such as project management, purchasing, and team leadership skills, that our veterans possess. I have listed 10 that made the deepest impression on me.

Article was first published by Wise Bread.

This is the most important career skill to master in 2019

LinkedIn
interview tips

Chances are, no matter what your job title is, in the coming year you’ll have a series of conversations that are important for your career. Whether you’re being interviewed for a new position, discussing a promotion, or pitching an important project, high-stakes discussions await you in the months to come.

To ace these exchanges, you must master one crucial skill: the ability to handle Q&A, the impromptu questions and answers that are at the heart of every interview. Studies show that those who think on their feet and respond without hesitation come across as leaders who project a certain charisma. In fact, the same research indicates that this quickness of mind is rated as being even more important as a barometer of your mental smarts than IQ is.

Here are the four fundamentals that will help you answer any question with grace.

Prepare, prepare, prepare

To begin, prepare for these impromptu exchanges. While we think of answering questions as a totally spontaneous act, you can and must get ready for these conversations. Sure, you can’t anticipate ALL the questions you might be asked, but you can take a stab at preparing a list of questions and answers. This holds for job interviews, performance reviews, client meetings, and presentations that have a Q&A component.

I have coached everyone from individuals who were applying to med and law schools, to executives going for their next big job. In each case, we spent hours writing down questions, preparing answers, and role playing Q&A. The result has been a series of success stories. Candidates got what they wanted: law school, medical school, acceptance into grad school, or a CEO position.

So if you’re heading for a job interview this year–or any other critical conversation–begin by prepping.

Don’t rush to answer

Next, take your time answering. You’ll come across as more confident if you do. Listen to the entire question. If you rush to formulate your answer while the speaker is still talking, you may ignore part of what they’re saying. The result: You’ll answer the question you think they’ve asked, instead of answering the actual question.

Rushing can also cause you to interrupt the speaker—who may be contemplating the second part of her question. That will make you seem rude and panicky.

You’ll present yourself as a confident, thoughtful leader if you wait for the full question to be asked and then pause to reflect on your answer. Even if you have the answer in your mind, that pause will suggest that you are taking the question seriously and judging that it deserves a thoughtful answer.

But just because you are pausing doesn’t mean you have to fill in the silence with words like, “That’s a good question.” You’re not there to evaluate questions, you’re there to answer them. (And, hey, what about the other questions: Are they bad questions in comparison?)

Structure your response

Third, carefully structure your response. If you want to sound smart and quick on your feet, organize your answer and include the following components.

  • Begin with a segue from the question. For example, you might open with “That’s something I think a lot about,” or “Yes, I’d be glad to tell you about my qualifications for the job.”
  • Then state your point. Every answer should have a one-sentence message that’s presented clearly and with conviction. For example you might say, “I believe I have the credentials to be successful in this role.”
  • Give two to four proof points. These reasons support your message.
  • End with a call to action. This might be telling the interviewer you are excited about the opportunity being discussed and look forward to hearing from them. You also might ask what the next steps are. When preparing your answers in advance, use this structure so you will come across as clear and confident.

Ask questions

Finally, take a proactive approach and ask questions. For example, in a job interview, ask your future employer about the position or the culture of the company. These questions will show you’re engaged and have been an active listener. There are tons of great questions to ask. Giving the other person a chance to share her experience and expectations conveys your emotional intelligence–and keenness for the position.

Continue on to Fast Company to read the complete article.