Diversity Training: The Diversity Training: The Value of Employees with Value of Employees with

Military BackgroundMilitary Background

Your EAP name here.Your EAP name here.

ObjectivesObjectives

Increase awareness of the value of Increase awareness of the value of employees with military backgroundsemployees with military backgrounds

Increase awareness of who is from a military Increase awareness of who is from a military background and what that experience brings background and what that experience brings to your work environmentto your work environment

Decrease bias and stereotypes of employees Decrease bias and stereotypes of employees with military backgrounds with military backgrounds

Increase awareness of how to assist you with Increase awareness of how to assist you with managing and retaining valued employees managing and retaining valued employees

Who is from a military Who is from a military background?background?

Active Duty of all branches of the Active Duty of all branches of the militarymilitary

Ex-military Ex-military Reservist/National GuardReservist/National Guard Retired MilitaryRetired Military Spouses and children Spouses and children

Ask “have you or a loved one Ask “have you or a loved one ever served in the military?”ever served in the military?”

Asking about military service avoids Asking about military service avoids confusion about the multiple legal and confusion about the multiple legal and social meanings of the words veteransocial meanings of the words veteran

Anyone who has served in the military Anyone who has served in the military may be impacted by their military may be impacted by their military service including those who do not fit service including those who do not fit the federal definition of veteranthe federal definition of veteran

Family members may also be Family members may also be impacted by military life or post-impacted by military life or post-deployment issuesdeployment issues

What does it mean to be a What does it mean to be a veteran? veteran?

Different legal definitions of veterans used in Different legal definitions of veterans used in various lawsvarious laws May vary by status (Active Duty vs. Reserve Component)May vary by status (Active Duty vs. Reserve Component) Length of service (Requirement for minimum time on Length of service (Requirement for minimum time on

active duty)active duty) Period of service (combat vs. peacetime)Period of service (combat vs. peacetime) Separation status (Honorable vs. Dishonorable Separation status (Honorable vs. Dishonorable

Discharge)Discharge) Not everyone who has served in the military fits Not everyone who has served in the military fits

the legal definition of service memberthe legal definition of service member Consult your companies legal department & Consult your companies legal department &

internal policies if you have concerns about a internal policies if you have concerns about a specific service member's eligibility for benefits, specific service member's eligibility for benefits, veteran’s preferences, or protections under laws veteran’s preferences, or protections under laws pertaining to veterans and service memberspertaining to veterans and service members

Deployment Cycle & Deployment Cycle & ReserveReserve

Active Duty (Full time service Active Duty (Full time service member) Vs. member) Vs.

Reserve Component (balance military Reserve Component (balance military duty & civilian employment) duty & civilian employment)

Reservists may move rapidly Reservists may move rapidly between combat to civilian jobsbetween combat to civilian jobs

• May miss work for trainingMay miss work for training• Deployment & training dates Deployment & training dates

may change without warningmay change without warning• Difficulty of simultaneously Difficulty of simultaneously

reintegrating with their reintegrating with their coworkerscoworkers

Reservist must be adaptable! Reservist must be adaptable!

Pre-deployment

Deployment

Redeployment(Demobilization in Guard or Reserve)

Post Deployment

(Reintegration)

The United States Armed ForcesThe United States Armed Forces

An all Volunteer ForceAn all Volunteer Force

Active Duty Component (AD) - Air Force, Army, Coast Guard*, Active Duty Component (AD) - Air Force, Army, Coast Guard*, Marine Corp, and NavyMarine Corp, and Navy

Reserve Component (RC) - Air Force Reserve, Army Reserve, Reserve Component (RC) - Air Force Reserve, Army Reserve, Coast Guard Reserve*, Marine Reserve, Navy Reserve, Air Coast Guard Reserve*, Marine Reserve, Navy Reserve, Air National Guard, Army National GuardNational Guard, Army National Guard

2.1 million service members have served in Iraq and 2.1 million service members have served in Iraq and AfghanistanAfghanistan

* * Coast Guard is part of the Department of Homeland Security Coast Guard is part of the Department of Homeland Security not the Department of Defensenot the Department of Defense

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The United States Armed The United States Armed ForcesForces

Active Duty: 1.46M Service MembersActive Duty: 1.46M Service Members 66% aged 30 and younger66% aged 30 and younger 56% are married56% are married 1.86M family members1.86M family members 1.2M children1.2M children

Reserve Component: 846,000 service membersReserve Component: 846,000 service members 51% aged 30 and younger51% aged 30 and younger 49% are married49% are married 1.11M family members 1.11M family members 730,000 children730,000 children 28% aged 5 years and younger28% aged 5 years and younger

Taken From Taken From Demographics 2009 Profile of the Military Community Demographics 2009 Profile of the Military Community http://www.militaryhomefront.dod.mil/12038/Project%20Documents/MilitaryHOMEFRONhttp://www.militaryhomefront.dod.mil/12038/Project%20Documents/MilitaryHOMEFRON

T/QOL%20Resources/Reports/2009_Demographics_Report.pdfT/QOL%20Resources/Reports/2009_Demographics_Report.pdf

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The United States Armed The United States Armed ForcesForces

In 2004 Women In 2004 Women Consisted of: Consisted of:

6% of Marines6% of Marines 15% of Soldiers and 15% of Soldiers and

Sailors Sailors 20% of Airmen 20% of Airmen 11% of the Coast 11% of the Coast

GuardGuard

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Why Hire a Vet?Why Hire a Vet?

Accelerated Learning CurveAccelerated Learning CurveVets have the proven ability to quickly learn new skills and concepts. Vets have the proven ability to quickly learn new skills and concepts. They possess identifiable and transferable skills proven to achieve They possess identifiable and transferable skills proven to achieve success.success.

   LeadershipLeadership

Vets understand practical ways to manage and achieve goals in even Vets understand practical ways to manage and achieve goals in even the most trying circumstances. They are trained to lead by example the most trying circumstances. They are trained to lead by example as well as through direction, delegation, motivation, and inspiration.as well as through direction, delegation, motivation, and inspiration.

   TeamworkTeamwork

Vets understand how genuine teamwork grows out of a responsibility Vets understand how genuine teamwork grows out of a responsibility to one’s colleagues and how diverse individuals or groups can best to one’s colleagues and how diverse individuals or groups can best work together to achieve overarching objectives.work together to achieve overarching objectives.

   Diversity and Inclusion in ActionDiversity and Inclusion in Action

Vets have worked respectfully and cooperatively alongside others Vets have worked respectfully and cooperatively alongside others regardless of their race, ethnicity, gender, religion, or mental and regardless of their race, ethnicity, gender, religion, or mental and physical capabilities.physical capabilities.

  

  

Why Hire a Vet?Why Hire a Vet? Efficient Performance Under PressureEfficient Performance Under Pressure

Vets have the capacity to know how to accomplish tasks on time Vets have the capacity to know how to accomplish tasks on time and in spite of stress or adversity. They understand the and in spite of stress or adversity. They understand the importance of dedication and perseverance.importance of dedication and perseverance.

   Respect for ProceduresRespect for Procedures

Vets have gained a unique perspective on the value of Vets have gained a unique perspective on the value of accountability. They understand how policies and procedures yield accountability. They understand how policies and procedures yield stability, safety, and productivity.stability, safety, and productivity.

Technology and GlobalizationTechnology and GlobalizationVets are aware of international and technical trends pertinent to Vets are aware of international and technical trends pertinent to business. They bring the kind of global outlook and technological business. They bring the kind of global outlook and technological savvy necessary for success.savvy necessary for success.

   IntegrityIntegrity

Vets know what it means to do an “honest day’s work.” This Vets know what it means to do an “honest day’s work.” This integrity translates into qualities of sincerity and trustworthiness.integrity translates into qualities of sincerity and trustworthiness.

Why Hire a Vet?Why Hire a Vet? Conscious of Health and Safety StandardsConscious of Health and Safety Standards

Vets are cognizant of the importance of health and safety standards. Vets are cognizant of the importance of health and safety standards. This conscientiousness translates into the protection of self, others, This conscientiousness translates into the protection of self, others, and property.and property.

Triumph over AdversityTriumph over AdversityVets are individuals who have triumphed over adversity. They have Vets are individuals who have triumphed over adversity. They have the proven ability to overcome challenges and obstacles through the proven ability to overcome challenges and obstacles through strength and determination.strength and determination.

   Tax IncentivesTax Incentives

There are specific tax credits available to employers that hire There are specific tax credits available to employers that hire military veterans. The Returning Heroes Tax Credit for companies military veterans. The Returning Heroes Tax Credit for companies that hire unemployed veterans gives a maximum credit of $2,400 that hire unemployed veterans gives a maximum credit of $2,400 for every short-term unemployed hire and $4,800 for every long-for every short-term unemployed hire and $4,800 for every long-term unemployed hire. The Wounded Warriors Tax Credit will term unemployed hire. The Wounded Warriors Tax Credit will increase the existing tax credit for companies that hire veterans increase the existing tax credit for companies that hire veterans with service-connected disabilities who have been unemployed long-with service-connected disabilities who have been unemployed long-term (maximum credit of $9,600 per veteran) and continue the term (maximum credit of $9,600 per veteran) and continue the existing credit for all other veterans with a service-connected existing credit for all other veterans with a service-connected disability (maximum credit of $4,800).disability (maximum credit of $4,800).

   www.hireherosusa.comwww.hireherosusa.com

There is a Need to Focus on this There is a Need to Focus on this Population of EmployeesPopulation of Employees

Workplace Issues:Workplace Issues:

““More and more employees are hindered from More and more employees are hindered from doing their jobs productively by personal doing their jobs productively by personal problems, and industry is realizing that it is not problems, and industry is realizing that it is not only humanitarian but cost-effective to take more only humanitarian but cost-effective to take more responsibility than it has in the past for helping responsibility than it has in the past for helping employees solve these problems” (Masi, 1984, employees solve these problems” (Masi, 1984, p.5). As a result, “today’s HR professionals are p.5). As a result, “today’s HR professionals are faced with more issues than were faced 10 years faced with more issues than were faced 10 years ago” (Hale, Evans, & Hodiak, 2008) when ago” (Hale, Evans, & Hodiak, 2008) when addressing employees’ issues. addressing employees’ issues.

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Impact of Military Culture in the Impact of Military Culture in the Workplace Workplace

Regimen/Structured Regimen/Structured Experienced Experienced Diverse skills Diverse skills Deployment cycleDeployment cycle Adjustment to civilian work settingAdjustment to civilian work setting Sometimes desire to mask military Sometimes desire to mask military

affiliationaffiliation14

Activity OneActivity One What do you think of What do you think of

when you hear the when you hear the word solider?word solider?

Activity Two:Activity Two:

What do you think of when you hear the word veteran?What do you think of when you hear the word veteran?

Check Your Bias…Check Your Bias…

What are your thoughts about What are your thoughts about military service?military service?

What is your immediate gut response What is your immediate gut response when interacting with someone who when interacting with someone who is active military?is active military?

Who do you know who is from a Who do you know who is from a military background?military background?

Are you from a military background?Are you from a military background?

Check Your Bias…Check Your Bias…

What are your thoughts about someone What are your thoughts about someone who is a military veteran? who is a military veteran?

Are your thoughts about veterans and Are your thoughts about veterans and active military the same or different? If active military the same or different? If different, why?different, why?

What concerns you at work regarding What concerns you at work regarding employees with military backgrounds?employees with military backgrounds?

Stereotypes Stereotypes

““Positive”Positive” PatrioticPatriotic Law abidingLaw abiding HonestHonest Integrity Integrity Duty boundDuty bound Good CitizensGood Citizens Able to defend and Able to defend and

protectprotect

““Negative”Negative” PTSDPTSD Drug AddictedDrug Addicted HomelessHomeless ViolentViolent DamagedDamaged Always gone on Always gone on

active dutyactive duty

Knowledgeable

about weapons

Servant

Strict

RidgedCommandingTakes and Gives Orders

How does Retention Fit into How does Retention Fit into This? This?

This is a workplace issueThis is a workplace issue

Often it is a discrimination issue which is usually Often it is a discrimination issue which is usually present because of a lack of understandingpresent because of a lack of understanding

Managers play a vital role in making sure that Managers play a vital role in making sure that employees feel safe, welcomed and valued in the employees feel safe, welcomed and valued in the workplace. workplace.

Managers are also skilled to recognize workplace Managers are also skilled to recognize workplace issues and address them when necessary. issues and address them when necessary. Sometimes this may be done in an individual Sometimes this may be done in an individual setting or group setting with employees. setting or group setting with employees.

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How do I retain my employees with How do I retain my employees with military backgrounds?military backgrounds?

Support them in the workplaceSupport them in the workplace

> Increased motivation> Increased motivation

> Decreased absenteeism > Decreased absenteeism

> Increase feeling of value > Increase feeling of value

Know your company policy around hiring of Know your company policy around hiring of veterans/individuals with military veterans/individuals with military backgrounds/diversity. Be prepared. Know how to backgrounds/diversity. Be prepared. Know how to handle a situation around an employee being handle a situation around an employee being deployed and leaving work quickly. deployed and leaving work quickly.

If accommodations are being considered, always If accommodations are being considered, always consult with Human Resources for expertise on consult with Human Resources for expertise on ADA or USERRSA concerns.ADA or USERRSA concerns.

How do I retain my employees with How do I retain my employees with military backgrounds? military backgrounds?

Share company policies with your Share company policies with your employees/Make them aware of the law employees/Make them aware of the law

Be the role model by valuing employees of all Be the role model by valuing employees of all backgrounds, including the military. It’s about backgrounds, including the military. It’s about more than tolerancemore than tolerance

Recognize and address issues as they arise Recognize and address issues as they arise Send a message and set a precedence that Send a message and set a precedence that

workplace bullying or discrimination will not be workplace bullying or discrimination will not be accepted in your departmentaccepted in your department

Provide information about the EAP benefit and Provide information about the EAP benefit and other similar benefits to employees and their other similar benefits to employees and their family membersfamily members

How do I retain my employees How do I retain my employees with military backgrounds? with military backgrounds?

During Evaluative Feedback: During Evaluative Feedback: Get to know your employees (all employees) so Get to know your employees (all employees) so

that you are aware of their strengths/weaknesses that you are aware of their strengths/weaknesses when considering position placementswhen considering position placements

Be honest with your employees during Be honest with your employees during evaluations. Share compassionately (with the evaluations. Share compassionately (with the person’s situation in mind);Share what is going person’s situation in mind);Share what is going well first then, express concerns may have well first then, express concerns may have

Seek advice on how to share feedback if you Seek advice on how to share feedback if you know that you do not share feedback in the most know that you do not share feedback in the most tactful waytactful way

Real Life Scenario A Real Life Scenario A An employee who works in a cubicle and has An employee who works in a cubicle and has

been on two tours in Iraq, is described as been on two tours in Iraq, is described as being “jumpy” when approached by other being “jumpy” when approached by other employees in his workspace. He has also employees in his workspace. He has also been slower to complete work and is less been slower to complete work and is less accurate than he was before active duty in accurate than he was before active duty in the military. When you, as his manager, the military. When you, as his manager, asks him if he is comfortable in his asks him if he is comfortable in his workspace he reports to you that he feels as workspace he reports to you that he feels as though people are “sneaking up on me” and though people are “sneaking up on me” and he is having difficulty focusing on his tasks. he is having difficulty focusing on his tasks.

What do you do? What do you do? 24

Real Life Scenario BReal Life Scenario B An employee who has been deployed An employee who has been deployed

twice in the last year and has been twice in the last year and has been gone from work for more than 6 gone from work for more than 6 months returns to work and his first months returns to work and his first day returning requests a vacation so day returning requests a vacation so he can spend time with his family. he can spend time with his family. You know that the other employees You know that the other employees are anxious for this employee to are anxious for this employee to return because they have been return because they have been covering his assignments and covering his assignments and overtime while he was gone. overtime while he was gone.

What do you do? What do you do? 25

Real Life Scenario C Real Life Scenario C When you approach an employee who When you approach an employee who

is behind on her work and appears to be is behind on her work and appears to be less focused than usual tells you that less focused than usual tells you that she is having trouble concentrating at she is having trouble concentrating at work because she is worrying about her work because she is worrying about her son who is deployed in the military. son who is deployed in the military. According to the company policy this is According to the company policy this is first warning and does not require first warning and does not require written documentation.written documentation.

What do you do? What do you do?

Scenario D Scenario D An employee comes to you with a An employee comes to you with a

copy of an email from a co-worker copy of an email from a co-worker with a military background. The co-with a military background. The co-worker has signed it “V/R” and has worker has signed it “V/R” and has used some language or jargon that used some language or jargon that the employee doesn’t understand. the employee doesn’t understand. The employee complains that “she The employee complains that “she always talks so strange, is so ridged, always talks so strange, is so ridged, it makes me uncomfortable.” it makes me uncomfortable.”

How do you respond?How do you respond?

Conclusion Slide Conclusion Slide

Personalize to your company. Include Personalize to your company. Include how to contact you as the EAP. how to contact you as the EAP. Services provided to managers. Services provided to managers. Trainings offered, etc. (whatever Trainings offered, etc. (whatever your EAP brochure covers that you your EAP brochure covers that you have sent to the company)have sent to the company)