From War to WorkplaceStrategies for the Inclusion of Veterans with Disabilities

The Forum on Workplace InclusionMarch 19, 2015

Judy YoungCornell University

School of Industrial and Labor Relations 1

Presentation OverviewVeterans by the numbersSHRM/Cornell research studyThe business case for hiring veteransOutreach, recruitment, and inclusion strategiesSelect recruitment resourcesSuggestions for practices to implement and avoidSignature disabilities: symptoms/accommodationsFinal notes and questions

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Veterans Statistics• 21.8 M veterans in U.S. population• 20.2 M male and 1.6 M female• 1.64 M were deployed since 2001• 52,311 were wounded as of 1/27/2015 (DoD)• 90% separating from service are below age 35 • 26% of those 25 + have at least a Bachelor’s

degree• Signature disabilities: PTSD (estimated

(400,000), TBI (estimated 320,000), depression• 349 service members committed suicide last year

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Contributing Factors to Injuries and Suicide

• Extended tours of duty and deployments• Inadequate rest time between deployments • More National Guardsmen and Reservists • Exposure to mortar attacks/roadside bombs• Inadequate screening mechanisms resulting

in under-diagnosed/under-reported injuries• Impact of injury/disability may manifest

after returning to civilian life

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SHRM/Cornell University Study

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Do HR professionals have the knowledge, beliefs, willingness, and practices in place to be effective in hiring, accommodating, and retaining veterans with disabilities?

Employer PerspectivesKnowledge Gaps

• 31% of HR respondents did not know which laws covered veterans with disabilities

• 42% believed USERRA and not ADA applied

• 58% thought applicants must disclose disability

• 41% did not know of accommodation resources

• 73% were unfamiliar with programs and tools that support the recruitment and hiring of veterans with disabilities

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Employer PerspectivesWillingness and Beliefs

• 73% saw benefits to hiring veterans with disabilities

• 72% believed they perform just as well as others

• 61% believed that accommodating veterans with disabilities would take more of managers’ time

• 61% were unsure about accommodation costs

• 39% disagreed or strongly disagreed that workers with PTSD were more likely to be violent

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Employer PerspectivesPractices and Processes

• 77% of large and 25% of small organizations targeted veterans with disabilities in their recruitment

• 17% hired a veteran who disclosed a disability, 52% had not, and 31% were unsure

• 74% reported having EAP programs, but only 38% had one with expertise in veterans’ issues

• 29% had ERGs focusing on veterans; 12% had an one focused on disability issues

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Employer PerspectivesHiring Concerns

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Veterans’ Perspectives• Almost 60% feared to disclose disability• Almost half (46%) believed that their disability

would pose barriers to obtaining a variety of jobs

• Substantially fewer (35%) thought their disability would impede their job performance

• Less than half (44%) were comfortable communicating accommodation needs

• Discrimination is feared more by those with signature disabilities than those with other types

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Advantages of Hiring Veterans

• Ability to learn new skills and concepts• Strong leadership qualities• Flexibility to work in teams or independently• Used to performing under pressure• Proficient in latest technology• Have respect for procedures and

accountability• Excel in and value teamwork• Self discipline and strong personal integrity

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Strategies for Inclusion• Designate a go-to person who learns about

resources, benefits, and programs• Build understanding and awareness about

signature disabilities• Provide training on cultural competence on

veteran issues• Consider workplace supports:

Veteran-focused ERGs Mentoring programs EAP with veteran expertise

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Recruitment Strategies• Participate in veteran-focused job fairs and visit

relevant job boards and service organizations• Use your own employees as recruiters • Advertise in military publications • Participate in the Army Career and Alumni

Program (ACAP)• Visit Transition Assistance Programs (TAP)• Develop relationships with Veterans Workforce

Representatives at American Job Centers: www.servicelocator.org

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Outreach Strategies • Consider using military language in your outreach

- O*NET’s Military to Civilian Crosswalk / Veteran Affairs (VA) for VETS Military Skills Translator

• Develop transition-to-employment options: work experiences, internships and apprenticeships Student Veterans of America Veterans Service Organizations The Mission Continues Fellowships Operation Warfighter Registered Apprenticeship VetSuccess Coming Home to Work Program

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Select Hiring Resources• Wounded Warrior Program:

www.wtow/woundedwarriorproject.org

• Tip of the Arrow Foundation: www.tipofthearrow.net

• Hero to Hired: www.h2h.jobs

• Student Veterans of America Chapter Locator:

• www.studentveterans.org/on-campus-veteran-support-group/directory

• Recruit Military: www.recruitmilitary.com

• America’s Heroes at Work: http://www.americasheroesatwork.gov

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What HR and Supervisors Should Do• Review on-boarding processes to ensure it is

consistent, supportive and welcoming to veterans

• Engage in an inclusive approach involving employees and veterans with disabilities as stakeholders, including ERGs

• Encourage mentoring and provide effective supervision to ensure productivity and to maintain a culture of trust

• Increase awareness and understanding through access to resources and training

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What HR and Supervisors Should Avoid

• Diagnose conditions or speculate about a disability

• Assume that all employees with PTSD or TBI are alike—each case is different or unique

• Excuse or ignore performance issues until they become too big to manage

• Assume the employee is “faking it”

• Expect that once an accommodation is in place, nothing more needs to happen; conditions may change over time

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PTSD, Depression and TBI Symptoms & Accommodations

Sleep disturbances

•Provide consistent schedule

•Combine short breaks into a long break for a nap

Memory issues

•Written instructions; task reminders

•Electronic organizers; calendars

•Systematic check-ins/tracking systems

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More Accommodation OptionsConcentration problems

•Break down tasks of large assignments

•Work environment/privacy

•Headphones or white noiseCoping with stress•Modification of work schedules

•Providing time for: walks or other relaxing activity during the work day; time off for therapy

•Assignment of a compatible peer or mentor

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Accommodations That Work

Example: A retired Army medic had difficulty managing stress in the workplace due to her PTSD. Her stress intolerance was intensified when she heard the emergency medical helicopter arrive and depart from the hospital where she worked as a nurse. Accommodation The nurse was reassigned to a vacant position on a unit that was far from the heli-pad.

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Accommodations That Work

Example: An individual with PTSD worked in a university building that was undergoing renovations. Seeing construction workers who were strangers caused the employee extreme anxiety.Accommodation: The employer instituted a check-in procedure and safety badges for all outside contractors and visitors. To relieve anxiety during the work day, the employee was also provided break time to access supports via phone and a computer monitor mirror to see people approaching her work station.

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A Few Final Notes

• Welcoming and supporting veterans in their integration into the civilian workforce takes more than good will

• Developing an organizational climate that is supportive and understanding of military culture is the key

• Knowing the resources to recruit, hire, promote, and accommodate veterans is essential to meeting employment goals and success

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And a Few More…

• Realizing the employee/veteran may still be on a journey to adjust to a newly acquired disability and to a return to civilian life

• Understanding that employment is vital for veterans’ recovery

What thoughts and practices do you have?

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Contact Information

Judy Young Assistant Director, Training and

DevelopmentEmployment and Disability Institute

Cornell UniversitySchool of Industrial and Labor Relations

jy335@cornell.edu 917-597-9124

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