Train the Trainer: Supporting Train the Trainer: Supporting Employees with Military Employees with Military

BackgroundBackground Dawn Marie Klug, LPC, Dawn Marie Klug, LPC,

CEAPCEAP Renee’ Evans, Ph.D, LPC Renee’ Evans, Ph.D, LPC

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GoalGoal

Participants will gain an overall Participants will gain an overall understanding about the importance understanding about the importance of retaining employees with military of retaining employees with military backgrounds once they are hired and backgrounds once they are hired and how to train and consult with how to train and consult with supervisors to support this effort. supervisors to support this effort.

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ObjectivesObjectives

To gain a better understanding about the need to focus on To gain a better understanding about the need to focus on employees with military backgroundsemployees with military backgrounds

To better prepare EA professionals to provide To better prepare EA professionals to provide consultations on the impact of military culture and the consultations on the impact of military culture and the deployment cycle on the workforcedeployment cycle on the workforce

To enable EA Professionals to provide consultation and To enable EA Professionals to provide consultation and address performance issues and workplace conflicts that address performance issues and workplace conflicts that may arise in regards to employees with military may arise in regards to employees with military backgroundbackground

To offer a 30-45 minute presentation template to present To offer a 30-45 minute presentation template to present to workplace leaders on effective management of to workplace leaders on effective management of employees with military backgrounds.employees with military backgrounds.

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The United States Armed The United States Armed ForcesForces

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 Consisted of: In 2004 Women Consisted of: 6% of Marines6% of Marines 15% of Soldiers and Sailors 15% of Soldiers and Sailors 20% of Airmen 20% of Airmen 11% of the Coast Guard11% of the Coast Guard

Click here to learn more: Click here to learn more:

http://www.armyg1.army.mil/hr/demographics/FY05%20Army%20Profile.pdf

http://www.armyg1.army.mil/hr/docs/demographics/fy04%20navy%20profile.pdf

http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Marine%20Corps%20Profile.pdf

http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Air%20Force%20Profile.pdf

http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Coast%20Guard%20Profile.pdf6

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 want to mask military Sometimes want to mask military

affiliationaffiliation7

Seek First to Understand…Seek First to Understand…

As with all diversity issues, valuing and As with all diversity issues, valuing and not just tolerating people of diverse not just tolerating people of diverse backgrounds is an essential skill for backgrounds is an essential skill for managers and Human Resourcesmanagers and Human Resources

As an EA professional, having an As an EA professional, having an understanding of, and appreciation for understanding of, and appreciation for the experiences of someone from a the experiences of someone from a military background will help in serving military background will help in serving the client companythe client company

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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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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:

According to the Prohofsky (2005), “On any given According to the Prohofsky (2005), “On any given workday, an estimated one million people are absent workday, an estimated one million people are absent from work due to stress.from work due to stress.

8% of employees say that they feel stress on the 8% of employees say that they feel stress on the job. The number of employees who call in sick due to job. The number of employees who call in sick due to stress has tripled in the last four years. stress has tripled in the last four years.

Each year, an estimated 20 million lost work days are Each year, an estimated 20 million lost work days are attributable to employee depression and mental attributable to employee depression and mental health is a major reason for absence”.. health is a major reason for absence”..

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

Workplace IssuesWorkplace Issues: :

There is no reason to not believe that these employee There is no reason to not believe that these employee concerns do not include service members and veterans who concerns do not include service members and veterans who have reintegrated back into the workplace due to service-have reintegrated back into the workplace due to service-related issues that has also contributed to the above issues. related issues that has also contributed to the above issues.

HR professionals and other members of management must HR professionals and other members of management must address these issues in order to improve retention of address these issues in order to improve retention of employees with military backgrounds which in turn will employees with military backgrounds which in turn will increase employee motivation, and reduce turnover. increase employee motivation, and reduce turnover.

The EAP is the key resource for addressing these issues in The EAP is the key resource for addressing these issues in order to meet the needs of the client employee and the order to meet the needs of the client employee and the client companyclient company 11

Employment Issues of Employment Issues of VeteransVeterans

Unemployment Rate for Veterans has been higher than the Unemployment Rate for Veterans has been higher than the general population at 8.3% in June 2012, the highest in general population at 8.3% in June 2012, the highest in 2012 was May 12.7%2012 was May 12.7%

There has been tremendous effort to promote the benefits There has been tremendous effort to promote the benefits of hiring veterans in the workplace to assist both employers of hiring veterans in the workplace to assist both employers and job seekers from military backgrounds.and job seekers from military backgrounds.

““USERRA protects civilian job rights and benefits for USERRA protects civilian job rights and benefits for veterans and members of the active and Reserve veterans and members of the active and Reserve components of the U.S. armed forces. USERRA provides components of the U.S. armed forces. USERRA provides that returning service-members must be promptly that returning service-members must be promptly reemployed in the same position that they would have reemployed in the same position that they would have attained had they not been absent for military service, with attained had they not been absent for military service, with the same seniority, status and pay, as well as other rights the same seniority, status and pay, as well as other rights and benefits determined by seniority” (Uniformed Services and benefits determined by seniority” (Uniformed Services Employment and Reemployment Rights Act (USERRA))Employment and Reemployment Rights Act (USERRA))

http://www.dol.gov/vets/programs/userra/12

Considerations When Preparing to Considerations When Preparing to Train Your Supervisors Train Your Supervisors

Understand that all supervisors may not understand military Understand that all supervisors may not understand military culture and may not know anyone serving in the militaryculture and may not know anyone serving in the military

As a result, these supervisors may not have an awareness about As a result, these supervisors may not have an awareness about the importance of being considerate of, and working with the importance of being considerate of, and working with employees with military backgrounds employees with military backgrounds

Understand that supervisors may or may not be aware of their Understand that supervisors may or may not be aware of their company policy around supporting employees with military company policy around supporting employees with military backgrounds backgrounds

Understand that some companies may or may not have policies Understand that some companies may or may not have policies around supporting employees with military backgrounds around supporting employees with military backgrounds

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Considerations When Preparing to Considerations When Preparing to Train Your SupervisorsTrain Your Supervisors

Understand that the best way to help managers understand Understand that the best way to help managers understand how to support employees with military backgrounds may how to support employees with military backgrounds may be through the company’s diversity policy (if they have be through the company’s diversity policy (if they have one). one).

Be aware that some supervisors may have biases and Be aware that some supervisors may have biases and stereotypes about employees with military. How do you stereotypes about employees with military. How do you plan to address this if it occurs? plan to address this if it occurs?

Understand that supervisors may not understand why this Understand that supervisors may not understand why this is an important topic and how supporting employees with is an important topic and how supporting employees with military backgrounds might directly impact employee military backgrounds might directly impact employee productivity, morale, motivation, attendance, and the productivity, morale, motivation, attendance, and the bottom line. So, may need explain this to them.bottom line. So, may need explain this to them.

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Considerations When Considerations When Preparing to Train Your Preparing to Train Your

SupervisorsSupervisors

It will be important to speak in the It will be important to speak in the supervisors’ language. Therefore, may supervisors’ language. Therefore, may need to address productivity, workplace need to address productivity, workplace performance issues, individual performance issues, individual performance issues, loss of time, etc. performance issues, loss of time, etc.

Want to come across as supportive and Want to come across as supportive and not accusatory of supervisors. not accusatory of supervisors.

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

This is a diversity issue; Employers who do This is a diversity issue; Employers who do not have a formal policy related to not have a formal policy related to recruiting veterans may focus on the need recruiting veterans may focus on the need to have a diverse workforce.to have a diverse workforce.

EAP can play a vital role in helping EAP can play a vital role in helping employers to retain and support employers to retain and support employees with military backgroundsemployees with military backgrounds

May assist with understanding policy and May assist with understanding policy and procedures that support employees with procedures that support employees with military backgroundmilitary background

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How does Retention Fit into How does Retention Fit into ThisThis? ?

Losing employees directly impacts a Losing employees directly impacts a company’s bottom linecompany’s bottom line

When employees feel valued and When employees feel valued and supported, this directly impacts supported, this directly impacts employee morale, motivation, employee morale, motivation, absenteeism, and productivity positivelyabsenteeism, and productivity positively

This is the case for This is the case for allall employees employees17

Helping Managers Helping Managers Understand their Policies Understand their Policies

and Proceduresand Procedures Understand that supervisors may not be aware Understand that supervisors may not be aware the Uniformed Services Employment and the Uniformed Services Employment and Reemployment Rights Act (USERRA)); Therefore, Reemployment Rights Act (USERRA)); Therefore, will need encourage them to contact Human will need encourage them to contact Human Resources within their organization whenever Resources within their organization whenever USERRA may apply.USERRA may apply.

http://www.dol.gov/vets/programs/userra/ Questions to ask a manager:Questions to ask a manager: Does your organization have a policy on giving priority or Does your organization have a policy on giving priority or

preference to employees with military backgrounds?preference to employees with military backgrounds? Does your organization work with local or national groups to Does your organization work with local or national groups to

recruit employees with military backgrounds?recruit employees with military backgrounds? Have you talked with Human Resources about any potential Have you talked with Human Resources about any potential

ADA or USERRA concerns? ADA or USERRA concerns? 18

Understanding and supporting Understanding and supporting employees based on this policy speaks employees based on this policy speaks to the value of the employee in the to the value of the employee in the workplace. workplace.

Veterans with Disabilities are protected under ADA and USERRAVeterans with Disabilities are protected under ADA and USERRA Employers may not make hiring decisions based on real disabilities Employers may not make hiring decisions based on real disabilities

or assumptions about disabilities or medical conditionsor assumptions about disabilities or medical conditions Employers may ask if applicant is disabled veteran to determine Employers may ask if applicant is disabled veteran to determine

eligibility for affirmative actioneligibility for affirmative action USERRA “requires employers to go further than the ADA by making USERRA “requires employers to go further than the ADA by making

reasonable efforts to assist a veteran who is returning to employment reasonable efforts to assist a veteran who is returning to employment to become qualified for a jobto become qualified for a job whether or not the veteran has a whether or not the veteran has a service-connected disability.”service-connected disability.” ((http://www.eeoc.gov/eeoc/publications/ada_veterans_employers.cfm))

Human Resources should always be included if there is a concern about Human Resources should always be included if there is a concern about ADA or accommodations are being considered.ADA or accommodations are being considered.

Helping Managers Helping Managers Understand the Law: ADA Understand the Law: ADA

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Real Life Scenario A Real Life Scenario A A manager contacts the EAP for consultation and A manager contacts the EAP for consultation and

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

What consultation do you provide to the supervisor?What consultation do you provide to the supervisor?

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Real Life Scenario BReal Life Scenario B A manager contacts the EAP for consultation A manager contacts the EAP for consultation

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

What consultation do you provide to the What consultation do you provide to the supervisor?supervisor? 21

Real Life Scenario CReal Life Scenario C

A manager calls you with a concern because she A manager calls you with a concern because she just met with an employee related to a first time just met with an employee related to a first time warning that her job performance is suffering, warning that her job performance is suffering, missing deadlines and poorer quality work. The missing deadlines and poorer quality work. The manager stated that the employee responded by manager stated that the employee responded by telling her that she just can’t focus because she telling her that she just can’t focus because she worrying about her daughter who is deployed in worrying about her daughter who is deployed in the military. The manager stated that she was so the military. The manager stated that she was so worried about the employee she did not continue worried about the employee she did not continue the disciplinary action, and now she wonders if she the disciplinary action, and now she wonders if she did the right thing. did the right thing.

What consultation do you provide to the manager?What consultation do you provide to the manager?

Real Life Scenario DReal Life Scenario D A manager contacts the EAP for consultation and A manager contacts the EAP for consultation and

reports the following issue:reports the following issue: an employee just an employee just came to her with a copy of an email from a co-came to her with a copy of an email from a co-worker with a military background. The co-worker worker with a military background. The co-worker has signed the email “V/R” and has used some has signed the email “V/R” and has used some language or jargon that the employee doesn’t language or jargon that the employee doesn’t understand. The employee complained that “she understand. The employee complained that “she always talks so strange and is so ridged, it makes always talks so strange and is so ridged, it makes me uncomfortable.” The manager admits to you me uncomfortable.” The manager admits to you that she has the same experience of this that she has the same experience of this employee and that she has wondered what V/R employee and that she has wondered what V/R means but was uncomfortable asking.means but was uncomfortable asking.

What consultation do you provide to the manager?What consultation do you provide to the manager?23

We Must Continue to Educate We Must Continue to Educate OurselvesOurselves

As with all workplace diversity issues, EA As with all workplace diversity issues, EA Professionals need to continue to educate Professionals need to continue to educate ourselves and expand our understanding ourselves and expand our understanding as the workplace evolves. It is vital that as the workplace evolves. It is vital that you continue to learn about employees you continue to learn about employees with a military background.with a military background.

Citizen Soldier Support Program and AHEC Citizen Soldier Support Program and AHEC http://www.aheconnect.com/citizensoldier/

Center for Deployment Psychology Center for Deployment Psychology http://deploymentpsych.org/training/online-courses

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We Must Continue to Educate We Must Continue to Educate OurselvesOurselves

Resources available to assist veterans and Resources available to assist veterans and employeremployer

http://www.americasherosatwork.govhttp://www.americasherosatwork.gov http://www.esgr.org/site www.askjan.org http://www.uschamber.com/veterans

What about your community? Many What about your community? Many communities have local programs that provide communities have local programs that provide direct services to veterans who are in or will be direct services to veterans who are in or will be in the workforce. in the workforce.

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Wrapping Up Wrapping Up Other questions/CommentsOther questions/Comments Thank you!!Thank you!!

Dawn M. Klug, MS/LPC/CEAP Director of Operations, EAN Dawn M. Klug, MS/LPC/CEAP Director of Operations, EAN dawn@eannc.com

Renee’ Evans, Ph.D/LPC Licensed Professional Counselor Renee’ Evans, Ph.D/LPC Licensed Professional Counselor and Consultant revans6@bellsouth.netand Consultant revans6@bellsouth.net

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Reference ContinuedReference Continued Gibbs, D.; Martin, S. ; Kupper, L. ; Johnson, R (2007)“Child Maltreatment in Enlisted Soldiers’ Families During Combat-Related Deployments.” 2007. Gibbs, D.; Martin, S. ; Kupper, L. ; Johnson, R (2007)“Child Maltreatment in Enlisted Soldiers’ Families During Combat-Related Deployments.” 2007.

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http://www.gao.gov/new.items/d07259.pdf Accessed 11/28/11http://www.gao.gov/new.items/d07259.pdf Accessed 11/28/11 IOM (Institute of Medicine). 2010. Returning Home from Iraq and Afghanistan: Preliminary Assessment of Readjustment Needs of Veterans, Service IOM (Institute of Medicine). 2010. Returning Home from Iraq and Afghanistan: Preliminary Assessment of Readjustment Needs of Veterans, Service

Members, and Their Families. Washington, DC: The National Academies Press.Members, and Their Families. Washington, DC: The National Academies Press. Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”. Presented at the Governors Focus on Returning Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”. Presented at the Governors Focus on Returning

Veterans, Raleigh N.C.Veterans, Raleigh N.C. Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”.Presented at the Governors Focus on Returning Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”.Presented at the Governors Focus on Returning

Veterans, Raleigh N.C.Veterans, Raleigh N.C. Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”. Presented at the Governors Focus on Returning Brunson, J. G. 2010“MH/SA Issues & Technology: Assisting Combat Veterans with Hearing Loss”. Presented at the Governors Focus on Returning

Veterans, Raleigh N.C.Veterans, Raleigh N.C. (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues

March 28th 2011 Presented by Linda Havens.March 28th 2011 Presented by Linda Havens. (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues

March 28th 2011, Presented by Linda Havens.March 28th 2011, Presented by Linda Havens. (2011) FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues (2011) FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues

March 28th 2011 Presented by Linda Havens..March 28th 2011 Presented by Linda Havens.. (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues (2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues

March 28th 2011 Presented by Linda Havens. March 28th 2011 Presented by Linda Havens. Jones, J. (2011) “ Rate of Homeless Female Veterans rises Near Fort Brag” NPR. http://www.npr.org/2011/09/15/140490523/rate-of-homeless-female-Jones, J. (2011) “ Rate of Homeless Female Veterans rises Near Fort Brag” NPR. http://www.npr.org/2011/09/15/140490523/rate-of-homeless-female-

vets-rises-in-fayetteville-n-c Accesed March 27, 2012vets-rises-in-fayetteville-n-c Accesed March 27, 2012 ADDITIONAL REFERENCEADDITIONAL REFERENCE Aamodt, M. G. (2004). Aamodt, M. G. (2004). Applied industrial/organizational psychology Applied industrial/organizational psychology (4th ed.). Australia: Thomas/Wadsworth.(4th ed.). Australia: Thomas/Wadsworth. Hale, J., Evans, R., & Hodiak, E. G. (Fall/Winter, 2008). Levering value in your employee assistance programs. Hale, J., Evans, R., & Hodiak, E. G. (Fall/Winter, 2008). Levering value in your employee assistance programs. North Carolina HR ReviewNorth Carolina HR Review, 11-12., 11-12. D. A. Masi (1984). D. A. Masi (1984). Designing employee assistance programs. Designing employee assistance programs. New York: American Management Associations. New York: American Management Associations. Myers, D. W. (1984). Myers, D. W. (1984). Establishing and building employee assistance programs. Establishing and building employee assistance programs. Connecticut: Quorum Books. Connecticut: Quorum Books. Oher, J. M. (1999). Oher, J. M. (1999). The employee assistance handbookThe employee assistance handbook. New York: John Wiley & Sons, Inc. . New York: John Wiley & Sons, Inc. Prohofsky, J. (Summer, 2005). Bridging the gap: Communicating employee assistance to your CEO. Prohofsky, J. (Summer, 2005). Bridging the gap: Communicating employee assistance to your CEO. EAP DigestEAP Digest, 16-18., 16-18.