Military Veterans: Who Are They? Why Should You Target Them? Mike Schulze Former Nuclear Submariner (ET1/SS/DV) Executive Senior Partner – Military Transition Division Lucas Group

Overview › Why Hire Military Veterans? › Diversity in the U.S. Military › Officers (description & sample civilian positions) › Enlisted & Non-Commissioned Officers (description & sample civilian positions) › Military-Friendly Companies (sample) › Compensation in the Military & Salaries in Transition › Attracting & Retaining Military Talent › Common Pitfalls

Why Hire Military Veterans? › Military leaders have a work ethic forged in the toughest environments. They build teams and create synergies that have an immediate positive impact on any organization. › They make excellent leaders, Managers, Engineers, Sales Representatives and Field Service Personnel in nearly every industry and functional area.

Wal-Mart, Pepsi and GE know a thing or two about hiring great people! FORTUNE March 22 nd, 2010 Why Hire Military Veterans?

Why Hire Military Veterans? HARVARD BUSINESS REVIEW November, 2010 Military Leadership in the Business World (it translates VERY well!)

Why Hire Military Veterans? Time August, 2011 “The NEW Greatest Generation” Highlights the contributions of some outstanding Iraq & Afghanistan veterans ,00.html

Why Hire Military Veterans? › Military Veterans will assimilate quickly, as they are accustomed to adapting to new environments › Their experiences combine leadership, technical aptitude and savvy, as well as bias toward action › They will do more with fewer resources › Many have government-funded relocation › All officers and many NCO’s have 4-year degrees in business or technical fields › Significant diversity represented within this candidate pool › Rapidly affects your positive “bottom line” › Ability to handle stress. Proven in “under fire” conditions

Diversity in the U.S. Military Recruiting highly-qualified, high potential diversity candidates into your organization is critical to your long-term success. The U.S. Military is an excellent source of diverse talent. Hispanic, 6% Other, 5% African American, 15% Non-Diverse, 74% Air Force, Total 25% Hispanic, 12% Other, 6% African American, 15% Non-Diverse, 67% Marine Corps, Total 33% Hispanic, 8% Other, 6% African American, 26% Non-Diverse, 60% Army, Total 40% Hispanic, 9% Other, 9% African American, 18% Non-Diverse, 64% Navy, Total 36%

Officers

Military Officers › Virtually all have college degrees (technical and non- technical)…there are very few exceptions. › All have been through some type of officer training (Academy, ROTC or OTS/OCS) › Most have held progressively more responsible leadership roles as their career progresses. › Ongoing training, evaluation & certification is a way of life in virtually all military career fields. › Experience in variety of fields including engineering, maintenance, production, distribution, sales and general management

Military Officer to Corporate Officer SOURCE:

Representative Positions Placed: Officers › Field Engineer › Manufacturing Engineer › Process Engineer › Project Engineer › Program Manager › Project Manager › Sales Representative › Quality Engineers › Distribution Managers › Logistics Managers › Maintenance Managers › Manufacturing Managers › Operations Managers › Production Managers › Transportation Managers › Leadership Trainees

Enlisted and Non-Commissioned Officers

ENLISTED: › Joined the military right out of High School in most cases. › Go through basic training (6-8 weeks) and then to a trade school (8 weeks – 2 years...varies by specialty) › Strong work ethic, excellent people skills, integrity, team building abilities NON-COMMISSIONED OFFICERS: › Enlisted personnel who are at the E-4 through E-9 pay grade. Titles vary by service › Many have 4-year degrees (technical and non-technical) › They have hands-on technical experience and training in addition to supervisory experience and leadership training › Strong work ethic, excellent people skills, integrity, team building abilities Enlisted and Non-Commissioned Officers

Representative Positions Placed › Auxiliary Equipment Repair › Facilities Maintenance › Fuels Craftsman › Generator Mechanic › HAZMAT Manager › Maintenance Mechanic › Planner/Scheduler › Power Plant Operator › Production Associate › Training Coordinator › Logistics Supervisor › Maintenance Supervisor › Production Supervisor › Electrical Technicians › Electronic Technicians › Field Service Technicians › Gas Turbine Technicians › Mechanical Technicians › Operations Technicians › Quality Technicians

Military-Friendly Corporations (sample) Abbott Diagnostics Alliant Energy Ashland Boston Scientific Cargill Carrier Caterpillar, Inc. CB Richard Ellis Chevron Conoco/Phillips Danaher Dell, Inc. ExxonMobil Frito Lay General Electric Georgia Pacific Graham Packaging Global Industries Goodyear IBM Jones Lang LaSalle Kraft Foods Koch Pipelines Lockheed Martin Michelin Motorola Pepsi Bottling Co. Procter & Gamble Sara Lee Schlumberger Shell Oil Stryker Corp. Target Stores The Home Depot Unilever Valero Verizon Walmart York International

Compensation in the Military

Salary Survey

Attracting & Retaining Military Talent › Create a buzz in the community › Hiring one veteran leads to referrals and to others becoming interested. › The “military community” you want to attract may NOT be located close to you. NOTE: The Military assists with relocation in many cases. › Use multiple sources to get the message out. › Educate your interview team › On-Boarding & Training Programs (consider a military “mentor/buddy” system) › Career Path › They have been working in an environment with sharp, smart and responsible people and are looking for the same in a civilian employer. › Utilize the knowledge of subsidiary companies or other companies in your area who currently use military hiring programs.

Common Pitfalls › Relying solely on job postings or social media to get the job done. › Not preparing to deal with unqualified candidates in a respectful manner. › Not involving veterans currently working for you to get involved in the selection process. › “Over-Promising and Under-Delivering” with respect to doing what you say you will do, when you say you will do it. › Focusing too much on the resume and directly translating skills instead of looking at intangibles and hiring the “right person” instead of the right resume. › You are in competition with other companies. Use interviews to “sell” your company and culture.

Contact Information Mike Schulze Executive Senior Partner Lucas Group - Military Transition Division