Veterans Among the Best Civilian Leaders

When it’s time to hire for critical positions within your company, consider the training and certification in military systems offered to service men and women. Always at the forefront of innovation, technologies pioneered by the military are often adopted by the commercial sector; companies looking for cyber knowledge or network engineering skills can find this expertise among veterans.

What’s more, military personnel have soft skills that the private sector also values, problem solving, team building, crisis management, dealing with ambiguity, collaboration, and creative thinking among them. Intensive training and a well-understood chain of command may have instilled in veterans a respect for authority and a commitment to duty, but this was not to the exclusion of their development as leaders.

Extensive assessment data has revealed that learning agility, or the ability to apply past experiences and lessons learned to new situations and first-time challenges, and self-awareness are proven predictors of future success. When agility assessments from transitioning military personnel were analyzed, two-thirds of participants ranked higher in learning agility than their civilian counterparts, many of whom were seen as “high-potentials.”

This finding may come as a surprise to some in the private sector who have the preconceived notion that military members are highly regimented and not creative in their thinking. However, as business leaders who have hired veterans and former military personnel who have successfully transitioned to the private sector can attest, military experience promotes agility.

The ability to adapt and learn in new situations, combined with the dedication, commitment and strong work ethic veterans bring to the table, encouraged Korn Ferry Futurestep to more actively recruit veterans for Talent Academy, an intensive training and onboarding program for recruiters at all levels of the organization. We know the varied backgrounds and experiences of veterans will contribute to each participant’s success and with them onboard we will be better able to support the veteran hiring initiatives of our clients.

While veteran unemployment rates have come down in recent years, numbers for Gulf War Era II veterans (those who left to military after 2001) without a job continues to outpace those for the general population. According to the Bureau of Labor Statistics, the unemployment rate for this most recent group of transitioning service members is 5.8 percent while the overall unemployment rate is 4.9 percent.

The discrepancy could be attributed to misconceptions like those mentioned above and to misunderstandings on the part of both veteran and hiring manager. Programs like the U.S. Chamber of Commerce’s “Hire Our Heroes” are needed to help veterans articulate their value proposition using competencies that potential recruiters, hiring managers, and networking contacts understand and embrace. This needs to be supported with well thought out and practiced stories from their service, shared without using any military jargon.

Some organizations are beginning to see the value in veteran recruitment and recognize the importance of tailoring their employer value proposition and brand strategy to them. Businesses with a commitment to hiring former service men and women are attending career fairs dedicated to veterans and building talent communities for veteran candidates. They are developing programs to support a veteran’s re-entry into the civilian workforce, which often include resources for spouses and children.

Attracting former service members is only half the battle. If these men and women don’t feel like a company is talking to them or that the roles are inaccessible to them because their resumes don’t match the job profiles, they will look elsewhere.

Talent acquisition leaders need to help their recruiting teams understand how the traits and experiences of a veteran candidate are applicable to an open requisition. Without this kind of conditioning, recruiters are likely to overlook a veteran candidate when they see, for example, three years of military service instead of three years of pharmaceutical experience on their resume.

It’s time to do away with the notion that transitioning service members are only qualified for entry-level positions or that they are ill-prepared for the ambiguity of Corporate America. As we’ve seen, these men and women possess a great deal of learning agility, an indication that they can adapt quickly in new situations.

As programs work to equip veterans with an understanding of how to navigate the civilian workplace and companies continue tailoring their messaging to this valuable demographic while coaching recruiters on how to interpret a veteran’s resume, these men and women may – finally – become easier to spot.

About the Author

Bill Sebra is Chief Operations Executive at Korn Ferry Futurestep. Click here to learn more about Korn Ferry Futurestep’s in-depth recruiter development program, Talent Academy.

Development Program Offered for Veterans Working on Their “Career 2.0”

Development Program Offered for Veterans Working on Their Career 2.0It’s estimated that during the next few years, more than 1 million members of the U.S. military will transition into civilian careers.

For many, that transition is difficult. Not because the veterans lack the skills and drive to be successful contributors in their new roles, but because they – and their new employers – have a difficult time translating their military accomplishments into non-military positions.

That’s why leadership and talent consulting experts at Korn Ferry Hay Group are teaming up with partners Science Applications International Corp. (SAIC) and Harris Corporation to offer the Leveraging Military Leadership Program (LMLP).

The pro bono program is designed to guide successful transitions from military to civilian careers and is open to veterans of any rank who separated from military service in the last two years or who will transition in the next 12 months. To date, more than 350 service members from all branches of the military have participated in this pro bono program. In 2015, the program was honored with Chief Learning Officer Magazine’s Silver Award for Community Service.

As part of the program, a team of global leadership experts will take veterans through a three-month program composed of online, remote, and in-person assessments; coaching; instruction; group exercises; and lectures. The in-person portion of the program for the eighth and ninth cohorts will take place Friday, September 16 through Sunday, September 18 in Herndon, Virginia, and September 30 – October 2, 2016 in McLean, Virginia, respectively. Veterans will receive the same research-based leadership development services Hay Group offers to boards, CEOs, and senior executives at leading global organizations.

The Leveraging Military Leadership Program teaches veterans how to strengthen their personal, interpersonal, and executive communication skills, clearly articulate their unique value, and chart their professional journey based on a strong career strategy. We have had the privilege of working with some of the finest military professionals as they explore their Career 2.0.

The program has also garnered tremendous support from past participants.

“The Leveraging Military Leadership Program increased my self-awareness, gave me more confidence, and most of all helped me formulate an effective transition strategy. This helped me land the exact job in federal financial management I wanted,” said Christopher Cizek, retired Navy Commander with 22 years of service. “The perspectives I gained continue to help me succeed in my new career.”

“An extremely insightful, innovative, and pragmatic course, the Leveraging Military Leadership Program was both professionally challenging and personally enriching,” said Kelly McKeague, retired Air Force Major General with 34 years of service. “It stretched my perspectives, armed me with invaluable tools, and enabled me to hone my transition focus. Two tangible outcomes were my ability to better tap into non-traditional networks and to articulate a more resonating personal story.”

Online applications are being accepted through Aug. 1, 2016

About the Author

Randy Manner, a retired Army Major General and Korn Ferry Senior Partner, is a passionate supporter of our nation’s Veterans and works with clients to develop or improve their Veteran Recruiting & Retention programs.

Applications Being Accepted for Intensive Military to Civilian Career Transition Program

Online applications are being accepted through Feb. 8, 2016 for the seventh cohort of the Leveraging Military Leadership Program.

The program, which is designed to create successful transitions from military to civilian careers, is open to Veterans of any rank who left the service in the last two years or who will transition in the next six months. To date, more than 250 service members from all branches of the military have participated in this pro bono program.

Participants will be guided by a team of global leadership experts from Korn Ferry Hay Group and Harris Corporation, who will lead Veterans through a three-month program composed of on-line, remote, and in-person assessments, coaching, instruction, group exercises and lectures. The in-residence portion of the program takes place from Friday, April 8 through Sunday, April 10 in Herndon, Virginia. Veterans will receive the same research-based leadership development services offered by Hay Group to Boards, CEOs and senior executives at leading global organizations.

Veterans engage in topics such as defining a career vision, mapping out a targeted post-military career strategy, and creating an action plan that includes networking, using social media and refining their engagement and interviewing techniques.

The transition from a military career to a civilian career is difficult and challenging. But it’s not a full switch. While there are drastic differences between military culture and corporate culture, there are many transferrable skills – and more than most Veterans (and hiring managers) initially believe. The fact is that military professionals have built capabilities during their careers in essential and in-demand competencies, such as planning, problem-solving, team building, crisis management, managing diversity and dealing with ambiguity.

Helping Companies Leverage Military Leadership

Companies that make the commitment to concerted Veteran hiring efforts will not be disappointed. Consider the following tips for finding, hiring and keeping qualified Veterans:

  • Look in the right places when sourcing – Employers will need to create a strong employer value proposition, whereby Veterans know their service will be honored and valued. That means having hiring managers trained and dedicated to sourcing Veterans, perhaps creating online talent communities geared specifically to the Veteran audience.
  • Educate managers – Those who manage Veterans should be offered development opportunities to help them understand the unique attributes of Veterans and how to translate their skills into the civilian world.
  • Help Veterans translate their unique skills into civilian attributes – Ask a Veteran what she did while she was in the military, and she may say, “I drove a ship.” That Veteran should be coached to go beyond what they did into why it matters, such as it helped her learn to deal with ambiguity and instill trust in others.
  • Create ongoing development – There is no doubt that the civilian world is different from military service. Help the Veteran adapt through programs that, for example, help him or her “influence without authority” instead of the traditional military hierarchy.

Veterans entering the civilian workforce offer tremendous skills and represent an incredible talent source for employers nationwide. We are proud to host the Leveraging Military Leadership Program, which goes beyond traditional training to enable Veterans to develop their own individual strategies to begin and grow their professional careers.

About the Author

Randy Manner, Korn Ferry Senior Partner and Army Major General, Retired

Leveraging Military Leadership for Civilian Success

The topic of military to civilian work transitions is receiving significant attention as of late, and with good reason. The U.S. Department of Labor estimates that more than one million military service members will leave the military in the coming years. The importance of helping our veterans make this difficult transition into the next chapter of their lives cannot be over stated. However, a review of the transitions resources highlights a few shortcomings in the current approach. Most transitions resources and programs focus on helping the veteran find civilian sector employment – any employment. The transition support is heavily centered on resume writing, working the job boards, and conducting a successful interview. Again, nothing wrong with this.

[wcm_restrict]However, if we acknowledge that our veterans are a national asset with a great deal to contribute to our civilian workforce, we can flip the paradigm from finding a job to truly leveraging the world class development and training they have already received. We can move from helping them to find ‘a job’ to helping them find ‘the job.’ We can move from adapting in order to fit in to truly leveraging the great military talent pool that our nation has developed during the last several decades.

The Korn Ferry / Exelis Action Corp Leveraging Military Leadership Program (LMLP) is dedicated to helping transitioning veterans make the most successful and rewarding transition possible. At its core, this intensive program, which is offered free of charge to participants, is about tapping into the world-class development that our soldiers, airmen, marines, and sailors have received during their military tenure and repackaging and repurposing it for civilian application.

Many transitions programs available to veterans approach the participant from a position of coping. Some undermine their prospects. Others undervalue the development, experiences, and training they have received. On the front page of a prominent veteran’s web page, it even states that “sometimes the military training veterans have does not translate well into the civilian world.” Nothing could actually be farther from the truth. While veterans may struggle to make the transition, the transference of their capability and the value of their talents is strong.

The transition from a military career to a civilian career is difficult and challenging. But it’s not a full switch. While there are drastic differences between military culture and corporate culture, there are many transferrable skills – and more than most veterans (and hiring managers) initially believe. The fact is that military professionals have built capabilities during their careers in essential and in-demand competencies, such as planning, problem-solving, team building, crisis management, and managing diversity.

Moreover, exiting military have likely had the opportunity to experience greater levels of leadership responsibility than peers in their same age group. In a Houston Chronicle article it states, “They have worked with millions of dollars of equipment and have been put into ambiguous situations where they’re expected to make decisions based on the training they’ve received,” says Lain Hancock, executive vice president of human resources at Dr. Pepper Snapple. Hancock works with military communities to recruit senior noncommissioned officers and junior officers to the private sector. “They have been given a tremendous amount of responsibility early on in their military career – more so than you might see in someone coming straight out of college.”

Again, the LMLP program was designed to tap into this leadership capability and to help veterans get the most value out of their experiences in order to tell a relevant and compelling story to recruiters and hiring managers. The program starts with a 1:1 discussion with a professional coach who helps the participant explore personal career objectives and also looks at assessment data, highlighting their comfort with new situations and their ability to adapt to changing circumstances. Interestingly, early data analysis suggests that the veteran population is higher in agility than the general population, meaning they are more equipped to successfully make transitions. This changes our perspective as it indicates that the veteran is already positioned to successfully transition. They just need the support network and guidance to help make it happen.

Editor’s Note: Applications are being accepted through August 27 for the free Leveraging Military Leadership Program, which takes place November 14-16 in Herndon, Virginia.

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About the Authors

Bernadine Karunaratne is a recognized expert in talent management with a special emphasis on integrating talent strategy with business strategy. Her fifteen-year history supporting the public sector’s talent management agenda has resulted in an impressive track record, bringing technical competence and measurement-based, research-focused solutions to her clients.

Noah Rabinowitz is a seasoned business professional with expertise in talent management, sales effectiveness, new business development, and strategic transformations. He is also an executive coach, program manager, and senior faculty member.

Do you have the next generation of leaders you need?

Anxiety is high among organizational leaders that as vital as a new generation of leaders is, many do not feel ready to promote talent.

In a recent survey by Korn Ferry, only 39 percent of those surveyed believed their organizations had the right talent to succeed in today’s changing global environment. One third did not feel their organization is ready to promote its talent at all.

With succession management so critical to driving a competitive advantage and securing a company’s future, what is hindering organizations from preparing for and feeling confident in their succession development efforts?

According to the same survey, based on responses from 100+ senior-level executives from 49 countries, the top issue detracting from talent management efforts is buy-in of a global talent management approach. Why global?

[wcm_restrict]As companies are operating globally, their ability to develop executives who can lead across borders is critical. Effective global succession management, or the practice of identifying up to the third generation of successors for a particular role, requires companies to promote and develop people not only based on ‘what they do’ but ‘who they are.’ That means finding and developing leaders who have a blend of the right competencies and experiences, as well as the right personal traits, such as openness to new ideas, risk taking, and cultural agility; plus a paradoxical blend of motivators such as collaboration and autonomy, status and achievement.

This means that companies need to evaluate the full person, and not just what they are good at. When they do, they will achieve greater success.

What can you do to take a global approach?

  • Dig deeper. Many organizations believe they are taking a global approach, yet find that their talent is still not moving across functions or regions, or that talent management remains siloed. Take a close look at how your organization currently functions and compare it to organizations that are running truly global talent management approaches. What needs to change?
  • Break down the siloes. This allows talent to be seen and owned as an enterprise-wide asset. This facilitates more cross-functional or lateral promotions to ensure leaders gain the key experiences necessary to advance to higher levels of leadership. It also provides leaders with cross-cultural and diversity leadership experience which becomes increasingly more important as organizations take a fluid approach to transferring and promoting talent.
  • Re-evaluate succession planning. Succession starts by identifying which roles are mission critical and then accurately identifying high potential leaders who have the leadership characteristics and motivation to advance into those roles. Not all high performing leaders are high potential and not all leaders want to move up.
  • Drive focused development. While high potential leaders need to develop overall leadership skills, knowing exactly what the challenges are at the next levels and developing against those, will help ensure that they target development to prepare to meet those challenges. It also helps make transitions into new roles easier and less susceptible to derailment.
  • Measure readiness. Developing a leader for a role does not guarantee that he or she is ready to step into that role. By measuring readiness, you can know exactly how far or close a leader is to being fully ready – and also close remaining development gaps.

A global approach to succession will ensure that your organization leverages the full force of leadership talent across the enterprise. It will help you gain confidence that you do indeed have the talent you need to succeed.[/wcm_restrict][wcm_nonmember]

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About the Author

Andrés Tapia is senior partner, Leadership and Talent Consulting, Korn Ferry.