SEE PAGE 2 FOR MORE HOT JOBS CivilianJOBS.com’s
The Essential Military-to-Civilian Transition Resource January - February 2016
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Energy and Construction: Jobs Galore in 2016 by Heidi Lynn Russell Contributing Editor
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road career options are available to military veterans in two strong industries with bright economic outlooks: energy and construction. Many veterans already possess an advantage in the civilian labor market due to their technical skills, training and leadership experience. Combine these advantages with two industries on the rise, and you have a strong case for employment opportunities. In energy, your positive prospects are driven by a few trends, according to the U.S. Bureau of Labor Statistics. Electricity use continues to rise each year, Baby Boomers are retiring and new jobs are being created by a push for renewable energy. Covanta Energy Corp. of Morristown, NJ, is one of those energy companies. “The companies looking to hire transitioning veterans are keenly interested in those who can come up to speed quickly,” says Vineet
Wadhwa, Covanta’s Director of Talent. “I would recommend making good use of the many resources available to help translate your military skills and experience into the context of the job you are applying for.” Likewise, in construction, the future is positive, says Christopher McFadden, VP, Communications and Marketing at Turner Construction Company of New York City. Construction laborers alone are projected to grow 25 percent through 2022, much faster than the average for all occupations, BLS says. “What’s driving the job market is the available work we have. The markets are extremely active and looking to grow into next year. In a report from the U.S. Commerce Department, we see that work in construction topped a trillion dollars on an annual basis in October. Try to put a trillion dollars of work into one year. You can see that we need a lot of people to do it,” McFadden says.
Here are the top career needs from three energy companies and three construction companies looking to hire you.
Energy Industry
Covanta Energy Corp. (http:// www.covanta.com) The Electrical and Instrumentation (E & I) roles at Covanta Energy Corp. are some of the more challenging to fill, says Vineet Wadhwa, Director of Talent. “Many transitioning veterans from different branches of service have experience with a variety of electrical, instrumentation and control systems. The skills they have developed in the military tend to be highly transferrable to our operations,” Wadhwa says. Examples of some recently hired veterans in E & I roles include: a Coast Guard Petty Officer Second Class Electrician’s Mate, an Air
National Guard Aircraft Technician and a Marine Avionics Calibration/ Repair Technician. Other roles that have served as an entry point are operator and mechanic jobs such as Auxiliary Operator, Utility Operator, Equipment Operator and Maintenance Mechanic, Wadhwa says. Covanta is a world leader in sustainable waste management and renewable energy. Its North American facilities annually convert 20 million tons of trash into clean, renewable energy for
approximately one million homes. Wadhwa expects continued job growth in 2016. “Veteran hiring continues be a vital part of our talent acquisition strategy,” she says, adding that more than 15 percent of the total workforce is former military. “We always seek to hire as many qualified veterans as possible every year.”
continues page 2
Kaiser Permanente: The Junior Military Officer (JMO) Program by Janet Farley Contributing Editor
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ou don’t want your post-uniform job to be a good one. You want it to be a great one. You want a career opportunity in the civilian world that allows you to soar to greater heights professionally within a world-class organization.
You want a job that allows you to gain a broad range of experiences so that you have a genuine appreciation of what others deal with when you are ultimately the one in charge. If that describes you, then you may want to consider a career with Kaiser Permanente. Founded in 1945, it is one of the largest and longest serving national integrated
health care systems nationwide. Headquartered in Oakland, California, it is made up of Kaiser Foundation Hospitals and their subsidiaries, Kaiser Foundation Health Plan, Inc. and the Permanente Medical Groups. Kaiser Permanente currently serves more than 10 million members in eight states and the District of Columbia. Those
customers must be happy with the way they do business as Kaiser Permanente has been rated as having the highest member satisfaction among commercial health plans in California and Colorado eight years in a row (JD Power 2008-2015 U.S. Member Health Plan Studies). In addition to taking care of its members, Kaiser Permanente
is the kind of organization that is made up of people who do far more than just their jobs. It is an entity that facilitates big picture change in an innovative manner while taking good care of those in its charge. Perhaps you can relate on some level already, right? continues page 4
INSIDE THIS ISSUE Transition Talk: There’s Still Time ....................page 3
Feature: What Are ERGs?
Finance: Money Resolutions
...............page 8
......... page 13
Job Fairs: Set Your Calendar ................page 14
Career Coach’s Corner: Transition Alphabet Pt. 2 ..... page 15
2 “Energy and Construction: Jobs Galore in 2016” continued from page 1
Eaton Corp. (http://www.eaton.com/militarycareers) Eaton Corp. always has a high demand for field service technicians and engineers many to support one of the company’s most popular products, the Uninterruptable Power Supply (a backup service when power goes down). “These opportunities are available throughout the U.S. It’s an ideal career for individuals who would rather support customers in a region, versus going to the same facility Monday to Friday. Candidates who have electrical maintenance expertise are ideal fits - particularly those who have supported high power distribution systems. This includes military professionals who have served in the Navy’s nuclear power program and Army and Air Force Prime Power,” says George Bernloehr, Senior Military Talent Acquisition Consultant. Eaton is a large manufacturing company, providing power management solutions for its customers. Looking ahead to global “mega trends” that impact power management, Bernloehr says there is an ongoing demand for products that Eaton produces for buildings, transportation, infrastructure, IT, industrial and machinery and utilities. Currently, five percent of the employees are veterans, but in 2015, they represented approximately nine percent of U.S. hires. Bernloehr suggests first exploring Eaton’s military landing page where you can learn about the company, search all openings and use a link to engage military recruiters.
Xcel Energy (http://www.xcelenergy.com) Line workers and engineers (mechanical, electrical, nuclear and civil) are all in demand at Xcel Energy, says Bev Brown, Director of Inclusion & Engagement. The company projects a retirement rate of up to 40 percent in three to five years. Line workers, represented by unions, climb poles to restore power in extreme weather conditions. Xcel operates in Colorado, Minnesota, Texas, Wisconsin, North Dakota, South Dakota, New Mexico and Michigan. All states have varying training requirements for line workers, such as an apprenticeship that can last up to four years. Pay varies according to bargaining agreements, but entry-level workers can make more than $40,000 and quickly see increases. “You have to have a passion for being out in extreme conditions, like tornadoes, snow and blizzards,” Brown says. Xcel also seeks electrical and nuclear engineers for power plant positions and mechanical engineers to work on infrastructure. “A significant number of engineers are retiring – quite a few Baby Boomers,” Brown says. One tip: Put your MOS code at the top of your application, as well as your military job title. “It makes it easier for a recruiter to see that you are a veteran, and I will look at it,” Brown says.
Jan/Feb 2016
NEWS Construction Industry
Bechtel (http://jobs.bechtel.com/content/military/) Bechtel’s top need among its professional ranks (known as “non-manual” jobs in the construction industry) is for Startup Engineers, says Larry Melton, Global Manager of Human Resources. Startup engineers handle facility startup and commissioning. Officers and non-commissioned officers with technical MOSs (combat engineer, nuclear, logistics officers, for example) have success in this area. “If they come in as a former captain or lieutenant, we can put them in some of the positions and develop them over a longer period of time,” Melton says. In “craft” jobs – those that do not require engineering degrees – the No. 1 need is pipe fitter. “It’s a big need across the industry. If you have someone who was a Navy hull tech, they’d be the closest to a journeyman pipe fitter,” Melton says, adding that if you are a plumber in the Army, Air Force or Navy, you also have general knowledge to do the job. You can obtain an apprenticeship and work your way into a journeyman’s position. Opportunities are not limited to the United States. Bechtel works in remote regions in countries such as Mozambique, Angola, the Middle East, South America and Eastern Europe. To apply, check out the company’s veteran hiring page. The company also posts opportunities on its LinkedIn page.
BMC (Building Materials and Construction Services) (http://www.wearebmc.com) In December, BMC merged with Stock Building Supply of Raleigh, NC, creating BMC Stock Holdings Inc. and enlarging its hiring footprint to cover 17 states. Established in 1987, BMC provides the lumber, trusses, doors, windows and design products that help keep America building. Framers (those who frame houses) and carpenters are the top two jobs to be filled, says Celinda Downey, Human Resources Director. Work is seasonal, but if you’re in a northern state, you can always move to a BMC site in a southern state. “That’s what’s nice about being part of a big company. You can hop to other states for jobs. Maybe you want to live in Boise (Idaho), but you have family in Las Vegas. In the winter, you could work there and then come back here,” Downey says. The company also will be hiring installers (those who install doors and insulation and provide other services like garage door installation after houses are framed). And it needs people to assemble trusses at manufacturing plants, as well as CDL-licensed truck drivers to haul lumber, Downey says. She adds that if you have supervisory experience from military service coupled with construction knowledge, BMC wants to talk to you. Openings are posted on the company’s website.
More Hot Careers in the New Year by Janet Farley Contributing Editor
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epending on where you are stationed, the weather outside may be frightening. But according to the U.S. Bureau of Labor Statistics (BLS), the employment outlook for 2016 through 2024 is not. You already know that jobs in the energy, construction (see accompanying article) and health care (see page one, bottom story) industries are hot, but what if those types of jobs just aren’t right for you? Never fear, job seeker. There are other promising paths in which opportunities are predicted to grow by leaps and bounds. Let’s discuss a few of them. With the increased cultural emphasis on going green, wind turbine service technicians and solar photovoltaic installers will be in great demand. Service technicians earn about $48,800 while solar panel installers can expect to earn about $40,020 per year. If you’d rather be in the water (any sailors out there?), then you’ll be happy to hear that there will be 36.9 percent more jobs for commercial divers who earn about $45,890 per year. Not an outdoorsy kind of person? Then consider becoming a statistician because there will be about 33.8 percent more jobs for them, and they earn about $79,990 a year. Maybe the BLS will
Turner Construction Co. (http://www. turnerconstruction.com) Turner Construction Co. doesn’t “hire for the project, but for the career and the position,” says Christopher McFadden, Vice President, Communications and Marketing. Turner, a general builder and construction management firm, has about 5,200 professional staff and 2,500 labor positions. Opportunities run the gamut, and they’re not limited to construction-related positions, says Katie Igoe, Head of Recruiting. Former military members are present in every one of Turner’s job families, she says, from superintendent, to project executive, to HR, to finance. “It crosses every spectrum, which differentiates us from other employers,” she says. The types of projects Turner handles are buildings and infrastructures where people
give you a job creating occupational predictions. If you like the idea of a desk job but crunching numbers doesn’t appeal to you, perhaps you can become a research analyst earning a median salary of $95,820 per year. Or maybe you like managing money and feel like you could help others do the same. Become a personal financial advisor then as opportunities are predicted to rise by 29.6 percent. Advisors typically earn about $81,060 annually. You’ve been around the world a time or two and maybe you can speak different languages. If so, consider a post-uniform career as an interpreter or translator. Jobs in those areas are expected to increase by 28.7 percent, and the average median salary is $43,590. Were you more interested in where you were than the language that was being spoken? Demand for cartographers (mapmakers) and photogrammetrists (making maps/measurements via the use of photographs) is expected to increase by 29.3 percent, and people in those fields earn about $60,930. Also needed in 2016 and beyond are individuals to work as forensic science technicians and web developers. The average annual salary for the former is $55,360 and $63,490 for the latter. You can read more about jobs predicted to be in demand at www.bls. gov/emp/ep_table_103.htm.
dwell, play and work: 25 percent are healthcare related; 25 percent are commercial office buildings; 25 percent are educational facilities; and the remainder are airports, government buildings, sports stadiums and data centers. “We recognize the transferrable skills. If you have a passion to build, we have opportunities,” Igoe says. One job area that may interest many veterans is safety. Job examples are: Safety Superintendent, Safety Manager and Director of Corporate Safety. “There are federal, state and local regulations – and Turner’s own safety programs – so we need veterans who are able to lead safety performance on our projects. These positions ensure that people are following external policies and procedures for safe delivery of our work,” McFadden says. Heidi Lynn Russell writes about employment and business issues.
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Publisher Garrett Reed Managing Editor Kathy Scott Art Director Alec Trapheagen Contributing Editors Janet Farley Heidi Lynn Russell Tom Wolfe Director of Technology Don Nowak Client Services Manager Samantha Duncan Senior Consultant Brett Comerford Consultant Tucker Harrell Account Representative Jillian LeBlanc Account Representative Glen Nelson Account Representative John Skinner Military Transition News is published by: CivilianJobs.com 1825 Barrett Lakes Blvd., Suite 300 Kennesaw, GA 30144 1-866-801-4418 Reproduction or use without permission of any editorial or graphic content in any manner is prohibited. The inclusion of advertising is considered a service to our readers and is not an endorsement of products or advertising claims. Opinions expressed in articles are the opinions of the contributors and do not necessarily express the opinions of Military Transition News or its staff. Subscription rate: $12 per year (6 issues). To subscribe, call 1-866-801-4418. ©2007-2016 Civilian Jobs, LLC. All rights reserved. Military Transition News and CivilianJobs.com are wholly-owned subsidiaries of Bradley-Morris, Inc. (BMI), the largest military-focused placement firm in the U.S.
by Mike Arsenault Vice President of Candidate Services
Bradley-Morris answers questions from transitioning military job seekers.
Q: I will be transitioning out in three months and I feel
embarrassed to tell you that I have no game plan. I don’t know what kind of job I’m best suited for, or even what I want to do as a civilian. I don’t know where I want to live, and every time I look at the job boards I feel even more overwhelmed. Do you have any advice?
A: Thank you for your question. Yes, the transition
from the military can be a frustrating and overwhelming experience. However, know that millions have done it and tens of thousands of service members go through this process each month successfully. So with that said, I can address some of the parts of your question individually. First, not knowing exactly where you want to live can be a good thing when it comes to transitioning! There is perhaps no other facet of your transition that will open up more job opportunities than being flexible in terms of where you want to live. Also, consider that you are in a unique position in that the military will cover all or a large part of the cost associated with your last move. This is usually very attractive to potential employers, and I would encourage you to continue to keep an open mind in this area. You say that you feel overwhelmed when you look at job boards – I don’t blame you. Job boards are a vast sea of data, and it’s easy to get lost, or worse, spend all your time applying for jobs online that may or may not actually exist. Job boards do make it relatively easy for you (and thousands of others) to apply for advertised opportunities. As such, this should not be your only strategy. A recent
study by our firm showed that fewer than a third of veteran survey respondents found that a using a job board helped them secure their first civilian position after the military. Your job transition plan can contain job boards but should also include military placement firms, military job fairs and TAP/ACAP seminars and job fairs. You should also be networking to try to find a military connection in an industry you might want to work in or a location where you think you might want to live. Try the VFW, call former military colleagues who have already made the transition and reach out to military associations such as AUSA, MOAA, Marine for Life, etc. You can also do virtual networking with military groups on LinkedIn. As in the military, any successful mission requires a well thought out game plan, which begins and ends with your end goal – a new career. You have three months to complete your transition plan. Aside from keeping an open mind about geographic preferences and using a variety of resources as discussed above, what are the other steps you should plan for? I would recommend viewing some of Bradley-Morris’ transition seminar videos which can be found at www.YouTube.com/BradleyMorrisInc . Specifically, Career College (CC) 201 discusses the transition timeline and the steps required, but you may want to begin with CC 101 which is an introduction to civilian employment. Good luck and thank you for your service! Mike Arsenault is Vice President of Candidate Services at military placement firm Bradley-Morris, Inc. He can be reached at (800) 330-4950 ext. 2105 or by email at marsenault (at) bradley-morris.com.
Build your career with Eaton, and build power management solutions that keep the world moving more efficiently, reliably and safely.
If you are searching for a career with a company that values the training and experience that veterans bring, then Eaton is your ideal company. Military professionals at Eaton are part of an organization that focuses on providing power management solutions to global customers while doing business right.
Search and apply at www.eaton.com/MilitaryCareers Eaton is a global power management company. We help customers manage power, so buildings, airplanes, trucks, cars, machinery and entire businesses can do more while consuming less energy. As an integrated global company, we are unified in our commitment to powering business worldwide. Eaton is an Equal Opportunity & Affirmative Action Employer, minority/female/ disabled/protected veteran.
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4 “Kaiser Permanente: The Junior Military Officer (JMO) Program” continued from page 1 For example: • Kaiser Permanente brought the prepaid health plan to the U.S. health care scene as well as the concept of physician group practice. • It was instrumental in creating a paradigm shift that put the focus on preventing illness as much as caring for the sick. • Last but certainly not least, it also successfully developed an organized delivery system that put as many services under one roof as possible. The Future Force of Kaiser Permanente Kaiser Permanente evolved from industrial health care programs for construction, shipyard and steel mill workers for the Kaiser industrial companies during the Great Depression and World War II. It was opened to public enrollment in July 1945 and many of our earliest members and employees were returning veterans and their families. Like many employers today, Kaiser Permanente recognizes the value of veterans in their workforce and as the need for great talent is in high demand, the intrinsic attributes that veterans possess is the correct answer. As the workforce evolves, those who currently serve or who have transitioned from military service provide a supply of great candidates to add to Kaiser’s workforce. “We have to implement strategies now to ensure a future talented workforce and our Junior Military Officer (JMO) Program is one solution to bring in Marcus Williams excellent leaders who have been cultivated by our armed forces,” said Marcus Williams, Kaiser Permanente’s Military Recruitment Program Leader. Kaiser Permanente understands that military veterans bring unique strengths to the civilian workforce such as leadership, communication, decision-making, team building, logistics and risk management, just to name a few. To tap into those qualities directly, Williams partnered with Greg Kern, a Client Partner from military recruiting firm Bradley-Morris, Inc. (BMI), in July 2015 to establish and implement the program. The JMO Program provides highperforming junior military officers with access to a unique, two year rotational program. It is designed to help them transition into successful leadership roles within the organization by allowing the JMO Associates (as they are called throughout the program) to work in three or four
Jan/Feb 2016
NEWS departments within a functional area within Kaiser Permanente. Participating areas include but aren’t limited to information technology, national facilities services, human resources, health care operations, enterprise shared services, health care administration, finance, accounting, marketing and sales. The program consists of on-the-job experience, leadership mentoring and formal web-based and classroom training. “BMI vetted officers in the O-2 to O-4 pay grades having four to 10 years of experience who were transitioning out the service and then we interviewed them at a BMI PowerHire® Hiring Event coordinated just for us,” said Williams. That first event, held in Northern California near the company’s Oakland headquarters, was a resounding success. “We hired eight associates in July 2015 and expect to more than double that number by hiring at least 20 new JMOs in 2016,” said Williams. According to Williams, the next hiring events will be held in Northern and Southern California and will ultimately expand out to other regions in the future. While they are in the program, associates are considered fulltime Kaiser Permanente employees complete with competitive starting salaries and benefits. After successfully completing the two-year program within the company, the desire is that JMO Associates are then placed in permanent positions in the organization. “The associates we’ve hired so far have made such a positive impression that others internal to the organization want to hire them away from the JMO program right now. That speaks highly of the caliber of the JMO Associates,” said Williams. “We want to hire veterans as they bring a plug-and-play mentality to our workforce. They make excellent employees,” he said. Benefits Beyond the Obvious It turns out that there are other intrinsic benefits of the JMO Program, too. “We, as a workforce that includes veterans, exist to provide affordable, high quality health care services and to improve the health of our members and communities and that includes the veteran demographic as well,” said Williams. In other words, employing veterans allows Kaiser Permanente to better understand veterans and their health care needs. That’s a good thing, don’t you think? Additionally, the JMO Program seems to be doing its part to minimize the everpresent military and civilian culture gap. “I have overheard others, who had no prior exposure to the military or who were naysayers admit that they are true believers as they now see the level of experience and the type of talent
that the military produces,” said Williams. According to Williams, the program is simply a win-win. “Hiring veterans and understanding their needs is essential to Kaiser Permanente. It aligns with our overall mission and our historical roots,” said Williams. “We hire veterans because they add value to our workforce. It’s also the right thing to do after they have sacrificed their time and talent to protect our great nation,” said Williams. What the Associates Have to Say The inaugural members of the JMO Program appear to be highly satisfied with their new civilian jobs as well.
Jonathan Haydock
“I always wanted to work with a large health care group in a hospital,” said Jonathan Haydock, a former Captain in the Nevada Army National Guard who worked as a medical operations officer. “Kaiser Permanente is a wonderful organization. It is second to none as far as employee satisfaction goes,” said Isaac Hurley, a former nurse, clinic manager, and patient evacuation coordinator in the U.S. Navy The rest, it would seem, is history in the making as these two veterans, along with six others use their previous work experiences to solve complex problems, develop and execute objectives and demonstrate their abilities to contribute to business goals.
Translating lingo is one challenge. Transitioning into the civilian culture is another. “It can be a huge transition to go to working only 40 hours a week, having weekends off, and experiencing zero deployments and no family separations,” said Haydock. It also helps to be ready in other ways for your military-to-civilian transition. “Budget for your transition. It could be a months or even a year before you find the right job,” said Haydock. “Be confident in who you are and in the training you have received. Never underestimate your capacity to transition into the civilian culture,” said Hurley. “As far as where you want to work geographically, think in terms of regions rather than specifics and be open to the possibilities,” Haydock added. Both Haydock and Hurley agree that networking helps to speed the process along. Hurley first learned about the JMO Program by networking with his brother who served as a logistics officer in the U.S. Army. “One phone call with him led me to a Bradley-Morris, Inc. representative who in turn connected me to Greg Kern, also of BMI,” said Hurley, adding that an interview with Kaiser Permanente soon followed. Want More Information? If you are interested in becoming a candidate for Kaiser Permanente’s JMO Program, you should have the following: • • •
Tips for Transitioners “Start the transition process as soon as possible because you really need that time to transition your mindset, too,” said Haydock. “As a job seeker, you have to know how to translate the military lingo to civilian lingo,” said Haydock. “If you told me that you were a battalion training officer, I would understand what that means having served in uniform myself. Civilian employers, however, don’t get that you may have supervised more than 600 employees unless you tell them so specifically,” said Haydock. “It may help you to translate what you’ve done in the military by expanding on the military bullet format or just go to grad school. That’s what helped me learn how to communicate differently,” he said.
A Bachelor’s Degree and an MBA or other advanced degree A minimum of four years commissioned military service An excellent military record
Additionally, candidates should also be current commissioned military officers or former ones who have not been separated from the military for more than one year. This requirement may be waived if the candidate is pursing higher education. For those that are interested, simply follow Haydock’s parting advice. “Definitely reach out to BMI,” said Haydock. About the Author: Janet Farley is a job search and workplace issues expert and the author of eight career advice books to include “Quick Military Transition Guide: Seven Steps to Landing a Civilian Job,” (Jist, Inc. 2013) and “Military Life 101: Basic Training for New Families,” (Rowman & Littlefield, Expected 2016).
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Jennifer Oswalt and family
Spouse Series: New Year… New Goals
by Janet Farley Contributing Editor
To be most effective, your goals should be SMART ones.
T
S: SPECIFIC Specific goals always stand a better chance of being met than vague ones. A specific goal answers the questions of who, what, when and where. Non-Specific Goal: I want to find a new job this year. Specific Goal: I will update my resume and target three new employers in my career field weekly.
he stockings are no longer hung by the chimney with care and the tree no longer stands center stage in the house. Welcome to the New Year. What better time to think about and realize those New Year’s resolutions than right now? I recently chatted with a couple military spouses and asked them about their goals for 2016. “This year, I intend to set aside time each day to recharge so I know that I am bringing the best version of myself to the table and being more fully available to the people who I love,” said Jennifer Oswalt, who is currently stationed in Europe with her family. Oswalt has given her resolution a lot of thought. “As I move through life, I become more aware each day of how important it is to do self-care. As military spouses, mothers and professionals, it is easy for us to become excellent caretakers of everyone except ourselves!” Oswalt said. “When I attend to my spiritual, physical, social, mental and emotional needs, I find that I am better able to cope with life's challenges and to more fully experience the joys of this amazing military life,” she added. Oswalt isn’t the only military spouse who wants to do things a little differently in the New Year. Robert Kalwaitis, an Army spouse and retired Soldier himself, wants to more fully experience the opportunities around him while being stationed Robert Kalwaitis overseas in Germany. “I want to get off the couch and do more traveling with my family. We live close to so many other countries that we haven’t visited yet,” Kalwaitis said. Of course, Kalwaitis will need to fund those travels, and his next resolution should take care of that. “I also want to land a better job, one that is more in line with my military intel experience,” he said. What about your New Year’s resolutions? Whether you embrace them or hate them, annual goals are a good way to establish direction.
M: MEASURABLE It’s important to set goals that can be measured. Updating your resume and targeting three new employers in your career field weekly is measurable. At the end of the week, you have either done it or you haven’t. A: ATTAINABLE Your New Year’s resolutions must also be attainable. Otherwise, what’s the point in making them? I don’t mean to knock the concept of reaching for the moon and catching the stars, but if you truly want to accomplish something, it will be helpful if you can actually do it in the first place given your current or potential situation. Updating your resume and giving it to three employers is fairly attainable unless you are stationed in a remote location (think Iceland) where your job search options may be severely limited. Even then, online options may exist. R: REALISTIC As you set your goals, ask yourself if you are being realistic about them. Yes, they may be specific, measurable and even attainable, but are they also realistic? Do you have the necessary resources and knowledge base available to you to achieve real results?
CivilianJobs.com is more than a great place to post your resume. Your skills are valuable and marketable, and we provide you with the best methods to pursue militaryfriendly employers including via our job board and military job fairs.
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T: TIMELY Finally, resolutions are more likely to be realized if you’ve established a time frame for completion. Janet Farley is a job search and workplace issues expert and the author of “The Military Spouse’s Guide to Employment: Smart Job Choices for Mobile Lifestyles,” (Impact Pubs, 2013) and “Quick Military Transition Guide: Seven Steps to Landing a Civilian Job,” (Jist, Inc. 2013).
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The Armed Forces taught you to be ready for anything. North Dakota will still surprise you! As you transition from active duty, you might be surprised where you can find the kind of career and life you want. North Dakota has vibrant cities, great outdoors, and 20,000 job openings in all fields — including great careers you may not have even considered. You’ll also find happy, healthy living with quality schools, family-friendly communities, excellent health care and fun, accessible recreation.
Get the intel on top jobs and more. Receive one-on-one assistance from veterans’ specialists at Job Service North Dakota to help translate your military experience into a rewarding civilian career. 701-328-7000, www.jobsnd.com Find the top current job openings updated weekly for each of our biggest cities, information about life in North Dakota, relocation services and more.
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n the military, you already know what it means for your troops to “have your back” in all situations, whether you’re training stateside or serving abroad. But what if you could take that same spirit of camaraderie, teamwork and understanding that naturally exists among veterans and transplant it into your new civilian workplace? Meet the “Employment Resource Group” (ERG), a collection of workers who join together based on shared characteristics or life experiences. Some companies refer to ERGs as “Affinity Groups” or “Business Groups.” In the past, ERGs have formed for women, African Americans, Hispanics/Latinos, Asian Pacific Islanders and others. But as more military members have exited the service, companies are also adding “Veteran ERGs.” Participating in a Veteran ERG helps you assimilate into a company’s culture, says Wally Massenburg. He is the first Global President of “RAYVETS,” the ERG at defense contractor Raytheon Company in Waltham, MA. “When they join RAYVETS, they have an affinity that’s large. We take care of our own,” says Massenburg, who is also a retired Navy Vice Admiral who served for 39 years. Think of an ERG as your “center of gravity,” Massenburg adds. It can lead to valuable connections that foster a sense of belonging and career advancement. To help you leverage ERGs, here are some best practices from Raytheon and two other companies with strong ERG programs: Level 3 Communications of New York, NY, and ViaSat Inc. of Carlsbad, CA. ERGs provide a sense of stability to help you stay at your job. Sixty-five percent of veterans are likely to leave their first civilian job within the first two years of employment, according to a study released in early in 2015 by Syracuse University and VetAdvisor. An ERG can help you beat those odds, says ViaSat’s VP of Human Resources, Melinda Del Toro. “It’s about making a connection in the first few days of someone’s time here and letting them know the ERG is available to help them and setting up opportunities to meet to talk about what’s working well, addressing their questions and forging support,” Del Toro says. ViaSat is near the Marines’ Camp Pendleton and employs nearly 500 veterans. Five veterans at the company pushed for the creation of their
ERG, which was launched in May 2015 and dubbed “Veterans@ViaSat.” In just six months, membership grew to 120 members. “They said they saw value in transition assistance for new employees. So when we have new veterans start, they learn about how the company works versus their military experience. Those were the things the founders of the ERG wanted to offer – transition assistance and mentoring,” Del Toro says. Level 3 Communications launched the “Level 3 Veterans ERG” (VERG) in the middle of 2012, and it now has 470 members, says Mary Beth McGrath, VP of Global Talent Management. The group offers the “Buddy Program,” pairing new and seasoned employees who are veterans. “Through this program and its activities, veterans receive help adjusting to civilian life and life at Level 3 through professionaldevelopment activities, one-on-one opportunities and community team-building activities,” McGrath says. ERGs offer established networks for career development and advancement. If you join a large organization or corporation, you may not see immediate opportunities to connect with everyone who can help you move forward. An ERG for veterans fills that gap for you.
Mary Beth McGrath
For example, Massenburg is Senior Director of Mission Assurance Business Execution for Raytheon Integrated Defense Systems. He has five protégés, and four of them are veterans. “I think you’ll find that veterans who have been around Raytheon for a while are very passionate about mentoring individuals,” Massenburg says. RAYVETS existed informally for four years before Raytheon CEO Tom Kennedy, an Air Force veteran, decided to make it an “official” ERG last year. The group has ballooned to more than 3,000 members. One in six Raytheon employees is a veteran, and RAYVETS has a presence at each one of Raytheon’s 44 business sites. “Once a veteran finds RAYVETS, they start to build a network and get advice from veterans who have worked five to 20 years here. They
Members of RAYVETS and YESNET (Young Employee Success Network) came together to raise funds to support veterans through the Wounded Warrior Project.
can ask them, ‘If I want to get a job in this particular (Raytheon) business, how do I do that?’ It’s a strong program and key for newcomers,” says Marie Totah, Raytheon Enterprise Talent Acquisition. ERGs allow you to “give back” through local community service projects for military families. Some people struggle emotionally when they lose their connection to the military community. But ERGs maintain an outreach to military families in need and also support families of the Guard and Reserve when those employees are called up for duty. As a member of an ERG, you can volunteer to be present for your former comrades. For example, the VERG at Level 3 Communications supports multiple organizations, including Wounded Warriors, Veterans Speak and Mission 22, McGrath says. ERGs also serve as an important venue to organize fundraising for noteworthy veteran organizations. Raytheon and its employees donated more than $630,000 to veterans in 2014, through the Wounded Warrior Project and the Fund in Support of Our Troops. Additionally, members of RAYVETS and another ERG called “Young Employee Success Network” came together to raise funds to support veterans
through the Wounded Warrior Project. This year, that team raised $76,634 and volunteered more than 1,200 hours toward the cause. ViaSat has an active community outreach program called “V Partners,” Del Toro says. “ViaSat likes to support causes that employees care about, and one is veterans’ causes. In the last year, we’ve donated around $75,000 to a wide range of different organizations. This group has packed lunches and also sent necessary materials like clothing supplies that are in demand for military families.”
Melinda Del Toro
Del Toro adds that the group’s charter includes a mandate to provide support to spouses of veterans, because many of them are also among ViaSat’s workforce. “This cause is near and dear to employees,” she says. Heidi Lynn Russell writes about employment and business issues.
Find your Career Match www.GEOGroup.com/HiringHeroes
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Level 3 Cares team in action building fences for Boulder County Open Spaces (in Colorado).
MILITARY TRANSITION NEWS
by Heidi Lynn Russell Contributing Editor
Arranged by the ViaSat Veteran ERG, the Color Guard from the Wounded Warrior Battalion at Camp Pendleton visits the company’s corporate headquarters
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Jan/Feb 2016
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NEWS
Military Personnel Support Manager Spotlight: Harold Riggins, Fort Campbell
We want you.
by MTN Staff
dentists. And we’re looking for a few
For so many reasons, veterans are great great dentists to lead exceptional
T
here are a multitude of personnel on or around military bases who provide valuable support services to transitioning service members and veterans. Military Transition News is excited to be able to highlight some of these important providers, their roles and their job-seeking advice. This month, we check in with Harold Riggins, Fort Campbell Soldier For Life (SFL) Transition Services Program Manager. Riggins is a veteran himself, having served in the U.S. Army for more than 27 years. Fort Campbell’s SFL Program has been recognized by the Office of the Secretary of Defense, the Department of the Army, the Department of Veterans Affairs, leaders of multiple Veteran Services Organizations and employers from around the nation for its programs and processes that help transitioning service members and their families. So many Soldiers leave the Army from Fort Campbell each and every month with meaningful jobs in hand, prepared for and enrolled in college, contracted for continued service in the National Guard or Reserves, and prepared for life after the military. His position: “My role is to support 11 different organizations within the Fort Campbell Soldier For Life-Transition Assistance Program (SFL-TAP) who are responsible for educating, preparing and connecting Soldiers and families transitioning from active duty with continuing their service in the National Guard and Reserves, with state and federal Veterans benefits, and/or with tremendous educational and employment opportunities.” How he came to this role: “I loved every day that I was in the Army, both as an enlisted soldier and as an officer. Unfortunately though, I was forced to leave the Army on short notice, not once, but twice, and then the Army hired me to teach soldiers how to transition the right way (who would ever believe that?). After so many years in uniform taking care of soldiers, I now get to help soldiers and families successfully transition out of the military.” What is the best part of your position? “Meeting and working with soldiers, veterans and family members each and every day, and orchestrating events which help them with their post-military successes.” His transition or professional advice: “Our current administration recognized that veterans were having a very hard time after separation from the military so they implemented law to help. Today, there is an overwhelming amount of resources available to help transitioning service members, so do not wait until the last second to utilize them. Transitioning successfully is a process that takes time, so visit your local Transition Assistance Program early. Go Early and Go Often!”
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Jan/Feb 2016
Jan/Feb 2016
13
NEWS
5 Steps to Keeping Your Money Resolutions in 2016 step might be to open a savings account. If you aren’t sure what comes next, that’s OK. Sometimes the first action is what helps us see the logical next step in the plan.
by Ashley Feinstein Contributing Writer
I
love the start of a new year! It’s a time to reflect on the past 12 months and make plans for the year to come. We get to start from a blank slate; the world is our oyster! Fast-forward a few weeks, or even days, and unfortunately, despite the best of intentions, our New Year’s resolutions have fallen by the wayside. We might make a mistake and decide it’s never going to happen or experience a slow steady decline in willpower as the year goes on. Not this year! I want 2016 to be the year you transform your financial wellness and achieve exactly what you want by when you want it. Here are five steps to making New Year’s resolutions that stick. 1. Dream big. At first, dreaming about what you actually want might sound silly. You might be thinking, “of course I know what I want,” but you may be surprised to find that you actually aren’t 100 percent sure what you want to achieve in 2016. Maybe you have some ideas of what you should want for your money life, but let’s forget about the “shoulds.” We want to figure out what you truly want. Not only is this extremely important because we want you to get what you want, but also because having the motivation to achieve these goals will determine your success. Without the motivation, you aren’t going to take the time and make the changes necessary to accomplish your mission. So how do you figure out what you truly want? Set aside some time to let yourself dream. We often don’t let ourselves dream big because we’re afraid of what we’re going to want. How will we ever achieve such lofty goals? Put aside this fear and set a timer for 30 minutes. Get comfortable, relax and free write or speak into a recorder and dream big for the entire half hour. 2. Start small. After dreaming big you probably have some pretty lofty goals for yourself. Awesome! The key to getting started is to take a small step. You don’t have to take action toward every one of your goals or even take big actions toward any one specific goal. That actually will hurt you more than help you. When we bite off more than we can chew, even with the best of intentions and high motivation, we set ourselves up for failure. New habits don’t happen overnight. If you want to save up to buy a home, the first
The key here is starting. We often wait to get started until we have everything laid out or know everything about our given goal. The thing is, we often never feel prepared enough to get started, so year after year goes by and we remain where we are. That can get really frustrating! Commit to taking one small step in the direction of your big goals. Put it in your calendar and do it. If that step seems too overwhelming, break it down even further until you are able to take action. 3. Make your resolutions specific. Whatever you are looking to achieve in 2016, make it specific so that you know exactly what you will be achieving by when. As noted in the Spouse Series column found elsewhere in this issue, S.M.A.R.T. goals are the most likely to have positive outcomes. To reiterate this for finance-related matters, a S.M.A.R.T. goal is: • •
•
•
•
Specific: You know exactly what the goal is so you know what you are setting out to achieve. Measurable: Make the goal measurable so you know exactly when you have achieved it. For example, many have the goal of “earning more.” What does more mean? Is that $1 more? $1,000,000 more? Define how much more you are looking to earn so it’s clear if you achieve it. Achievable: To be achievable, it has to be in your power to realize the goal. For example, if a goal is for your spouse to get a new job, that might not be an achievable goal for you personally as your spouse will be the one most responsible for the outcome. Realistic: We want to dream big and make goals that stretch us but we don’t want to set goals that are completely unrealistic because this can leave us feeling discouraged. Only you will know if a goal is realistic for you. It might be a great goal to double your sales this year but to quadruple them might be unrealistic. Time-oriented: Set a time period in which you plan to achieve your goal. By when will you achieve it?
Take a look at each resolution and go through the S.M.A.R.T. criteria. If your goal isn’t a S.M.A.R.T. goal, adjust it as necessary. 4. Set benchmarks and celebrate. Now that you have S.M.A.R.T. New Year’s resolutions, you’re ready to set some benchmarks. If you’re dreaming big, going from where you are now to where you want to be might be a big leap. Setting benchmarks is a way of breaking down the goal into smaller pieces so you can track progress and make sure you’re on your way to reaching the
Read this issue online now at Online.MilitaryTransitionNews.com
broader goal by the time you set out to. If we go back to the saving for a house example, benchmarks might mean breaking down the goal into 10 percent chunks. When will you have the first 10 percent saved, then 20 percent, and so forth? Break the goal down into steps and create a timeline for achieving it. The fun part is that now we get to start celebrating. How will you celebrate your success along the way? When you hit the 10 percent savings mark, you might decide to sleep in, have a celebratory glass of wine or even dance around the room. Create celebrations that get you excited. Reserve the biggest celebration for when you achieve the broader goal. How will you celebrate then? Are you feeling excited yet? 5. Forgive yourself for missteps. Once you set up your benchmarks and decide how you will celebrate along the way, you have a roadmap to reach your goal. In many cases, this roadmap will change as you start taking action. That’s OK! Just adjust the plan, recommit and move on. We often get stuck and give up when things don’t go exactly as planned. We beat ourselves up and throw in the towel. Forgiveness is actually the most important piece of the resolution puzzle. We can’t possibly know everything when we set out at the beginning of the year with our New Year’s resolutions. We have to have some sort of flexibility to adjust and change as we gather more information.
We’re also building new habits, which takes time. We’re bound to make mistakes. We must forgive ourselves and move on if we want to achieve these big goals! If you stick to your plan perfectly, then you probably didn’t dream up big enough goals. Big goals that are worth it will challenge you. Plan to practice forgiveness with yourself if things don’t go perfectly. It might sound counterintuitive, but flexibility and forgiveness will be the keys to your success! Before you commit to your resolutions in 2016, set aside some time to dream and plan. Then, take one action step to get you started and remember to forgive yourself along the way. If you follow these steps, you’ll be making strides toward your biggest goals long after the New Year comes and goes. May your 2016 be abundant and full of joy!
Ashley Feinstein is a certified money coach and founder of Knowing Your Worth, where she empowers her clients to redefine success on their own terms by knowing their value and fearlessly going for it. Find out more, check out her blog at KnowingYourWorth.com and connect with her on Facebook and Twitter at The Fiscal Femme.
Our idea of career transition.
The Indian Health Service (IHS) offers transitioning military health care providers three career paths — they can maintain their military retirement benefits through the USPHS Commissioned Corps; receive a comprehensive compensation and benefits package through the federal civil service; or work for and negotiate benefits directly with a Tribal or Urban Indian Programs. IHS clinicians practice patient-centered care and work within an integrated team environment. They enjoy a structured yet flexible work schedule and have ample opportunities for recreational pursuits. Explore a world of opportunities in Indian health careers at www.ihs.gov/careeropps.
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Jan/Feb 2016
NEWS
Job Fair Calendar Date: Location: Sponsor:
January 14, 2016 Joint Base Lewis - McChord 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
January 21, 2016 Ft. Benning, GA 10 a.m. - 2 p.m. Benning Club, Bldg. 128, Morrison Rd. POC: CivilianJobs.com (866) 801-4418
Date: January 26, 2016 Location: Patuxent River NAS, MD 3 p.m. - 7 p.m./Bay District Vol. Fire Dept. Social Hall, 46900 S. Shangri-La Dr. Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473 Date: Location: Sponsor:
January 27-28, 2016 National Summit Ft. Stewart, GA - Stewart Club 10 a.m. - 2 p.m. 1020 Hero Rd., Bldg. 405 POC: Leonard Sims (912) 767-7940
Date: January 28, 2016 Location: Andrews Air Force Base (AFB) Chiefs Group Job Fair, MD - 10 a.m. - 2 p.m. The Club At Andrews, 1889 Arnold Ave. Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473 Date: Location: Sponsor:
February 2, 2016 Charleston, SC 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
February 4, 2016 Ft. Stewart, GA - Stewart Club 10 a.m. - 2 p.m. 1020 Hero Rd., Bldg. 405 POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 2-3, 2016 Ft. Bragg, NC 10 a.m. - 2 p.m. Conference and Catering Center, Bldg. 5-5348, 2658 Reilly Rd. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 8, 2016 Norfolk, VA at Old Dominion University 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 9, 2016 Ft. Lee, VA - 10 a.m. - 2 p.m. The Regimental Club, 2609 C Ave. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 16, 2016 Redstone Arsenal, AL 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 22, 2016 Kansas City, MO - 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: Location: Sponsor:
March 24, 2016 St. Louis, MO - 10 a.m. - 2 p.m. POC: CivilianJobs.com (866) 801-4418
Date: March 31, 2016 Location: Dahlgren, VA @ Univ. of Mary Washington-Dahlgren Campus Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473 Date: Location: Sponsor:
April 6-7, 2016 Ft. Hood, TX 10 a.m. - 2 p.m./Club Hood POC: CivilianJobs.com (866) 801-4418
Date: April 19, 2016 Location: Patuxent River NAS, MD 3 p.m. - 7 p.m./Bay District Vol. Fire Dept. Social Hall, 46900 S. Shangri-La Dr. Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473
Date: February 18, 2016 Location: Belvoir-Springfield, VA 10 a.m. - 2 p.m. American Legion Post 176, 6520 Amherst Ave. Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Janet.Giles@JobZoneOnline.com - Date: April 21, 2016 (434) 263-5102 or (540) 226-1473 Location: Andrews Air Force Base (AFB) Chiefs Group Job Fair, MD Date: February 22, 2016 10 a.m. - 12 p.m. Location: Phoenix, AZ - 10 a.m. - 2 p.m. The Club At Andrews, Sponsor: POC: CivilianJobs.com 1889 Arnold Ave. (866) 801-4418 Sponsor: POC: Janet Giles, www.JobZoneOnline.com, Date: February 24, 2016 Janet.Giles@JobZoneOnline.com Location: Ft. Carson, CO (434) 263-5102 or (540) 226-1473 10 a.m. - 2 p.m. Double Tree Colorado Springs Sponsor: POC: CivilianJobs.com (866) 801-4418
Bradley-Morris, Inc. (BMI) is the largest military-focused recruiting firm in the U.S. that for over 20 years has specialized in placing prior military job seekers with Fortune 1000 companies.
CivilianJobs.com helps military-friendly companies who actively recruit candidates from the military by offering cost-effective and customized solutions to meet their hiring needs. NEWS
Military Transition News is a bi-monthly publication providing military job seekers with relevant career and transition advice. It is distributed in print and online to over 500 military bases.
MilitaryResumes.com provides professional resume writing and consulting services for transitioning military, veterans, and their spouses seeking a civilian or federal career. Essential Events and Travel, Inc. provides expert event planning services for corporate events and meetings. We excel in managing specialized events. HireMilitary.com is a blog dedicated to educating and assisting employers (HR Recruiters) with sourcing and hiring candidates with prior-military experience. MilitaryTransition.com is a blog devoted to providing transition assistance information and tools to service members transitioning from the military to a civilian career.
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Jan/Feb 2016
15
NEWS
Your Career Transition Alphabet - Part Two: P to Z career coach’s corner by Tom Wolfe Career Coach and Contributing Editor
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n the last issue of Military Transition News, I shared with you the Career Transition Alphabet, letters A to O. Now it’s time to finish up with letters P to Z. Preparations. Your job search has four phases: research, preparation, interviewing and decision. The preparation phase has two components: mechanical (or physical or external) and mental (or internal). Do the mechanical preps first. Once you have your resume, documentation, wardrobe, references, etc., you can put them on the shelf in your closet and forget about them until you need them. Learn how to research a company now so that when you have to do it for real it will be much easier. Now it’s time for the mental preparations. Selfknowledge is central to this. Who are you? What makes you tick? What are your skills, traits, attributes and positive characteristics? What’s important to you? What are your search parameters and priorities? Questions. These are the most important tools in your career transition toolbox. There is much in the way of job search guidance regarding the importance of preparing for and being able to answer questions in an interview. This is very important. The interviewers use questions to get to know you, fill in the blanks, see how you think and figure out if you are the kind of person they want on their team. At some point, they may also use them to send you a message: We are impressed by you, we like you and we can see you in this job. You ask questions for two reasons. First, the obvious – to get answers, specifically information about the company, the job, the opportunity and the people who work there. Second, and not so obvious – to ask timely and appropriate questions that show interest. Showing interest is absolutely critical to interview success. References. Checking your references is usually the last thing an employer will do before extending an offer. Doing so earlier in the process is a waste of time and money. Learning that your references are being contacted is a good sign that an offer is right around the corner, assuming that those references will endorse you in the way you thought they would! Creating your reference list is a mechanical preparation that you can and should do early in your transition countdown. Select three professional and three personal colleagues (no relatives), contact them and ask them to do you the honor of being a reference for you. List them on a single sheet of paper with their contact information (with their permission, of course), relationship to you and the duration of that relationship. Provide this document to the employer when asked, not before.
Stereotypes. Patriotic, good citizen, flexible, great work ethic, self-sacrificing, healthy and fit, reliable, ethical, leader. Would you hire that person? How about this one? Rigid, formal, lacking creativity, autocratic, inflexible, needing structure. Most employers would want to add that first person to the team, but the second person - no way. Guess what? It’s the same person, at least as far as common military stereotypes are concerned. I know that not all of them apply to you, but some may. Other than carefully chosen words on your resume, there is nothing you can do to control those perceptions before the interview. However, during the interview, there is something you can do: Reinforce the positive stereotypes that do apply to you, and defeat any negative ones. Timing. When hiring civilians, guess how much time a company needs to fill a job, i.e., how much time elapses between the day they identify an opening until the day the new hire starts the job? Six weeks! So, how would you like to wait until your final six weeks of military paychecks before you have your first interview? Fortunately for you, that will not be the case, assuming you target companies that have a history of hiring people out of the military. For that target market they bend the rules. Every company does it differently, but here is a rule of thumb. Starting one year out from your earliest availability date, designate months 12, 11, 10 and 9 as your research phase, months 8, 7, 6 and 5 as your preparation phase, months 4, 3 and 2 as your interviewing phase, month 1 as your decision-making phase and month 0 as the time you start your new job. Uniform of the Day. Although being out of uniform while on duty in the military is problematic, once you leave the military, being out of uniform is likely to be your way of life. With a few notable exceptions (law enforcement, first responders, medical personnel), your days of wearing the uniform of the day are behind you. The standard advice in job hunting is dress for the job you want, not the job you have. Accordingly, do not wear your uniform to interviews. However, there will be a temporary uniform of the day during your search - interviewing attire. Unless you are told otherwise, always wear a traditional interview suit. Although dressing in informal, non-interview attire could be a legitimate cause for rejection, “overdressing” or being too formal will most likely not. Employers will usual cover any non-standard attire needs prior to the interview. If they don’t specify, definitely wear business formal interview attire. Veterans Preference. Interviewing is not easy. Selling yourself to strangers as a viable contender for a job and performing well enough to beat out all your equally qualified competition is a tall order. Here is a way to make it even harder: Interview with companies that have little or no history of hiring people out of the military. Before you can even try to convince them to hire you, you will first have to sell them on hiring veterans in general. Skip that step. Focus your search on companies with an
appreciation for the value of a veteran and a demonstrated track record of hiring them. That way, all you have to do is convince them to hire you. Weaknesses. A company will never hire the perfect candidate, even if it finds one. Why not? There is no such thing as perfect. What are your weaknesses? What are you doing about them? Having the ability to identify a weakness, do something about it and talk about that process with an interviewer is actually a strength. Being able to “turn a negative into a positive” in an interview is key in this regard. X-ray Vision. Your interview is over. You look the interviewer in the eye, shake hands, re-express your interest, say thank you and leave the room. Standing out in the hall, you pull out your IMVD - Interviewer’s Mind Vision Device. What do you see? Hard to make it out - it’s fuzzy or unclear? A clear picture of you in the job but frowning and/ or doing it poorly? A clear picture of you doing a job other than the one he or she is trying to fill? Or, there you are, clear as a bell, doing the job well with a smile on your face? That last vision is your goal. Knowledge, empathy, attitude and showing interest will help create that vision. You. When you have completed a successful search and landed a great job, who gets the credit? If that great job turns out
to be a bad fit, who gets the blame? If you run out of terminal leave days and you have yet to find a job, who is at fault? YOU. It is your transition, you are in charge and you are responsible for the outcome. Yes, you need help along the way, but in the end, that face in the mirror is yours. Seek guidance and assistance, but stay true to yourself. Be open to new ideas and different opportunities, but don’t misrepresent yourself or compromise your beliefs or ethics in the process. Zip. When you walk into a room, do the lights go bright or does all of the oxygen disappear? Companies like to hire upbeat, enthusiastic and positive people - ones with zip! You must show that side of you in an interview. For some of you that will be easy - it’s your nature. For others, you will have to work at it. Energy, warmth, smiling - these things not only make you likeable, but also send strong “I am interested” signals. A thorough understanding and implementation of these concepts and those mentioned in Part One will enhance your chances of winning interviews and landing the right job, the first time. Tom Wolfe is a Career Coach, Columnist, Author and Veteran and can be found at www.out-of-uniform.com.
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Jan/Feb 2016
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