Kaiser Permanente: The Junior Military Officer (JMO) Program

SEE PAGE 2 FOR MORE HOT JOBS
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January - February 2016
militarytransitionnews.com
Energy and Construction:
Jobs Galore in 2016
by Heidi Lynn Russell
Contributing Editor
B
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
Y
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
D
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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Jan/Feb 2016
NEWS
Transition Talk
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
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Brett Comerford
Consultant
Tucker Harrell
Account Representative
Jillian LeBlanc
Account Representative
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Account Representative
John Skinner
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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.
3
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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5
6
Jan/Feb 2016
NEWS
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?
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Finally, resolutions are more likely to be
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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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8
Jan/Feb 2016
NEWS
COMP
I
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.
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11
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.
Opportunity. Adventure. Purpose.
The policy of the IHS is to provide absolute preference to qualified Indian applicants and employees who are suitable for federal employment in filling vacancies within
the IHS. IHS is an equal opportunity employer.
15IHS-DHPS606_PAD_Mil_NOVDEC_QP4C_Vert_TransitionFall_CivJobs.indd 1
9/16/15 4:58 PM
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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.
LARGEST MILITARY FOOTPRINT
Reach New Heights
With A New Career!
B ecom e a skilled cra n e or
h ea vy equ ipm en t opera tor!
• N a tion a lCertifica tion • Job Pla cem en t Assista n ce
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ATTENTION
VETERANS
APPROVED FOR VA EDUCATIONAL BENEFITS
Yellow Ribbon Program including Tuition, Fees & Housing.
Heavy Equipment College of Georgia
Conyers, Georgia •
For more job fair dates and locations, go to CivilianJobs.com
toll free (888) 584-8296
www.georgiacc.com
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
I
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.
CONTINUE THE
MISSION
with Harris, a global
leader in mission-critical
communication solutions.
Veterans, we salute
your service, and share
your dedication.
Learn more about
Harris and exciting
career opportunities
available now at
harris.com/careers.
and continue the mission.
Read this issue online now at Online.MilitaryTransitionNews.com
Jan/Feb 2016
NEWS
16