As in the past, events held by ERE are rarely short on influential speakers and actionable insights. At the 2014 Fall ERE Recruiting Conference & Expo, this proved to be true once again – a variety of talent executives attended the event (held Sept. 16-18), sharing insights into an array of talent strategies.
However, one presentation stood out among the rest: If You Build It, Veterans Will Come, delivered by Ryan Kosowsky, Managing Director of Talent Acquisition at Charles Schwab. In particular, Kosowsky brought to light the definitive business and diversity impact of veteran recruiting, and how to bridge the gap between recruiters, hiring managers and veterans. These were key takeaways from the event:
The Elephant in the Room
Kosowsky had no hesitation in addressing the “elephant in the room” when it comes to designing, implementing and executing a proper veteran recruitment strategy. I call it a “strategy” and not a “program” purposefully. Kosowsky emphasized that a program has an end date or a completion goal but, with military recruitment, there should be no end, no completion goal and no expiration date with regard to the cycle of veteran hiring. To be effective, veteran recruiting needs to be a key component of the overall recruiting strategy. With that in mind, two questions from attendees really stood out:
Q: “What is it about some companies that so easily attract veteran talent over others?”
The answer is somewhat obvious. As with any job seeker, the first instinct is to gravitate toward what is most familiar. Advanced engineering companies that design military equipment, logistics, technology and civil engineering companies all “play” in the military space. Therefore, it is no surprise they have a large, consistent veteran community to acquire talent from.
Q: “If your organization isn’t already aligned with the military because of your products or services, how do you gain their attention?”
As Kosowsky explains, it is vital to offer something familiar. Specifically, “Establish a shared vision and purpose and widely promote it.” Put it in front of the target audience. Consider advertising in periodicals such as Military Times, GI Jobs, or even local military facilities’ publications. As Kosowsky notes, these are the first places separating military veterans will look for their next professional opportunity.
Education and Preparation
Another interesting issue touched on by Kosowsky was education and preparation. Once you’ve grabbed the attention of targeted veterans, it is essential to understand their experiences and align these with the roles that need filling. To this end, educating recruiters is of utmost importance. Understanding military rank and Military Occupation Classification (MOC) duties, as they relate to civilian careers, is a necessary training in executing a veteran hiring process. Kosowsky highlighted one website in particular as the go-to source for MOC translation: http://www.onetonline.org/crosswalk/MOC/
Another critical step involves hiring managers, specifically their education and adoption of military recruiting efforts. However, opening hiring managers’ minds to the importance of military recruiting is a challenge for even the most experienced recruiters. Kosowsky recommends recognizing hiring managers who champion veteran hiring. Highlight their successes, and highlight the successes of veteran employees to emphasize the value and positive organizational impact both parties deliver.
These strategies, if consistent, can reduce hiring managers’ concerns and continuously relay the importance the organization places on the veteran hiring strategy. Of course, buy-in starts from the top of the organization before it can trickle down through the ranks.
If education and preparation are executed thoughtfully and consistently, Kosowsky believes veteran hiring will establish momentum within the business – helping the brand to thrive, building diversity and inclusion, and garnering additional attention and referrals from veterans.
As a veteran of the United States Air Force myself, I believe that the men and women who have served our country, as well as their spouses, bring experience, training and many other hard and soft skills that can differentiate your organization. And yet, these capabilities are not always easy to convey in a resume or typical job interview. Dig deeper, establish a differentiated veteran recruitment strategy and discover a new pipeline of dedicated, disciplined, tenacious and results-driven leaders.
