Diversity Training: The Value of Employees with Military Background

1. Diversity Training: The Value of Employees with Military Background Your EAP name here.

2. Objectives Increase awareness of the value of employees with military backgrounds Increase awareness of who is from a military background and what that experience brings to your work environment Decrease bias and stereotypes of employees with military backgrounds Increase awareness of how to assist you with managing and retaining valued employees

3. Who is from a military background? Active Duty of all branches of the military Ex-military Reservist/National Guard Retired Military Spouses and children

4. Ask “have you or a loved one ever served in the military?” Asking about military service avoids confusion about the multiple legal and social meanings of the words veteran Anyone who has served in the military may be impacted by their military service including those who do not fit the federal definition of veteran Family members may also be impacted by military life or post-deployment issues

5. What does it mean to be a veteran? • Different legal definitions of veterans used in various laws • May vary by status (Active Duty vs. Reserve Component) • Length of service (Requirement for minimum time on active duty) • Period of service (combat vs. peacetime) • Separation status (Honorable vs. Dishonorable Discharge) • Not everyone who has served in the military fits the legal definition of service member • Consult your companies legal department & internal policies if you have concerns about a specific service member's eligibility for benefits, veteran’s preferences, or protections under laws pertaining to veterans and service members

6. Deployment Cycle & Reserve Pre-deployment Post Deployment (Reintegration) Deployment Redeployment (Demobilization in Guard or Reserve) • Active Duty (Full time service member) Vs. Reserve Component (balance military duty & civilian employment) Reservists may move rapidly between combat to civilian jobs • May miss work for training • Deployment & training dates may change without warning • Difficulty of simultaneously reintegrating with their coworkers • Reservist must be adaptable!

7. The United States Armed Forces An all Volunteer Force Active Duty Component (AD) - Air Force, Army, Coast Guard*, Marine Corp, and Navy Reserve Component (RC) - Air Force Reserve, Army Reserve, Coast Guard Reserve*, Marine Reserve, Navy Reserve, Air National Guard, Army National Guard 2.1 million service members have served in Iraq and Afghanistan * Coast Guard is part of the Department of Homeland Security not the Department of Defense

8. The United States Armed Forces Active Duty: 1.46M Service Members • 66% aged 30 and younger • 56% are married • 1.86M family members • 1.2M children Reserve Component: 846,000 service members • 51% aged 30 and younger • 49% are married • 1.11M family members • 730,000 children • 28% aged 5 years and younger Taken From Demographics 2009 Profile of the Military Community http://www.militaryhomefront.dod.mil/12038/Project%20Documents/MilitaryHOMEFRONT/QOL%20Resources/Reports/2009_Demographics_Report.pdf

9. The United States Armed Forces In 2004 Women Consisted of: 6% of Marines 15% of Soldiers and Sailors 20% of Airmen 11% of the Coast Guard

10. Why Hire a Vet? Accelerated Learning Curve Vets have the proven ability to quickly learn new skills and concepts. They possess identifiable and transferable skills proven to achieve success. Leadership Vets understand practical ways to manage and achieve goals in even the most trying circumstances. They are trained to lead by example as well as through direction, delegation, motivation, and inspiration. Teamwork Vets understand how genuine teamwork grows out of a responsibility to one’s colleagues and how diverse individuals or groups can best work together to achieve overarching objectives. Diversity and Inclusion in Action Vets have worked respectfully and cooperatively alongside others regardless of their race, ethnicity, gender, religion, or mental and physical capabilities.

11. Why Hire a Vet? Efficient Performance Under Pressure Vets have the capacity to know how to accomplish tasks on time and in spite of stress or adversity. They understand the importance of dedication and perseverance. Respect for Procedures Vets have gained a unique perspective on the value of accountability. They understand how policies and procedures yield stability, safety, and productivity. Technology and Globalization Vets are aware of international and technical trends pertinent to business. They bring the kind of global outlook and technological savvy necessary for success. Integrity Vets know what it means to do an “honest day’s work.” This integrity translates into qualities of sincerity and trustworthiness.

12. Why Hire a Vet? • Conscious of Health and Safety Standards Vets are cognizant of the importance of health and safety standards. This conscientiousness translates into the protection of self, others, and property. • Triumph over Adversity Vets are individuals who have triumphed over adversity. They have the proven ability to overcome challenges and obstacles through strength and determination. • Tax Incentives There are specific tax credits available to employers that hire military veterans. The Returning Heroes Tax Credit for companies that hire unemployed veterans gives a maximum credit of $2,400 for every short-term unemployed hire and $4,800 for every long-term unemployed hire. The Wounded Warriors Tax Credit will increase the existing tax credit for companies that hire veterans with service-connected disabilities who have been unemployed long-term (maximum credit of $9,600 per veteran) and continue the existing credit for all other veterans with a service-connected disability (maximum credit of $4,800). • www.hireherosusa.com

13. There is a Need to Focus on this Population of Employees Workplace Issues: “More and more employees are hindered from doing their jobs productively by personal problems, and industry is realizing that it is not only humanitarian but cost-effective to take more responsibility than it has in the past for helping employees solve these problems” (Masi, 1984, p.5). As a result, “today’s HR professionals are faced with more issues than were faced 10 years ago” (Hale, Evans, & Hodiak, 2008) when addressing employees’ issues.

14. Impact of Military Culture in the Workplace Regimen/Structured Experienced Diverse skills Deployment cycle Adjustment to civilian work setting Sometimes desire to mask military affiliation

15. Activity One • What do you think of when you hear the word solider?

16. Activity Two: What do you think of when you hear the word veteran?

17. Check Your Bias… What are your thoughts about military service? What is your immediate gut response when interacting with someone who is active military? Who do you know who is from a military background? Are you from a military background?

18. Check Your Bias… What are your thoughts about someone who is a military veteran? Are your thoughts about veterans and active military the same or different? If different, why? What concerns you at work regarding employees with military backgrounds?

19. Stereotypes “Positive” Patriotic Law abiding Honest Integrity Duty bound Good Citizens Able to defend and protect “Negative” PTSD Drug Addicted Homeless Violent Damaged Always gone on active duty Servant Knowledgeable about weapons Strict Ridged Commanding Takes and Gives Orders

20. How does Retention Fit into This? This is a workplace issue Often it is a discrimination issue which is usually present because of a lack of understanding Managers play a vital role in making sure that employees feel safe, welcomed and valued in the workplace. Managers are also skilled to recognize workplace issues and address them when necessary. Sometimes this may be done in an individual setting or group setting with employees.

21. How do I retain my employees with military backgrounds? Support them in the workplace > Increased motivation > Decreased absenteeism > Increase feeling of value Know your company policy around hiring of veterans/individuals with military backgrounds/diversity. Be prepared. Know how to handle a situation around an employee being deployed and leaving work quickly. If accommodations are being considered, always consult with Human Resources for expertise on ADA or USERRSA concerns.

22. How do I retain my employees with military backgrounds? Share company policies with your employees/Make them aware of the law Be the role model by valuing employees of all backgrounds, including the military. It’s about more than tolerance Recognize and address issues as they arise Send a message and set a precedence that workplace bullying or discrimination will not be accepted in your department Provide information about the EAP benefit and other similar benefits to employees and their family members

23. How do I retain my employees with military backgrounds? During Evaluative Feedback: Get to know your employees (all employees) so that you are aware of their strengths/weaknesses when considering position placements Be honest with your employees during evaluations. Share compassionately (with the person’s situation in mind);Share what is going well first then, express concerns may have Seek advice on how to share feedback if you know that you do not share feedback in the most tactful way

24. Real Life Scenario A An employee who works in a cubicle and has been on two tours in Iraq, is described as being “jumpy” when approached by other employees in his workspace. He has also been slower to complete work and is less accurate than he was before active duty in the military. When you, as his manager, asks him if he is comfortable in his workspace he reports to you that he feels as though people are “sneaking up on me” and he is having difficulty focusing on his tasks. What do you do?

25. Real Life Scenario B An employee who has been deployed twice in the last year and has been gone from work for more than 6 months returns to work and his first day returning requests a vacation so he can spend time with his family. You know that the other employees are anxious for this employee to return because they have been covering his assignments and overtime while he was gone. What do you do?

26. Real Life Scenario C When you approach an employee who is behind on her work and appears to be less focused than usual tells you that she is having trouble concentrating at work because she is worrying about her son who is deployed in the military. According to the company policy this is first warning and does not require written documentation. What do you do?

27. Scenario D An employee comes to you with a copy of an email from a co-worker with a military background. The co-worker has signed it “V/R” and has used some language or jargon that the employee doesn’t understand. The employee complains that “she always talks so strange, is so ridged, it makes me uncomfortable.” How do you respond?

28. Conclusion Slide Personalize to your company. Include how to contact you as the EAP. Services provided to managers. Trainings offered, etc. (whatever your EAP brochure covers that you have sent to the company)