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Diversity Training: The Value of Employees with Military Background
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| 1 | Diversity Training: The Value of | 12 | long-term (maximum credit of $9,600 per |
| Employees with Military Background. Your | veteran) and continue the existing credit | ||
| EAP name here. | for all other veterans with a | ||
| 2 | Objectives. Increase awareness of the | service-connected disability (maximum | |
| value of employees with military | credit of $4,800). www.hireherosusa.com. | ||
| backgrounds Increase awareness of who is | 13 | There is a Need to Focus on this | |
| from a military background and what that | Population of Employees. Workplace Issues: | ||
| experience brings to your work environment | “More and more employees are hindered from | ||
| Decrease bias and stereotypes of employees | doing their jobs productively by personal | ||
| with military backgrounds Increase | problems, and industry is realizing that | ||
| awareness of how to assist you with | it is not only humanitarian but | ||
| managing and retaining valued employees. | cost-effective to take more responsibility | ||
| 3 | Who is from a military background? | than it has in the past for helping | |
| Active Duty of all branches of the | employees solve these problems” (Masi, | ||
| military Ex-military Reservist/National | 1984, p.5). As a result, “today’s HR | ||
| Guard Retired Military Spouses and | professionals are faced with more issues | ||
| children. | than were faced 10 years ago” (Hale, | ||
| 4 | Ask “have you or a loved one ever | Evans, & Hodiak, 2008) when addressing | |
| served in the military?”. Asking about | employees’ issues. 13. | ||
| military service avoids confusion about | 14 | Impact of Military Culture in the | |
| the multiple legal and social meanings of | Workplace. Regimen/Structured Experienced | ||
| the words veteran Anyone who has served in | Diverse skills Deployment cycle Adjustment | ||
| the military may be impacted by their | to civilian work setting Sometimes desire | ||
| military service including those who do | to mask military affiliation. 14. | ||
| not fit the federal definition of veteran | 15 | Activity One. What do you think of | |
| Family members may also be impacted by | when you hear the word solider? | ||
| military life or post-deployment issues. | 16 | Activity Two: What do you think of | |
| 5 | What does it mean to be a veteran? | when you hear the word veteran? | |
| Different legal definitions of veterans | 17 | Check Your Bias… What are your | |
| used in various laws May vary by status | thoughts about military service? What is | ||
| (Active Duty vs. Reserve Component) Length | your immediate gut response when | ||
| of service (Requirement for minimum time | interacting with someone who is active | ||
| on active duty) Period of service (combat | military? Who do you know who is from a | ||
| vs. peacetime) Separation status | military background? Are you from a | ||
| (Honorable vs. Dishonorable Discharge) Not | military background? | ||
| everyone who has served in the military | 18 | Check Your Bias… What are your | |
| fits the legal definition of service | thoughts about someone who is a military | ||
| member Consult your companies legal | veteran? Are your thoughts about veterans | ||
| department & internal policies if you | and active military the same or different? | ||
| have concerns about a specific service | If different, why? What concerns you at | ||
| member's eligibility for benefits, | work regarding employees with military | ||
| veteran’s preferences, or protections | backgrounds? | ||
| under laws pertaining to veterans and | 19 | Stereotypes. “Negative” PTSD Drug | |
| service members. | Addicted Homeless Violent Damaged Always | ||
| 6 | Deployment Cycle & Reserve. Active | gone on active duty. “Positive” Patriotic | |
| Duty (Full time service member) Vs. | Law abiding Honest Integrity Duty bound | ||
| Reserve Component (balance military duty | Good Citizens Able to defend and protect. | ||
| & civilian employment) Reservists may | Servant. Knowledgeable about weapons. | ||
| move rapidly between combat to civilian | Strict. Ridged. Commanding. Takes and | ||
| jobs May miss work for training Deployment | Gives Orders. | ||
| & training dates may change without | 20 | How does Retention Fit into This? This | |
| warning Difficulty of simultaneously | is a workplace issue Often it is a | ||
| reintegrating with their coworkers | discrimination issue which is usually | ||
| Reservist must be adaptable! | present because of a lack of understanding | ||
| Pre-deployment. Post Deployment | Managers play a vital role in making sure | ||
| (Reintegration). Deployment. Redeployment | that employees feel safe, welcomed and | ||
| (Demobilization in Guard or Reserve). | valued in the workplace. Managers are also | ||
| 7 | The United States Armed Forces. An all | skilled to recognize workplace issues and | |
| Volunteer Force Active Duty Component (AD) | address them when necessary. Sometimes | ||
| - Air Force, Army, Coast Guard*, Marine | this may be done in an individual setting | ||
| Corp, and Navy Reserve Component (RC) - | or group setting with employees. 20. | ||
| Air Force Reserve, Army Reserve, Coast | 21 | How do I retain my employees with | |
| Guard Reserve*, Marine Reserve, Navy | military backgrounds? Support them in the | ||
| Reserve, Air National Guard, Army National | workplace > Increased motivation > | ||
| Guard 2.1 million service members have | Decreased absenteeism > Increase | ||
| served in Iraq and Afghanistan * Coast | feeling of value Know your company policy | ||
| Guard is part of the Department of | around hiring of veterans/individuals with | ||
| Homeland Security not the Department of | military backgrounds/diversity. Be | ||
| Defense. 7. | prepared. Know how to handle a situation | ||
| 8 | The United States Armed Forces. Active | around an employee being deployed and | |
| Duty: 1.46M Service Members 66% aged 30 | leaving work quickly. If accommodations | ||
| and younger 56% are married 1.86M family | are being considered, always consult with | ||
| members 1.2M children Reserve Component: | Human Resources for expertise on ADA or | ||
| 846,000 service members 51% aged 30 and | USERRSA concerns. | ||
| younger 49% are married 1.11M family | 22 | How do I retain my employees with | |
| members 730,000 children 28% aged 5 years | military backgrounds? Share company | ||
| and younger Taken From Demographics 2009 | policies with your employees/Make them | ||
| Profile of the Military Community | aware of the law Be the role model by | ||
| http://www.militaryhomefront.dod.mil/12038 | valuing employees of all backgrounds, | ||
| Project%20Documents/MilitaryHOMEFRONT/QOL% | including the military. It’s about more | ||
| 0Resources/Reports/2009_Demographics_Repor | than tolerance Recognize and address | ||
| .pdf. 8. | issues as they arise Send a message and | ||
| 9 | The United States Armed Forces. In | set a precedence that workplace bullying | |
| 2004 Women Consisted of: 6% of Marines 15% | or discrimination will not be accepted in | ||
| of Soldiers and Sailors 20% of Airmen 11% | your department Provide information about | ||
| of the Coast Guard. 9. | the EAP benefit and other similar benefits | ||
| 10 | Why Hire a Vet? Accelerated Learning | to employees and their family members. | |
| Curve Vets have the proven ability to | 23 | How do I retain my employees with | |
| quickly learn new skills and concepts. | military backgrounds? During Evaluative | ||
| They possess identifiable and transferable | Feedback: Get to know your employees (all | ||
| skills proven to achieve success. | employees) so that you are aware of their | ||
| Leadership Vets understand practical ways | strengths/weaknesses when considering | ||
| to manage and achieve goals in even the | position placements Be honest with your | ||
| most trying circumstances. They are | employees during evaluations. Share | ||
| trained to lead by example as well as | compassionately (with the person’s | ||
| through direction, delegation, motivation, | situation in mind);Share what is going | ||
| and inspiration. Teamwork Vets understand | well first then, express concerns may have | ||
| how genuine teamwork grows out of a | Seek advice on how to share feedback if | ||
| responsibility to one’s colleagues and how | you know that you do not share feedback in | ||
| diverse individuals or groups can best | the most tactful way. | ||
| work together to achieve overarching | 24 | Real Life Scenario A. An employee who | |
| objectives. Diversity and Inclusion in | works in a cubicle and has been on two | ||
| Action Vets have worked respectfully and | tours in Iraq, is described as being | ||
| cooperatively alongside others regardless | “jumpy” when approached by other employees | ||
| of their race, ethnicity, gender, | in his workspace. He has also been slower | ||
| religion, or mental and physical | to complete work and is less accurate than | ||
| capabilities. | he was before active duty in the military. | ||
| 11 | Why Hire a Vet? Efficient Performance | When you, as his manager, asks him if he | |
| Under Pressure Vets have the capacity to | is comfortable in his workspace he reports | ||
| know how to accomplish tasks on time and | to you that he feels as though people are | ||
| in spite of stress or adversity. They | “sneaking up on me” and he is having | ||
| understand the importance of dedication | difficulty focusing on his tasks. What do | ||
| and perseverance. Respect for Procedures | you do? 24. | ||
| Vets have gained a unique perspective on | 25 | Real Life Scenario B. An employee who | |
| the value of accountability. They | has been deployed twice in the last year | ||
| understand how policies and procedures | and has been gone from work for more than | ||
| yield stability, safety, and productivity. | 6 months returns to work and his first day | ||
| Technology and Globalization Vets are | returning requests a vacation so he can | ||
| aware of international and technical | spend time with his family. You know that | ||
| trends pertinent to business. They bring | the other employees are anxious for this | ||
| the kind of global outlook and | employee to return because they have been | ||
| technological savvy necessary for success. | covering his assignments and overtime | ||
| Integrity Vets know what it means to do an | while he was gone. What do you do? 25. | ||
| “honest day’s work.” This integrity | 26 | Real Life Scenario C. When you | |
| translates into qualities of sincerity and | approach an employee who is behind on her | ||
| trustworthiness. | work and appears to be less focused than | ||
| 12 | Why Hire a Vet? Conscious of Health | usual tells you that she is having trouble | |
| and Safety Standards Vets are cognizant of | concentrating at work because she is | ||
| the importance of health and safety | worrying about her son who is deployed in | ||
| standards. This conscientiousness | the military. According to the company | ||
| translates into the protection of self, | policy this is first warning and does not | ||
| others, and property. Triumph over | require written documentation. What do you | ||
| Adversity Vets are individuals who have | do? | ||
| triumphed over adversity. They have the | 27 | Scenario D. An employee comes to you | |
| proven ability to overcome challenges and | with a copy of an email from a co-worker | ||
| obstacles through strength and | with a military background. The co-worker | ||
| determination. Tax Incentives There are | has signed it “V/R” and has used some | ||
| specific tax credits available to | language or jargon that the employee | ||
| employers that hire military veterans. The | doesn’t understand. The employee complains | ||
| Returning Heroes Tax Credit for companies | that “she always talks so strange, is so | ||
| that hire unemployed veterans gives a | ridged, it makes me uncomfortable.” How do | ||
| maximum credit of $2,400 for every | you respond? | ||
| short-term unemployed hire and $4,800 for | 28 | Conclusion Slide. Personalize to your | |
| every long-term unemployed hire. The | company. Include how to contact you as the | ||
| Wounded Warriors Tax Credit will increase | EAP. Services provided to managers. | ||
| the existing tax credit for companies that | Trainings offered, etc. (whatever your EAP | ||
| hire veterans with service-connected | brochure covers that you have sent to the | ||
| disabilities who have been unemployed | company). | ||
| Diversity Training: The Value of Employees with Military Background.ppt | |||
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Diversity Training: The Value of Employees with Military Background