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Welcome SV SHRM To the Annual February Student-Hosted C hapter M eeting

Welcome SV SHRM To the Annual February Student-Hosted C hapter M eeting A continuation of the “skills gap” agenda following: ~ The skills gap challenge and discussion with Hank Jackson, SHRM CEO, February 2014.

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Welcome SV SHRM To the Annual February Student-Hosted C hapter M eeting

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  1. Welcome SV SHRM • To the Annual February Student-Hosted Chapter Meeting • A continuation of the “skills gap” agenda following: • ~ The skills gap challenge and discussion with Hank Jackson, SHRM CEO, February 2014. • ~ The SV SHRM CEO Breakfast November 2014. Bridgewater College President David Bushman discussing the potential of business/academic partnerships. • ~ Todays presentation focuses on the business case for veterans hiring as a partial answer to the skills gap issue. How can we understand and value military experience in hiring?

  2. Welcome SV SHRM • To the Annual February Student-Hosted Chapter Meeting • Dr. David Bushman • President – Bridgewater College

  3. Special THANKS! To our Sponsors and Supporters!

  4. BC SHRM Mock Interviews APRIL 30!We need SV SHRM Professional Help! April 30th – you can sign up today! • Every year Bridgewater SHRM holds Mock Interviews • We LOVE to have SV SHRM professionals participate as our Interviewers to afford valuable experience and feedback to the students of Bridgewater College. • There are two shifts you are able to sign up for: • 9-11 and 1-3 • Please contact Malorie Andrews if you are interested: mfa003@eagles.bridgewater.edu Or visit our table here today!

  5. TODAY’S agenda • 10:00-11:00 Arrival and Register • 11:00 Lunch in the KCC • 11:30 Head to the Boitnott Room • 11:45 Welcome by BC President, Dr. David Bushman • 12:00 Introduction by Dr. Lou Pugliese • 12:20 Veteran’s military story with Matt Johnson • 12:35 Dr. Laura Leduc - Best interview questions and O*Net • 12:45 Q&A • 1:00 Meeting adjourned and shuttles back to Church

  6. THE BUSINESS CASE FOR HIRING A VETERAN* Starbucks CEO Howard Schultz said that “hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.” *Syracuse University Institute for Veterans and Military Families, supported by JPMorgan Chase as a Founding Partner http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  7. The . . . leadership ability and the strong sense of mission that comes from military service are characteristics that are highly valued in a competitive business environment. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  8. How can . . . U.S. employers . . . move beyond “art” to science, and in doing so, fully benefit from the knowledge, training, and experiences represented by those who have served in the military. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  9. Academic research from the fields of business, psychology, sociology, and decision-making strongly links characteristics that are generally representative of military veterans to enhanced performance and organizational advantage in the context of a competitive and dynamic business environment. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  10. In other words, the academicresearch supports a robust, specific, and compelling business case for hiring individuals with military background and experience. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  11. Importantly, the scope of this review of the academic research is limited to the abilities, attributes, and characteristics conferred to the individual veteran as a consequence of military service http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  12. This research does not include elements of the business case for hiring veterans . . . such as enhanced reputational value to the firm, customer/stakeholder legitimacy, and other similar motivations. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  13. The Value of a Veteran in a Competitive Business Environment 10 Good Reasons . . . http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  14. 1) VETERANS ARE ENTREPRENEURIAL: entrepreneurs have in common strong self-efficacy, a high need for achievement, are comfortable with autonomy and uncertainty, and make effective decisions in the face of dynamic environments. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  15. 1) VETERANS ARE ENTREPRENEURIAL: military training and socialization processes have been demonstrated to instill high levels of self-efficacy, trust, and a strong sense/comfort with autonomy and dynamic decision-making processes. These attributes, as they are linked to entrepreneurship and an entrepreneurial mindset among military veterans, have been consistently demonstrated in practice. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  16. 2) VETERANS ASSUME HIGH LEVELS OF TRUST: the military service experience engenders a strong propensity toward an inherent trust and faith in co-workers, and also a strong propensity toward trust in organizational leadership. academic literature broadly supports the finding that organizations where trust between co-workers–and between employees and leadership–is strong, organizational performance is enhanced. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  17. 3) VETERANS ARE ADEPT AT SKILLS TRANSFER ACROSS CONTEXTS/TASKS: military training . . . includes contingency and scenario-based pedagogy, . . . service members and veterans develop cognitive heuristics that readily facilitate knowledge/skills transfer between disparate tasks and situations. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  18. 4) VETERANS HAVE [AND LEVERAGE] ADVANCED TECHNICAL TRAINING: accelerated exposure to high-technology contributes to an enhanced ability to link technology-based solutions to organizational challenges, and also the transfer of technological skills to disparate work-tasks. Military experience, on average, exposes individuals to highly advanced technology and technology training at a rate that is accelerated relative to non-military, age group peers. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  19. 5) VETERANS ARE COMFORTABLE/ADEPT IN DISCONTINUOUS ENVIRONMENTS: military experience is positively correlated to the ability to accurately evaluate a dynamic decision environment, and subsequently act in the face of uncertainty. Several studies highlight that this ability is further enhanced and developed in individuals whose military experience has included service in a combat environment. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  20. 6) VETERANS EXHIBIT HIGH-LEVELS OF RESILIENCY: as a consequence of the military experience veterans (generally) develop an enhanced ability to bounce back from failed professional and/or personal experiences more quickly and more completely, as compared to those who have not served. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  21. 7) VETERANS EXHIBIT ADVANCED TEAM-BUILDING SKILLS: veterans are more adept with regard to 1) organizing and defining team goals and mission, 2) defining team member roles and responsibilities, and 3) developing a plan for action. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  22. 8) VETERANS EXHIBIT STRONG ORGANIZATIONAL COMMITMENT: Military institutions are particularly adept at institutional socialization, and as a result the military experience engenders a strong linkage between the individual and the organization. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  23. 8) VETERANS EXHIBIT STRONG ORGANIZATIONAL COMMITMENT: military veterans bring this strong sense of organizational commitment and loyalty to the civilian workplace. where organizational commitment is high, research suggests that organizational norms, customs, and ethical standards are more strongly internalized and adopted across the firm. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  24. 9) VETERANS HAVE [AND LEVERAGE] CROSS-CULTURAL EXPERIENCES: The nature of military service today necessarily dictates that veterans must be skilled at operating across cultures and international boundaries. military backgrounds 1) have more international experience, 2) speak more languages/more fluently, and 3) have a higher level of cultural sensitivity as compared to age-group peers that have not served in the military. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  25. 10) VETERANS HAVE EXPERIENCE/SKILL IN DIVERSE WORK-SETTINGS: the all-volunteer military actually represents a very heterogeneous workforce across a myriad of dimensions including educational background, ethnicity, culture, values, and the goals/aspirations of organizational members. those with military experience are (on average) highly accepting of individual differences in a work-setting, and exhibit a high-level of cultural sensitivity with regard to such differences in the context of workplace interpersonal relationships. http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  26. 10 Good Reasons . . . http://www.milspouselife.com/wp-content/uploads/2013/03/veteran-recruiting.png

  27. Matt Johnson is a non-traditional student at Bridgewater College. After a less than stellar freshman appearance he left school to enlist in the US Army. Matt served five years in the military including three tours of duty in Iraq and Afghanistan. Returning to the US and civilian life he receives no credentials for his experience and starts over at college still saddled with his previously poor GPA. http://www.milspouselife.com/wp-content/uploads/2013/03/veteran-recruiting.png

  28. Libby Seaward HR Generalist, Bridgewater College – Libby served 20 years in the US Navy, primarily in HR roles. Upon returning to civilian life she had difficulty securing employment in HR as she did not have the education credentials and there was no formal way to evaluate her military experience. Vikki Ingram, VA SHRM Veterans Chair discovered her in a job search and was fortunately able to make that evaluation. The result has been a win-win for the veteran and the business. Dr. Laura Leduc from JMU will share her conversations with Libby, lines of questioning that may be helpful in working with veterans, and a reminder not to forget O*NET http://www.milspouselife.com/wp-content/uploads/2013/03/veteran-recruiting.png

  29. Q&A • Thanks again to our sponsors and supporters: • JMU College of Business • SV SHRM • Bridgewater College http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

  30. Q&A • Thanks again to our sponsors and supporters: • JMU College of Business • SV SHRM • Bridgewater College http://vets.syr.edu/pdfs/The%20Business%20Case%20for%20Hiring%20a%20Veteran%203-6-12.pdf

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