Career Development for Military Veterans Career Development in...

Running Head: CAREER DEVELOPMENT FOR MILITARY VETERANS

Career Development for Military Veterans

Career Development in HRD

Shirley Maria Marin

Texas A&M University

CAREER DEVELOPMENT FOR MILITARY VETERANS 2

Abstract

Transitioning from the military to the civilian workforce can be challenging for veterans.

Many of them struggle to adapt to their new lifestyle, while simultaneously searching for a

civilian career that adequately meets their needs and interests. Most veterans also require

considerable assistance in composing resumes, refreshing their interviewing skills, and learning

how to job-search using modern tools and techniques. Thus, this research aims to uncover career

counseling programs and services that are currently available to today’s separating military. The

findings of this research indicate that there are a number of resources available to aid veterans in

their career development. These programs are grounded on credible career counseling theories

and have proven to be effective in helping veterans advance in their non-military careers. The

programs, services, and resources discussed in this study are useful to helping military veterans

assimilate into the civilian workforce.


Purpose of the Research

The purpose of this research is to examine existing career development programs and

career counseling services for military veterans. In addition to exploring available resources, this

study aims to uncover the effects of prior military service on veterans seeking employment

outside of the military. Finally, this research study will expand on the advantages and

disadvantages associated with dual career opportunities. These research questions will be

answered as they pertain to the following three types of veterans:

1. Retired Veterans

2. Medically Discharged Veterans

3. Non-Career Veterans

The findings of this study will benefit soldiers who are preparing to separate from the military, as

well veterans who have already separated and are struggling to transition between the military

and civilian workforce.

Background/Problem

According to Sergeant Andrew Haagan, a military recruiter for high school students in

the St. Louis Area, 70 percent of military recruits enlist right out of high school (CHS Globe,

2010). The current state of our economy is only further increasing this percentage because

students are desperately searching for job security. The military offers the job security and

benefits that these students yearn. Thus, upon graduation many of them join the military and

remain members of the Armed Forces for a minimum of eight years under military contract

(Military Advantage, 2012). As a result, when these soldiers are ready to separate from the

military, they often encounter difficulties transitioning between the two life styles; particularly,


in the area of career development. Having been service members for so long, they tend to lack

educational experience, as well as résumé -building, job searching, and interviewing skills.

"Switching from a military to a civilian career is a big step and it can be extremely difficult"

(Regis University, 2012); thus most veterans require professional assistance to complete the

process.

Another group of veterans that often requires professional help separating from the

military are retired veterans. While service contracts are eight years minimal, some soldiers find

it worthwhile to make a career out of the military by completing 20 years in their branch of

service. Unlike soldiers who choose to leave the service after their contracts expire, soldiers who

make a career out of the military have increased opportunities to pursue higher education while

in the service. Programs like the Armed Forces Tuition Assistance Program offer up to $4,500 a

year for tuition and fees, and some branches offer full ride scholarships in return for contract

extensions (Military Advantage, 2012).

In addition, many of these soldiers retire very young, some even as early as 38 years old.

Nonetheless, while these soldiers have the advantage of retiring at an early age, many of them

have to continue working after their military retirement in order to meet their financial needs.

Therefore, much like soldiers who separate from the military without retiring, they too need

professional assistance in entering and succeeding in the civilian workforce. Another issue that

retired veterans face is lack of work experience in their field of study. While the military

facilitates the opportunity to obtain higher education, rarely does a soldier's degree have

considerable relevance to their actual job in the military (Military Advantage, 2012). Therefore,

when they separate from the military, even though they have a degree, they lack practice or

experience in the field.


Lastly, some soldiers are forced to separate from the military due to medical discharges.

Wounded war veterans face difficulty in their career development after separating from the

Armed Forces, but often require a different degree of professional assistance than other veterans.

While career counseling is an integral part of the assimilation process (NCDA, 2007), disabled

veterans often struggle with more than just adapting to a different career path. They

simultaneously struggle to recover from physical injuries, anxiety disorders, depression, post

traumatic stress disorder, and other disabling conditions. Because career counselors play a

significant role in the rehabilitation of disabled veterans, the National Career Development

Association (NCDA) encourages career counselors to remain mindful of and incorporate

interventions that address the barriers to employment this population faces.

While the transition between the military to the civilian sector can vary depending on the

individual case of veterans, regardless of their reason for separating from the military they all

share the common need to obtain professional assistance and guidance in career development.

Whether they need help in pursing higher education, finding opportunities for field practice, or

coping with disabilities while also trying to enter the civilian workforce, all veterans require the

help of career counselors to obtain the "proper tools ... to ensure their ability to independently

reach their career and employment goals" (NCDA, 2007).

Major Findings

Research shows that there are countless of career development programs and career

counseling services offered to military veterans. Some are sponsored by the Armed Forces,

others by the Directorate of Veteran Affairs, and some are offered by non-military organizations

that have a genuine interest in helping former service members integrate into the civilian

workforce. In addition to programs, veterans are also offered resources that afford them the


opportunity further their education. By obtaining a degree or brushing up on former skills and

knowledge, veterans are better able to progress in their careers after separating from the military.

Americans take pride in serving their country and find a sense of honor in their military

service. Spencer (2011) reinforces this notion stating, "The soldiers in our military are proud of

this nation, its principles, and most of all its unwavering commitment to freedom" (p.2). It is

important for these service men and women to continue to find self-worth in their careers even

after separating form the military. Niles and Harris-Bowlsbey (2009) address the link between

work and worth in their textbook Career Development in the 21st Century. They argue that a

person's career shapes their outlook on life and greatly influences the way they perceive

themselves. For many individuals work is a reflection of who they are and what they stand for,

thus people's self esteem can quickly unravel if their work situations go awry (Herr, Cramer, &

Niles, 2004). Furthermore, Feller and Whichard (2005) postulate that people live and work in

search for significance. That is, people often find purpose and motivation in their careers.

Because there is such a strong correlation between a person's career and self-worth, career

development programs and services have been established to help America's heroes continue to

feel like their contributions to society remain meaningful and appreciated.

Existing Programs and Services

Some of the most prominent career development programs available to military veterans

include, but are not limited to: the Army Career and Alumni Program (ACAP), American

Corporate Partners (ACP), Transition Assistance Online (TAO), the Vocational Rehabilitation

and Employment Vet Success Program (VR&E), and SOAR Consulting. All of these programs

are designed to assist military veterans advance in their careers after leaving the Armed Forces.

In addition, educational resources such as the GI Bill, the National Veterans Upward Bound


Program (NVUBP), and the Veteran's Educational Assistance Program, also aid in the career

development of military veterans.

Army Career and Alumni Program (ACAP)

The Army Career and Alumni Program delivers a " world-class transition program for

America’s Army that ensures all eligible transitioners have the knowledge, skills, and self-

confidence necessary to be competitive and successful in the global workforce" (US Army,

2011). The program helps veterans to make informed career related decisions by providing them

career counseling and employment assistance. To provide easier access and accommodation for a

greater pool of veterans, ACAP now offers its services via the Internet through its ACAP On-

Line website, which operates twenty four hours a day, seven days a week.

Niles and Harris-Bowlsbey (2009), career development researchers, note the importance

of using technology to support career counseling and planning. They propose that the Internet as

a delivery tool, in contrast to traditional methods, has considerable advantages. Some of these

advantages include: allowing 24/7 access to customers, being able to receive services from home

or any other place that has internet capabilities, the potential to serve a larger audience, ability to

update databases more frequently, and the potential for career counselors to develop and

maintain E-portfolios to which users can have lifelong access and from which documents (such

as résumés or transcripts) can be sent to employers and schools.

ACAP provides its services, whether it is online or at a service center, to veterans who

have served a minimum of six months in active duty. Some of the counseling services provided

by ACAP include: employment workshops, networking seminars, job search tools, and

assistance in writing résumés and cover letters, practicing job interview skills, and conducting

online research. The goal of ACAP counselors is to build trust and rapport with their clients


because it allows them to get to know the client better, and therefore provide them with adequate

service to meet their individual needs. ACAP Counselors "are willing to stake their professional

reputations on their belief that clients who complete ACAP are fully equipped to succeed" (US

Army, 2011).

American Corporate Partners (ACP)

American Corporate Partners (ACP) is a nonprofit organization that helps veterans obtain

employment in the civilian workforce by networking with business professionals across the

country to collectively offer veterans the necessary tools for long-term career development. ACP

offers military veterans career counseling, mentorship, and networking opportunities in an effort

to help them transition into civilian careers. "With the belief that one-on-one relationships

enhance an atmosphere of mutual understanding, respect, and support, ACP aims to strengthen

the connection between corporate America and veteran communities" (ACP, 2010).

One of ACP's most significant services is their mentorship program. Niles and Harris-

Bowlsbey (2009) state that mentorship is one of the most useful ways people learn about

occupations. They add that mentorship programs are most effective when the mentor and mentee

relationships are carefully constructed, so that mentees are paired with mentors who share

common goals and interests. Grant (2006), also an advocate for professional coaching and

mentorship, states that coaching enhances life experiences, work performance, and the well-

being of individuals. Because mentoring continues to be highly valued as a growth and

development tool, organizations like ACP continue to heavily incorporate them in career

development efforts.

The ACP mentorship program is nation-wide and connects veterans with professionals

from some of the country's most prominent corporations and universities. "Veterans are


mentored on topics ranging from résumé building and job market knowledge to networking and

leadership" (ACP, 2010). Through this program veterans are able to develop personal

relationships with professionals working in the career field that most interests them. More

specifically, veterans are able to talk to members of companies, corporations, and other

organizations that they care to join. By exploring the culture, history, and environment of

organizations through experienced professionals, veterans are better able to make educated

career choices.

The second professional development resource that ACP offers is the ACP AdvisorNet.

AdvisorNet is an online tool that allows veterans to engage in online Q&A sessions with

business professionals across the nation. "Through an interactive and easy-to-use interface,

veterans can ask questions about career development, employment, and small business; follow

Q&A threads; and message users to initiate private conversations" (ACP, 2010). AdvisorNet

further enhances the ACP mentorship program because it is another way for veterans to network

with and seek advice from business professionals. By interacting with business leaders veterans

can gain critical knowledge and insights needed to enter and succeed in their field of choice.

Thus, ACP encourages business leaders to share their expertise with veterans through the

AdvisorNet website. Some of the most well known supporters of the AdvisorNet program are

IBM, PepsiCo, American Airlines, Verizon, Harvard University, and Liberty Mutual.

Many veterans credit their success in the corporate world to strong mentoring

relationships such as the ones offered by ACP (ACP, 2010). Though the company is still in its

infancy, in just four years it has helped more than 500 veterans with their career development.


Transition Assistance Online (TAO)

Transition Assistance Online, calls itself "the largest source of transition assistance

information, jobs, and tools for today's separating military" (TAO, 2012). Veterans can find a

significant amount of career development tools and resources on this website. TAO helps

educate veterans on career paths by providing them brief job descriptions for several different

career titles. In addition to providing job descriptions, they also have a thesaurus for job titles.

This tool is useful in helping veterans translate some of their military job titles to labels that

carry over better onto a civilian résumé or job search engine.

For instance, a veteran with considerable experience in the military as an Adjutant

General can use the job thesaurus feature on TAO to determine what civilian job titles equate to

that position. Upon searching the thesaurus for equal or similar job titles, a former Adjutant

General would find that their job in the military is equivalent to a Human Resource Generalist or

other administrative personnel. Niles and Harris-Bowlsbey (2009) propose the following:

In all cases a résumé should convince prospective employers that the job searcher could

do the job for which the employer is seeking to hire someone...if the résumé is does not

connect to the job the searcher is perusing then the résumé will be reviewed as weak and

not accomplish the goal of gaining an interview (p.264).

Considering how critically important résumés are to the job searching process, the TAO job

thesaurus tool is particularly useful in helping veterans transform their military résumé into one

that is more marketable in the civilian workforce.

Furthermore, Niles and Harris-Bowlsbey (2009) mention the usefulness of a functional

résumé in cases where "the job searcher does not have experience that connects directly with the

skills required for success in the job they are seeking" (p.264). TAO aids veterans in developing


functional résumés by providing them a skills translator feature. The skills translator feature re-

routes veterans to the O*Net website, a comprehensive database of occupational skills,

knowledge, and other occupational characteristics (TAO, 2010). The O*Net website can help

veterans organize their skills into functional categories that are collectively relevant to the job

they are applying for, by allowing them to use keywords and skills to search for occupations.

For example, suppose that a veteran applies for a job position a Human Resources (HR)

Supervisor, but does not have prior work experience in the HR field. The veteran can use O*Net

(under the skills translator link on the TAO website) to determine what general skills categories

HR practitioners require. Upon researching these skills, the veteran may find that some of the

skills required to be an HR Supervisor are also skills that were required by a job they previously

held. For instance, the veteran may find managerial skills listed as one of the skills need to be an

HR Supervisor; although the veteran may not have worked in the HR field before, it is possible

that some of their previous jobs have also required them to have managerial skills. Thus, the

veteran can include managerial skills in his or her functional résumé. Some additional skills sets

that are common for functional résumés include: communication skills, organizational skills,

team-building skills, and computer skills. The general nature of these skills allows veterans to

convince the employer that even though they have never held that particular position before; they

have a considerable amount of skills and experience needed to perform the job.

TAO also offers veterans a hiring alert feature which notifies them when companies with

immediate hiring needs, specifically looking for transitioning military personnel, post job

announcements and vacancies (TAO, 2010). In order to take advantage of this feature veterans

are required to sign up for it on the TAO website by providing their e-mail address and other


pertinent information. Some other resources offered by TAO include articles that provide career

advice, résumé building techniques, and salary estimates for a variety of job positions.

The Vocational Rehabilitation and Employment Vet Success Program

The Vocational Rehabilitation and Employment Vet Success (VR&E) Program is a

program dedicated to assisting wounded war veterans to find suitable jobs in the civilian

workforce. The VR&E program is authorized by Congress under Title 38, Chapter 31, of the

Code of Federal Regulations; and is therefore sometimes referred to as the Chapter 31 program

(Veterans Affairs, 2011). In order to qualify for the VR&E, veterans must be honorably

discharged from the military, must be more than 20 percent disabled, and must apply for the

program online.

The VR&E prepares disabled veterans in their career development by conducting a set of

comprehensive evaluations to determine their skills and abilities for employment. Based on the

severity of the veteran’s disabilities or injuries, program counselors seek jobs that would be most

suitable for the client. They also take into account the personal interests of the veteran and try to

narrow down their job search to jobs that are not only suitable, but also of personal interest, to

the client. In addition to vocational counseling, VR&E counselors aid veterans in the

rehabilitation process, by working hand-in-hand with Veteran Affairs (VA) doctors to help the

client recover as quickly as possible prior to employment.

Although there are several different theories regarding career counseling and

development, they all share a common ground. That is, in order for career development or

counseling to be effective, it must be centered on the needs and specific situation of the client.

Niles and Harris-Bowlsbey (2009) state, “there is great variability in the needs of subgroups of

the population” (p.164); with that in mind, career counselors should conduct in-depth


assessments to learn more about the needs of the client in order to compose a well-developed

plan that adequately meets the needs of the individual. They also suggest that while the counselor

learns more about the client, often times they end up helping the client learn more about

themselves as well. They quote, “Knowledge of all of these characteristics can be helpful both to

the client and the counselor in synthesizing a self-image that can be matched to an environment

or implemented in an occupation” (p.165). Thus, the process can be mutually beneficial.

Disabled veterans are a rather distinct subgroup in the population of veterans. They

require additional assistance and accommodations to transition from the military workforce to

the public sector. Many of these veterans exceptionally struggle in their career development after

separating from the military, because unlike other veterans, their circumstances caused them to

be involuntary separated from the Armed Forces. Therefore, the transition is often more difficult

and is deeply embedded in the veteran’s emotional struggle to recover and adapt to their new

life. Therefore, career counselors who work with disabled veterans, such as those in the VR&E

program, are considerate of the emotional and mental state of the client as they help them

explore alternative vocational options and career choices.

Other services offered by the VR&E include “job-training, job-seeking skills, résumé

development, assistance finding and keeping a job, including the use of special employer

incentives and job accommodations, On the Job Training (OJT), apprenticeships, and non-paid

work experiences, and other work readiness assistance” (VA, 2011). The program also helps

veterans to further their education by providing them with scholarships to attend a traditional

four year college, or any vocation, technical, or business school.


SOAR Consulting

SOAR Consulting is similar to TAO; expect they are not an all on-line company. The

firm specializes in matching veterans with “some of America’s top companies interested in

recruiting candidates with developmental potential” (SOAR, 2008). SOAR offers one-one-one

consulting to devise a career development plan that is most suitable for the veteran. Customers

can also sign up to receive notification of new job openings, and are allowed to upload their

résumé to the website database. Participating companies are able to access countless of veteran

résumés for review. If a particular veteran’s résumé matches the qualifications and requirements

for a job opening, the company will report it to SOAR, who will then notify the veteran that they

are a being considered for the position.

SOAR argues that it differentiates itself from other career development providers for

veterans, by accentuating the personable relationships they establish with their clients. They

state, “This simple concept enables us to keep focused on the best career placement interests of

all parties involved” (SOAR, 2008). Establishing trustworthy relationships with clients is

essential in making the customer feel that the counselor has their best interest at heart. Niles and

Harris-Bowlsbey (2009) state “career counseling clients report valuing the relationship

dimension of the career counseling experience, and often take the opportunity to discuss general

concerns in the career counseling process” (p.28).

Another thing that makes SOAR counselors especially unique is that many of the

counselors are veterans and former clients of the company. Therefore, they can relate to their

clients in a way that other career counselors cannot. Because the counselor has personally

experienced what it is like to transition from the military into corporate business, they share a

common bond with their customer that further fortifies their relationship. SOAR states:


The entire SOAR team has experienced, first hand, the same challenges that you are now

facing. We know that we may not place every candidate we speak with in their initial

civilian position; but we will leave a positive impression with every fellow military

member that we have the pleasure to come into contact with. We all share a common

bond that ties us together, regardless of rank, branch, or occupational specialty. It is that

same bond that drives our dedication to serving your best interests (SOAR, 2008).

Corporate Companies/Organizations that Offer CD for Veterans

Until now, this study has examined companies, programs, and organizations that exist

solely to provide career development and counseling services to military veterans. This section,

however, focuses on companies that do not exist solely to provide these services, but incorporate

them as a part of their overall business strategy. Some of these organizations include The

Hartford Company, General Electric, and the US Federal Government. While these organizations

do not limit their career development programs or counseling services to veterans, they are avid

recruiters and supporters of former service members. They make it a point to hire veterans and

assist them in the assimilation process as much as possible.

The Hartford Company

The Hartford Company is a leading provider of insurance and wealth management

services to consumers around the globe (The Hartford, 2012). They are reputably known for their

quality service and ethical standards of conducting business. Most importantly, as it pertains to

this study, they are prominent employers of military veterans. Their recruiting slogan for

veterans is, “Uncle Sam prepared you. And now we want you” (The Hartford, 2012). In 2011 the

Military Times Edge Magazine ranked The Hartford as one of the best employers for military

veterans.


The Hartford invests in recruiting and hiring military veterans because it believes that

veterans “fully embody The Hartford's core values of teamwork, integrity, discipline, focus,

diversity and winning spirit” (The Hartford, 2012). Therefore, the organization finds it

worthwhile to make exceptional efforts to keep these honorable men and women employed upon

their separation from the military. However, the fact that military veterans are representative of

The Hartford’s core values, is not only beneficial for the organization, but is also beneficial for

veterans. That is because many people view career decisions as values-based decisions (Brown,

2002). Because many people view their career as a reflection of who they are, it is important for

employers to help clients articulate their moral values. Therefore, veterans also have a lot to gain

by joining an organization that already shares the same values as they do.

General Electric (GE)

General Electric has been a signature American company for decades. It is widely

recognized for its exceptional energy, technology infrastructure, capital finance, and industrial

services (GE, 2012). GE takes great pride in the honorable service of veterans and believes that

the work values of former military members highly compliment their corporate strategy.

Therefore, the company actively seeks to recruit and staff military veterans. GE’s primary venue

for recruiting and hiring veterans is their Junior Officer Leadership Program (JOLP).

While the energy of this program is directed at recruiting primarily veterans, it also aims to

recruit soldiers in the Army Reserves.

The JOLP gives soldiers and veterans the opportunity to work in three eight-month

rotations in several different functional business areas. The training program is designed to give

veterans a well-rounded understanding of the company, while adequately training them to be

fully capable of working in either area. GE states, “Through these exceptional rotational


opportunities, JOLP provides you with broad business experience and exposure to the various

core systems that make up these GE businesses” (2012). This is beneficial to participants

because it equips them to be flexible and mobile within the organization.

It is also useful in helping veterans make career choices; learning about the organization

gives them the opportunity to decide if GE meets the needs and interests of their professional

growth and development plans. By giving veterans multidimensional insight and experience with

the organization, they are better able to decide if GE is the right company for them. Krumboltz

(1996) argues that human learning greatly influences people’s decisions regarding their careers.

He adds, that the cognitive processing of information and the interaction people have with their

environment, are factors that further influence individual’s career decisions.

Furthermore, the JOLP is also focuses heavily on leadership training by allowing

participants to work hand-in-hand with senior leadership. Participants are allowed to shadow

senior leaders and develop mentoring relationships with them. The leadership training provided

through the JOLP provides participants with “valuable contacts and experiences that accelerate

the development of technical, business, and professional skills” (GE, 2012). Overall the JOLP

program is designed to fully equip military veterans to assimilate and excel in their careers at

General Electric.

In an effort to further reach veteran populations, GE recently established the General

Electric Veterans Network (GEVN). The GEVN creates “a community to support , develop, and

promote the unique characteristics of military veterans throughout GE’s businesses and local

communities and also focuses on fostering a culture inside the company that recruits, transitions,

develops and retains veterans as an essential leadership pipeline at GE” (GE, 2012). A

commercial energy manager at GE, Anthony Faucette, was a captain in the Army before joining


the company. He expressed his gratitude for the employment opportunities that GE offers to

military veterans and partially credited the GEVN and JOLP for his advancement in the GE

ranks.

The US Federal Government

The US Federal Government is the largest supporter and employer of military veterans.

Compared to the private sector, the Federal Government hires three times the number of

Veterans, seven times the number of disabled Veterans, and ten times the number of severely

injured Veterans (OPM, 2012). Veterans make up one fourth of federal workers and nearly 80

percent of veterans are employed in the three largest federal government agencies, which

collectively make up more than half of the federal workforce. “Federal service provides a means

for veterans to continue their noble service to this country” (USAJOBS, 2012). There are laws

designed to give veterans hiring preference and give agencies special appointing authorities for

veterans. These laws are a critical component of the US Office of Personnel Management’s

(OPM) 2010 veterans’ recruitment and employment strategy plan. This plan was devised to

improve career development and employment for veterans based on five key barriers identified

by OPM.

According to OPM, the five key barriers to the career development and employment of

military veterans are lack of advertisement, lack of understanding the value and importance of

hiring veterans, insufficient skills development and training for veterans, the absence of systems

to match veterans’ skills and education to Federal Government openings, and a lack of

leaderships’ knowledge regarding veterans preference laws and the special appointing authorities

of agencies. In 2010 OPM devised a strategy plan to overcome these barriers and successfully

increased its veteran hiring by 4.5 percent in just one year (OPM, 2011).


Hiring and staffing veterans is critical to the career development process because finding

a job is the most essential step in devising a career development plan. Once employees are hired

and brought on board by a company or federal government agency, they can begin to seek ways

to grow and advance in that field or agency. One advantage of working for the federal

government is that many government jobs, especially those in the Department of Defense (DoD),

are similar to military jobs. For example, the field of Contracting is one that is prevalent

throughout the military. Soldiers who work in Contracting are appointed to be contracting

officers, billing officials, or government purchase card holders. Fortunately, the field of

contracting is also prevalent throughout the Department of Defense, which gives former military

Contracting officials the opportunity to continue their career paths in the field, even after

separating from the military.

Educational Resources

As mentioned earlier in this study, there are an abundance of educational resources

available to military veterans to aid in their career development. In addition to counseling

services and employment opportunities, veterans are able to further their education through

programs like the GI Bill and The National Veterans Upward Bound Program (NVUBP), as well

as through the assistance of veteran supportive institutions.

The GI Bill

The GI Bill is the most robust education benefits program available to military veterans

(American Council on Education, 2011). This program gives veterans the opportunity to pursue a

degree, license, or certification from an accredited institution—by fully funding tuition, housing,

books, school supplies, and more. The Bill grants up to 36 months of higher education at no cost

to the veteran, depending on service enrollment and status. Through this Bill veterans are able to


return to school after separating from the military, to refresh their skills and talents, or explore

new areas of interest. They may also use the Bill to enroll in training programs such as flight

training or correspondence training. According to the American Council of Education (2011) the

GI bill provides veterans with access to high-quality, postsecondary education and easies the

transition into civilian life while ensuring life long career success.

Niles and Harris-Bowlsbey (2009) consider higher education as a critical component for

career development, because it equips people with up-to-date skills and knowledge required to

succeed in their field of interest. Additionally, higher education institutions, such as colleges and

universities, often have robust career development programs available for students. Career

counselors at the higher education level, are able to provide students with “placement

statistics…information on job openings and job search strategies” (p.384) as well as help the

student clarify their vocational identity. However, obtaining higher education is rather expensive

and thus many are unable to advance in their careers. Fortunately, the GI bill covers all

educational expenses for veterans, which allows them to take full advantage of these resources.

The National Veterans Upward Bound Program (NVUBP)

The National Veterans Upward Bound Program is funded through the US Department of

Education, and provides educational services and assistance to military veterans. NVUBP is

dedicated to “to fully developing the personal potential of all U.S. military veterans” (NVUBP,

2012) by helping to place and fund veterans in higher education institutions. The NVUBP

association also serves as a forum for exchange of knowledge and ideas among veterans and

professionals, and also encourages veterans to engage in research and publication. The

association also provides scholarships and tuition assistance to all eligible veterans who apply for

the program. Most importantly, NVUBP provides veterans with career guidance and planning.


Supportive Institutions

There are a number of educational institutions that avidly support and provide financial

assistance to military veterans. Regis University, for example, is a prominent university recruiter

of former service members. Not only do they recruit and financially support veterans, but they

have a program specifically designated to help veterans transition from the military to a civilian

career. They provide veterans with tips on how to relate their military service to the civilian job

market and teach them how to adequately apply their military knowledge and skills to the

civilian workforce. Other institutions that have similar programs and are equally supportive of

recruiting and funding military veterans include, but are not limited to: Bradman University,

Colorado State University, Jones International University, Robert Morris University, and Central

Texas College. All of these institutions are listed as part of the top 25 most military friendly

colleges (Veterans’ Benefits News, 2012).

Discussion of Findings

The findings of this research are useful to a variety of parties. For one, these findings are

significantly helpful to veterans searching for career development and career counseling services.

They are also useful in helping veterans identify key organizations and institutions that are

highly supportive of helping veterans to further their education, as well as helping them to

transition from the military to the civilian workforce. Other parties that can equally benefit from

the findings of this research are educational institutions and corporate or government agencies

that are interested in becoming participants of veteran supportive programs, such as TAO and

SOAR. In addition, as noted throughout this study, the most prominent career development

programs and services available to veterans, are grounded on career development theories


developed by credible career development researchers. Therefore veterans can trust that these

programs are effective and beneficial to their professional growth and development.

Some key insights regarding the transition of veterans to the civilian workforce suggest

that the process is difficult and almost always requires professional assistance. The group of

veterans that often has the hardest time transitioning out of the military is disabled veterans. This

group requires a distinctive approach to career development and a different degree of career

counseling services, both of which are available to them in today’s industry. Despite the

struggles that veterans face in their career transition, there are many benefits associated with

having dual career experiences.

As noted in the research findings, having a military background is highly valued by

many organizations, and thus is beneficial to military veterans. Organizations appreciate the

values and disciplined life style that most veterans have adopted while in the service, and feel

that such values and morals are complimentary to their business strategy. Having prior service is

also useful to veterans joining organizations that are a part of the same field they use to work in

(i.e. Contracting) while in the Armed Forces, because it allows them to be hired for senior level

positions.

Implications for Research and Practice

While there was an overwhelming amount of useful information found in this study, one

area that lacked development was that of entrepreneurship. Research was conducted to determine

existing opportunities for veterans seeking to become business owners, but minimal information

was found. To further enhance the career development services available to veterans,

organizations and institutions should consider how they can help military veterans start and

manage their own business.


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