Transcript Train The Trainer: Supporting Employees with Military Backgrounds

Train the Trainer: Supporting
Employees with Military
Background
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Dawn Marie Klug, LPC, CEAP
Renee’ Evans, Ph.D, LPC
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Goal
Participants will gain an overall
understanding about the importance of
retaining employees with military
backgrounds once they are hired and how
to train and consult with supervisors to
support this effort.
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Objectives
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To gain a better understanding about the need to focus on
employees with military backgrounds
To better prepare EA professionals to provide consultations on the
impact of military culture and the deployment cycle on the
workforce
To enable EA Professionals to provide consultation and address
performance issues and workplace conflicts that may arise in
regards to employees with military background
To offer a 30-45 minute presentation template to present to
workplace leaders on effective management of employees with
military backgrounds.
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The United States Armed Forces
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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
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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/MilitaryHOMEFRO
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NT/QOL%20Resources/Reports/2009_Demographics_Report.pdf
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
Click here to learn more:
http://www.armyg1.army.mil/hr/demographics/FY05%20Army%20Profile.pdf
http://www.armyg1.army.mil/hr/docs/demographics/fy04%20navy%20profile.pdf
http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Marine%20Corps%20Profile.pdf
http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Air%20Force%20Profile.pdf
http://www.armyg1.army.mil/hr/docs/demographics/FY04%20Coast%20Guard%20Profile.pdf
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Impact of Military Culture in the
Workplace
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Regimen/Structured
Experienced
Diverse skills
Deployment cycle
Adjustment to civilian work setting
Sometimes want to mask military
affiliation
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Seek First to Understand…
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As with all diversity issues, valuing and not
just tolerating people of diverse backgrounds
is an essential skill for managers and Human
Resources
As an EA professional, having an
understanding of, and appreciation for the
experiences of someone from a military
background will help in serving the client
company
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There is a Need to Focus on this Population
of Employees
Workplace Issues:
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“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.
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There is a Need to Focus on this Population
of Employees
Workplace Issues:
According to the Prohofsky (2005), “On any given workday,
an estimated one million people are absent from work
due to stress.
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8% of employees say that they feel stress on the job.
The number of employees who call in sick due to stress
has tripled in the last four years.
Each year, an estimated 20 million lost work days are
attributable to employee depression and mental health is
a major reason for absence”..
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There is a Need to Focus on this Population
of Employees
Workplace Issues:
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There is no reason to not believe that these employee concerns do
not include service members and veterans who have reintegrated
back into the workplace due to service-related issues that has also
contributed to the above issues.
HR professionals and other members of management must address
these issues in order to improve retention of employees with
military backgrounds which in turn will increase employee
motivation, and reduce turnover.
The EAP is the key resource for addressing these issues in order to
meet the needs of the client employee and the client company
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Employment Issues of Veterans
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Unemployment Rate for Veterans has been higher than the general
population at 8.3% in June 2012, the highest in 2012 was May
12.7%
There has been tremendous effort to promote the benefits of hiring
veterans in the workplace to assist both employers and job seekers
from military backgrounds.
“USERRA protects civilian job rights and benefits for veterans and
members of the active and Reserve components of the U.S. armed
forces. USERRA provides that returning service-members must be
promptly reemployed in the same position that they would have
attained had they not been absent for military service, with the
same seniority, status and pay, as well as other rights and benefits
determined by seniority” (Uniformed Services Employment and
Reemployment Rights Act (USERRA))
http://www.dol.gov/vets/programs/userra/
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Considerations When Preparing to
Train Your Supervisors
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Understand that all supervisors may not understand military culture
and may not know anyone serving in the military
As a result, these supervisors may not have an awareness about the
importance of being considerate of, and working with employees
with military backgrounds
Understand that supervisors may or may not be aware of their
company policy around supporting employees with military
backgrounds
Understand that some companies may or may not have policies
around supporting employees with military backgrounds
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Considerations When Preparing to
Train Your Supervisors
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Understand that the best way to help managers understand how to
support employees with military backgrounds may be through the
company’s diversity policy (if they have one).
Be aware that some supervisors may have biases and stereotypes
about employees with military. How do you plan to address this if it
occurs?
Understand that supervisors may not understand why this is an
important topic and how supporting employees with military
backgrounds might directly impact employee productivity, morale,
motivation, attendance, and the bottom line. So, may need explain
this to them.
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Considerations When Preparing
to Train Your Supervisors
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It will be important to speak in the supervisors’
language. Therefore, may need to address
productivity, workplace performance issues,
individual performance issues, loss of time, etc.
Want to come across as supportive and not
accusatory of supervisors.
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How does Retention Fit into This?
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This is a diversity issue; Employers who do not
have a formal policy related to recruiting
veterans may focus on the need to have a
diverse workforce.
EAP can play a vital role in helping employers to
retain and support employees with military
backgrounds
May assist with understanding policy and
procedures that support employees with military
background
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How does Retention Fit into This?
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Losing employees directly impacts a
company’s bottom line
When employees feel valued and
supported, this directly impacts employee
morale, motivation, absenteeism, and
productivity positively
This is the case for all employees
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Helping Managers Understand
their Policies and Procedures
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Understand that supervisors may not be aware the
Uniformed Services Employment and Reemployment
Rights Act (USERRA)); Therefore, will need encourage
them to contact Human Resources within their
organization whenever USERRA may apply.
http://www.dol.gov/vets/programs/userra/
Questions to ask a manager:
 Does your organization have a policy on giving priority or preference
to employees with military backgrounds?
 Does your organization work with local or national groups to recruit
employees with military backgrounds?
 Have you talked with Human Resources about any potential ADA or
USERRA concerns?
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Helping Managers Understand
the Law: ADA
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Understanding and supporting employees
based on this policy speaks to the value of
the employee in the workplace.
Veterans with Disabilities are protected under ADA and USERRA
 Employers may not make hiring decisions based on real disabilities or
assumptions about disabilities or medical conditions
 Employers may ask if applicant is disabled veteran to determine
eligibility for affirmative action
USERRA “requires employers to go further than the ADA by making
reasonable efforts to assist a veteran who is returning to employment to
become qualified for a job whether or not the veteran has a serviceconnected disability.” (http://www.eeoc.gov/eeoc/publications/ada_veterans_employers.cfm)
Human Resources should always be included if there is a concern about ADA
or accommodations are being considered.
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Real Life Scenario A
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A manager contacts the EAP for consultation and reports
the following issue: 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 his manager asks him if he is
comfortable in his workspace he reports to her that he
feels as though people are “sneaking up on me” and he
is having difficulty focusing on his tasks.
What consultation do you provide to the supervisor?
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Real Life Scenario B
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A manager contacts the EAP for consultation and
reports the following issue: 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. The supervisor knows 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 consultation do you provide to the
supervisor?
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Real Life Scenario C
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A manager calls you with a concern because she just
met with an employee related to a first time warning
that her job performance is suffering, missing deadlines
and poorer quality work. The manager stated that the
employee responded by telling her that she just can’t
focus because she worrying about her daughter who is
deployed in the military. The manager stated that she
was so worried about the employee she did not continue
the disciplinary action, and now she wonders if she did
the right thing.
What consultation do you provide to the manager?
Real Life Scenario D
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A manager contacts the EAP for consultation and reports
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the following issue: an employee just came to her with a
copy of an email from a co-worker with a military
background. The co-worker has signed the email “V/R”
and has used some language or jargon that the
employee doesn’t understand. The employee
complained that “she always talks so strange and is so
ridged, it makes me uncomfortable.” The manager
admits to you that she has the same experience of this
employee and that she has wondered what V/R means
but was uncomfortable asking.
What consultation do you provide to the manager?
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We Must Continue to Educate
Ourselves
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As with all workplace diversity issues, EA
Professionals need to continue to educate
ourselves and expand our understanding as the
workplace evolves. It is vital that you continue
to learn about employees with a military
background.
Citizen Soldier Support Program and AHEC
http://www.aheconnect.com/citizensoldier/
Center for Deployment Psychology
http://deploymentpsych.org/training/online-courses
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We Must Continue to Educate Ourselves
Resources available to assist veterans and
employer
http://www.americasherosatwork.gov
 http://www.esgr.org/site
 www.askjan.org
 http://www.uschamber.com/veterans
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What about your community? Many communities
have local programs that provide direct services
to veterans who are in or will be in the
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workforce.
Wrapping Up
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Other questions/Comments
Thank you!!
Dawn M. Klug, MS/LPC/CEAP Director of Operations, EAN
[email protected]
Renee’ Evans, Ph.D/LPC Licensed Professional Counselor and
Consultant [email protected]
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(2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues March 28th 2011
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(2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues March 28th 2011,
Presented by Linda Havens.
(2011) FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues March 28th 2011
Presented by Linda Havens..
(2011) . FOCUS (Families Overcoming Under Stress). A collaboration of BUMED & UCLA Semel Institute. Presentation for AHEC Military Family Issues March 28th 2011
Presented by Linda Havens.
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ADDITIONAL REFERENCE
Aamodt, M. G. (2004). Applied industrial/organizational psychology (4th ed.). Australia: Thomas/Wadsworth.
Hale, J., Evans, R., & Hodiak, E. G. (Fall/Winter, 2008). Levering value in your employee assistance programs. North Carolina HR Review, 11-12.
D. A. Masi (1984). Designing employee assistance programs. New York: American Management Associations.
Myers, D. W. (1984). Establishing and building employee assistance programs. Connecticut: Quorum Books.
Oher, J. M. (1999). The employee assistance handbook. New York: John Wiley & Sons, Inc.
Prohofsky, J. (Summer, 2005). Bridging the gap: Communicating employee assistance to your CEO. EAP Digest, 16-18.