On the day after our 15th anniversary of the Sept. 11 attacks (considering all the soldier deployments and returns that followed), I thought it might be a good time to share this tidbit I’ve been keeping my eyes on. It seems General Electric is going above and beyond in its effort to put military veterans to work. In a recent email, it describes taking skills development and leadership training “to a whole other level” with its Junior Officer Leadership Program.
Those selected to enter the program are able to navigate three different job rotations across various functions within a business while choosing their rotations in order to build networks and do some self-exploration.
This dedication to putting veterans to work and keeping them there wasn’t born yesterday, mind you. In 2012, GE announced its pledge to hire 5,000 vets in five years, a goal it says it has just met. It has also since committed to ensuring 10 percent of all new hires are veterans. In the words of GE Chairman and CEO Jeff Immelt, quoted by CNBC at the time of the pledge:
“Too often for veterans, risking their lives has meant risking their livelihoods when they return home. They deserve better, and a good job is a start. But at GE, we also view veterans as great assets for our company’s growth.”
He goes on:
“Veterans have led in the field; they can lead in a factory or research facility. [They] believe in getting the job done and doing it in the right way. For [them], globalization is not an abstract concept, or even something to be feared; instead, they’ve experienced it first-hand. They are proud to work together to reach a common goal, bigger than any one individual.”
Mind you, GE is not alone in its commitment to bring more vets on board. This fact sheet from the White House back in May lists all kinds of similar commitments from large companies, including Amazon, Boeing, Hewlett-Packard, the list goes on.
Then there’s this good news, issued late June from Hire Heroes USA, extolling its having reached its goal to hire 10,000 veterans since its founding in 2007.
But as Kyle Kensing, online editor for CareerCast Veterans in Carlsbad, Calif., points out in my June 6 post on the wisdom and virtue of hiring veterans, we still have a long way to go. As he puts it, “there’s still work to be done; the numbers aren’t really where we want them and there are specific things employers could be doing that many still are not.”
Back in June, he cited employers’ needs to reach out more to veterans in hiring and HR practices to defuse the isolation they feel when they enter corporate America. He also cited a need for employers to be more aggressive in increasing their veteran-hiring head counts and ensuring some veterans are working within the HR department, not only because of the skills they bring to HR (responsibility for others, opening up lines of communication, being able to understand what skills people have and what skills people need, and where they need help and where they can shine), but so veterans have a liaison and advocate in HR. Speaking with him more recently, he confirmed improvements are still in need of a boost.
Perhaps this site from GE sums up best the need for — and the bottom-line benefits of — establishing more of a commitment to returning soldiers:
“Your service made you a leader and a disciplined, strategic thinker with a level of loyalty that is unmatched.”
Sounds like a good hire to me.