1. science
2. medicine
3. veterinary medicine

Macomb Community College- South Campus
September 12, 2013
Call to Order
Call to Order/Moment of silence
Vy Barto
TMG, Inc.
Presentation of Colors
Vietnam Veterans Chapter 154 Honor Guard
Pledge of Allegiance
Joe Barto
Founder and President, TMG, Inc.
Veterans
Talent Acquisition and Retention System
Public – Private Partnership
“Good Idea” Conference
Joe Barto
Founder and President
TMG, Inc.
www.tmgva.com
What or How
Army Basketball Team
1976-1977
5
Task Force 2-4 Cavalry Tactical Operations Center Team
Feb 21, 1991 - Northern Saudi Arabia
6
• Commercial Clients:
–
–
–
–
–
–
US Regroup
Rock Tenn
NBTY
ITS
Florida Hospital
Standfast Packaging
• Partnerships:
–
–
–
–
Virginia Values Vets
Michigan Values Vets
Association of Manufacturing Excellence Values Vets
AUSA Values Vets
7
Keys to Success
• Economic Development Initiative
– Re-capitalization of the Workforce
• Focus on Employers First; then Vets
– 1 Employer, 1 Job, 1 Vet at a time
• Educating and Incentivizing Employers
– No Pejorative Aspect
• Inter-Agency Working Group
– No Rice Bowls; Non-competing; Completely Transparent
• Public-Private Partnership
– State seeds the field; Business’s support each other
8
Kenny Adcock, Charlie Palumbo, COL Thom Morgan, Monica Hazelwood-Frisby, Regan Hertzler, Layton Clark, Joe Barto
August 20, 2013 Virginia Values Vets Conference, Blacksburg, VA
Employers
10
V3 Inter-Agency Team
Virginia Agencies:
8
Federal Agencies:
6
Private:
6
Vet Certified Employers:
120
Since June 12, 2012
As of September 10, 2013
Learning Conferences
Trained Employers:
Bronze Certified Employers:
Jobs Pledge:
Actual Jobs:
Silver Certified Employers:
1st Year Retention Pledge:
Gold Certified Employers:
Actual 1st Year Retained:
10
435
105
4,111
2,579
15
247
1
2
11
What’s different about MV2?
Shifting the Center of Gravity
from Vets to Employers
MV2
Mission
MV2 Team energizes Michigan’s economy by
teaching Michigan’s employers how to recapitalize their workforce through recruiting,
hiring, training, and retaining Veterans.
1 Employer, 1 Job, 1 Vet at a time!
Macomb County First
Macomb County
Vet Unemployment Math
Macomb County Population: 841,000
56,000 Vets @ 7.9% Unemployment
Target: 4,500 Vets Hired and Retained for 1 year/year
18,000 Employers with 51,500 Working Vets
If 1 out of 4 Employers hired and retained 1 Vet…
VICTORY!
Vets Helping Vets…
1 Employer - 1 Job - 1 Vet at a time
14
Employer MV2 Groups
1. Already Vet STRONG
2. Vet Ready: Good Fit
3. Vet NOT Ready: Not a Good Fit
15
MV2 Employer Feedback Form
“Good or Bad” Idea
The Greatest Generation
Our Vision
1/3, 1/3, 1/3
We are MV2!
We are “On a Mission!”
Special Thanks to the Sponsors of this
Conference:
21
Welcome Address
Stephen N. Cassin, AICP
Executive Director
Macomb County Department of Planning and
Economic Development
www.MacombBusiness.com
The Technology of FreedomMake Macomb Your Home
Mark A. Hackel
Macomb County Executive
Jim Jacobs
President
Macomb Community College
Jeff Barnes
Executive Director
Michigan Veteran Affairs Agency
Brigadier General
Michael A. Stone
Assistant Adjutant General
Installations
BREAK
“How to Hire and Retain Vets—Employers First;
Best Practices and Lessons Learned”
Joe Barto
Founder and President
TMG Inc.
Veterans
Acquisition and Retention System
&
The MV2 Certification Program
Joe Barto
Founder and President
TMG, Inc.
www.tmgva.com
Agenda
32
Agenda
33
Question Cards
Resource Panel- YELLOW
Employer Panel- WHITE
Vet Panel- BLUE
Agenda
• Common Vision: Starting with the End in Mind
• Post Recession Talent Acquisition and Retention
System Features
• Why Vets?
• MV2 System Development
• MV2 Vet Ready Assessment
• Path Forward/Questions/Discussion
35
Vet Friendly
• Likes Vets
• Does not discriminate
against Vets
• Does not change
passive recruiting or
hiring process
OR
Vet-STRONG
• Wants Vets
• Changes process to
actively recruit and hire
Vets
• Focused Vet retention
system
• Uses Vets as a recruiting
tool for more Vets
36
Vet-STRONG Challenge Questions
1. What was your average total headcount last year including
Temps?
2. How many are Vets?
3. How many people did you hire and retain last year?
4. How many were Vets did you hire and retain last year?
5. What is your Vet goal (Hire and Retention) for next year?
37
This is all about…
Re-Capitalizing the Workforce
38
Core Data Element
Acquiring and Retaining an Engaged
and Productive Vet Teammate at the
1 year Anniversary
1 Employer, 1 Job, 1 Vet at a time
39
Who is the Customer?
Who owns the Core Data Element?
40
YOU!!!!!!
Michigan’s Employers:
When you hire and retain 1 new teammate
41
Vet Pipelines
• Developing a customized, individualized Vet Pipeline
to connect America’s proven Veteran Workforce and
the Nation’s increasing labor requirement based
upon each organization’s specific workforce need
and operational circumstance.
• 1 Employer, 1 Job, 1 Vet at a time!
42
Vet Expectations
Are you Vet Ready?
• Good Leadership
– First Line Leaders
• Teach them what you expect them to do
– New Hire Orientation and Training
• Want to be part of a Team
– Transition Navigating
• A Chance to Win
– Career Path
• $25K plus Benefits
– Full Teammate from the Start
43
Vet Pipeline Benefits
•
•
•
•
•
•
•
Decreased Cost to Hire
Decreased Hiring Cycle Time
Decreased Time to Competency
Increased New Hire Engagement
Improved Workforce Productivity
Decreased First Year New Hire Attrition
Decreased Labor Costs which Improves Earnings
44
Why Not?
FEAR
Agenda
• Common Vision: Starting with the End in Mind
• Post Recession Talent Acquisition and Retention
System Features
• Why Vets?
• MV2 System Development
• MV2 Vet Ready Assessment
• Path Forward/Questions/Discussion
46
2012-2015
Talent Acquisition and Retention Concerns
• Aging of the Workforce “tsunami” will accelerate with economic recovery
especially for physically demanding jobs
• Economic Recovery will cause greater High Performer attrition
• United States capacity to produce skilled labor is low creating high
demand
• Talent Acquisition is the only competitive discriminator as knowledge
leaves without transfer to follow-on cohorts
• Production Leadership Aging and Churn over same period potentially
creates significant “on the shop floor” instability negatively affecting cost,
schedule, quality, and safety.
Bottom Line: We are in a COMPETITIVE environment for talent
47
The Perfect Talent Storm
1.
2.
3.
4.
5.
6.
7.
8.
9.
Talent is geographically mobile and happy to move to the best job
Talent is more demanding, not only in pay but career progression, training,
and development
The experienced pool is shrinking in volume
The graduate pool is scarily becoming “less skilled” as graduates come out
without core skills
Talent is less loyal and happy to switch companies every two years on
average
Competitors are getting smarter in mapping talent pools and attracting your
staff away
4/5 Employees would leave their jobs if they could
25% are planning to leave their jobs within 1 year
Quit rates decreased 40% in 2010 and 2011
The Total View Newsletter July 20, 2011 & Taleo Research
48
The Post Recession
Nightmare Scenario
“I am leaving and within 4 months and my five best
friends are coming with me.”
Love– Your best people…
49
The Power of People:
Building a High Performance Team
What do you want?
What do Vets want?
50
Employer Key Stakeholders
• Customer:
– 1st Line Supervisors
• Facilitator(s):
–
–
–
–
Hiring Managers
Recruiting Managers
HR Managers
Executive Leadership Team
Key Point: In many employers these may be the same
person
51
High Performance Teams
• Leaders will provide:
–
–
–
–
Clear direction
Appropriate Resources
Expert Advice
Feedback and
Coaching
– Growth Opportunities
– Reward and Praise
– Fair Treatment
• Led will:
– Treat the company like
their own
– Hold each other
accountable for doing
the right thing
– Give early warning of
problems
– Have the courage to
ask questions
52
Leader to Led Linkage
Led
Leader
Communication
Goal
Alignment
Awareness
Individual Goals
– Compensation
– Opportunities
– Responsibility
– Work
Environment
– Recognition
Organizational Goals
– Cost
– Schedule
– Quality
– Safety
Can only occur when there is a conversation
between the Leader and the Led about the Led!
53
Signs of Engaged Teammates
Builders
•
•
•
•
•
•
•
•
•
•
•
•
•
High Trust
Low Task Definition Needs
High Relationship Needs
Psychologically committed to the company
Consistent levels of High Performance
Innovative and a drive for efficiency
Intentionally build supportive relationships
Clear about role outcomes expected
Passionate, high energy, and enthusiastic
Never run out of things to do
Loyal to workgroup and company
Broaden what they do and build on it
Positive constructive criticism
54
Signs of Actively Disengaged Teammates
Cutters
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Low Trust
High Task Definition Needs
Low Relationship Needs
Physically present but psychologically absent
“What can I take” rather than “what can I give”
Share unhappiness about work with peers
“I’m OK but everyone else is not”
Service prevention rather than service provision
Not productive but always has excuses
Inability to move from problem to solution
Normal reaction starts with resistance
Low commitment to company
Might sabotage or manipulate solutions
Isolation, low trust
55
Signs of Dis-Engaged Teammates
Maintainers
•
•
•
•
•
•
•
•
Meeting the Basics
Confusion or inability to act with confidence
Low risk response
No real sense of achievement
Making up their own game
Not always committed
Show negativity but not underground
Situationally Engaged
56
New Hires Want . . .
“High Performing Companies Understand The Needs of Their People”
•
•
•
•
•
•
•
•
•
•
•
•
To know what is expected of them from the start
The materials, equipment, and skills to do their work right
The opportunity to do what they do best everyday
To receive recognition or praise
To feel that their Leader cares about them as a person
The Encouragement to develop
To feel they are part of the solution
To understand and live the vision & mission
To see and hear that others are engaged and focus on quality
To feel they have a friend at work
To be aligned with their leader
To feel they can learn and grow
…and it begins with first contact during the recruiting process
57
Does your current Recruiting and
Hiring Process deliver new
Teammates to their 1st Line
Supervisor pre-disposed to be
Engaged?
58
What is the #1 Reason a High
Performing/Engaged teammate
stays or leaves an organization?
59
Who is the Heartbeat of your Business?
Have we created an environment where they can Win?
60
What do we do everyday to help them Win?
61
Common Vision
of the End State
Core Metrics:
Engaged Vet at 1st Year Anniversary
Increases Workforce Productivity
Increases Business Performance
62
Who Before What
“Talent Acquisition and Retention is all about Changing
Leader and
New Talent Behaviors”
63
Why Candidates Would Join an Organization?
Employers
Employees
1.
2.
1.
2.
3.
4.
5.
3.
4.
5.
Base Pay
Organization’s Mission, Vision,
and Values
Organization’s reputation as a
great place to work
Career Development
Opportunity
Challenging Work
Job Security
Base Pay
Health Care Benefits
Length of Commute
Vacation and Paid Time Off
Alignment?
Source: HR Magazine January 2012
64
Why Good People Can Not Find Work
1. Employer Expectations vs. Budget
- Best People: 5x more productive than Average; yet only 30% more pay
2. Search for the Ideal Candidate (Skills Focus)
-
#1 Cause of Attrition: Fit -- Relationship with Immediate Supervisor
#1 Skill Need: Problem Solving Skills
Worst Student Achievement Skills in Post WWII era
3. Applicant Tracking Systems Replacing Judgment
- 28,000 Applicants for a Basic Engineering Position = No Fit
- 85% of Job Incumbents did not qualify for their current position
according to the Computer Tracking System
65
Fit or Skill
Veterans provide the Right “Fit”
which is the #1 need—
the Right Fit NOT the…Right Skill—
Vet STRONG employers want to teach the skills
66
World Class
Talent Acquisition and Retention Systems
The Revolution
Traditional: Procurement Model
(Passive and Employer Focused)
to a
High Performers: Sales Model
(Active and Candidate Focused)
67
Come join the XYZ Team!
Our facility has an opening for the following position.
Process Operators
Responsible for operation of automated process lines. Includes maintaining
adequate line side supply of parts and materials, monitoring processes, and
maintaining optimal equipment functionality. Performs process line start-up and
shut down functions (e.g. setting up equipment, testing, loading, cleaning).
Performs daily related PM checks to inspection and line side tools. Performs daily
quality checks. Monitors process line equipment operation (e.g. takes readings)
on multiple process lines to ensure all readings remain within specification to
maintain smooth process flow.
Requires high school diploma or GED with some process operations or related
manufacturing experience. Must be flexible with regard to shift assignments.
Candidates will be required to successfully complete related WorkKeys job skills
assessment.
68
…more
Selected candidates will be required to complete pre-employment checks
including criminal background and a drug screen. Upon hire, members who
are selected will be enrolled in a comprehensive training program.
Deadline for starting the application process is Friday, August 15.
This position has specific application procedures and requirements.
For information on applying please visit the Virginia Employment Commission
at www.VaEmploy.com
69
…ahhh
For additional information please visit our website at www.xyz.com
Resumes may be submitted via e-mail at [email protected] or through
FAX at BR-549.
Only resumes with salary history will be considered. Due to the high volume
of responses candidates cannot be notified to the receipt and/or status of
their resume. Qualified candidates will be notified via telephone with our
interview interest.
Females and minorities are encouraged to apply.
EOE M/F/D/V
70
Where is this company “fishing”?
71
Come join the XYZ Team!
Our facility has an opening for the following position.
Process Operators
Responsible for operation of automated process lines. Includes maintaining
adequate line side supply of parts and materials, monitoring processes, and
maintaining optimal equipment functionality. Performs process line start-up and
shut down functions (e.g. setting up equipment, testing, loading, cleaning).
Performs daily related PM checks to inspection and line side tools. Performs daily
quality checks. Monitors process
lineTraining
equipment operation (e.g. takes readings)
Basic
on multiple process lines to ensure all readings remain within specification to
and
maintain smooth process flow.
Advanced Individual Training Graduate
Requires high school diploma or GED with some process operations or related
manufacturing experience. Must be flexible with regard to shift assignments.
Candidates will be required to successfully complete related WorkKeys job skills
assessment.
Military Recruiting Pre-requisite
ASVAB
72
…more
Selected candidates will be required to complete pre-employment checks
including criminal
background
a drugand
screen.
Upon
hire, members who
Military
Dischargeand
Requisite
Security
Clearance
are selected will be enrolled in a comprehensive training program.
Deadline for starting the application process is Friday, August 15.
This position has specific application procedures and requirements.
For information on applying please visit the Virginia Employment Commission
at www.VaEmploy.com
73
…ahhh
For additional information please visit our website at www.xyz.com
Resumes may be submitted via e-mail at [email protected] or through
FAX at BR-549.
Only resumes with salary history will be considered. Due to the high volume
of responses candidates cannot be notified to the receipt and/or status of
their resume. Qualified candidates will be notified via telephone with our
interview interest.
Females and minorities are encouraged to apply.
EOE M/F/D/V
74
If you are a Vet with an Honorable Discharge
or Serving Honorably
Come Join the XYZ Team!
75
Vets--We want you!
• Please accept our invitation to come to our
facility, meet our team, talk to Vets who have
already made the transition.
• Spend the day and learn what we do, how we do
it, and what we will do to make your decision to
join our team the best decision you will make.
• After you see, walk, talk, and learn as much as
you can about us then we can work together to
find the place where you can best contribute and
chart of path for you to win and win big.
76
Vet Hiring and Retention System
•
Recruiting Day for Vet and Families
–
–
–
•
Matching Day
–
–
–
•
Vet: Trained to be successful in first job.
Company: Identifies “at risk” Vet early
Draft Day
–
•
Vet: Wow! This was a great decision to join this team
Company: We are thrilled to have you on our team
Basic Training
–
–
•
Current Vets “translates” Vet to Hiring Manager and Job Opening
Current Vets “facilitates” interview to begins creation of Engagement between the Leader and the Led
Company provides Vets with Vet Navigator/Sponsor
World Class 1st Day
–
–
•
Who we are and what we do?
Is this a good place for you?
Current Vets meets with Vet Recruits
Vet drafted by 1st Line Supervisor
Play to Win!
–
Structured 1st 90 days around Fit and Skill with Vet Navigator/Sponsor
77
Learning Manager
Region Lead (Shell Oil Speak)
(Americas, Asia/Pacific, Europe)
Reports to:
Role Purpose:
Accountabilities
Global M Learning Manager

Span breaker responsible for Learning at smaller sites within the Region

Double-hatted role – is also Learning Manager at a site; site Learning Manager role description also
applies

Participate in strategic planning associated with competency based development to assure
effective and efficient execution

Develop and maintain deep understanding of the business drivers and challenges

Accountable for implementation of competency based development activities for sites reporting to
them

Drives Group and Class of Business (CoB) governance on Learning agenda, infrastructure and
systems into the region

Surface successful practices in region for cross region/global adoption

Responsible for a portion of the M Learning portfolio (Operations, Maintenance, or Technical);
conduct yearly portfolio review ensuring alignment with business needs

Assure understanding among sites that blended and e-learning development meets the Design &
Development standards

Coordinate setting of site goals regarding delivery of group and CoB learning programs; take
remedial action as needed

Leverage networks such as CoB Learning Leaders, Projects & Technology and Shell Learning, in
search for learning solutions

Responsible for selection, assessment and development of direct reports

Delegates and manages responsibilities with direct (and indirect) reports

Provide for mentoring and development of Learning staff in region
78
Learning Manager
Region Lead (Vet Speak)
(Americas, Asia/Pacific, Europe)
• Recently Retired US Army Lieutenant Colonel (within last 5
years)
• Operations Officer at the Battalion or Brigade Level
• Combat Experience
• Training and Doctrine Command/Center of Excellence
Experience
79
Best Recruiting Tools
Measures of Performance
Sources:
REQUIRED
• Current Employee Referrals
(A): 29%
• Company Web Site via Realistic Job Preview (P): 22%
• Job Boards (P): 13%
• Recruiting Agencies (A): 11%
• Print Want Ads (P): 8%
• Rehires (A): 6%
• College Recruiting (A): 5%
• Career Fairs (A): 4%
• Walk Ins (P): 2%
CURRENT
Talent Acquisition Magazine 2006
(A): Active
(P): Passive
80
Army Basketball Team
1976-1977
Trust and Commitment
81
Best Fit
82
Agenda
• Common Vision: Starting with the End in Mind
• Post Recession Talent Acquisition and Retention
System Features
• Why Vets?
• MV2 System Development
• MV2 Vet Ready Assessment
• Path Forward/Questions/Discussion
83
The Vet Facts
• 1 million Military Members will be separating over the next 5 years
• U.S. Army: Reduce from 569K to 490K over next 3 years, Transitioning 170K/year.
At 490K transitioning 70K/year– steady supply
• Uniformed Service to reduce force by 100,000 over next 5 years. 29,000
Involuntarily
• 252,000 Vets currently looking for work across the United States
• Post 9/11 Veteran unemployment rate is 11.7%
• In February 2012 Vets under age 24 had a 36.2% Unemployment Rate
• DoD Unemployment bill for Unemployment benefits is $1B in FY13 and $3B in FY
15.
Source: Employment Facts and Statistics; Office of Economic Opportunity
Veterans Benefits Administration; BLS Figures (non-seasonally adjusted)
84
Vet Profiles
• Skills Most Enhanced By
Military Experience
–
–
–
–
–
–
–
Teamwork
Striving for Results/ Execution
Planning and Organizing
Analysis and Problem Solving
Leading Teams
Communication Skills
Coaching and Developing
Subordinates
Source: Talent Magazine January 2012
• Where do Veterans
Outperform Others
–
–
–
–
–
–
–
–
Team Orientation
Work Ethic
Reliability
Assertiveness
Goal Orientation/Ambition
Resilience
Selflessness
Openness to other
cultures/races
– Creativity/innovation
– Flexibility
85
The U.S. Military
The Most Sophisticated and Proven New Hire
Systems in America
86
Who is Eligible to Join the Army?
For every 4 Americans between the ages of 17 – 24, due to disqualifying conditions, less
than 1 (23.4%) is eligible to serve in the military.
2012 US Population 17-24 year olds:
33.1 Million
Ineligible due to medical condition,
criminal history or dependency (too many
or single parent)
- 41.6% =
Ineligible due to lack of education
credential and/or extremely low scores
on ASVAB
- 20.2% =
Overweight and/or Exceed Body Fat
Standards
-14.8% =
Qualified
23.4%
(7.7 Million)
0.4% of the population is less qualified in 2012 (mainly to overweight) compared to 2011
•
•
Of this fully qualified pool, 54% (4.2M) are HS Diploma Graduates who score 50 or higher on the ASVAB.
The remainder are HS Diploma Graduates who score between 31 and 49 on the ASVAB, or non-HS Diploma Graduates who
score 50 or higher on the ASVAB. Congressional statutes limit enlistments from this portion of the eligible pool.
Sources: Woods & Poole 2012 Population Estimates; Lewin Group 2007 Study; Developed by US Army Accessions Command G2/9, Center for Accessions Research (CAR)
Army Recruiting Process
Prospecting
Approx 18.6 M to
23M Contacts for a
90K mission
•Telephone
•Virtual
•Face-To-Face
•Email
•Social Media
•Schools, Community
Events, Referrals
•COI/VIP
Future
Soldier
FS arrives
at Training
Ships
•Fort Jackson
•Fort Sill
•Fort Leonard Wood
•Fort Benning (Male only)
90K/year
New Soldiers
in 190 MOS’s
per year
Appointment
Make
Approx 715K
appointments made for
•Recruiters
work 29,746
90K mission
Zip Codes
•Collect Blueprint Info
about the Applicant
•First pre-qual
Future Soldier
Training Program
(FSTP)
Future
Soldier
Future
SoldierOrientation
Pre-Basic
and assignment
to
FS Leader
Training Tasks
• Army Values and History
• Sexual Harassment Assault
Prevention and Response
• Resiliency
• Global Assessment Test
• Equal Opportunity
• Physical Fitness Assessment
• Rank Structure
• Military Customs
• Drill and Ceremonies
• General Orders
• Land Navigation
Appointment
Conduct
Approx 500K appointments
Conducted
for 90K
•Tell the Army
Storymission
•Decision-making Process
•Engender Commitment
•Second pre-qual
•Pull FSR2S Enlistment Options
•Schedule and Transport to
Hotel/MEPS
Applicant
Enlists
•Guidance Counselor
interview
•Confirm FSR2S enlistment
options
•Contract/Board for
selection OCS/WOFT
•Select Specialty
•Swears In
•AR Accesses when swore in
MEPS
Approx 115K Applicants to
MEPS for 90K mission
Mental
• ASVAB
•MET Site
•SASVAB (HS Test)
•Language
• Flight Test
• Special
Moral
•Live Scan
Physical
•Height/Weight
•Hearing/Vision Test
•Urine / Blood Tests/HIV
•Drug / Alcohol Test
•Muscle /Joint
•Interview
•Consults (If Required)
•Profile and Enlist
Best NCOs for Recruiting
and Drill Sergeants
90
Basic Training: 8 weeks
What every soldier needs to know and values verification
Advanced Individual Training: As Required
Teaches specific job skills to enable first job performance
91
At 24 Years of Age, our Vet, on average:
–
–
–
–
–
–
–
–
–
Has moved from home, family and friends
Has resided in two other states
Has traveled the world (deployed) (67%)
Has been promoted four times
Has bought a car
Has married and had children (55.2%) or has had a relationship
Has had financial problems and overcome them
Leads dozens of Soldiers and been Led
Operates and Maintains millions of dollars worth of equipment and
technology as if their lives depended upon it
– Has received extensive Technical, Safety, and Leadership Training
– Knows what “mission first -- people always” means
– Has lived a set of values in challenging situations
92
Is hiring and retaining Veterans a good idea?
Why NOT Vets?
What does hiring and retaining Veterans
mean to your organization?
What would you have to do differently?
Agenda
• Common Vision: Starting with the End in Mind
• Post Recession Talent Acquisition and Retention
System Features
• Why Vets?
• MV2 System Development
• MV2 Vet Ready Assessment
• Path Forward/Questions/Discussion
96
MV2
Pilot Goal
Educate and Train Employers to Hire and Retain Vets!
Objective:
___ MV2 Certified Employers
Employers that are trained, have a focused Vet Pipeline and
implement Vet Pipelines; then Hire and Retain a fixed % of New Hires
for 1 year.
97
“Big” Words
• Veterans
• Talent Requirements
• Facilitators
• Incentives
Huge Connect the Dots Challenge!
98
Veterans
Officer/Warrant Officer/Enlisted
Army/Navy/Air Force/Marines/Coast Guard
• Transitioning from Active Duty:
– 1st Term (under 5 years)
– Mid Term (5-20 years)
– Retired (over 20 years)
• Transitioning from National Guard and Reserve
• Still serving in National Guard and Reserve
• Transitioned and are in school or working
somewhere else
99
Employer Talent Requirements
•
•
•
•
•
•
•
•
•
•
New Hires into initial entry positions
Production/Office/Admin/Logistics/IT
Hourly/Salaried
Professional
Submit Applications vs. Submit Resumes
Exempt/Non-Exempt
Temp to Perm
Temp Labor
Skilled Labor
Leaders
100
Facilitators
• Federal:
–
–
–
–
White House Joining Forces
Department of Labor VETS
Department of Defense (TAP/ACAP/ESGR/H2H)
Veterans Administration
• State:
– Employment Commissions
– One Stops
– Veteran’s Administration
• Private Non-Profit Organizations:
– US Chamber of Commerce
– Plus 100’s
• Private For-Profit Organizations:
– Military Focused Placement Firms
101
Vet Pipeline Sources
Which ones produce the best teammates for your
Team?
Sources
Current Employee Referrals
Active Duty (Transition Points)
National Guard (Armories)
Reserve (Units)
Department of Labor/Employment Commissions
Colleges and Community Colleges
Vet Employment Agencies
Vet Career Fairs
Web Based Vet Job Boards
102
•
Small:
Operational Circumstances Require
Customized Solutions
– Under 50 people
– Hires Less than 10 people/year
– Episodically hires on an as-needed basis
•
Medium:
– Between 51 – 300 people
– Hires 10 – 50 people/year to include Temps
– Has a consistent/predictable Annual Hiring and Retention Forecast (monthly/quarterly)
•
Large:
– Between 301 – 1,000 people
– Hires 51 – 200 people/year to include Temps
– Has a consistent/predictable Annual Hiring and Retention Forecast (monthly)
•
Enterprise: (1 Company)
– Multiple Sites
– Over 1,000 people
– Hires over 500 people/year to include Temps
– Has a consistent/predictable Annual Hiring and Retention Forecast (monthly)
103
Agenda
• Common Vision: Starting with the End in Mind
• Post Recession Talent Acquisition and Retention
System Features
• Why Vets?
• Vet Ready Assessment and MV2 Certification System
• Path Forward/Questions/Discussion
104
MV2 Certifications
DRAFT
Bronze:
– Submits “1 for 1” Commitment Letter
-- Completes the Vet Ready Training if required and resources available
– Commits to ____% of New Hire Requirement to Veterans
Silver:
– Meet Bronze Commitment for ____% of New Hire Requirement to Veterans.
– Completes Vet Retention Training if required and resources available
– Commit to Retain ____% of Veteran New Hires
Gold:
– Continue to meet ____% of New Hire Requirements to Veterans
– Meet Silver Commitment to Retain ____% of Veteran New Hires for 1st year
105
MV2
Qualifying Questions
DRAFT
1. Is your organization hiring?
2. Is your Senior Leadership engaged, aware, and supportive of the MV2 Goals?
3. Does your organization have, or will it have a Focused Vet Recruiting and Retention
Program?
4. Is your entry level compensation at least $25,000 a year plus full benefits?
5. Are your 1st Line Leaders trained on how to retain Vets through their 1st year on the job?
6. Do you have or will you have an entry level skills training program to teach Vets what is
required to be successful in their first jobs?
7. Do you have a Structured Career Progression so Vets can see a future as a member of
your team?
106
Key Vet Pipeline
Components Assessed
1. Projected Hiring Forecast by Labor Category
2. Ability to provide Initial Entry Workers an expectation of a minimum of $25,000 Annual
Compensation with medical benefits
3. Electronic Application System Availability
4. Realistic Job Previews Availability
5. High Performer Profiles and Automatic Disqualifiers (Must Have’s and Must Not Have’s)
6. Recruiting Feature-Benefit Pairs and Potential Barriers
7. Current Hiring and Retention Process along with company required tasks
8. Reverse Engineered Job Descriptions
9. New Hire Orientation
10. Initial Entry Skills Training
11. 1st Line Supervisor Leader Training related to New Hire Retention
12. Current Hiring Scorecard with key process and outcome metrics
13. Internal company initiatives which may have an impact on the developing and
implementing a Vet Pipeline Pilot
14. Senior Leader commitment
107
Substantively Valuing Vets
Ways Employers Could Value Vets
•
•
•
•
•
•
•
•
•
Immediate Benefits
Experience Credit for compensation
Hiring Bonuses
Vet “Buddy” Incentive/Employee Referral
Military Education Credit
Constructive Credit for Hiring Pre-requisites
Formalizing Vet Networking Support Groups
Recognition Events and Activities
Others…
108
Vet Ready Assessment Categories
• Good Fit: All components are in place or could be
developed and a Vet Pipeline Pilot would work well.
• NOT a Good Fit: Employer not ready to support a
Vet Pipeline Pilot.
109
Do’s
•
•
•
•
•
•
•
•
•
Leverage your unique features and benefits: Why and why not…
Know your High Performer Profile: If it is Vets…
Develop a personal relationship with your Vet Pipeline Sources
Activate your current Network of Vets to assist in identifying, recruiting,
and retaining Vets
Let the current High Performing Vets lead with HR in Support
Establish Vet Navigators/Buddy System
Measure, Measure, Measure
Train, Train, Train
Maniacally focus on your “customer”: Heartbeat Leaders
110
Don’ts
•
•
•
•
•
•
•
Fall into the Technology/Application Data Base Trap
Wait for Applications and then move Vets to the top.
Take the “skills” fake
Ignore your Vets
Ignore your “customer”: 1st Line Supervisor
Establish a Vet Welfare Program
Hope your current method will produce a different outcome
111
Focus on WHO before WHAT
November 2011
October 1975
Our Vision
Blue Slip
MV2 Employer Feedback Form
“Good or Bad” Idea
Are you Vet Friendly
or
Vet-STRONG?
Questions?
114
LUNCH &
NETWORKING
(11:40 AM- 12:30 PM)
“Why Hiring and Retaining Vets is a great
Business Decision”
Allen Stone
HR Manager
Detroit Manufacturing Systems
“State Benefits and Programs available to assist
employers hiring Veterans ”
Mark Meadows
Regional Business Liason
Michigan Workforce Development Agency
“Community Colleges: Key Resource for
Training and Hiring Veterans”
Holger Ekanger
Director of Workforce/Continuing Education for
Engineering and Advanced Technology
Macomb Community College
Michigan Values Veterans
Community Colleges:
Key resource for training and hiring veterans
Holger Ekanger
WCE – Director
Engineering & Advanced Technology
Macomb by the Numbers
135,000
Alumni
100,000
Visitors/patrons to the Macomb Center & Lorenzo Cultural Center
50,000
Total students*
24,000
Degree credit students*
12,000
Students receiving financial aid*
4,200
University Center students*
2,000
Faculty and Staff
130/34
WSU Sections offered at Macomb/# at South Campus (2011-12)
20th
National ranking in the # of associate degrees awarded
42
Buildings
3
Campuses – plus M-TEC and the University Center
* Per semester
121
Veterans Stand Down Macomb
• September 19, 2013
• 9 am – 2 pm, Sports & Expo Center
• Designed to provide veterans and their survivors with a single point of
access to community resources, to include
– Health and social services
– Employment services
– MCC admission staff
– MCC Student Veterans
• In partnership with:
– University of Detroit Mercy School of Law’s Project SALUTE
– Department of Veterans Affairs
College Overview
• G.I. Jobs Military Friendly School
• Member of the Consortium of Michigan Veterans Educators (CMVE)
– 15 state universities and 28 community colleges
• CMVE Mission:
– Share information and best practices to better serve student veterans
• 400+ veterans currently enrolled
• Engagement with 20+ local, regional and state-wide veteran groups
• Veteran Student Services Department
• Student Veteran Organization
Employer Services
•
•
•
•
•
•
•
Veterans attending the college
Assessments
Career Services
Customized employer driven programs
Employer consortium training
Grant funded opportunities
4M group
Specific Examples
• Grants
– ARRA and Earmark
– STEM and AESSI
– TAA CCCT
• Curriculum review and validation
– Incorporate and embed soft skills
• Networking events and targeted job fairs
Contact Information
• Holger Ekanger
– 586-498-4108
– [email protected]
• Debb Ross
– 586-498-4110
– [email protected]
Michigan Values Veterans
Community Colleges:
Key resource for training and hiring
veterans
Holger Ekanger
WCE – Director
Engineering & Advanced Technology
Macomb by the Numbers
135,000
Alumni
100,000
Visitors/patrons to the Macomb Center & Lorenzo Cultural Center
50,000
Total students*
24,000
Degree credit students*
12,000
Students receiving financial aid*
4,200
University Center students*
2,000
Faculty and Staff
130/34
WSU Sections offered at Macomb/# at South Campus (2011-12)
20th
National ranking in the # of associate degrees awarded
42
Buildings
3
Campuses – plus M-TEC and the University Center
* Per semester
128
Veterans Stand Down Macomb
 September 19, 2013
 9 am – 2 pm, Sports & Expo Center
 Designed to provide veterans and their survivors with a single point
of access to community resources, to include
 Health and social services
 Employment services
 MCC admission staff
 MCC Student Veterans
 In partnership with:
 University of Detroit Mercy School of Law’s Project SALUTE
 Department of Veterans Affairs
College Overview
 G.I. Jobs Military Friendly School
 Member of the Consortium of Michigan Veterans Educators (CMVE)
 15 state universities and 28 community colleges
 CMVE Mission:
 Share information and best practices to better serve student
veterans
 400+ veterans currently enrolled
 Engagement with 20+ local, regional and state-wide veteran groups
 Veteran Student Services Department
 Student Veteran Organization
Employer Services
 Veterans attending the college
 Assessments
 Career Services
 Customized employer driven programs
 Employer consortium training
 Grant funded opportunities
 4M group
Specific Examples
 Grants
 ARRA and Earmark
 STEM and AESSI
 TAA CCCT
 Curriculum review and validation
 Incorporate and embed soft skills
 Networking events and targeted job fairs
Contact Information
 Holger Ekanger
 586-498-4108
 [email protected]
 Debb Ross
 586-498-4110
 [email protected]
BREAK
Veteran Resource Panel
•
•
•
•
•
Michigan Veterans Affairs Agency (MVAA)- Ingrid Tighe
US Chamber of Commerce, Hiring our Heroes- Jennifer Giering
National Guard Representative – 1LT Amy Deitrickson
Employer Support of the Guard and Reserve- Gary Aten
Macomb- St. Clair Workforce Development Board- Colin Miller
Michigan National Guard Civilian
Employment Program
1LT Amy Deitrickson
[email protected]
Michigan National Guard Civilian
Employment Program
• Connects employers who want to hire Guard
members with Guard members who need civilian
employment
• Began in October 2012
• Located at JFHQ in Lansing
• Serves Air and Army National Guard
Hiring Guard Members
• Currently committed to the military
– Weekend drill
– Annual training
– Deployment
• Regularly and randomly drug tested
• Current security clearance
• Healthy and physically fit
• Easy to find
…
MICHIGAN
ARMY NATIONAL GUARD
SAPPER
1431(-)
AS OF 15 NOV 2012
(DRAFT)
SAPPER
1
1431
.
CALUMET
107
FSC
A
1208
107
BARAGA
…
IRONWOOD
1437
ISHPEMING
SPT
SAULT STE. MARIE
MARQUETTE
1432
1
SPT
…
1432(-)
VERT
1
IRON RIVER
KINGSFORD
1430
MANISTIQUE
GLADSTONE
M
P
MENOMINEE
3
GSAB
…
…
238
HHC
3-238
C
B
3-238 (-)
D
C
B
351
D
1-112 (-)
E
3-238 (-)
S&S
B
1-147
ASSLT
1-147
ASSLT
…
…
1-147
ASSLT
1-147
ASSLT
1-147
B
…
…
…
…
1-125
FFTG
1439
FFTG
XX
JFHQ
1440
…
FFTG
MTC
FSC
…
E
CHEBOYGAN
ASSLT
46
1442
(-)
1
…
1071
1
TRP CMD
1434(-)
…
JA
…JA
XX
MP
GRAYLING
46
DET 1
1-126
631
B
237
D
D
TRP CMD
BAND
1-182
F
1-125
B
1-125
237
BIG RAPIDS
1-119
CSB
BSTB
86 BCT
C
1
…
…
1225
…
1073
MONTAGUE
1-125
SVC
..
1461
MP
MP
GRAND LEDGE
1-119
CHARLOTTE
FSC
507
…
SAPPER
1
VERT
1433
SELFRIDGE
146
LANSING
PONTIAC
DLGA
119
OLYMPIA
C
126
1-119
KALAMAZOO
460
RSG
AUGUSTA
…
1-126
C
1
DOWAGIAC
1171
X
TAYLOR
272
ALBION
JACKSON
A (-)
MONROE
1461 (-)
THREE RIVERS
ADRIAN
STURGIS
1-182
YPSILANTI
246
1463
156
M
3-238
X
1775
1462
HOWELL
SOUTH HAVEN
1434
DET 1
B
LAPEER
FSC
177
…
FLINT
144
507
A
1-119
PORT HURON
126
51
A
464
OWOSSO
PA
1-125
A
ALMA
GREENVILLE
CST
RTI
(-)
WYOMING
177
1
B
BELMONT
…
FCTC
177
SAGINAW
1436
86 BCT
1072
MED
DET
HORZ
BSTB
86 BCT
2
BAY CITY
MIDLAND
126
1463 (-)
RTSM
1999
505
1-125
C
RTI
15
AQ
1146
63
1
A/1-182
FSC
FSC
RTI
BSTB
37 BCT
1460
CADILLAC
1-126
2
OSA
DET
…
…
…
1-126
A
MANISTEE
B
ALPENA
745
B
MI
SEL SVC
MI
RRB
EOD
VERT
MI (-)
JFHQ
..
1-182
FSC
182
M
MP
P
MP
…
MP
…
MI
177
210
1776
777
1208
Michigan
Veterans
MING
Michigan
Reserve
Components
[email protected]
Employer Roadmap and Resources

Hiring 500,000 Heroes

Hiring Fairs

Resume Search

Fast Track

eMentor Program

VetNet

Employment Workshops

Exact Target E-blasts
Hiring 500,000 Heroes Campaign

More than 240,000 commitments in the first year of
the campaign

More than 119,000 veterans and military spouses
hired as a result of the campaign

Hiring500000Heroes.com
Hiring Fairs
Personal Branding Resume Engine

Customized Resume Engine that
guides a veteran in building their
resume

Based off of TurboTax Technology

Comprehensive resume to
include awards, certifications,
deployments, schools, and
leadership experience, in addition
to MOS

Tested with HR Managers and
veterans

Employers can now search
ResumeEngine.org/employer
resumes
HOH Strengths
 Grassroots Campaign
 Hundreds of local Communities
 Public-Private Partnerships
 Economies of Scale
 Raising Public Awareness
 National and local media
 Small Business
Supporting the Seven Seals
www.esgr.mil
What is ESGR
• A DoD chartered volunteer organization with four primary functions:
• Educate employers and Guard/Reserve members on
USERRA rights and responsibilities.
• Recognize employers for their support to their Guard
and Reserve employees.
• Mediate conflicts related to military duty requirements.
• Advocate for employers to hire Guard/Reserve
members.
• ESGR is the only DoD agency that performs these vital functions.
www.esgr.mil
ESGR 101
• ESGR founded in 1972 by Executive Order
• Chartered by the Department of Defense
• Reports to the Assistant Secretary of Defense for
Reserve Affairs
• National Committee for ESGR – National Chair
• 54 Committees - one committee for each of the
states, territories, & the District of Columbia
www.esgr.mil
ESGR Programs
• Employment Initiative
• Partner with state & federal agencies to enhance employment
opportunities for Guard/Reserve members
• Encourage employers to hire veterans and Guard or Reserve members
• Employer Outreach
• Educate employers on the Reserve Components and USERRA.
• Build partnerships with key employers of Guard/Reserve members
• Military Outreach
• Brief unit/personnel annually, and before and after Mobilizations
• Provide resources
• Encourage service members to nominate their employer for awards
• Ombudsman Services
• Informal resolution of conflicts
• Authorized under Administrative Dispute Resolution Act
www.esgr.mil
Employment Initiative
• Coordinate Employment Initiatives
• Veterans Job Fairs
• Pre Employment Training
• Hero to Hired – H2H.jobs
• Referrals to MI DELEG LVER/DVOP’s
• ESGR is not an employment agency
www.esgr.mil
H2H.JOBS
• Power job search engine
• Free job search and resumes
• Mobile Applications
• Live and virtual hiring events
• Career Assessments
• Over 800,000 jobs listed
www.esgr.mil
USERRA
Two Levels of Statutory Protection
• Uniformed Services Employment and Reemployment Rights Act of
1994 (USERRA) - 38 USC 43.
• Provides protection from unlawful discrimination by an
employer due to military affiliation.
• Provides protection and rights of reinstatement to
employees who participate in the National Guard and
Reserve.
• MI Public Act 133 of 1955
• Provides additional coverage for members of the
Reserve Components and during “state call-ups”.
www.esgr.mil
What You Can Do to Help
• Register with H2H.jobs.
• Encourage other employers to sign a Statement of Support.
• Refer employers to ESGR for recognition.
• Refer neutral or non-supportive employers to ESGR for
consideration for a Bosslift
• Become an ESGR volunteer – Official representative of the DoD.
• Help us help veterans and Guard/Reserve members
• Inform employers about the Reserve Components & USERRA
• Conduct unit briefings.
• Mediate military service related conflicts.
www.esgr.mil
ESGR Contact Info
National Committee for ESGR: 1-800-336-4590
Michigan Committee for ESGR: 517-481-7909
Fax: 517-481-7910
Cell: 517-490-4290
Email: [email protected]
Address: 3423 N. Martin L. King Blvd
Lansing, MI 48906
www.esgr.mil
Veteran Resource Panel
•
•
•
•
•
Michigan Veterans Affairs Agency (MVAA)- Ingrid Tighe
US Chamber of Commerce, Hiring our Heroes- Jennifer Giering
National Guard Representative – 1LT Amy Deitrickson
Employer Support of the Guard and Reserve- Gary Aten
Macomb- St. Clair Workforce Development Board- Colin Miller
BREAK
Employer Panel
• Tom Nichols- Executive Vice President Prestige Group
• Charles “Chip” Campbell- Veteran Recruiting Lead for Ford
Motor Company Veteran Affinity Group
• Mark McKeen- Senior Manager of Business Services for
General Motors
Veteran Panel
• Michael Beahon
• Jon Sheaffer
Path Forward
Steve Cassin
Executive Director
Macomb County Department of Planning and
Economic Development
Joe Barto
Founder and President, TMG, Inc.
MV2 Employer Feedback Form
“Good or Bad” Idea
V3 Video
Thank you for attending MV2!!
Next MV2 Conference
November 1, 2013
Kalamazoo, MI
Kalamazoo Valley Community College
Registration is NOW OPEN!
https://mv2nov2013.eventbrite.com
164