America's Heroes at Work logo

Step 6: Keep Helpful Tools and Resources at your Fingertips

There are numerous resources available to help employers in their Veterans hiring efforts, but not all employers know where to find them and whether they are reputable. In response, the U.S. Department of Labor has compiled the following list of free, vetted tools and resources to keep at your fingertips. While certainly not all-inclusive,
this list is designed to be a quick go-to reference guide of helpful sources of information related to Veterans hiring, retention and promotion.

Keeping informed via social networking and e-news


Social Networking

If your company does business using social networking platforms such as LinkedIn, Facebook and Twitter, consider joining groups pertaining to Veterans and Veterans' employment. For example, there are currently more than 250 Veteran-related groups on LinkedIn. All will not be appropriate for your company to join, of course, but some will be - if not for posting job descriptions, but for receiving and sharing information.

A few recommended social networking groups to join or follow include the following:

  • America's Heroes at Work LinkedIn group
  • The Defense Centers of Excellence for Psychological Health and TBI Twitter feed
  • National Resource Directory Facebook page

Additionally, nonprofits (such as Iraq and Afghanistan Veterans of America (IAVA) and the Wounded Warrior Project) have their own social networking sites to support the employment of today's transitioning veterans.

E-News

Staying connected to issues supporting the employment of Veterans and transitioning Service Members is easy. The following are some suggestions for employers of all sizes and types:

  • America's Heroes at Work
    http://www.AmericasHeroesatWork.gov
    Receive updated news, information, tools and resources about the America's Heroes at Work project.
  • Brainline
    http://www.brainline.org
    Information on preventing, treating and living with traumatic brain injury (TBI).
  • The Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury (DCOE)
    http://www.dcoe.health.mil/default.aspx
    Receive email updates regarding the promotion of resilience, recovery and reintegration of warriors and their families.
  • Defense and Veterans Brain Injury Center (DVBIC)
    http://www.dvbic.org/
    This electronic newsletter aims to serve active duty military, their beneficiaries, and veterans with traumatic brain injuries (TBIs) through state-of-the-art clinical care, innovative clinical research initiatives and educational programs.
  • Deployment Health News
    http://www.pdhealth.mil/Data/pd_signup.asp
    This electronic newsletter, offered as a public service, covers health issues related to military service, deployments, homeland security, and the current conflicts overseas.
  • Disability Business Technical Assistance Centers
    http://www.adata.org/Static/Home.aspx
    Receive e-mail updates and newsletters pertaining to a specific region or area of the country. Simply choose your regional ADA center from the list presented.
  • National Center for PTSD
    http://www.ptsd.va.gov/about/subscribe.asp
    Stay informed about the latest news and information on trauma and PTSD by signing up for a mailing list and the Research Quarterly newsletter.
  • U.S. Department of Labor elaws Advisor updates
    http://www.dol.gov/elaws/subscribe.html
    DOL's elaws Advisors are interactive e-tools that guide you to specific information on DOL employment laws and regulations. You can stay up to date on these important compliance assistance tools by subscribing to receive elaws email Updates.
  • U.S. Department of Labor e-mail alerts
    http://www.dol.gov/dol/email.htm
    The Labor Department offers a free electronic subscription service that allows citizens to receive notifications by e-mail alerting them to newly available information. Subscribers get updates on their items of interest automatically without having to return to the website to check for changes.

Resources on recruiting, hiring and retaining Veterans


Preparing and educating the workplace

Recruiting Veterans and wounded warriors

Retaining Veterans

Employment laws pertaining to Veterans and Veterans hiring

Other important resources to have at your fingertips

Specifically for the federal workforce

Answers to common employer questions about Veteran and disability employment

The America's Heroes at Work initiative has fielded answers and supplied resources related to some common (and often unspoken) questions employers and HR professionals have with regard to employing Veterans and people with disabilities. This section offers some quick answers and vetted resources related to common questions about: workplace accommodations; cost, liability and return on investment; candidate qualifications and capabilities; stigma and employees with psychological health injuries and mental health concerns; and staff training and disability-friendly workplaces.

Workplace Accommodations

  • "How do I determine what types of workplace accommodations a wounded warrior might need?"
  • "What if I need assistance regarding workplace accommodations?"

Just as everyone's personality is unique, so is every accommodation. Accommodations are based on a person's needs - typically based on the limitation he/she is experiencing - and are not disability specific.

The most appropriate reasonable accommodation is best determined through a flexible, interactive process that involves both the employer and the individual with a disability. This generally begins with a conversation - and using a problem-solving approach, an employer should:

  1. Analyze the particular job involved and determine its purpose and essential functions;
  2. Consult with the individual with a disability to ascertain the precise job-related limitations imposed by the individual's disability and how those limitations could be overcome with a reasonable accommodation;
  3. In consultation with the individual to be accommodated, identify potential accommodations and assess the effectiveness each would have in enabling the individual to perform the essential functions of the position; and
  4. Consider the preference of the individual to be accommodated - and select and implement the accommodation that is most appropriate for both the employee and the employer.

There is probably nothing "special" that you will need to do - for several reasons. First, many people with "hidden" disabilities (including Post-Traumatic Stress Disorder (PTSD) and Traumatic Brain Injury (TBI)) choose not to disclose in the workplace, mainly for fear of discrimination. Many people have learned to self-accommodate, and generally know what they need to do (i.e., take a short break after sitting at the computer for a long period of time, use lists and other electronic devices to keep them organized, etc.). Second, once a person has requested an accommodation, an open discussion can begin, engaging the individual in the decision making and problem solving process.

The best thing you or your company can do is to have a clear accommodations process in place (including procedures for requesting a job-related accommodation). It should be posted and made easily accessible (via the Web, corporate intranet, etc.) for all potential candidates and current employees. The number of employees with acquired disabilities is growing in this country (according to the U.S. Census Bureau, there is a 73.6% chance of acquiring a disability if you live to age 80), and employing such strategies (which are truly just good management techniques) will undoubtedly lead to greater retention.

Suggested Resources:

Costs, Liabilities and Return on Investment

  • "Will it cost me extra to hire a wounded warrior? What is the return on investment?"
  • "Are job accommodations expensive? Are they simple to implement?"
  • "What are the liabilities and consequences associated with terminating an employee with a disability?"
  • "Will wounded warriors need more supervision? Will they take more time off work or increase my risk of workers compensation costs?"

According to a recent accommodations study (9/1/09 from the Job Accommodation Network), 56% of accommodations cost absolutely nothing! Of the remaining 44%, approximately 37% of employers reported a one-time cost, 5% reported an ongoing, annual cost to the company, and 2% required a one-time cost and annual costs. Of those accommodations that did have a cost, the typical one-time expenditure by employers was $600. When asked how much they paid for an accommodation beyond what they would have paid for an employee without a disability who was in the same position, employers typically answered around $320.

Regarding liability, the decision to terminate any employee carries with it the risk of possible legal challenges. It is best to have clear procedures and policies in place to ensure all employees are getting the feedback they need in order to perform their jobs to the best of their abilities. The protections under the Americans with Disabilities Act are based on non-discrimination (and ensure equal access in the employment process). It does not mandate companies to hire individuals with disabilities, but hiring the most qualified applicant regardless of disability. Additionally, it does not protect an employee with a disability from being fired due to poor job performance, but from being fired simply because of a disability.

Research studies dating back to 1948 have consistently shown that employees with disabilities have average or better attendance, lower turnover, and average or better job performance, and average or better safety records than their nondisabled counterparts. Additionally, the cost of accommodations for most employers is quite small relative to the benefits gained. Most large- and medium-sized businesses report no significant increase in costs.

Regarding the need for more supervision, military Veterans tend to need less supervision than the average employee. Much of this is based on their military background (stick-to-itiveness, completing duties as assigned and directed, not sitting idle, etc.). All that is needed is what all employees typically need: clear expectations (with an understanding of the chain of command and/or whom to report to with questions).

Time loss will only be a factor if this employee (or any other), doesn't disclose a need for a flexible schedule (which is the most frequently requested accommodation for employees both with and without disabilities).

Suggested Resources:

Candidate Qualifications and Capabilities

  • "Are wounded warrior employees the right fit for my business?"
  • "Are wounded warriors capable of meeting the demands of the job?"
  • "What are the advantages of hiring Veterans"
  • "How can I create a flexible and inclusive workplace for all employees, including those with disabilities?"

First and foremost, it is important to expect the same level of performance from all employees, regardless of age, disability, gender, ethnicity, etc. Plain and simple, no one, Veteran/wounded warrior included, should be hired for any reason other than the fact they are qualified - and have the skills to do the job. For candidates with invisible disabilities, such as learning or psychological disabilities, PTSD and/or TBI, the employment process can be a very difficult experience. According to the U.S. Census Bureau, one in every five Americans has some sort of disability. In actuality, this number is most likely underrepresented, because many people with invisible disabilities fail to report such. Interestingly, many in the Deaf community (especially those who share the common language of American Sign Language) do not consider themselves disabled. They consider deafness a culture.

Employees with disabilities should absolutely be held to the same standards as those without disabilities. Though it would be an egregious error to make generalizations about any group of people, military Veterans do tend to come to the table with a set of highly desirable and universal skills. To answer questions regarding necessary skills sets, being able to meet the statement of work, and job performance, good employment and management techniques will generally sort out those who have the technical skills to do the job.

An idea to consider: Uniiversal Design is the creation of products and environments meant to be usable by all people, to the greatest extent possible, without the need for adaptation or specialization. The intent of Universal Design is to simplify life for everyone by making products, communications and the built environment more usable by as many people as possible at little or no extra cost. Universal Design benefits people of all ages and abilities.

True Universal Design is unobtrusive, even invisible. If you've ever been through an automatic door, you've experienced a version of Universal Design. A ramp or curb cut is just as welcome to someone with a baby stroller as it is to someone in a wheelchair. In addition to those whose mobility is limited, the design is intuitive to those who cannot read or hear or those who read or speak a foreign language. Ironically, the "conspicuousness" of a person having to deal (often awkwardly and unsuccessfully) with the barriers of most built environments is what brings attention to their dilemma. "We" have created the handicap and disability. The handicap is the structure itself. The disability comes from dealing with it. In addition to access and inclusion, Universal Design brings with it an extra margin of safety. However, Universal Design isn't about ramps and grab bars, although devices such as these remain necessary for assistance. It isn't a clinical or "special" look.

Consider what would happen if businesses applied the theory of Universal Design to the workplace and employment process. Since human resource personnel and hiring managers will only know if a candidate has an invisible disability if he/she has chosen to disclose, why not create a level playing field for everyone? Performance-based or "working" interviews often will do just that. This strategy may even help those who just get plain nervous during the interview process.

Additional "positive management" strategies would include the following:

  • Multiple means of representation to give employees various ways of acquiring information and knowledge
  • Multiple means of action and expression to provide employees alternatives for demonstrating what they know, and
  • Multiple means of engagement to tap into employees' interests, challenge them appropriately, and motivate them to succeed

Suggested Resources:

Stigma and Employees with Psychological Health Injuries and Mental Health Concerns

  • "Should I be nervous about hiring Veterans with psychological health issues such as PTSD?"
  • "How can I ensure that my employees with mental health impairments are not stigmatized?"
  • "Why is employment such an important part of a wounded warrior's recovery process?"
  • "Where can I gain more insights on working with people with disabilities?"

"Stigma" generally exists when there is a lack of exposure, education and training. Stigma can only be reduced/eliminated when people change deeply held attitudes and stereotypes. People with disabilities want to be treated like any other worker - with dignity and respect, and valued for the talents they bring to the table. Something you may not have previously considered is the fact that those with psychiatric disabilities/mental illness and other acquired disabilities (including Veterans with PTSD and TBI) may often self-stigmatize (believing that they are weak or damaged because of an illness/disability). For our returning Service Members, especially those dealing with the impact of PTSD, employment serves as a source of achievement, satisfaction and a boost to self-esteem, in addition to providing an income. Work is often a critical element of a therapeutic road to recovery and routine.

About one in every four adults has a diagnosable mental health condition in any given year (roughly translating to 57.7 million people in the United States). Employers who provide workshops on Stress Management, Communication Skills, Anger Management, Addictions, etc. offer a proactive approach to common employee problems, and thus are likely to reduce turnover and improve retention. High-pressure jobs leave people vulnerable to overload. It may benefit the employer to work to develop an employee's skills for working with each other and for handling frustration and stress.

Suggested Resources:

Staff Training and Disability-Friendly Workplaces

  • "Do I need a special workplace infrastructure to support wounded warriors - particularly those with TBI/PTSD?"
  • "Where can I find disability employment training for my company?"

The infrastructure necessary to support employees with disabilities in general includes clear and consistent policies and procedures, including an accommodations process.

Ongoing staff training is important to the growth, health and wellness of any corporate culture. In today's economy, offering ongoing training in the areas of positive mental health, stress management, etc., go a long way to promoting positive mental health in the workplace (not surprisingly, job stress is a common and often costly problem in the American workplace).

Training assistance is available (at a free or nominal cost) from the local Disability Technical Assistance Centers. The DBTAC National Network of ADA Centers offers training on the Americans with Disabilities Act (ADA) and other disability-related topics in various formats to meet the needs of diverse learning styles. Each DBTAC/ADA Center offers customized training and many of the training programs provide education credit. Check out - Popular Training Formats, What's New in Training!, and Search ADA Training Resource Center. Popular training formats include: Audio Conferences, Conferences & Training Events, Courses, Podcasts, Publications/Training Materials, Toolkit /Train-the-Trainer, Videos, and Webcasts.

Suggested Resources:

Site Map  |  Link to Us  |  Email to a Friend