Joe Valenzano doesn't only talk the talk. He walks the walk. As the president and CEO of Exceptional Parent Global Communications (EPGC), Inc., an award-winning publishing and communications company serving the special needs community, Joe recognizes the unique struggles faced by today's returning service men and women.

"Choosing to hire a vet is what we're all about," says Joe, who believes that, for wounded and injured veterans, employment can play a vital role in the road to recovery.

EPGC has established a special monthly section in its Exceptional Parent (EP) magazine that covers topics and offers resources unique to military families who have a member who is challenged with a disability. This section is but one aspect of EP's Exceptional Family Transitional Training (EFTT) program, a U.S. Army Cooperative Agreement. EP's purpose in launching the EFTT program was to increase unit readiness and decrease the stress affecting Army service men and women and their families by providing information, resources and support for people with disabilities and special needs and all those who participate in their care and development.

When hiring a veteran with Traumatic Brain Injury (TBI) and/or Post-Traumatic Stress Disorder (PTSD), Joe says, "It's not enough to simply give someone a job. You're taking on a responsibility."

Joe hired Ray G.*, a veteran who returned from combat with TBI, as well as physical and mental health conditions possibly related to the TBI, including PTSD and depression. At the time of his hire, Ray exhibited several symptoms associated with head trauma, including anxiety, depression and substance abuse.

Working with Ray has offered Joe invaluable insight into the employment of returning service members with TBI and PTSD -- advice and promising practices that he can pass on to other employers.

First, Joe says it's important for an employer of an employee with TBI/PTSD to educate him or herself about the effects of head injury and combat stress. Resources like the America's Heroes at Work Web site offer such education.

As an employer, some of Joe's own promising practices have included patience, understanding and high performance standards. For example, employers should not be surprised if employees with TBI and/or PTSD arrive late to work or if they become anxious when coworkers are talking loudly. When they see tension building in the employee, supervisors can avoid an emotional reaction by gently removing them from the situation. "You may need to say, 'let's go take a walk,'" says Joe.

Because some people with PTSD have been known to turn to alcohol and other substances, including prescription and non-prescription medications, Joe encourages employers to watch for red flags. For example, they should watch out for heavy alcohol consumption at work functions, which can mix negatively with medications being taken to treat anxiety and depression. If employers do suspect substance abuse, they should consult their Employee Assistance Program (EAP) or resources like the U.S. Department of Labor's Working Partners for an Alcohol- and Drug-Free Workplace program.

Importantly, employers should expect setbacks from their employees living with brain injury or PTSD, such as performance issues or loss of self-confidence. However they should still be demanding of the employee's work and productivity. A worker with TBI or PTSD may try to give up on their work due to an inability to cope or stay organized.

However, Joe believes these employees should be held to the same standards as other workers in the company. "To keep them performing at the level they should be, you may need to exhibit 'tough love' similar to that of a parent," he says.

Despite the challenges, Joe reminds others that an employee with TBI/PTSD can offer tremendous loyalty and dedication, and that by hiring and retaining veterans with disabilities, employers can enjoy the satisfaction of helping someone turn their life around.

Other employees at EPGC have reacted to their co-worker with TBI/PTSD in different ways. Some have had trouble understanding the need for sensitivity and special supports, which is why employee education on the impact of these conditions can be crucial. Joe is quick to remind all of his employees that Ray "risked everything to protect all that we hold dear in this country, and now it is our responsibility to take care of him."

For Joe, a Latin inscription over the entrance to the chapel at the U.S. Naval Academy in Annapolis, Md. holds special meaning. The phrase, "Non sibi, sed patriae" means "Not for self, for country."

"That phrase embodies exactly what our veterans have done for us -- sacrificed themselves for their country. They serve and protect us every day and, let's not forget that they do it voluntarily. Can we do any less for them when they return?"