Conference Presentation, Panel
Fulfilling the Promise of National and Military Service
Milken InstituteKevin Klowden, Cutler Dawson, Susan Eisenhower, Mark Graham, Blaine Holt, Andrew Peek
- Current Disconnect: Less than 1% of the U.S. population is currently in the military, and only approximately 7% are veterans, creating a significant cultural gap compared to the World War II era when nearly everyone knew a service member.
- Information Asymmetry: Civilian employers often fail to interpret military performance reports (e.g., "best ever" codes) without internal vet expertise, while service members struggle to articulate their skills in civilian terms.
- Transition Timing: Experts emphasize that active-duty personnel should begin career planning and "trying on" civilian roles 3–4 years prior to separation, as most wait until 2–3 months before leaving.
- Primary Veteran Concerns: The most frequent calls to the Vets for Warriors program concern financial survival and housing insecurity, often driving veterans to accept the first available job rather than a suitable one.
- Support Structure Loss: Transitioning out of the military removes individuals from a dense, built-in support ecosystem (housing, education, community), leading to isolation for both service members and spouses.
- Employer Retention Strategy: Hiring veterans should not be limited to entry-level roles; providing latitude and starting at higher levels based on transferable skills (discipline, risk management, teamwork) improves retention and loyalty.
- Headhunter Barriers: Recruiters often disqualify veterans due to a risk-averse "direct skill match" mandate; organizations must explicitly charter searches to include veterans to bypass this filter.
- Goldman Sachs Model: Goldman Sachs successfully integrates 50–60 veterans annually by leveraging their attention to detail and focus, translating high-pressure military learning curves into financial contexts.
- Amazon's Approach: Amazon aggressively recruits mid- to senior-level officers, integrating their strategic culture into operations, while other firms like Brady Industries offer $65,000+ starting salaries to attract E4/E5 ranks.
- E4/E5 Criticality: Enlisted ranks E4 and E5 are identified as the most vital talent pool; many exit without degrees but possess strong learning curves and commitment, yet lack the resources to translate their service into civilian resumes.
- Leader Accountability: Commanding officers are urged to personally engage service members in career planning (e.g., securing degree completion) rather than relying solely on formal transition programs.
- Cross-Pollination Proposal: Panelists suggest creating "exchange" pipelines where civilians (e.g., cybersecurity experts) join the military for 2–3 years, and officers rotate to private sector CFO roles to accelerate technological adoption and procurement reform.
- Spouse Employment: With 68% of Navy Federal employees being women, many spouses of service members, career transitions are hindered by frequent relocations; supporting spouse career continuity is critical for retention.
- National Service Argument: There is strong support for a mandatory national service (military or civilian like the Peace Corps) to bridge socioeconomic divides, foster shared national identity, and provide "skin in the game."
- Implementation Hurdle: Reinstating the draft faces significant challenges, including the military's reluctance (due to the 2+ years required to train a capable soldier) and the need for broad consensus on non-military service alternatives.
- West Point & Insularity: The growing prevalence of military families (children of officers serving in the military) creates a "caste-like" dynamic, reducing public exposure to the military and necessitating aggressive civil-military outreach from academies.
- Economic Impact of Bases: Communities with strong military ties (e.g., San Diego) thrive due to industry reliance on veteran skills, whereas cities experiencing base closures (e.g., Long Beach) suffer a disconnect between local patriotism and economic reality.
- Innovation Culture: Successful military leaders (e.g., General Petraeus) foster environments where "rabble-rousers" and innovators are encouraged to challenge convention, a culture panelists aim to replicate in the private sector.