VETERANS IN THE WORKFORCE: BEST PRACTICES TO ATTRACT, HIRE AND RETAIN

VETERANS IN THE WORKFORCE: BEST PRACTICES TO ATTRACT, HIRE AND RETAIN VETERANS IN YOUR WORKPLACE Presenter Name Presenter Title Date

VETERANS ARE VALUABLE MEMBERS OF OUR WORKFORCE Research shows: 65% 68% 57% of veterans have some college education, or higher, making veterans more educated than their civilian peers. (1) of employers report that veterans perform “better than” or “much better than” their civilian peers. (2) of veterans stay at their jobs longer than the median tenure of 2.5 years (for subsequent roles after their firstpost separation job). (3) 2019 SHRM. All Rights Reserved 2

VETERANS HAVE IN-DEMAND SKILLS In-demand skills compared to skills enhanced by military service: Most Important Skills Cited by Employers for Workplace Success Professionalism/work ethic Skills Strengthened or Enhanced by Military Service Work ethic/discipline Teamwork Teamwork/collaboration Leadership and management Communicating effectively Mental toughness Critical thinking/problem solving Adapting to different challenges Ethics/social responsibility Professionalism Note: Adapted from Work After Service: Developing Workforce Readiness and Veteran Talent for the Future, by D.A. Bradbard, N.A. Armstrong, and R. Maury retrieved from ivmf.syracuse.edu/wp-content/uploads/2016/05/WORK-AFTER-SERVICE-Developing-WorkforceReadiness-and-Veteran-Talent-for-the-Future.pdf. Copyright 2016 by the Institute for Veterans and Military Families, Syracuse University. 2019 SHRM. All Rights Reserved 3

YET, VETERANS FACE EMPLOYMENT DIFFICULTIES 90% of veterans indicated there were obstacles in attaining employment. (6) Once employed, nearly half of veterans left their first post-separation position in the first year and more than 65% left their first job within two years. (7) Your veteran employment program –lead and managed by HR professionals and a proactive, well-informed veteran– can mitigate these challenges. This is a win-win for employers and veterans. 2019 SHRM. All Rights Reserved 4

SHRM FOUNDATION’S VETERANS EMPLOYMENT INITIATIVE We believe veterans are valuable members of our workforce, and this initiative will help HR professionals attract, hire and retain members of the military community. We envision empowered HR professionals building inclusive organizations where all employees thrive, and organizations achieve success. 2019 SHRM. All Rights Reserved 5

TODAY’S PRESENTER [Inclusion Captain’s Name & Credentials] [Inclusion Captain’s Job Title] [Inclusion Captain’s Employer] [SHRM Foundation Inclusion Captain (logo)] 2019 SHRM. All Rights Reserved 6

5 STAGE EMPLOYEE LIFE CYCLE 1 2 3 4 5 Employer Readiness Talent Acquisition Talent Onboarding Talent Developmen t Talent Mobility Your employee lifecycle provides you with a predictive model to attract the talent you need to compete in today’s markets and deliver a viable workforce. 2019 SHRM. All Rights Reserved 7

EMPLOYER READINESS STAGE 1: EMPLOYER READINESS Build your readiness by asking WHY? Why do you want to hire Veterans? Why do Veterans want to work at your company? 2019 SHRM. All Rights Reserved 8

EMPLOYER READINESS WHY DO YOU WANT TO HIRE VETERANS? Veterans have unique skills, knowledge and abilities (SKAs). Your organizational needs are aligned with their SKAs. Companies generally gain enormous goodwill from customers and a boost in their public image when they commit to hiring more military veterans. (8) Veteran’s competencies align with your corporate values. You want to demonstrate appreciation for their service to the nation. Companies can earn up to 10,000 in federal and state tax credits through the Work Opportunity Tax Credit (WOTC). (9) 2019 SHRM. All Rights Reserved 9

EMPLOYER READINESS WHY WOULD VETERANS WANT TO WORK AT YOUR BUSINESS? Your company is recognized as a military-friendly organization. Your company’s brand reinforces its vision, mission and values. Your organizational culture is inclusive. 2019 SHRM. All Rights Reserved Your position responsibilities have a clear purpose and align with your organization’s goals. 10

EMPLOYER READINESS WORKFORCE READINESS ALIGNMENT Workforce readiness is a combination of what the veteran brings to the workplace and what the employer does to align with the needs of its veteran employees. There is a relationship between job preferences, military-conferred skills, and a variety of outcome measures, including retention, income, and perceptions about transition. The application of the skills gained in the military and securing employment in a desired career field are two critical factors in the transition process for both veterans and their employers. Is this job in your preferred career field? Veteran Skills Abilities Knowledge Employer Knowledge of Military skills Preferred Career Military Skills or Job Match Did this job match the occupations you were trained for in the military? Preferenti al Hiring Policies Did your veteran or military status help you obtain your current postmilitary job? Workforce development Other workplace supports Veterans can be effective and successful in your organization! Note: Adapted from Workforce Readiness Alignment: The Relationship Between Job Preferences, Retention and Earnings (Workforce Readiness Briefs, Paper No. 3) by R. Maury, B. Stone, D.A. Bradbard, N. Armstrong, and J.M. Haynie retrieved from ivmf.Syracuse.edu/wp-content/uploads/ 2017/10/WORKFORCE-READINESS-ALIGNMENT.pdf. Copyright 2016 by the Institute for Veterans and Military Families, Syracuse University (10) 2019 SHRM. All Rights Reserved 11

EMPLOYER READINESS BEST PRACTICES FOR ALL: EMPLOYER READINESS Meet with leaders/hiring managers and walk them through the importance of readiness workforce alignment and how it serves as the foundation to the workforce and employment initiatives like the veteran employment program. Champion and provide advocacy and outward support for workforce readiness alignment and balance of your workforce in all employment programs. Develop close working relationships with talent placement agencies. 2019 SHRM. All Rights Reserved 12

EMPLOYER READINESS BEST PRACTICES FOR VETERANS: EMPLOYER READINESS Ensure leadership at all levels understands the business case for hiring veterans and how it supports employer readiness. Be willing to support, champion and provide advocacy for the veteran employment program. Create one designated point of contact for federal, state and non-profit military organizations that can funnel military candidates. (11) Ensure company website appeals to Veteran talent: Images and icons denoting military inclusiveness A page devoted to content addressing the military-connected job seeker Information about benefits programs, employee resource groups and activities that signal ongoing engagement after hire Job descriptions and skills laid out in an easy-to-follow grid that correlates military occupational codes (MOCs) to organizational skills, making it quick and easy for job seekers to identify which opportunities are the best fit for them. (12) 2019 SHRM. All Rights Reserved 13

EMPLOYER READINESS EMPLOYER READINESS CASE STUDY: COCA-COLA Attributes Narrative Recognized militaryfriendly organization Since 2014, Coca-Cola has joined forces with American Corporate Partners (ACP) to provide more than 280 career mentorships to veterans transitioning into the private sector. Paired based on mutual occupational interests, Coca-Cola mentors offer veterans outside of the company professional development advice as well as networking and resume building tools. Demonstrated appreciation for service to the nation Army Veteran Lillian Norton, who has worked at Coca-Cola since 2013, now serves as one of the company’s ACP mentors. The senior commercialization manager is thrilled to support her fellow veterans, recalling her own challenging transition finding a civilian career path after graduate school. (13) Workforce alignment Footer 2019 SHRM. All Rights Reserved 14

TALENT ACQUISITION STAGE 2: TALENT ACQUISITION Not just anyone will do. You want to develop a strategic process that will attract and recruit the best talent available to ensure your organization has the right people, with the right skills, who are in the right job, and are working against the right requirements. (16) Effective talent acquisition strategy will: 1 Transform your hiring needs from “asneeded” to proactive 2 Develop candidate pipelines 3 4 Create diversity Employ people who have the ability to grow 2019 SHRM. All Rights Reserved 15

TALENT ACQUISITION TALENT ACQUISITION PROCESS 1 2 3 4 5 Step 1 Market Analysis Step 2 Customer Profile Step 3 Sourcing Strategies Step 4 Talent Matching Step 5 Relationship Building Will the candidate be a good cultural fit and deliver an ROI? Who should be targeted? How can the targeted candidates best be reached? What skills and competencies are needed to compliment the current workforce? How are we building relationships with candidates and current staff? 2019 SHRM. All Rights Reserved 16

TALENT ACQUISITION RELATIONSHIP BUILDING 95% 41% of companies with a talent network only share jobs. No employee stories. No content about diversity or culture. No videos. No positive press or employer awards. Just jobs. of companies send personalized job recommendations. Companies that share job recommendations with candidates often don't personalize them based on candidate interest or behavior. Half of the Fortune 500 companies send monthly communications. (19) 2019 SHRM. All Rights Reserved 17

TALENT ACQUISITION INTERVIEWING STYLES The two most effective interview styles for candidates with a military background are behavioral based and situational based. Behavioral Based Interviewing Situational Interviewing Provides insight to how the candidate acted in specific employment-related situations. The logic is past performance predicts future performance. Looks at things from a forward-thinking perspective, giving the candidate the opportunity to highlight their analytical and problem-solving skills, and how they would work under pressure. 2019 SHRM. All Rights Reserved 18

TALENT ACQUISITION INTERVIEWING TECHNIQUES Be familiar with the military occupational codes (MOCs) that correlate with the job. At the start of the interview, thank military-talent applicants for their service or spouses for their support at home. Clearly describe the job role and its responsibilities, defining expectations upfront and avoiding generalizations. Draw out applicants and uncover their strengths by asking them to share their stories. Avoid closed-ended questions (those that elicit a "yes" or "no" response) by asking probing, job-related questions about an individual's service experience. Focus on actively listening for skill sets and correlate them with job functions within the organization. When interviewing military spouses, ask questions using a similar behavioral and situational approach. Members of this talent pool are often found to be great problem-solvers with an ability to manage change adeptly. (20) 2019 SHRM. All Rights Reserved 19

TALENT ACQUISITION BEST PRACTICES FOR ALL: TALENT ACQUISITION Cultivate an excellent candidate experience. Apply a resource endowment lens to human capital needs assessment - Look across the organization and apply a skills and competency inventory to identify both areas within the firm where existing skill and competencies are both superior and lacking. (21) Ensure that education level and years of direct experience are not being exclusionary. Review, update and confirm job descriptions and postings. 2019 SHRM. All Rights Reserved 20

TALENT ACQUISITION BEST PRACTICES FOR VETERAN: TALENT ACQUISITION Conduct a "sanity” check on job descriptions, pass the job descriptions around to other departments to see if the roles and responsibilities are clear. Others may identify ways to add to the job posting that will help military candidates find the job to be more attractive. Connect with Veteran-focused employer hiring organizations: Employer Support of the Guard and Reserve (ESGR) Hire Our Heroes, United Services Organizations (USO) Wounded Warrior Project Local Veteran Services Organizations (VSO) Host Focus on Veterans’ needs and skills, in order to match them with the best positions in the company. Before looking at resumes, hiring managers remove three things: sex, race, and school name. This is to ensure that they are only looking at job qualifications and are accordingly placing veterans. (23) Let Veterans know you have received their resume or application and give them some insight as to the next steps in your application process. 2019 SHRM. All Rights Reserved 21

TALENT ACQUISITION TALENT ACQUISITION CASE STUDY: LOCKHEED MARTIN Narrative Attributes Veteran Recruiters Relationship building Use of technology For the fourth time in a row, Lockheed Martin cracked our list—and it’s easy to see why. For one, Lockheed Martin employs a full-time military team that’s composed of vets and is dedicated to recruiting outreach to veterans and advocating for veteran job placement. Additionally, the company hosts a Veteran Employee Resource Group Leadership Symposium every year for military and veteran leaders across the enterprise to share best practices and build new initiatives in support of veterans. Perhaps most impressive, though, is Lockheed Martin’s Military Connect, the first-ever social media platform designed to enable discussions between external military candidates, veterans, and the company’s internal employees. (24) Footer 2019 SHRM. All Rights Reserved 22

ONBOARDING STAGE 3: ONBOARDING Now that you have the right talent it’s time to get them fully onboard! Use processes that allow new employees to learn about the organization, its structure, and its vision, mission and values, as well as to complete an initial new-hire orientation process. (25) Onboarding delivers three specific goals for your employees: Acclimate Engage 2019 SHRM. All Rights Reserved Retain 23

ONBOARDING ONBOARDING GOALS Acclimate Discuss what the company expects from them Detail the role they will play in achieving team or company goals Manage expectations on what they can expect from the company – Management support – Availability of resources – Performance reviews. (26) We found the talent, let’s keep the talent by attaining these 3 goals Engage Build supportive relationships between a new employee and management Emphasize company's commitment professional growth and talent recognition (26) Retain Increase retention rates Decrease monetary costs (26) 2019 SHRM. All Rights Reserved 24

ONBOARDING BEST PRACTICES FOR ALL: ONBOARDING Communicate before the first day, send a welcome letter to the new employee and family, lay out what they can expect in their first week. Build 90 Day plan in first week. 1 Have a role and responsibilities discussion 2 Match your new employee with a peer buddy 3 Help your new employee build a social network 4 Set up onboarding check-ins once a month for your new employee’s first six months 5 Encourage open dialogue (27) Send hiring manager a “reminder alert” email requesting these five critical tasks are done on the first day. 2019 SHRM. All Rights Reserved (27) 25

ONBOARDING BEST PRACTICES FOR VETERANS: ONBOARDING Send information about the company dress code in a welcome letter. Build in tangible goals and check-in points on their 90day plan. Send an introduction letter to the team, highlighting some of the assignments and places the Veteran has been. Be sure to let the team and leadership know what department the Veteran will be working in and the date of their first day on the job. Conduct a team introduction. 2019 SHRM. All Rights Reserved Plan to have lunch as a team, at a minimum, have a one-on-one lunch with a team member. 26

ONBOARDING ONBOARDING CASE STUDY: PRISM INC. Narrative Attributes Acclimate Engage Retain Onboarding can mean different things for different companies. For some, it starts on day one with a new-hire orientation, whereas for others it can start earlier in the hiring process. For a company such as PRISM Inc., the "onboarding" process starts with the first contact with a veteran candidate by offering resume writing advice and interview techniques and continues through a veteran performance management system with day one, week one, and monthly check-ins with a career counselor. A small TA staff can develop a program that involves the entire team and incorporates periodic check-ins, mentoring with senior staff, or a buddy system that helps new hires acclimate to your company culture. (28) Footer 2019 SHRM. All Rights Reserved 27

TA L ENT DEVELOPMENT STAGE 4: TALENT DEVELOPMENT A set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees throughout the employee lifecycle. Goals: High-performance Sustainable organization Obtain strategic and operational goals Meet objectives It is a part of your business strategy 2019 SHRM. All Rights Reserved 28

TA L ENT DEVELOPMENT TALENT DEVELOPMENT KEY FACTORS These seven factors will ensure your talent development processes are lasered into the needs of the business and your people. Identify clear talent development vision, values, and goals that support your business objectives. Build an end-to-end talent development framework that serves as the programmatic roadmap for how you attract, build and retain talent. Administer a talent gap assessment that serves as the baseline of near term competencies and actions that need to occur to shore up immediate gaps and guide long-term talent investments. Create a talent succession plan model that defines the roles, responsibilities and demonstrated capabilities needed for advancement. Implement an employee engagement program that measures perceptions of the workforce and provides data to leadership on the true pulse of the culture and the workforce. Commit to a diversity and inclusion strategy that promotes balanced hiring and development. Deliver an HR talent and tools assessment to assess if you have the internal capabilities to execute, maintain and measure against your talent management goals over time. (29) 2019 SHRM. All Rights Reserved 29

TA L ENT DEVELOPMENT BEST PRACTICES FOR ALL: TALENT DEVELOPMENT Secure C-suite buy in for your talent management strategy. Provide a standardize talent review and feedback processes. 2019 SHRM. All Rights Reserved Increase visibility of talent management initiatives. 30

TA L ENT DEVELOPMENT BEST PRACTICES FOR VETERANS: TALENT DEVELOPMENT Explain policies and procedures in a transparent and proactive manner, while setting up informal checkpoints and feedback sessions in advance of formal evaluations. Be able to say what’s next: Share opportunities for further development, training and certification. Opportunities to expand, move, repurpose, or refocus as needed. Potential and readiness are not the same. Take the time to develop veterans to get the right mix of experience, skills and personal qualities to assume additional organizational responsibilities and leadership. Provide early, frequent and informal performance feedback. 2019 SHRM. All Rights Reserved (31) 31

TA L E NT MOBILITY TALENT DEVELOPMENT CASE STUDY: SHELL OIL Narrative Attributes Rotational experience Professional development (enlisted and officer) Shell Oil has created “Career Transition Opportunity” (CTO),2 a unique program that aids the transition of top-performing JMOs with four-year degrees and less than six years of military or private-sector experience from the military into corporate life at Shell. CTO combines on-the-job learning, training for recognized professional qualifications, personal development programs, and direction and support to assist JMOs with their transition. The program is high-touch and participants benefit from personal mentoring and executive-level support. Such a model practically dictates limitations on scalability. The current program is focused on military officers, and the applicability of the model to prior enlisted employees is clear, but untested in the context of GE’s experience. (32) Footer 2019 SHRM. All Rights Reserved 32

TA L E NT MOBILITY STAGE 5: TALENT MOBILITY Is a dynamic internal process for moving talent from role to role – at the leadership, professional, and operational levels. This is also inclusive of offboarding or employee exit. (33) Benefits: Shorter time to productivity Greater employee engagement & retention Lower talent acquisition costs Stream lined information flow Limited Stronger competitiveleadership teams intelligence leakage 2019 SHRM. All Rights Reserved Better financial performance 33

TA L E NT MOBILITY KEYS TO SUCCESSFUL TALENT MOBILITY 1 2 3 4 5 6 7 Key 1 Key 2 Key 3 Key 4 Key 5 Key 6 Key 7 Encourage multidirectional career moves Help managers identify high potentials, not just high performers Set clear goals Be transparent Settle on metrics that track back to goals Provide learning opportunities that make sense Make it a part of your culture 2019 SHRM. All Rights Reserved (34) 34

TA L E NT MOBILITY BEST PRACTICES FOR ALL: TALENT MOBILITY Develop unstructured opportunities for employees to move to different locations on project basis early on, add value to the community and then come back. (35) Put in place an internal job market by using a common platform for both local and international opportunities. (35) Employees dedicate 20 percent of their time to side projects or testing waters with different roles. (36) 2019 SHRM. All Rights Reserved 35

TA L E NT MOBILITY BEST PRACTICES FOR VETERANS: TALENT MOBILITY Throughout the rotational process provide broad-based experience, but also assign the veteran specific tasks that are meaningfully related to the organization’s mission. Make explicit the connection between the veteran’s role on the team, and the positive impact they make on the organization. A collaborative approach to workforce development can also include making training and professional development for veterans a priority for the Local Workforce Investment Board (LWIB) and its network of Department of Labor (DOL) One Stop Career Centers. Foster personal development by integrating mentoring and coaching throughout the rotational assignments that provides valuable contacts and experience that accelerate the development of technical skills, awareness, and acclimation to the culture of the company. Consider how certifications and credentials obtained in the military can be relevant to credentialing requirements needed for professional development, including those specific to any departments participating in the rotation. (37) 2019 SHRM. All Rights Reserved 36

TA L E NT MOBILITY TALENT MOBILITY CASE STUDY: SODEXO Attributes Greater employee engagement and retention Lower talent acquisition costs Narrative Internal mobility has now become ingrained in the Sodexo USA’s culture and business practice. Moreover, it has contributed to making the organization an attractive employer, as recent graduates as well as current employees know that there is tremendous focus on professional development and that the company offers endless opportunities. However, the process to take the company from traditional sourcing to crossdivisional internal hiring and promotions wasn’t established overnight. Hiring managers hadn’t expected to source internally all of a sudden; rather, the process was gradually implemented in a number of stages to become a highly valued program that has benefited Sodexo through enhanced employee engagement and retention. (38) Footer Footer 2019 SHRM. All Rights Reserved 37

TA L E NT MOBILITY VIABILITY CHECK-UP 1 2 3 4 5 Stage 1 Employer Readiness Stage 2 Acquisition Stage 3 Onboarding Stage 4 Talent Development Talent Mobility Are we poised and ready to effectively support Veteran employment? Are we attracting the right Veteran talent, with the right skills, at the right time to support the business requirements? Will our onboarding processes facilitate Veteran talent’s rapid and thorough integration into the existing workforce? Do we have the right mix of integrated organizational HR processes to engage, develop and retain our veteran talent? Next Steps 1 Access the SHRM Foundation Digital Toolkit 2019 SHRM. All Rights Reserved 2 Stage 5 Are we utilizing all levels of our current workforce to provide rational assignments in the business? Earn your Veterans at Work certificate 38

CLOSING “The simple truth is that every Veteran has his or her own unique story, and there's no single narrative about the issue of Veterans finding civilian employment. And no single solution.“ Cathy Engelbert

REFERENCES Slide 2 (1) Center for a New American Security. (2016). Onward and Upward: Understanding Veteran Retention and Performance in the Workforce. (2) Call of Duty Endowment and ZipRecruiter. (2017). Challenges on the Home Front: Underemployment Hits Veterans Hard. (3) Institute for Veterans and Military Families at Syracuse University. (2016). Work After Service: Developing Workforce Readiness and Veteran Talent for the Future. (4) Manpower Group Talent Shortage Survey, 2016-2017 (5) “American businesses rank veteran recruiting as a top three priority” from the US Chamber Foundation, Hire our Heroes, Veterans in the Workplace Report, November 2016 Slide 4 (6) Veteran Job Retention Survey, Institute for Veterans and Military Families at Syracuse University, 2016. (7) Veteran Job Retention Survey, Institute for Veterans and Military Families, 2016. Slide 9 (8) Why Hire a Vet? The Business Case for Hiring Military Veterans https://www.shrm.org/foundation/ourwork/initiatives/engaging-and-integrating-military-veterans/Documents/13056-G01 SHRMF WhyHireVet.pdf (9) Tax Incentives for Employers Hiring Veterans https://psycharmor.org/courses/tax-incentives-employers-hiring-veterans/ Slide 11 (10) IVMF Workforce Readiness Alignment: The Relationship Between Job Preferences, Retention and Earnings Slide 13 (11) 13 Best Practices to Hire Veterans https://www.peoplescout.com/13-best-practices-to-hire-veterans/ (12) Employing Military Veterans https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/militaryreadyemployer.aspx Slide 14 (13) (14) (15) A Corporate Transition: Coca-Cola Associates Mentor Military Vets, May 24, 2018. https://www.coca-colacompany.com/stories/a-corporate-transition-coca-cola-associates-mentor-military-vets Slide 15 (16) Six Key Elements of an Effective Talent Acquisition Strategy https://greenvillehr.org/images/downloads/2016 Conference Certificate and Presentations/2. 1c. regency e mcintosh six key elements of an effective talent acquisition strategy august 18 2016.pdf (17) Enterprise Center at Salem State University https://enterprisectr.org/difference-recruitment-talent-acquisition/ 2019 SHRM. All Rights Reserved 40

REFERENCES CONTINUED Slide 16 (18) Recruiters Struggle with Predictive Data Analytics https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/recruiters-struggle-predictive-data-analytics.aspx Slide 17 (19) Want Your Recruitment CRM To Be Effective? Focus On Relationship Building https://www.cornerstoneondemand.com/rework/want-your-recruitment-crm-be-effective-focusrelationship-building Slide 18, 19 (20) Employing Military Veterans https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/militaryreadyemployer.aspx Slide 20 (21) Revisiting The Business Case Workforce-Readiness Full Report https://ivmf.syracuse.edu/article/revisiting-the-business-case-for-hiring-a-veteran/ (22) Want Your Recruitment CRM To Be Effective? Focus On Relationship Building HTTPS://WWW.CORNERSTONEONDEMAND.COM/REWORK/WANT-YOUR-RECRUITMENT-CRM-BE-EFFECTIVE-FOCUSRELATIONSHIP-BUILDING Slide 21 (23) Guide to Leading Policies, Practices & Resources: Supporting the Employment of Veterans & Military Families http://toolkit.vets.syr.edu/wp-content/uploads/2012/12/GP-Guide-to-Leading-Practices.pdf Slide 22 (24) The Monster and Military.Com 2018 Best Companies for Veterans https://www.monster.com/career-advice/article/best-companies-for-veterans Slide 23 (25) Managing the Employee Onboarding and Assimilation Process https://www.shrm.org/ResourcesAndTools/tools-and-samples/toolkits/Pages/onboardingandassimilationprocess.aspx Slide 24 (26) What is Employee Onboarding -- And Why do You Need It? https://blog.shrm.org/blog/what-is-employee-onboarding-and-why-do-you-need-it? ga 2.134765937.1297219877.1553044462-745092791.155267 9618 Slide 25 (27) Extreme Onboarding: How to WOW Your New Hires Rather Than Numb Them https://business.linkedin.com/talent-solutions/blog/2015/07/extreme-onboarding-how-to-wow-your-new-hires-rather-than-numb-them 2019 SHRM. All Rights Reserved 41

REFERENCES CONTINUED Slide 27 (28) The Monster and Military.Com 2018 Best Companies for Veterans https://www.monster.com/career-advice/article/best-companies-for-veterans Slide 29 (29) 7 Components of a Comprehensive Talent Development Program https://medium.com/the-mission/7-components-of-a-comprehensive-talent-development-program-cec9ee368fa1 Slide 30 (30) The Best Talent Management Practices https://www.thebalancecareers.com/best-talent-management-practices-1917671 Slide 31 (31) SHRM Veteran Hiring Guidebook Slide 32 (32) Talent Development (Business case) Leading Practices Model: General Electric -- Junior Officer Leadership Program http://toolkit.vets.syr.edu/wp-content/uploads/2012/12/Case-GE-Junior-Officer-Leadership-Program.pdf Slide 33 (33) 5 Steps to Developing an Internal Mobility Strategy https://www.phenompeople.com/blog/ -steps-to-developing-an-internal-mobility-strategy Slide 34 (34) 7 Ways to Foster Internal Talent Mobility https://trainingindustry.com/articles/performance-management/7-ways-to-foster-internal-talent-mobility/ Slide 35 (35) Best Practices for Talent Mobility http://www.businessworld.in/article/Best-Practices-For-Talent-Mobility/14-01-2018-137191/ (36) Why You Should Let Your Employees Try Different Jobs (It Works for Google and Spotify) https://www.inc.com/adam-robinson/google-spotify-prevent-burnout-by-letting-employees-switch-jobs-heres-how-you-can-dosame.html Slide 36 (37) Training and Professional Development- Proven Practices and ‘How-Tos’ http://toolkit.vets.syr.edu/wp-content/uploads/2012/12/LP-Brief-2-Training-and-Professional-Development-How-tos.pdf Slide 37 (38) Best Practice Case Study of Internal Mobility at Sodexo https://universumglobal.com/insights/best-practice-case-study-internal-mobility-sodexo/ 2019 SHRM. All Rights Reserved 42