Marine, Mechanic, Nurse and Scholar—Laura Tolver receives Pat Tillman Foundation scholarship

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Laura Tolver

By Mike Sepanic

Edgewater Park resident Laura Tolver has been named a Tillman Scholar by the Pat Tillman Foundation. A student in the doctor of nursing practice (DNP) program at Rutgers University–Camden in New Jersey, she is one of only five nursing students, and only 61 students overall, to earn this highly competitive scholarship.

Additionally, Tolver is one of two students attending Rutgers, The State University of New Jersey, to receive this award. No other New Jersey university or college received a Tillman Scholarship in 2017.

Founded in 2008, the Tillman Scholars program supports active-duty service members, veterans, and military spouses through scholarship support covering direct study-related expenses, including tuition and fees, books, and living expenses.

Tolver began her service in the U.S. Marine Corps in 2011. She was named recruit training honor graduate, received meritorious masts, and was awarded Squadron Marine of the Quarter. Stationed in North Carolina, she was an aircraft mechanic on the MV-22 Osprey.

It was her family ties that led Tolver to pursue a career in nursing. Tillman ScholarsShe was honorably discharged from the USMC in order to care for her father, who had suffered an anoxic brain injury. “For the first few months, I spent virtually every minute of every day in the hospital, interacting with his doctors and nurses,” she recalls. “I saw the care that he was getting, and I really wanted to be part of that for someone else.”

Tolver also was a support for her mother, who suffered from congenital heart defects and renal disease. But it was her grandmother’s example that ultimately compelled her to enroll in the accelerated bachelor’s degree program at the Rutgers School of Nursing–Camden.

“My grandmother earned her master’s in nursing at a time when African Americans couldn’t practice in most areas of the country,” she says. “Her persistence and passion paid it forward for me, and her struggle taught me the value of dedication.”

After earning a bachelor’s degree in liberal studies from Wilmington University, Tolver met with representatives from the Rutgers–Camden nursing school, who connected her with the campus Office of Veterans Affairs. From there, she received the support and encouragement needed to realize her dream of becoming a nurse.

“The veterans services office took care of me. They showed me benefits for vets that I didn’t even know existed, which made my Rutgers degree affordable and accessible,” says Tolver. “If it wasn’t for Fred Davis, the late Josh Piccoli, and the Rutgers–Camden veterans office, I would never have accessed this resource. I would not have been able to grow.”

She encourages student veterans who are transitioning into the world of academia to “really do your research and examine what it is you need out of your university or program.” She adds, “Be understanding of your experiences during service and how they will affect your transition. I knew what I needed and what would and would not work for my life, so be sure of that, too.”

Tolver was inducted into the Athenaeum and Sigma Theta Tau honor societies, and was a member of the Student Veterans Association and the National Student Nurses Association. She also worked with other nursing students by traveling to Haiti to help that country recover from the devastation of Hurricane Matthew.

She says the key to her balancing a hectic school schedule is a simple, old-school planner: “I write every detail of my life in it, even calls and texts I need to return. I color code work, school and clinical schedules, and I cross things off as I complete them. There’s something so gratifying about putting a line through something you set out to do!”

In May, she received her bachelor of science in nursing and is currently is pursuing her doctor of nursing practice degree in adult gerontology. Moreover, Tolver recently launched her professional career as a trauma ICU nurse at Cooper University Hospital in Camden.

“Life experience in any capacity is beneficial,” she says. “If you learned from a situation, consider it tuition.” She advises, “The most important thing in life is to always be self-aware. Be sure of who you are. Don’t allow your life experience to determine your perception of yourself or, inevitably, your purpose. Your life experience is very different from who you are as a person.”

Created to honor Tillman’s legacy of leadership and service, the Pat Tillman Foundation invests in military veterans and their spouses through academic scholarships to build a diverse community of leaders committed to service to others. In 2002, Pat Tillman proudly put his NFL career with the Arizona Cardinals on hold to serve his country. Family and friends established the Pat Tillman Foundation following his death in April 2004 while serving with the 75th Ranger Regiment in Afghanistan.

Source: news.camden.rutgers.edu

Which College Majors Are Student Veterans Pursuing and Why?

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Female soldier with books on USA flag background

Originally posted by Suzane L. Bricker, M.A., HigherEd Military

Warrant Officer Randall Johnson had enjoyed his military career; but now, he had other concerns on his mind. At 39 years old, with two kids, a wife, and a dog, he knew that unless he returned to the civilian world and tried to make more money, he was not going to provide for his family the kind of lifestyle he had always dreamed of giving them.

Johnson had entered the military at 18. He wanted to achieve something no one else in his family had been able to obtain: a college degree.

Thinking back on that time in his life, Randall remembered that he never really considered himself to be much of a student. But now, as he considered his options; the military officer thought that maybe he had just needed time to mature, and he would do better in his classes this time around.

His attitude changed and Randall got a bit excited as he realized how much he wanted that college degree as insurance, so that he could get a good-paying job once he re-entered the civilian workplace. And now, as he was turning 40, he realized he needed to take that next step, before his age began to stand in the way of finding a meaningful career.

Warrant Officer Johnson’s conflicting opinions about his future are not that unusual, according to Abby Kinch, interim chief of staff for the Student Veterans of America (SVA). The primary reason for enlisting in the military is to get education benefits and go to college, she said. This trend has gotten even greater since enlistment numbers surged after 9-11.

And, among the roughly 75% of veterans who do pursue a four-year degree, the majority are full-time students, who simultaneously choose to work a full- or part-time job. Their spouses may work too.

Kinch is an Airforce veteran, who worked as an airborne cryptologic linguist in the military. Like many other service members and veterans, her motivation to enlist was the terrorist attacks on the Twin Towers in New York and on the Pentagon.

“I was a sophomore in college on Sept. 11,” said Kinch. “At that time, I was slow to realize what was going on.” But, at 19 years old, Abby enlisted; just 24 hours after the Twin Towers fell.

After she left the service, Dr. Kinch went back to school, where she continued to pursue her education until earning a Ph.D. in public administration and policy at Florida State University. She also joined SVA as a chapter member in 2011. The nonprofit agency reaches about 750,000 student veterans a year, she said.

“Our main goal is empowering student veterans to, through, and beyond higher education. We advocate for student veterans on the campus level.”

Dr. Kinch pointed out that student veterans are looking for meaningful, highly compensating careers. That is why, she said, the vast majority of veterans go to four-year public universities and major in business, STEM, or health-care related fields.

Top Five Majors of 2023

According to Dr. Michael T. Nietzel, president emeritus of Missouri State University, and a senior contributor to Forbes online, “In the past decade, there has been a substantial shift toward practically oriented majors with greater job prospects.” He added that the move away from liberal arts majors has created more interest in the computer sciences.

Dr. Nietzel’s Feb 16, 2022, Forbes article identified the most popular majors among the class of 2023. This list is based upon Niche, a data-gathering resource for prospective college students:

  • Business (6.57%)
  • Medicine/Pre-Medicine (5.99%)
  • Psychology (5.36%)
  • Biology (5.04%)
  • Nursing (3.89%)

Majors Preferred by Student Veterans and Military Students

So, how does this list stack up against the majors preferred by military students? Dr. Kinch commented that many of these same options are likely to be chosen by military learners too, with one exception: psychology.

“Social sciences are not among the top majors these veteran students usually pursue, because they tend to be more purposeful in their money decisions. They are looking for a career before, or directly after separation, and want to find the college majors that will get them those options.”

Dr. Kinch also stated that the vast majority of student veterans are not distance learners, because they’re looking to be full-time students. Distance learners; on the other hand, are usually active-duty service members who are using tuition assistance to pay for their classes.

According to Dr. Nietzel, who obtained his Ph.D. in clinical psychology from the University of Illinois in 1973, student veterans have a good sense of the job market. As a result, enrollment in majors in IT and the healthcare professions are definitely benefiting from this trend, as are standard business majors, like finance and accounting.

But, he said, he has also seen evidence of another emerging trend on the horizon.

“You see a movement toward communications,” Michael said. In the last couple of years, the enrollment is rising, as companies attach more importance to a strong communications department. Whether or not communications will emerge among the top five popular college majors has yet to be seen, he added.

Drs. Kinch and Nietzel both pointed out that the influx of military students on college campuses in recent years has had very positive impacts upon the student population overall.

“I’d like to emphasize the benefits that veterans bring to colleges campuses,” Kinch said. “They are funded students who graduate with high GPAs and get outstanding careers.”

Dr. Nietzel agreed, “I think that faculty generally like to have diversity in their classes; the experiences that former military would bring to the classroom should be seen as an asset.”

Read the original article here.

Tips for Every Stage of the Interview Process

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man and woman in job interview seated facing each other

Interviewing is a critical part of the job selection process and allows you to discuss your experience, education and training.

It is also a chance for you to gain a better understanding of the organization and the position. As important as resumes and applications are, it is essential to remember that hiring managers are the ones who do the hiring, and this is your chance to connect with them.

The job interview is a two-way discussion between you and the interviewer. The interviewer is attempting to determine if you have the skills the position requires, and you are trying to decide whether you will accept the position if the job is offered. Both of you are trying to gain as much information as possible to make an informed decision.

Preparing for the Interview:

  • Research the position and organization (e.g., mission, goals, etc.) prior to the interview. Familiarize yourself with the duties, responsibilities and requirements of the position. Don’t assume you know everything about the organization, even if you have experience with the organization. Always do your research.
  • Review your application and resume and be prepared to support past accomplishments with specific information targeted towards the position requirements. Be sure that you focus on your paid and non-paid experience. Consider that the interviewer doesn’t know everything about you.
  • Practice interviewing. Take the time to research and review typical interview questions to help give you a framework for your responses.
  • Be flexible with scheduling and allow sufficient time for the interview. Be sure to ask for specifics regarding the time, location, point of contact (POC) and any other logistical details.
  • Ask whether there will be one or multiple interviewers.

During the Interview:

  • Plan to arrive early. Check with the POC regarding appropriate arrival times, check-in procedures and logistics. Keep in mind that security/access requirements and time to get on the site may vary by location. Remember, you get one chance to make a first impression.
  • Be prepared to summarize your experience in about 30 seconds and describe what you bring to the position.
  • Listen carefully to each question asked. Answer questions as directly as possible. Focus on your achievements relevant to the position using examples of how your knowledge, skills and abilities fit the job. Be sure to ask the interviewer to restate a question if further clarification is needed.
  • Remain positive and avoid negative comments about past employers.
  • Be aware of your body language and tone of voice. Remain engaged by giving your full attention to the interviewer.
  • Take limited notes, if desired.
  • Be sure to ask any final questions about the organization or the position. Also, ask about the next steps in the selection process, including timeframes. Request POC information should you have any follow-up questions.
  • Reinforce your interest in the position and thank the interviewer(s) for the opportunity to interview.

Note: Conversations regarding salary, benefits and other human resources (HR) matters should be addressed with the servicing HR POC listed on the job opportunity announcement.

After the Interview:

  • Provide any additional requested information as soon as possible.
  • Be patient. Remember, the hiring process takes time. You can follow up with your POC if you have not been contacted within the established timeframe.

The hiring official is looking for the right person with the right skills to fill the vacant position. During the interview, it is up to you to demonstrate that you are that person.

Remember, you will not get a job offer for every interview you attend, which is okay. Just keep your head up and know that you are qualified and will find your future career.

Source: Department of Labor

How Colleges Can Better Support Veterans

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two graduating students giving high five and peace sign

Choosing a college can be challenging for anyone, but as a veteran, you want to ensure that you select an educational institution that understands your experiences. To help you know what to look for, we sat down with Senior Director of Student Success Initiatives at ASU, Nicolette Miller, who has firsthand experience working with veterans returning to school. Here are her thoughts:

What support should veterans be looking for when choosing a college?

Students should select a college that has dedicated support for their unique needs. There are a lot of nuances with applying for military benefits. Attending a university with specialized and dedicated military and veteran programs can help eliminate funding barriers as well as recognize life experience and the challenges that veteran students might encounter as they acclimate to a new life and routine and balance their studies.

It’s helpful to select a university with an established community of students who provide peer encouragement. At ASU Online, we have a dedicated success coaching team that is specially trained to understand the unique needs of veterans, active-duty military and family members or dependents. The Pat Tillman Veterans Center at ASU, which assists both campus and online students, understands the challenges that our veteran, military and dependent student population faces and helps simplify the academic process and build a successful college experience.

What programs are best for veterans reentering the workforce?

We often see our veteran students enter STEM fields based on their military experience. We also offer degree programs such as a Master of Arts in Global Security which appeals to those with military backgrounds. It trains students to critically engage global conflict and international security in a comprehensive manner designed to aid professional advancement in the military, government and private sector careers.

Programs like ASU Online also offer resources for students that may be unsure of what degree they would like to pursue or what careers might be a good fit for them. We offer enrollment coaching guidance as well as tools to help narrow down the programs that best align with their educational and professional goals.

How do I find a school that will offer course credit for my military training and experience?

NICOLETTE MILLER headshot
Nicolette Miller

Students should look for schools that accept Joint Services Transcripts (JST) and/or Community College of the Air Force (CCAF) Transcripts. The CCAF is a regionally accredited community college. If students received credit for courses taken through the CCAF while serving in the Air Force, they will submit this transcript as part of their undergraduate application. The JST will be reviewed for possible transfer credit as well.

What’s your advice for achieving a balance between academics and work when pursuing an online degree?

Identify and leverage a network of family and friends or through ASU Online with a Success Coach. Our coaches will help you formulate a plan to manage your time and set incremental goals as you navigate your degree program. They will also help you navigate the variety of resources that are available to you as a student. Expect the unexpected. Obstacles will come up along the way, but your Success Coach is available to help you overcome any academic or personal challenges you may encounter and provide you with the tools to allow you to continue your progress toward graduation.

What should I be considering as I research online degree programs?

First and foremost, you should ensure your university is regionally accredited and has a solid technology platform, flexibility and great support from staff and faculty. It’s important your university puts students first and surrounds them with a community that is committed to their success.

It’s Time to Serve Our Veterans

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James Banks of SHRM standing behind chair

By Kimberly Gladden-Eversley

It takes unprecedented bravery to serve in the U.S. military. It also takes courage to walk away from the commitment to sacrifice, service and the only life you may have ever known. Transitioning into the civilian world means removing the camouflage uniform to enter the uncertainties of the civilian workforce. Fighting for freedom, with the opportunity to finally experience freedom, makes this transition sound like a moment of a lifetime. Instead, for many of our active-duty members, this transition is quite daunting.

As countless programs surface in support of veteran transitions, vets continue to face exasperating fear. According to military-transition.org, 48% of veterans found their transition from the military community into the civilian workforce more difficult than expected, 52% found their transition confusing, and 76% found it extremely stressful. Thankfully, veterans who have successfully transitioned have not ended their commitment to serve their country.

James L. Banks, (pictured) a veteran who serves as SHRM’s (Society for Human Resource Management) General Counsel, key lawyer and legal advisor, continues to offer his unwavering dedication to serve without a uniform. During SHRM’s Diversity and Inclusion conference, Banks shared his expertise on transitioning vets and accessibility. “When you want to get out of the military, you’re back in your home, but you feel like you’re not…because so many people around you don’t quite get it,” said James L. Banks. “What you’ve been through and what your perspective is, and what you can bring to the table in this new civilian environment,” he continued.

Military members are not walking away empty-handed; they walk away with valuable skills that can enhance the civilian workplace. “When I was on active duty, it was only afterward that I began to understand the analytical abilities and skills that I picked up,” said Banks. “I can tell you from having both been in the military and lots of different jobs in the civilian sector, how much we would pay to have an employee go through leadership, training, management and develop those skills,” he continued. “Like almost everybody coming out of the military already has… you’ve been practicing every single day…we would spend good money, in the civilian world to put somebody through that.

SHRM has created a military job translator that will interpret veteran service skills for job opportunities nationwide. Active-duty members can translate the skills they’ve gathered during their mission-based commitment to the armed forces easier now than ever before. This tool also provides a candidate database for employers who are looking for qualified veterans actively searching for jobs. “We’ve got lots of excellent toolboxes that will help employers in that regard; the SHRM foundation is sort of leading the effort in that,” said Banks. “One of which is as simple as…a translator for military specialties… it will also help to identify some of the soft skills that that person has,” he continued.

Internships and various informal job opportunities are also available to military personnel as they complete their final years of service. Providing opportunities for active-duty and civilian employers to collaborate, bridge the gap, increase familiarity and ease the transition. Although entering the unknown is part of the challenge, Banks suggests changing the focus and lens through which employers and military members see themselves as the greater obstacle to overcome.

The military community has received continuous praise for their hard skills, but it’s time to recognize their exceptional soft skills too. “They look at a military infantry officer; what can he do here at this company?” said Banks. “What he can do is lead your workforce and manage your workforce in a way that you’ve been spending thousands of dollars to send frontline leaders to courses and classes about how to lead,” he continued.

Removing barriers to improve accessibility takes recognizing the skills and values only a veteran who has carried the country on their shoulders can possess. “I think of the…barrier to access as sort of a thin curtain in front of all of these great abilities and talents…so our job is to understand that thin curtain is there and find a way to move it to the side,” said Banks. “When you’ve gone through training that is required for any length of any tour of duty…you can do almost anything, there’s nothing that’s beyond you, there’s no limit.”

Photo Credit: KIMBERLY GLADDEN-EVERSLEY

How to Grow a Robust Business Portfolio Based on Military Principles

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scholtzskys restaurant with trees in background

By Cary Albert

For many, returning to civilian life after serving your country poses significant challenges. A sense of confusion, frustration or uncertainty about your next career move is not uncommon.

Entrepreneurship, however, proves to be a great option because many of the military principles you learn while serving translate to successful business ownership.

After serving four years in the United States Air Force, I transitioned to a standard 9-5 job with Honeywell Test Instruments Division as a calibration technician for electronic equipment — something I felt comfortable and confident in from my military experience. From there, I started my own firm, growing it to a multi-million-dollar business before selling. Through this journey, I began to see and understand the parallels between military principles and entrepreneurship and was ready for my next venture.

That’s when I found franchising. Not only does this provide the opportunity to achieve the American Dream in the form of business ownership, but you’re also handed a proven playbook to success. Similar to military life, follow the playbook and conquer the mission.

Over the past nearly three decades, I’ve grown my franchise business portfolio to include 25+ Schlotzsky’s restaurants, one of Focus Brands’ iconic brands, while also building a retail empire.

Serving your country provides countless life lessons, and in return, there is a vast opportunity to launch your entrepreneurial chapter of life — from VA loans, SBA 504 loans and VetFran discounts, that in the case of Schlotzsky’s offers $15,000 off the initial franchise fee and more.

Take the leap — lean into the resources available to you and rely on military principles to guide you toward success.

Embrace Your Team as Your Greatest Asset

Cary Albert headshot
Franchisee Cary Albert of Schlotzsky’s Restaurants

Whether in the Air Force or business, you must understand the value of your people — your team. In the military, you surround yourself with a strong squadron you trust with your life. In business, you must surround yourself with team members you trust in making key decisions and acting on them successfully. Build your team with that mentality — when you have a specialist in each role, collectively, you become an accountable team all aligned on the same mission, ultimately becoming an unstoppable force. Understand this and commit to investing in your team.

Break Down Obstacles

When an obstacle is too big, it can be overwhelming. A useful technique I learned during my time in the Air Force is to break up each milestone, so it becomes more manageable — win battles, not the war (i.e., payroll, overhead, vendor partnerships, etc.). Once you have a set of manageable pieces, you can tackle each one individually. You may already know what tools you need to apply or what solutions to avoid because they are not appropriate. Only once you understand the obstacle in its entirety can you determine the best course of action.

Follow Instructions & Routine Process

Without this, you can’t scale. Every Soldier (or Airman) gets the same training so that if something breaks down, you can easily detect it at the highest level. Now, from how we identify sites, to hiring staff, to getting clients in the door — it’s all about keeping those systems dialed in so we can see where we’re successful and where we’re missing opportunities.

Practice Self-Discipline

Veterans bring a sense of resourcefulness, boldness and leadership not seen in employees with civilian backgrounds. They’ve been faced with the challenge of getting a job done without access to the resources that would ideally be available. Veterans also bring to the table a keen ability to be self-disciplined, stick through challenging tasks and see them through to completion.

Understand Leadership is Earned by Working Hard

From basic training to rising in the military ranks, veterans understand the value and payoff of hard work. You learn, you train, you succeed. In basic training, I was given the opportunity to be the Dorm Chief Leader, my first true leadership experience. It was in this role I gained confidence, learned how to earn respect, lead fairly and work together to achieve greatness. The same lessons apply to business. Work hard, gain accolades and opportunities, grow support from your team and they’ll want to perform at their highest level too. It was through this hard work that I was able to go from Dorm Chief Leader in Basic Training to Airman of the Year at Plattsburgh AFB in 1988.

With the right mentality and the right resources, franchise entrepreneurship is absolutely attainable for determined military veterans.

Be sure to do your research and align with a brand you are passionate about — whether that falls in a particular industry or is one that honors and celebrates the military community. When I found Schlotzsky’s, I saw great growth potential. Now, it’s immensely rewarding to see the brand’s commitment to supporting U.S. military members and their families through its Hometown Heart philanthropic platform and partnership with Blue Star Families.

Identify your goals, set a focused strategy and execute — soon, you’ll be well on your way to entrepreneurship.

Cary Albert and his wife Jacquelyn have been franchisees of Schlotzsky’s since 1994. With 26 locations in operation, the Alberts and their impressive team (now 500+ strong) believe the sky is the limit with this brand as they continue to grow their robust multi-brand franchise business portfolio.

Introducing the Veteran Small Business Certification Program

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black businesman holding paperwork wearing red tie gray suit

The U.S. Small Business Administration (SBA) will now handle all veteran-owned small business and service-disabled veteran-owned small business certifications instead of the VA.

The change took place on the first of this year and does not affect businesses that are already certified. The Veteran Small Business Certification Program will be the Agency’s primary vehicle for handling certification for veteran-owned small businesses (VOSBs) and service-disabled veteran-owned small businesses (SDVOSBs) — important classifications that enable those businesses to qualify for sole-source and set-aside federal contracting awards.

“As we celebrate National Veterans Small Business Week, I am proud that the SBA is designing its new Veteran Small Business Certification Program to be the gold standard in customer experience and support to ensure we grow our base of veteran federal contractors,” said Administrator Isabella Casillas Guzman, head of the SBA, “Adding this certification to SBA’s portfolio of capital, bonding and contracting programs will enable us to better serve our veteran entrepreneurs and help them grow their businesses through federal procurement opportunities.”

Administrator Guzman also shared much-anticipated news that she intends to grant a one-time, one-year extension to current veteran-owned small businesses verified by the VA’s Center for Verification and Evaluation (CVE) as of the transfer date.

On that one-year extension, Administrator Guzman added, “Our team is committed to supporting a smooth and seamless transition for our veteran customers and will be providing a one-time, one-year certification extension for VA certified veteran-owned firms, making it as easy as we can for them to continue their entrepreneurial journey.”

“The decision to extend the certification will make a real difference for our nation’s veteran business owners as we move forward with transitioning this certification from the Department of Veterans Affairs,” said Larry Stubblefield, Associate Administrator for the SBA’s Office of Veterans Business Development. “In addition to supporting a smooth transition for currently certified firms, we will be able to focus on certifying new entrants and growing our base of certified firms.”

“We have been working closely with the SBA for a long time supporting the transfer of this certification program to the SBA and are glad to see it come to fruition,” said Chairman Jay Bowen, Veterans Employment and Education Commission at the American Legion. “We know that the veteran community will be well-served by this move and that the SBA will make the transition from the VA as smooth as possible. The announcement of the one-year extension for both veteran and service-disabled veteran small business owners further demonstrate the SBA’s dedication to helping the veteran small business community succeed and thrive.”

“National Veteran Small Business Coalition (NVSBC) is pleased to see veteran certification moving to the SBA and being applied across all the federal government agencies,” said Scott Jensen, executive director at the NVSBC. We applaud the SBA’s leadership in driving a process focused on success and supporting veteran-owned businesses and are excited to see the implementation. We also applaud the Administrator’s decision to extend existing certifications for one year. This decision will provide valuable relief to those already certified during a year of increased demand as other companies pursue the mandatory certification requirement.”

“As a voice for disabled American veterans, we are thrilled to hear of the SBA’s commitment to the veteran community through the new certification program,” said Dan Clare, chief communications and outreach officer at Disabled American Veterans (DAV), a nonprofit charity that provides more than a million veterans and their families support each year by empowering veterans to lead high-quality lives with respect and dignity. “Service-disabled, veteran-owned small businesses (SDVOSBs) will positively benefit from the one-year extension of existing certifications, and for self-certified firms to be able to continue to compete for designated set-asides during the grace period. I am confident that both DAV and the SBA will support SDVOSBs through the transition and certification when the time comes.”

The certification period will extend to four years on a one-time basis for firms verified by VA as of January 1, 2023.

Updates in the new program will include:

  • Firms verified by the VA Center for Verification and Evaluation (CVE) as of January 1, 2023, will be automatically granted certification by SBA for the remainder of the firm’s eligibility period.
  • All firms verified by VA as of the January 1, 2023, transfer date will receive a one-year extension to their eligibility giving veterans an extra year to get recertified under the new SBA system.
  • The extension will allow SBA to process applications from new entrants into the program and grow the base of certified firms.

New applicants certified by SBA after January 1, 2023, will receive the standard three-year certification period.

Along with the recertification extension, the 2021 National Defense Authorization Act grants a one-year grace period for self-certified SDVOSBs until January 1, 2024.

  • During the grace period, businesses have one year to file an application for SDVOSB certification and may continue to rely on their self-certification to compete for non-VA SDVOSB set-asides.
  • Self-certified SDVOSBs that apply before the expiration of the one-year grace period will maintain eligibility until the SBA makes a final eligibility decision.

Beginning January 1, 2024, both veteran and service-disabled veteran small business owners will need to be certified to compete for federal contracting set-asides, unless an application from a self-certified firm is pending an SBA decision.

Source: U.S. Small Business Administration

Leveraging Honor and Respect to Improve Recruitment and Retention

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Larry Broughton in business suit arms folded and smiling

By Larry Broughton

Leaders struggle with securing, maintaining and exporting one product more than any other: respect. This is due in no small part to our current cultural mindset, which is counter industrious.

Our media declares the “little guy,” the marginalized majority, to be the constant victim of tyrannical bosses, teachers, owners and basically anyone else in a leadership role. The modern American distrusts leadership, at best, and resents leadership, at worst. So, how does a leader actually recruit, retain and lead people who consider themselves victims? The answer is found in the core values of honor and respect. Leaders, not employees, are responsible for setting the standard and the pace of the values.

In setting the standard, leaders must recognize and respect the time, energy and effort of those around them. This requires listening, thinking and approaching people as if they are just that — people. Most bad leadership comes from a soured mindset toward followership. Many in management positions have had enough of trying to be kind, supportive and considerate; eventually, they just want results: productivity, plain and simple. The problem with that mindset is evident: people are not cogs in the machines of a leader’s choosing. They are individuals with strengths and weaknesses, good days and bad, dreams and limitations. They cannot be demoted to the level of a cog — that logic is just as faulty as the aforementioned “little guy syndrome.”

Those in management and leadership positions must look at their followers and realize their own job is to optimize their employees’ potential to succeed, not simply fume as they seem to maximize their ability to fail. Many resistant followers have never shared respect with a leader in their lifetime and are not properly equipped to start any time soon. This is the first challenge of leadership: see “employees” as “team members” and draw the potential out of them. Do this by taking the first step. Establishing a standard of respect will not only enable your followers to fulfill their potential, but it will also cause the majority of them to respond in kind.

Regarding pace, leaders have to acknowledge that the process of gaining, sustaining and expanding respect and converting that into a productive and tenured team member is usually lengthy and arduous. To unwrap a pessimistic employee from their cynical cocoon is no small feat. Again, the antidote is simple, free and readily available: respect. It begins at the top and works its way down, not the other way around.

Leadership requires us to control the flow of respect and to drive it into every hour and corner of our organization. Once it does, it breeds a culture of honor, and anyone who enters it will either rise due to its effects or leave quickly. Many leaders will see this step as futile and counterintuitive. “Employees respect me because I am the boss. If they earn my respect, then so be it.” That mindset may have worked well enough in generations past; however, modern followers do not subscribe to this logic, so it simply won’t work today. Respect them first and farthest; then coach them up or coach them out if they do not meet the standard. By taking the first and farthest step, a good leader will completely eliminate excuses and tolerable failures — followers, will either meet the pace of respect set by the leader or find another placement.

Many view leadership as passionless and visionless. They see managers as the ultimate cogs in an even larger machine. To reverse this mindset, leaders must seek to see the value of every team member and offer honor, respect and understanding even before it’s deserved or earned. Some followers will buck this treatment and run — their presence is undesirable anyway. Some will respond almost instantly with loyalty and trust — these people were most likely conditioned for work by whoever reared them and will make excellent team members. Most will come around slowly but treat their leaders more fairly because they recognize the goodwill the leader has extended them first. This style of leadership does require considerable effort at first; nevertheless, working smarter and accomplishing more is certainly preferable to leading a group of maligned, untrusting misfits to merely adequate performance.

Now, take rapid action and go do something significant today.

Larry Broughton is a former U.S. Army Green Beret, best-selling author, award-winning entrepreneur, keynote speaker and leadership mentor. TheLarryBroughton.com

Photo credit: Westover Photography

The “Stable Job” Myth

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veteran standing outside convention center wearing a suit carrying a briefcase

By Paul Peng

We all want predictability and stability in our lives; who doesn’t? The sad truth is that we are not living in the post-boom period of World War II, where individuals can work in the same job for 40 years and then retire with a company-sponsored pension and a Rolex.

In our modern-day environment, we live in a fast-paced society where corporate job security is a thing of the past. There is no such thing as a “stable job” in corporate America; here’s why.

Placing Your Faith in Your Employer

Let’s get something straight right out of the gate. Businesses are just that, businesses. They are run by people that must juggle all the complexities of the entrepreneurial machine and the mistakes (sometimes massive ones) that the owners and C-suite executives can make. You may have done nothing wrong but may be laid off out of necessity due to poor decision(s) made by your employer. Remember that the number one goal is the survival of the company, not the people that work for them.

Tenure Doesn’t Mean What It Used To

Tenure in corporate America is essentially dead. Why? Tenured employees are usually the highest paid, and during recessions, employers start asking if the salary they are paying these tenured employees is worth it. Are these employees still providing good value for the money they are being paid? Or can I bring in a younger, higher-energy but perhaps an inexperienced person with half the salary and train them up? According to an article published by Indeed in February of 2021, one of the most common tenure traps is performance complacency, meaning you do just enough to get by, and the quality of your work diminishes. So, reinventing yourself or being consistently engaged with the company’s goals will help you get away from the chopping block.

Job Insecurity

We have all been there. If your company is acquired by another, depending on your position, your role (especially in mid to upper management) may be eliminated as new companies generally like to bring on their own people. Or perhaps your boss with whom you have a good working relationship leaves, thus taking away any protection you had, leaving you vulnerable to a new boss. Don’t you just love office politics?

Adapt or Die

In the era of employment fluidity, our natural ability to respond to our changing environment allows us to succeed. You must be aware of making the necessary adjustments. Start with the mindset that you are a free agent. By promoting yourself and making yourself more valuable to your employer and potential future opportunities, you may find yourself in a better position with a higher salary. Another tip is to become an expert in the next wave of technology. As we continue to evolve as a civilization, staying current with the latest technology trends can only help you.

So, get after it!

Tips for Transitioning to a Fulfilling Civilian Career

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Todd Stiles talking with soldiers next to semi truck

By Todd Skiles

My service in the military was rewarding and invaluable to my development not only as a professional but as a man and an American. It gave me life lessons, a support system and an inner strength that few experiences could replicate.

Returning from active duty can feel a bit like starting back at square one. But if you understand how your time in the military sets you ahead of the pack, you can go from strength to strength in your transition to civilian life. In the corporate world, veterans have the skills that are needed across different fields and industries.

When I first stepped into a management trainee role with Ryder System, Inc., I never expected it would evolve into a successful career in logistics and transportation solutions spanning decades at the company. Over the years, I’ve learned tips and strategies that I believe each transitioning serviceman or -woman can use to set them on the path to success.

Plans are useless, but planning is indispensable

No plan survives first contact with the enemy. But in civilian life, no plan survives the opportunities and challenges of finding a job, a house, a car or obtaining further education. That’s why preparation — learning about your options and taking stock of your military career — can position you to handle whatever life throws at you.

Before you even begin to think about signing your discharge papers, you should familiarize yourself with the vast array of resources for transitioning servicemen and -women. One example is the Transition Assistance Program the Department of Veterans Affairs offers. Your post-military support system is extensive. From the Hiring Our Heroes Corporate Fellowship Program to the hundreds of private sector initiatives that recruit and train veterans to the totality of your VA education and training benefits, understanding your unique opportunities is the first step toward success.

Ryder’s Pathway Home program is another great example: The 12-week technician training course gives participating soldiers hands-on diesel technician training during their final days of service. Service members who complete the program are offered employment.

Next, you should take the time to lay out everything you’ve accomplished in your service career — basic training, any courses and certificates, your awards or recognition, plus any deployments or missions you’ve been a part of. It may be helpful to put each experience on its own notecard. On the back, write the names of commanders or teammates you worked alongside, their contact information and a list of the skills or qualities you demonstrated in that experience.

Taking stock of your service career can help you determine your strengths, weaknesses, interests and skills. It may also help you understand where you can provide unique value in the civilian workforce. Most importantly, it may help you tell your story to prospective employers. Watch how quickly your cover letters write themselves!

Know your worth and your values

As you begin your job search, do not underestimate the qualities you convey through your military service. Even values as fundamental as honor and trustworthiness can be worth their weight in gold to prospective employers. In my role in sales and solutions, for instance, my military service translated to confidence in my ability to engage with people honestly, in good faith and with my full commitment to their success.

With sought-after attributes like loyalty, dependability, leadership, teamwork, attention to deadlines and detail, and the ability to make critical decisions under pressure, employers recognize that veterans are an immense asset to their teams. And for veterans, I also think it’s essential to search for and find the right culture that values the same things we value.

My military training served as a springboard in my development as a leader, enabling me to rise through sales and sales leadership positions within Ryder over the past 34 years. Today, I report directly to the president of our division and our chief sales officer with sales goals of just under half a billion dollars and a team of 100 sales professionals and support staff in three countries.

The key is understanding your unique value and the tangible and intangible skills you can leverage in the next phase of your life. That’s why I always urge veterans to think outside the borders of their military occupational specialty (MOS) beyond their direct experience and help their prospective employer understand their immeasurable worth as part of their team.

The only easy day was yesterday

Taking that first job, that first class, that first mentorship opportunity after your service can be daunting. Will the opportunity meet your expectations? Will people relate to you?

The unity and camaraderie of military service do not have to end when you step into civilian life: I encourage you to seek out opportunities where you can have a shared sense of purpose with your team and your employer. Many companies have veterans-only resource groups, trainee classes, as well as group chats and Slack channels where you can ask questions and get advice. Ryder, for instance, has a Veteran Buddy program that pairs veterans already employed at the company with new veteran hires. This adds a layer of support that can help ease the onboarding process and transition to civilian life.

When I was 26 and serving in Desert Storm as a company commander in a war zone, I was ordered to pull together resources from all five units in my battalion and lead a convoy of over 200 transportation assets through Iraq. Although I look more like a PowerPoint Ranger these days, traveling between warehouses, customer locations and Ryder logistics centers, my fundamental mission to serve people hasn’t wavered. You may find that you, too, can carry that purpose into civilian life.

Todd Skiles is the Senior Vice President of Sales for Supply Chain Solutions (SCS) and Dedicated Transportation Solutions (DTS) at Ryder System, Inc., focused on matching Ryder’s solutions with the real and vital needs of customers. Todd is responsible for overseeing the sales and solutions team for SCS and DTS. Under his leadership, sales revenue has grown by more than 130% and sales productivity has doubled.

OPERATION H.I.T.–Heroes in Transition

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operation hit logo with eagle and flag

There are thousands of people leaving active duty every month, and those people are looking for a new career that allows them to fulfill their own purpose.

The Data Center industry is projecting a shortage of over 250,000 professionals by 2025.

The MISSION of Operation HIT is to bring the transitioning veterans that are looking for a new purpose together with the data center companies that have demands for selfless leaders to contribute to culture and execution.

When we can align talented veterans with businesses that see their value, we can solve the threat of labor shortages in the data center industry while simultaneously reducing the suicide rate among veterans by giving them meaningful careers that have significance and purpose.

 

 

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