So what can be done to have more veterans Hired in the Civilian workforce?

Here's a little something I read one time that all the civilian companies should read and heed:

Hiring MBAs? You Should Be Looking at NCOs

This article is by Col. David Sutherland (Ret.), who commanded a combat brigade in Iraq, has served as special assistant to the chairman of the Joint Chiefs of Staff,

and is co-founder and chairman of Dixon Center for Military and Veterans Community Services, an enterprise of Easter Seals .

When I speak to corporate leaders I explain that the difference between a master sergeant and an MBA is that the master sergeant has been doing it for 20 years.

Companies that hire MBAs planned to take on an average of 14.6 of them in 2013, up from 11.4 in 2012, according to a Graduate Management Admission Council survey of

corporate recruiters. But why do consulting firms, financial service corporations, and energy giants look to hire more than 100,000 newly-minted MBAs when more than

1,000 soldiers leave the military every day and bring as good, if not better, skills to the table?

The GMAC survey said that U.S.-based companies planning to hire MBAs are focused on both growth and efficiency.  But you won’t find anyone more qualified and with more experience than a non-commissioned officer. These are senior enlisted personnel, truly the backbone of the U.S. military, including master sergeants and chief petty

officers, and they typically have a minimum of eight years of experience under their belt. NCOs know how to problem-solve, under deadlines and often in the throes of

crises. They have managed large teams of varying ages and skills while ensuring that multi-million dollar equipment stays in fighting order.

Here’s what NCOs bring to a business through hard-fought experience:

• As an extension of senior leaders, they ensure that the job gets done. An NCO ensures that the officer’s commands are carried out correctly.  My brigade command

sergeant major in Iraq, Don Felt, expanded my decision-making ability and command in the field.  He got the job done before he was ever told to do so.

• They are a vital link between top leadership and the factory floor. Regardless of the commander’s physical location, the NCO makes sure work is done to the standards

prescribed and that resources are available. A master sergeant holds responsibility for thousands of people and serves as an essential mentor. How many recently

graduated MBAs can say as much?

• They ensure a solutions-driven approach. The NCO serves as a senior adviser to the commander, determining the causes of the obstacles between the present problem and

the desired outcome. The NCO then comes up with the solution to achieve the desired result. I have witnessed NCOs in Iraq and Afghanistan, including the sergeant for

whom my nonprofit is named, uncovering intelligence and taking action to protect the force. Often this means putting themselves at risk, saving another’s life while

giving their own. What other employee in the world guarantees their job with their life? And what CEO wouldn’t prize a manager with such critical thinking and loyalty?

• They provide feedback that translates into opportunities. The dreaded annual performance review in the private sector is an everyday responsibility for an NCO, who

is responsible for developing subordinates to take his or her place on the battlefield. NCOs are the ones who develop the bench of future on-the-ground leaders.

• They are motivated by incentives beyond money and instill the same motivation in others. In both the private sector and in the Army, gone are the days of bonuses or

performance-based compensation. What, then, motivates a person to show up for work? In the military, it’s a commitment to the team and a loyalty that has been

ingrained in the organization by the NCO. Regardless of the means, the NCO knows how to boost morale beyond monetary compensation.

 The Army NCO creed begins with the line, “No one is more professional than I.” It’s not just talk. It’s living. To all hiring managers considering an MBA, I ask that

you consider an NCO. Don’t fall into the trap of tossing aside a résumé because the service member lacks the pedigree of an MBA. There is a powerful case for hiring

NCOs.  And there is no better day to start than today.

Even though this was written by an Army Col. - it's message spans all service branches.  The civilian business community as a whole (especially if there are military vets already in their ranks) needs to read this with an open mind and let the words of wisdom sink in.  Degree's are a necessity for medical or nuclear fields, but  a majority of other career fields 'experience' would be worth it's weight in gold compared to a degree that looses it worth after a few years unless the knowledge is constantly updated.  

I think the fastest and most efficient way is to get vets in the business of HR. While I'm not advocating that someone simply hire vets over civilians because they are vets, they can also make sure that the vet gets a fair shake.

As to the schools, military vs civilian, it goes both ways. I mentioned in an earlier thread about transitioning out that this was going to be a problem. I graduated from a votech school as a mechanic. The Army didn't recognize my schooling and sent me to their school anyway. Likewise when I got out, the civilian world didn't recognize the Army schools or even relate my experience. It does need to be addressed, I agree.

Maybe the military could work with the civilian sector to try and standardize the basic curriculum for, say cooks, mechanics and electronics.

The only other way for vets to get hired, is for vets to start businesses and make it a point to hire vets.