Many veterans turn to counselling to move from battlefield to boardroom

Think your language skills are top notch? Try speaking “corporate” – a
language so specialized and full of jargon that most industries and
large companies possess their own, specific dialects.

For those making the transition into a new career or industry, mastering corporate-speak can feel be daunting, as
they sweat to express how your previous life prepared you to “navigate
matrixes,” “ramp up productivity” and successfully “ideate” on complex
issues. It’s enough to drive a language lover mad.

Veterans who want to make the move into corporate roles face an additional challenge: that of translating into
corporate language the business value of their experience. Compounding that obstacle are the many misconceptions that abound in the corporate
world about the value of military experience.

This is not a new challenge. Every year, more than 5,000 Canadian Armed Forces members are released by the
military and 25 per cent report having difficulty adjusting to civilian life,  a big part of which includes landing new work opportunities. 


Unfortunately, many Canadian companies make little effort to recruit or accommodate veterans. According to a 2013 study by the Veterans
Transition Advisory Council, 35 per cent of Canadian employers don’t seek out military veterans and the majority have no plans to make hiring veterans a priority.

To help with translating military training into corporate experience, the Canadian Education and Research
Institute for Counselling, along with Canada Company, a military employment support group, launched a guide in late January called Military to Civilian Employment: A Career Practitioner’s Guide.

While unlikely to make it on any management book bestseller list, the guide dispels many misconceptions
hiring managers may have about the military, while providing veterans with the appropriate language to convey their experiences. To that end,
it demonstrates how specific military roles draw on similar skills as those outside the military. An artillery soldier and a computer network
operator, for instance, must each work as part of a team to integrate information for a specific objective.

Angela Mondou, president of Canada Company, said that in many ways, not much has changed since she moved
from a war zone to the front lines of Corporate Canada about 20 years ago.

While in the military, Ms. Mondou was responsible for coming up with a plan to move troops from Germany into
the former Yugoslavia. That meant leading a multinational team that included Croatians, Norwegians and Swedes. Yet, taking that global
experience to the business world and finding employment – especially before widespread Internet usage – felt daunting, she said.

It took a lot of work before Ms. Mondou was able to translate her experience to global supply change management.
While she managed to find a lateral role relatively quickly, the onus was on her to explain exactly how her skills could be applied in the
business world.

“We still have a lot of work to do in terms of working with the business world to better communicate to their
hiring mangers what this talent pool is all about,” Ms. Mondou said. “Transition programming is still a very new space in Canada. The
Americans have been at this a lot longer than us,” she added.

Dwayne Cormier, director of transition services at Canada Company, said the new guide is vital to clearing up
misconceptions or stereotypes about men and women in the military. Veterans, he explained, have completed “the most collaborative
leadership training program” available and possess skills that are highly transferable.


“They are adaptable, flexible, incredible leaders, planners and strategic thinkers,” Mr. Cormier said. Contrary to
popular opinion, they do not possess a “top-down, drop-and-give-me-20” mentality.

Melissa Martin, a military-to-civilian career coach in Kingston, hopes the guide will clear up the disconnect she sees
between the traits companies say are looking for and those people they
hire. She said that veterans often demonstrate loyalty, leadership and a
strong work ethic – traits that most companies say they want.

Military members are groomed for leadership roles throughout their military career, often faster than
civilians,” Ms. Martin observed, explaining that it is common for a Canadian Forces member to have managed personnel as well as a sizeable
Department of National Defence budget, giving them an advantage over their civ ilian peers.

She hopes the guide will “demystify” military lingo by providing a military-to-civilian job
translator. This in turn will help to alleviate what she terms “credentialism,” where civilian employers refuse or are unable to
recognize the credentials or professional development of Canadian  Forces members.

Guides such as this are vital, since there are already so many obstacles that veterans encounter when
they seek to assimilate into civilian life, said Ms. Martin, who is also a military spouse and former Officer Cadet in the navy. Some of these
obstacles include the process of psychologically “removing their uniform” and adapting to what is essentially a completely new culture.

“They are a modest lot and are not innately equipped with the tools to boost their brand or self worth to a
potential employer,” she observed.

Special to The Globe and Mail

Published Friday, Feb. 19, 2016 5:00PM EST

http://www.theglobeandmail.com/report-on-business/...





0








0














0



AA



Think your language skills are top notch?
Try speaking “corporate” – a language so specialized and full of jargon
that most industries and large companies possess their own, specific
dialects.

For those making the transition into a new
career or industry, mastering corporate-speak can feel be daunting, as
they sweat to express how your previous life prepared you to “navigate
matrixes,” “ramp up productivity” and successfully “ideate” on complex
issues. It’s enough to drive a language lover mad.

Veterans who want to make the move into
corporate roles face an additional challenge: that of translating into
corporate language the business value of their experience. Compounding
that obstacle are the many misconceptions that abound in the corporate
world about the value of military experience.

This is not a new challenge. Every year,
more than 5,000 Canadian Armed Forces members are released by the
military and 25 per cent report having difficulty adjusting to civilian life,
a big part of which includes landing new work opportunities.
Unfortunately, many Canadian companies make little effort to recruit or
accommodate veterans. According to a 2013 study by the Veterans
Transition Advisory Council, 35 per cent of Canadian employers don’t seek out military veterans and the majority have no plans to make hiring veterans a priority.

To help with translating military training
into corporate experience, the Canadian Education and Research
Institute for Counselling, along with Canada Company, a military
employment support group, launched a guide in late January called Military to Civilian Employment: A Career Practitioner’s Guide.

While unlikely to make it on any
management book bestseller list, the guide dispels many misconceptions
hiring managers may have about the military, while providing veterans
with the appropriate language to convey their experiences. To that end,
it demonstrates how specific military roles draw on similar skills as
those outside the military. An artillery soldier and a computer network
operator, for instance, must each work as part of a team to integrate
information for a specific objective.

Angela Mondou, president of Canada
Company, said that in many ways, not much has changed since she moved
from a war zone to the front lines of Corporate Canada about 20 years
ago.

While in the military, Ms. Mondou was
responsible for coming up with a plan to move troops from Germany into
the former Yugoslavia. That meant leading a multinational team that
included Croatians, Norwegians and Swedes. Yet, taking that global
experience to the business world and finding employment – especially
before widespread Internet usage – felt daunting, she said.

It took a lot of work before Ms. Mondou
was able to translate her experience to global supply change management.
While she managed to find a lateral role relatively quickly, the onus
was on her to explain exactly how her skills could be applied in the
business world.

“We still have a lot of work to do in
terms of working with the business world to better communicate to their
hiring mangers what this talent pool is all about,” Ms. Mondou said.
“Transition programming is still a very new space in Canada. The
Americans have been at this a lot longer than us,” she added.

Dwayne Cormier, director of transition
services at Canada Company, said the new guide is vital to clearing up
misconceptions or stereotypes about men and women in the military.
Veterans, he explained, have completed “the most collaborative
leadership training program” available and possess skills that are
highly transferable.

“They are adaptable, flexible, incredible
leaders, planners and strategic thinkers,” Mr. Cormier said. Contrary to
popular opinion, they do not possess a “top-down, drop-and-give-me-20”
mentality.

Melissa Martin, a military-to-civilian career coach
in Kingston, hopes the guide will clear up the disconnect she sees
between the traits companies say are looking for and those people they
hire. She said that veterans often demonstrate loyalty, leadership and a
strong work ethic – traits that most companies say they want.

“Military members are groomed for
leadership roles throughout their military career, often faster than
civilians,” Ms. Martin observed, explaining that it is common for a
Canadian Forces member to have managed personnel as well as a sizeable
Department of National Defence budget, giving them an advantage over
their civilian peers.

She hopes the guide will “demystify”
military lingo by providing a military-to-civilian job translator. This
in turn will help to alleviate what she terms “credentialism,” where
civilian employers refuse or are unable to recognize the credentials or
professional development of Canadian Forces members.

Guides such as this are vital, since there
are already so many obstacles that veterans encounter when they seek to
assimilate into civilian life, said Ms. Martin, who is also a military
spouse and former Officer Cadet in the navy. Some of these obstacles
include the process of psychologically “removing their uniform” and
adapting to what is essentially a completely new culture.

“They are a modest lot and are not
innately equipped with the tools to boost their brand or self worth to a
potential employer,” she observed.

Leah Eichler is founder and CEO of r/ally, a machine-learning, human capital search engine for enterprises.









← Previous Post
Next Post →

Comments
&
Responses








Leave
a
Reply
You must be logged in to post a comment.






















Name:
E-mail:


























October 2016


M
T
W
T
F
S
S





« Jun











1
2



3
4
5
6
7
8
9



10
11
12
13
14
15
16



17
18
19
20
21
22
23



24
25
26
27
28
29
30



31

0 0
Feed