Recently, the Army advertising campaign included some commercials where the new supervisor condescendingly asks if the newly hired veteran has seen anything as amazing and fascinating as the company’s new project. The next scene shows action shot after action shot, with the soldier in charge, doing incredible things with incredible technology. After that scene, it’s back to the job. The soldier, keeping his secret to himself nods appreciatively and says “oh, yeah.”
That is just about the attitude in most civilian workplaces, where veterans who practically have computer programming degrees are asked if they know what a computer is, aircraft maintenance experts are asked if they have ever seen a jet engine broken down, and commanders are asked if they know how to type.
The disconnect between civilian industry and the military is vast. In many cases, the soldier’s military job description and career accomplishments are so specific to military applications that it cannot be translated into civilian equivalents. Or, the level of authority and responsibility is so high in relation to the soldier’s age, that civilian corporations and businesses cannot accept the factual nature of the resume.
One drawback to making the transition to civilian life is that most management and other job offers are at the entry level. These entry level jobs are do far below the veteran’s skill level and responsibility level, that they, and the attitudes of others can seem quite humiliating. The military veteran, however, is so well trained and has such a maturity and work discipline that advancement can occur far more rapidly than for his or her entry level civilian counterparts. So, the brief period of entry level work pays off in much more rapid advancement, and far more broad job opportunities at a large firm.
It can be dismaying to know that most American civilians have no idea what military life and experience is about, and it can take a while to lose the spit and polish.There can be discomfort and resentment when too much respect and attention is given to the newcomer.
Long time employees can become jealous about the bright, sharp new employee who is making such a good impression. It is just a part of the civilian meritocracy as it applies to recognition and promotion opportunities in civilian corporations. Many American workers believe in the Union model, where time on the job can count far more than individual effort and performance. In the military, promotion is almost directly tied to individual effort and performance, with a few subjective exceptions.
There is a distinct weakness, or even absence of orientation to a higher overall mission, and of formal, established teamwork goals in the civilian corporation. In some cases, teamwork might be replaced by some forms of departmental group loyalty, clique behavior or other informal ways that people group together. And the overall corporate mission is frequently impossible to relate to one’s particular job or project.
There may be periodic corporate films or speeches, but the content of those internal public relations programs can be amazingly difficult to relate to an individual or departmental function. The best corporate internal p.r. programs will highlight an actual department or individual in a monthly film or documentary, and relate the individual or department’s work to the overall corporate mission.
Veterans who have been in frequent combat or high stress operational functions may find it difficult to relate to life without chaos or the requirement to meet pressing and critical needs with little or notice. Even for veterans who were not exposed to combat, the idea of endless periods without great excitement and enormous challenge can be depressing or disappointing to the former soldier who had some daily reminder or another of being part of a great and historic endeavor.
Then, there is the idea of working for supervisors who may be younger, less experienced and less educated than the transitioning veteran. Civilian supervisors may not be as impressive, mature, responsible, professional, or even competent as the worst boss in the military. This can be the source of instant dissatisfaction with the job.
Finally, with no easy references to a persons name, position, and title. It can be disconcerting for a newly hired soldier to find out that the corporate Vice President, or equivalent to a Colonel, was the nice person (or the jerk) in the coffee room. A benefit, however, is that no particular deference, salutes, or other acknowledgment of others status is required, either.
The transition from military to civilian work can be a rapid and trying change in life. It is common for veterans to suffer from depression, disappointment of expectations, and problems with relating to co workers. Some veterans actually return to the military, leave work to go into independent business, or go to school before trying to work in the civilian world.
But many, if not most, make the transition and go on to have second careers after military retirement, or work their way up to retirement from their post military civilian jobs.
