Tag Archives: military-civilian gap

How to Mine Veterans to Find the Best Employees

2 Problems Solved by Hiring Military People

3 minutes to read

(NOTE: This is part of a series of articles for civilians who want to help veterans transition better. If you’re current or former military, pass this on to a civilian friend.)

Unemployment is at its lowest rate in ten years. So you’d think it would be easy to find a job. Yet veterans and civilians struggle despite 7.1 million openings. What gives? Many business owners, economists, and government officials agree a skills gap hampers hiring. Economist James Bessen wrote the most lucid explanation I’ve found. He identifies two problems: 1. Finding people with certain specific skill sets and 2. Recruiting employees who can adapt their skills at the pace of industry change. Both describe military people.

How to Mine Veterans to Find the Best Employees

The Military Trains in Adaptability

Take the second issue first. Have you seen the movie, Heartbreak Ridge? Clint Eastwood inculcates his Marines with the ethos of “Improvise, Adapt, Overcome.” The Marine Corps embeds these values in its people.

I saw it in action when my air wing deployed. Marine Fighter Attack Squadron 323, the legendary Death Rattlers, had some of the oldest fighter jets in the fleet. Yet ingenuity and tenacity maintaining their planes kept them flying as much as those of squadrons with much newer equipment.

And I’ve seen Soldiers, Sailors, and Airmen as resourceful as Marines. With today’s undermanned units and equipment older than maintenance crews, you have to be creative to get the job done.

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Veterans don't think to mention this skill. It’s so much a part of them it would be like saying they know how to breathe. And you don't see it in information on veterans, such as this summary by the VA. Not every veteran has it in equal amounts. But if you ask about their experience, you’ll soon find the level of their adaptability.

The Basics of Military Personnel Structure

With resourcefulness a given, you need to find military people with specific skill sets you need. Here’s the challenge. Many veterans don't know how to translate their military training and experience into language civilians understand. But if you make a small investment in learning the military personnel system, you can use terminology they know.

Consider that veterans have little or no experience finding a civilian job. They don't know the process, language, or how to market themselves. The people who train them in such skills mean well. But they don't have much job-hunting experience either.

If you have a growing business, you need to expand your workforce on a regular basis. So it makes sense to have one or two people at your company learn the military personnel structure. Then they can find quality employees with your required skills sets among the many resourceful veterans looking for work.

I’ll explain the basic structure here. Then, over the next few weeks, I’ll deal with:

  • How pay grade relates to education, experience, and leadership ability.
  • Military job codes and how you can use them to unearth the skills you need.
  • Questions you can ask veterans to help them uncover their true abilities.

There are three categories of personnel or pay grades in the military:

Enlisted people (E1 through E9 pay grades). Technical skill and leadership ability increase with pay grade. They break down into three groups, though variations exist among the service branches:

  1. Junior Enlisted (E1 through E3). Rank and file employees, such as technicians, mechanics, and analysts.
  2. Non-Commissioned Officers - NCOs (E4 through E6). High skills level and first level supervision, such as team leaders.
  3. Senior or Staff Non-Commissioned Officers - SNCOs (E7 through E9). Skill mastery and leadership from managers to lower level C-Suite capability.

Warrant Officers (W1 through W5 pay grades). Combine the expertise and training ability of SNCOs with the operational leadership of commissioned officers.

Commissioned Officers (O1 through O10 pay grades). Leadership ability and command authority increase with pay grade. They break down into two broad categories and three levels. The categories are:

  1. Line Officers. Exercise command authority.
  2. Staff officers. Professionals, such as lawyers, doctors, and chaplains who advise commanders.

The three levels are:

  1. Junior Officers (O1 through O3). Tactical and small unit leadership, equal to mid level management to lower level C-Suite.
  2. Senior Officers (O4 through O6). Operational and administrative unit leadership, equal to mid to senior C-Suite level.
  3. General and Flag Officers (O7 through O10). Generals and admirals who form the uniformed senior leadership of each service branch. Equal to senior C-Suite executives and directors.

Like with any organization, abilities vary based on the individual. But with this basic structure in mind, you can begin to target the skill and leadership level you need.

What is the biggest hiring problem you face?

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How to Be More Influential with Civilians

Have You Transitioned from a Military to Civilian Communication Style?

2 minutes to read

Parsha [Passage of Scripture] Nugget [Precious Idea] Pinchas – Numbers 25:10-30:1

Confronting a problem head-on seems to provide the fastest solution. In a military staff meeting, a candid airing of views appears to ensure the best ideas get presented. But as infantrymen know, a frontal assault often leads to defeat. Have you ever had the same thing happen outside of combat? You have the facts and logic on your side. You bang away, head-on. Yet in the end, you lose…

How to Be More Influential with Civilians

Style and Substance When Influencing People

We come from an environment where collar devices communicate the pecking order. But have you been at a command where the civilian secretary wields enormous authority by having been there so long? In the civilian world, you have titles. But they can be deceiving. Often you don't know who holds the power. Until you pinpoint the sources of authority, you’ll lose the argument.

As well, sometimes a meeting only formalizes decisions reach during the preceding days or weeks. To gain your objective, spend time socializing your ideas beforehand. Seek agreement on smaller points even if the person won't consent to advocate your idea. Do this a few times and you’ll figure out who has power.

Figuring out the best way to exert influence has bedeviled humanity for millennia. Contrast rebel Korach with Zelophehad’s daughters in Parshas Pinchas:

Why should the name of our father be removed from among his family because he had no son? (Numbers/Bamidbar 27:4)

Mahlah, Noa, Hoglah, Milcah, and Tirzah had no brother. As such, under the current laws of inheritance, they would not receive a portion of the Land of Israel. This seemed to fly in the face of what they knew about G-d: He loves men and women equally. Yet, they saw the failure of Korach’s frontal assault on Moses’s and Aaron’s leadership role. (See this post for more about Korach and his allies.)

Zelophehad’s daughters needed a more sophisticated approach to winning their point. They had clarity about their goal – inherit the land their father would have received if he had lived. But, they couldn't claim to be innocents. Their father had died because of a serious sin. They knew it could mean the forfeiture of rights to the land.

So, they began by acknowledging their father’s sin. Next, they noted he was not a conspirator along with Korach. Rather, he committed an individual sin. This implied that since everyone sins, his treatment shouldn’t differ. Then, they chose not to decry their fate. Instead, they asked a question that compelled Moses to realize the injustice of the current plan. They ended by making their appeal.

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How can you use this process in private sector organizations?

6 Steps to Greater Influence in Civilian Life

Let’s examine the six aspects of Zelophehad’s daughters’ process:

  1. Have a clear objective. Know what you want to accomplish and why.
  2. Uncover the merits and deficiencies of your case. The benefits may be clear. But people who oppose you will focus on the negatives. Better to figure them out in advance.
  3. Acknowledge the weak points. Disarm your opponents with preemptive action. No objective has only good points. You make a stronger case when you admit its weaknesses.
  4. Give a rationale for discounting them. Make the case for ignoring the weak points of your case. If you can’t dismiss them, at least diminish their impact.
  5. Use questions that guide people to agree with you. When you help people discover, on their own, the merits of your idea they're more likely to agree with you. Lead with questions that help them reach your conclusions.
  6. State your objective. Having laid the ground for agreement, disclose your goal. If the person rejects it, go back to steps 4 and 5. Work back through why they should ignore the cons and how they embraced the pros.

The blunt style of military decision-making won't fly in most private sector organizations. Use this process. It will help get your ideas excepted, giving you greater success in civilian life.

What prevents you from having work you’ll enjoy?

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