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Talent Management and Its Relationship to Successful Veteran Transition Into the Civilian Workplace: Practical Integration Strategies for the HRD Professional

机译：人才管理及其与退伍军人成功过渡到平民工作场所的关系：HRD专业人员的实用整合策略

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摘要

The Problem. Historical trends reveal that after protracted armed conflict, the U.S. Military has experienced troop reductions (Shanker & Cooper, 2014). Over 200,000 service members from the recent wars in Iraq and Afghanistan have left active duty each year since 2014. For veterans who successfully navigate the hiring process, transitioning into a civilian workplace may prove daunting (Minnis & Wang, 2011), particularly regarding retention. Some studies reveal that nearly half of newly hired veterans left their first post-military job within the first year of hire (Maury, Stone, & Roseman, 2014). The Solution. This article explored strategic talent management planning considerations and their relationship to military-to-private sector transition processes, from the perspective of the organization and veterans who made successful transitions. Through the utilization of a conceptual framework focused on integrated processes across organizational levels, we suggest that human resource development (HRD) practitioners can effectively integrate veterans into the workplace and assist organizations with maintaining optimally performing workforces by identifying strategic relationships between veteran transition processes and organizational talent management objectives. The Stakeholders. Through the use of a framework, HRD practitioners enhance their ability to assist organizations in attracting, developing, and retaining veteran talent using a systematic approach.
机译：问题。历史趋势表明，在旷日持久的武装冲突之后，美国军方的部队人数有所减少（Shanker＆Cooper，2014）。自2014年以来，每年有200,000名来自最近伊拉克和阿富汗战争的服务人员退役。对于成功完成招聘流程的退伍军人，过渡到民用工作场所可能会令人生畏（Minnis＆Wang，2011）。一些研究表明，将近一半的新入伍的退伍军人在入伍的第一年内就离开了军人的第一份工作（Maury，Stone和Roseman，2014年）。解决方案。本文从成功过渡的组织和退伍军人的角度探讨了战略人才管理规划考虑因素及其与军事到私有部门过渡过程的关系。通过利用专注于跨组织级别的集成过程的概念框架，我们建议人力资源开发（HRD）从业人员可以通过确定退伍军人过渡过程与组织之间的战略关系，将退伍军人有效地整合到工作场所中，并帮助组织保持最佳绩效的劳动力人才管理目标。利益相关者。通过使用框架，人力资源开发从业人员通过系统的方法增强了协助组织吸引，发展和保留资深人才的能力。

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