Understanding the Real Challenges in Veteran Hiring
By Dr. Chambala Roach
As a Program Manager of Military Affairs and a U.S. Army veteran, I have witnessed countless conversations about veteran employment, with a common question being asked: Why aren’t organizations hiring veterans? But after working directly with transitioning service members and the organizations that employ them, I have come to realize we are asking the wrong question entirely.
The real issue is not whether veterans as a group are being hired; statistics show many are finding employment. In August 2025, the veteran unemployment rate was 3.1 percent, lower than the 4.2 percent rate for non-veterans, demonstrating that veterans are securing jobs at higher rates than their civilian counterparts. Yet this statistical success makes the concern for struggling individual veterans more valid and troubling. The more profound issue lies with those veterans who find themselves unable to secure opportunities and are unsure why.
Each rejection, each unanswered application, and each interview that does not lead to an offer compounds into a personal narrative of exclusion that feels increasingly isolating when surrounded by positive employment data.
Understanding Different Starting Points
There is a powerful illustration that perfectly captures the veteran transition experience: three people of different heights trying to see over a fence. The shortest person cannot see over the fence, and from their perspective, no one is getting the opportunity because they have not gotten theirs yet.
This metaphor beautifully illustrates the veteran employment landscape. Each service member begins their transition from a different vantage point, shaped by their military occupation, education level, geographic location, personal circumstances, and countless other factors. Some veterans can see over the employment “fence” immediately upon transition. Others may need a slight boost, such as resume assistance or interview coaching. Still others require different resources entirely, like additional education, technical certifications, or geographic relocation. And some may need to find a completely different vantage point to find success.
The challenge with current veteran employment initiatives is that they often assume all veterans face the same barriers. While well-intentioned, this approach can leave many service members without the specific support they need.
Moving Beyond Surface-Level Support
True equity in veteran hiring requires moving beyond generic “veteran-friendly” policies and toward individualized support that meets veterans where they are. This means:
- Understanding Individual Needs: Not every veteran needs the same level of support. Some may require extensive career counseling and skill translation, while others might just need introductions to the right hiring managers.
- Recognizing Diverse Backgrounds: The military is not a monolith. A cybersecurity specialist transitioning from the Air Force has different needs than an infantry soldier from the Army. Support systems should reflect this diversity.
- Addressing Systemic Barriers: We must also examine and address the organizational barriers that prevent qualified veterans from being hired. Some service members may have the right experience but desire to pivot industries—placement alone is not enough if their goals differ.
The Entry-Level Trap: Why Experience Matters More Than Titles
One of the most significant barriers veterans face isn’t just getting hired; it’s being hired at the right level. Too many organizations default to placing veterans in entry-level positions, regardless of their military experience or leadership background. This approach wastes talent and creates a retention crisis that costs organizations more than the initial hiring investment.
When a veteran who managed multimillion-dollar operations is placed in a basic coordinator role, engagement drops, retention plummets, and organizations lose leaders before they have a chance to rise.
The reality is that many veterans possess experience that exceeds that of their civilian supervisors. A 25-year-old former military officer may have more leadership experience than a 35-year-old civilian manager. The difference is not capability—it’s translation and culture.
The Learning Curve Advantage
Forward-thinking employers understand that veterans are fast learners when it comes to systems, processes, and organizational culture. They have spent their careers adapting to new environments, learning complex procedures quickly, and integrating into established hierarchies. The learning curve for company-specific systems and corporate culture is remarkably short for most veterans.
What takes months for other new hires often takes weeks for veterans. They are used to being thrown into new situations and performing immediately, following procedures while also knowing when to innovate within them.
The Retention Connection
The link between appropriate level hiring and retention cannot be overstated. When organizations hire veterans into roles that match their experience and capabilities, retention rates soar. Veterans who feel valued and recognized for their expertise are more likely to stay long-term, grow with the company, and become advocates for veteran hiring.
Conversely, underemployed veterans often become flight risks within their first year. They may accept a position out of necessity, but they are also looking for organizations that will recognize their actual value. This creates a costly cycle of turnover that could be avoided with better initial placement.
Strategic Integration, Not Just Hiring
Innovative organizations are moving beyond veteran hiring initiatives toward strategic veteran integration programs. These programs focus on:
- Skills Assessment Beyond Resumes: Evaluating leadership, problem-solving, and adaptability—not just past job titles.
- Accelerated Advancement Pathways: Creating advancement opportunities based on proven competence, not tenure.
- Mentorship and Cultural Integration: Pairing veterans with experienced employees who can help them navigate organizational culture while sharing their expertise.
- Leadership Development Programs: Offering structured opportunities for veterans to grow as leaders within corporate settings.
Veterans who have successfully transitioned bring invaluable insight. They know the frustration of translating skills, the feeling of being both overqualified and underqualified, and the persistence it takes to find the right opportunity.
The Path Forward
The veteran employment conversation must evolve from a binary “hiring or not hiring” debate to a nuanced understanding of individual journeys and systemic challenges. Every veteran’s transition is unique, and our support systems should reflect that reality.
Organizations truly committed to veteran hiring must go beyond checkbox diversity initiatives to create meaningful programs that address varied veteran needs. This includes training hiring managers to recognize and value military experience, building mentorship programs, and creating advancement paths that align with veterans’ strengths.
Hiring veterans at the appropriate level is not just the right thing to do—it’s a strategic investment in long-term success. When organizations take the time to understand veterans’ capabilities and place them in roles that challenge and engage them, they aren’t just filling positions—they’re building future leaders.
The most successful veteran integration programs understand that the goal is not simply to hire veterans but to create environments where they can thrive, contribute, and grow.
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