In most cases much better then civilians even with college degree's as they've worked in large and small groups to accomplish tasks, they're trained to heighten their common sense and critical thought individual gifts, they do what their training establishes not seeking individual glory but team effort to a quality outcome, because of their training and skills they can quickly grasp the workings of most job needs outside of the military establishment, even a combat trained and not support soldier, they don't concentrate on networking peers they do the job while helping their co-workers as well, and so much more. Oh and PTS is not a hindrance in job performance especially for the veteran who recognizes and sought help which can be done in many ways like talking to fellow veterans of through the VA.
To a large degree, veterans' workplace issues are disability workplace issues. Although HR leaders recognize the potential talents and contributions of veterans, including veterans with disability, they have struggled to translate this goodwill into solid HR practices. The article offers 10 tips for HR leaders to assess whether their organizations are prepared to be ensure that qualified veterans can fully contribute their talents in the workplace.
June 16, 2011 - In a not-uncommon situation, a 27-year-old soldier returned from an extended tour of duty in Afghanistan to his pre-military job at a security agency. During the first week of going back to work, he knew something was wrong. Though he'd made it through his tour of duty with minor injuries, he had seen the deaths of several close friends and had been under constant threat during his extended tour of duty.
Back at home, it seemed his life was unraveling; he was agitated, anxious and hyper-vigilant. Going to his doctor, he got a diagnosis of post-traumatic-stress disorder and began treatment. But now he felt he was facing another crisis: What would he do if someone at work found out?
Fearing what his boss would do if she found out he was "crazy," he did everything he could to hide his diagnosis. In the end, though, this became his career undoing. When his boss started asking about his unexplained absences to attend treatment, he gave her a vague response about needing some time off and just walked out of the meeting.
Fearing he would have to tell everyone at work about his diagnosis, he resigned that afternoon. One month later, when his condition had stabilized, he wished things would've gone differently. He ended up leaving a job he was actually very good at and his employer ended up losing an employee who would be hard to replace.
For this veteran, and for many others like him, having a disability-inclusive workplace isn't just about pity or even about simple legal compliance. It's about being able to fully contribute their talents in the workplace, it's about their healing and it's about the employers' ability to tap into a valuable source of talent. {continued}
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