Four Employer Partners among the 2009 Secretary of Defense Employer Support Freedom Awards recipients

Consolidated Electrical Distributors, Inc., of Westlake Village, Calif., First Data Corporation, of Wilmington, Del., Microsoft Corporation, of Redmond, Wash., and TriWest Healthcare Alliance, of Phoenix, Ariz., were among the 15 employers for their outstanding support of their employees who serve in the Army National Guard and Army Reserve.

The 2009 Secretary of Defense Employer Support Freedom Award represents the highest recongnition awarded by the Department of Defense.

The 2009 recipients include:

FMC Technologies – Houston, Texas

AeroDyn Wind Tunnel LLC – Mooresville, N.C.

AstraZeneca International – Wilmington, Del.

Cambridge, MA Fire Department – Cambridge, Mass.

Consolidated Electrical Distributors, Inc. – Westlake Village, Calif.

First Data Corporation – Greenwood Village, Colo.

Jackson Parish Sheriff’s Department – Jonesboro, La.

Marks, O’Neil, O’Brien & Courtney, P.C. – Philadelphia, Pa.

Microsoft Corporation – Redmond, Wash.

Mid America Kidney Stone Association – Kansas City, Mo.

NetJets – Woodbridge, N.J.

Ohio Department of Public Safety – Columbus, Ohio

Perpetual Technologies, Inc. – Indianapolis, Ind.

Santa Ana Police Department – Santa Ana, Calif.

TriWest Healthcare Alliance – Phoenix, Ariz.

“In the eight years our nation has been at war, America's employers - almost universally - have done an outstanding job of supporting their Citizen Warrior employees, said Dennis M. McCarthy, assistant secretary of defense for reserve affairs. “These fifteen employers are the ‘best of the best’ this year. They reflect the powerful synergy that exists between the men and women of the National Guard and Reserve, and their employers.”

A record 3,200 National Guard and Reserve members or their family members from across the country nominated their employers for the Freedom Award this year. A national selection board comprised of senior Defense officials and business leaders selected the recipients. The Freedom Award will be presented to these employers during a formal ceremony Sept. 17, 2009 at the Ronald Reagan Building and International Trade Center in Washington, D.C.

The Freedom Award was instituted in 1996 under the auspices of the National Committee for Employer Support of the Guard and Reserve to recognize exceptional support from the employer community.

More information about the Freedom Award is available at http://www.FreedomAward.mil or by calling the ESGR office at (800) 336-4590.

U.S. Army Reserve Launches Partnership with Helmets to Hardhats

Partnership to Connect America’s Soldiers and Veterans with Job Opportunities

Lt. Gen. Jack Stultz, chief, Army Reserve, Maj. Gen. Raymond Carpenter, acting director, Army National Guard, and Darrell Roberts, executive director, Helmets to Hardhats sign an Employer Partnership agreement on July 2, 2009 at the Pentagon. For the first time since EPI’s inception, the Army National Guard will also benefit from this partnership.


WASHINGTON, D.C. – The U.S. Army Reserve launched a partnership July 2, under the Army Reserve Employer Partnership Initiative, with Helmets to Hardhats, a nonprofit program that connects America’s military service members with quality career opportunities in the building and construction trades. For the first time since EPI’s inception, the Army National Guard will also benefit from this partnership. This joint venture will enable each organization to recruit highly-skilled employees, support military families and contribute to a stronger national economy.

“I’m pleased to begin this partnership with Helmets to Hardhats, an organization that has been a great friend to the military. I look forward to collaborating with our newest valued partner to achieve mutual goals to attract, develop and retain a quality workforce,” said Lt. Gen. Jack C. Stultz, chief, Army Reserve. “This is a natural partnership because Army Reserve Soldiers are well trained and have the appropriate skill set for the building and construction industry.”

Through this partnership, both Army Reserve and National Guard Soldiers will gain opportunities for employment in the construction industry and the chance to learn a skilled trade through federally-approved apprenticeship training programs. The Army Reserve, National Guard and Helmets to Hardhats will work together to recruit and train qualified Soldier candidates.

Lt. Gen. Jack Stultz, chief, Army Reserve, commander U.S. Army Reserve Command, Maj. Gen. Raymond Carpenter, acting director, Army National Guard, Darrell Roberts, executive director, Helmets to Hardhats, and David Beckler, senior vice president of Labor Relations Tennesse Valley Authority sign an Employer Partnership agreement on July 2, 2009 at the Pentagon.

"The Army National Guard is excited to be partnering with the U.S. Army Reserve and American industry in the Employer Partnership Initiative Program. The men and women of the Army National Guard and the U.S. Army Reserve are highly motivated, seasoned professionals and some of the highest caliber potential employees for private industry. This program is good for our Soldiers, local communities and the Nation," said MG Raymond Carpenter, Acting Director, Army National Guard.

The Employer Partnership Initiative (EPI) establishes a process whereby employers and the Army Reserve secure and share the talents of trained professionals. Partners, like Helmets to Hardhats, benefit by receiving greater access to men and women with military values, knowledge and proven leadership skills.

“Helmets to Hardhats is excited to have this opportunity to help bring the Army Reserve and the National Guard; the Building and Construction Trades Department; AFL-CIO; America’s Building Trades Unions and the nation’s leading construction contractor associations together in support of America’s Citizen Soldiers and their Families,” said Darrell Roberts, Executive Director, Helmets to Hardhats.

Lt. Gen. Jack Stultz, chief, Army Reserve, Maj. Gen. Raymond Carpenter, acting director, Army National Guard, and Darrell Roberts, executive director, Helmets to Hardhats sign an Employer Partnership agreement on July 2, 2009 at the Pentagon.

Since its inception in April 2008, the EPI has joined forces with over 400 public and private employers, including Fortune 500 corporations, state agencies, police departments and medical facilities, in order to secure job stability for America’s Soldiers and Veterans.

ABOUT THE UNITED STATES ARMY RESERVE

The Army Reserve provides trained and ready units to complement the Army, ready to perform their mission during peacetime, overseas contingencies and war. Our Soldiers are highly skilled full-time patriots whom civilian employers share with the Army Reserve. The value the Army Reserve brings to America is embodied in these professional men and women who possess the skills and capabilities that can be used on the battlefield and in the civilian sector. The Army Reserve is a reservoir of trained and experienced professionals.

Army Reserve Soldiers have played a vital role in every American military and humanitarian mission of the past 100 years. Today, roughly 206,000 trained Army Reserve Soldiers in units across the country stand ready to serve the Nation when called upon by the President of the United States. The quality of our force has never been higher. Our Soldiers are one of the best returns on investment American citizens make for the security and freedoms they enjoy.

ABOUT HELMETS TO HARDHATS

Helmets to Hardhats is a free, nonprofit program that connects National Guard, Reserve, retired and transitioning active-duty military members with quality career training and employment opportunities in the construction industry.

Helmets to Hardhats is administered by the Center for Military Recruitment, Assessment and Veterans Employment (CMRAVE), a joint labor-management committee sponsored by the Building and Construction Trades Department, AFL-CIO; 15 Building and Construction Trades Unions, and nine leading construction contractor associations representing more than 80,000 employers in the construction industry.

Military personnel interested in securing a rewarding career in the construction industry are encouraged to register with Helmets to Hardhats online or to call 866-741-6210 (toll-free).

ABOUT THE UNITED STATES NATIONAL GUARD

The Army National Guard (ARNG) is one component of The Army (which consists of the Active Army, the Army National Guard and the Army Reserve.) The Army National Guard is composed primarily of traditional Guardsmen -- civilians who serve their country, state and community on a part-time basis (usually one weekend each month and two weeks during the summer.) Each state, territory and the District of Columbia has its own National Guard, as provided for by the Constitution of the United States.

The National Guard has a unique dual mission that consists of both Federal and State roles. For state missions, the governor, through the state Adjutant General, commands Guard forces. The governor can call the National Guard into action during local or statewide emergencies, such as storms, fires, earthquakes or civil disturbances.

In addition, the President of the United States can activate the National Guard for participation in federal missions. Examples of federal activations include Guard units deployed to Kosovo and the Sinai for stabilization operations, and units deployed to the Middle East and other locations in the war on terrorism. When federalized, Guard units are commanded by the Combatant Commander of the theatre in which they are operating.

When Johnny's Family Goes marching off ... Military Leave Under the FMLA

By Maj. Elizabeth Gagot
EPI Executive Officer

NEW ORLEANS - The Society for Human Resource Management (SHRM), 61st Annual Conference and Exposition in New Orleans offered Human Resource managers great sessions on intergenerational relationships, employment law and legislation, and skill development.

Matthew S. Effland, shareholder, Ogletree, Deakins, Nash, Smoak and Steward, P.C. of Indianapolis address military leave under the Federal Medical Leave Act.

In January 2008, Congress amended the FMLA for the first time in 15 years to add leave rights for employees who have family in the military. Unfortunately, Congress did not bother to describe how the law was supposed to work. Now the Department of Labor has issued regulations, and companies are scrambling to be compliant.

Effland talked about how active duty and caregiver leave work and how each will impact companies in the months and years ahead.

Know your rights:

Granting FMLA for employees who have family in the military. An employee by law, is now authorized to take "FMLA – for Active Duty and Caregiver leave" which authorizes employees to care for an injured service member for a maximum of 26 weeks (without penalty), beyond the already 12 weeks offered by FMLA.

FMLA is available for all employees for a maximum of 12 weeks within one calendar year.

Employees must be able to provide documentation (proof – medical documentation) for HR to grant the leave.

Having the Heart of a Lion

By Maj. Elizabeth Gagot
EPI Executive Officer

NEW ORLEANS - The Society for Human Resource Management (SHRM), 61st Annual Conference and Exposition in New Orleans offered Human Resource managers great sessions on intergenerational relationships, employment law and legislation, and skill development.

Margaret N. Morford, president of The HR Edge, Inc. in Brentwood, Tenn., spoke about management courage during "Having the Heart of a Lion."

Morford said both the manager and the employee have a responsibility to be direct and honest with one another.

"Managers are required to be forthright and direct with employees when speaking with employees about their work performance," Morford said.

She emphasized how important it was for managers to address negative behavior immediately. Corrective action should be applied immediately and not be avoided, she said.

She added this applies to employees also particularly if it impacts their work performance.

When employees are not truthful about issues that affect their performance it causes more issues for managers thereby exacerbating the problem.

However, it is just as important for managers to reward their employees for outstanding performance; some managers neglect to do so. Managers must quickly address employee negative work habits and be honest and direct during performance reviews. Hedging or "beating around the bush" does not foster open communication; direct and honest feedback provides employees with an opportunity to address concerns.

Question asked by patrons:

Does the military teach leadership courses that are geared towards building managerial skills?

Let us know what you think in the comment section.

Use mentoring relationships to bridge the Generation Gap

By Maj. Elizabeth Gagot
EPI Executive Officer

NEW ORLEANS - The Society for Human Resource Management (SHRM), 61st Annual Conference and Exposition in New Orleans offered Human Resource managers great sessions on intergenerational relationships, employment law and legislation, and skill development.

Diane Spokus, a faculty member at Penn State University, who teaches Health Policy and Administration talked about how managers could "Use mentoring relationships to bridge the Generation Gap."

Spokus said employers understand that employees have distinct personalities, work habits and motivators. She added employers also are cognizant that these differences sometimes cause friction between managers and Generation X born between 1961 and 1980 and Generation Y or Millennials, born between 1981 and 2001, employers who have education and experience unfamiliar to their managers.

She asked how managers use their knowledge of these differences to their advantage?

Mentoring is the key to get the best out of these young employees, Spokus told the crowd Monday. She also reminded attendees that these employees are well versed in new technology - Facebook, Twitter, LinkedIn and blogs.

As for managers, she told them they offer their experience in the industry and company to share with these younger employees. She said managers need to learn to balance the personalities within their team to promote a healthy and productive work environment.

Spokus said that "two way communication" is always important, it allows for both parties to learn from each other and broke it down during the seminar.

Managers should:

Be receptive to new ideas
Be able to build a team that are open to learning new things, successfully employ current company norms/traits to improve team work
Developing team building mechanisms to promote a positive work place
Know the differences between baby boomers, GEN X and Y and how to supervise them

Gen X and Gen Y/Baby Boomers should:
Be receptive to learning from the “older generation”
Be willing to share new technology with supervisors and peers alike
Use technology to promote and improve company performance.
Be honest and straight forward with supervisors

I asked how does HR interact with the military? What are the challenges that are faced by HR personnel when dealing with military veterans?

Employers in the seminar answered that Soldiers are not forthcoming with their military duty scheduled training (battle assemblies, AT, etc) – which affect shift schedules, etc., returning to the two way communication issue.

Questions asked by other patrons:

Why does the military provide such short notice when scheduling Soldiers for duty?
How are managers trained in the military?
How does the military fair with rewarding/disciplining their Soldiers?

Let us know what you think in the comment section.

ESGR helps Soldiers honor military-friendly employers

Leveraging Your Future

Sgt. Maj. Nelson Ildefonso, EPI's senior enlisted advisor, talks to Renee Castillo, a sergeant with the 396th Combat Support Hospital in Vancouver, Wash., about the EPI program.




By 1st Lt. Olivia Cobiskey
EPI Director of Marketing – Media

NEW ORLEANS – Renee Castillo isn't your typical college graduate.

The 25 year old spent a year in Afghanistan running the patient administration section for a tent hospital before she graduated from Portland State University with a bachelor's degree in Human Resources Management and Personnel Administration.

"It was really a great experience, I learned a lot," said Castillo, a sergeant with the 396th Combat Support Hospital in Vancouver, Wash.

Now she's looking for a job in Human Resources at the Society for Human Resource Management (SHRM), 61st Annual Conference and Exposition in New Orleans.

Like many Soldiers she was having difficulty translating her military experience as a patient administration specialist (68G) for civilian employers. Castillo said she was excited to find the Army Reserve booth at the conference and took a moment to get some advice from Sgt. Maj. Nelson Ildefonso, EPI's senior enlisted advisor.

"Our Soldiers are skill rich and multi-talented," Ildefonso said. "They posses the attributes that each employer wants - leadership, punctuality, and a willingness to excel and meet challenges.

More than 400 companies agree and have signed partnership agreements with the Army Reserve.

Ildefonso showed Castillo how to search and apply for jobs with those companies using the EPI's Web site and helped her identify the unique skills she has when competing for jobs in the current economy.

Although Castillo doesn't have HR experience, she recognized that her work in Afghanistan at Forward Operating Base Salerno did gave her experience that is similar to the tasked a HR assistant would be require to do.

Castillo had to be very organized to keep the hospital working. She was responsible for the doctors’ schedules, paperwork, data enter, and coordinating between the hospital staff and the flight staff to get patients to the larger hospital in Bagram.

"I worked with both local and military doctors, patients, nurses," Castillo said. "I have a lot of those skills that HR needs."