Talent & Performance Management
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Retiring military leaders offer tremendous benefit to the civilian organizations that hire them,
and are highly sought after. Companies invest heavily in recruiting and hiring from this elite
talent pool, and competition for them is tight.
As military leaders approach retirement they receive information and training on the tactical
aspects of separating from service and finding a civilian job. This is insufficient preparation.
Most report feeling blindsided by the magnitude of change in culture and operations.
| mymilitarytransition.com Programs dedicated to the success of military leaders and the businesses that hire them. |
At King Street Associates, we believe it does not have to be this way. Years of research and
corporate experience have resulted in an archive of common derailers as well as the proven
best practices for avoiding them.
The transition experience is an underestimated challenge for the individual leader and the
hiring organization. The learning curve is steep and fraught with mistakes and missteps that
can be costly. In fact, most retired military leaders make multiple job changes in response to
transition challenges.
corporate experience have resulted in an archive of common derailers as well as the proven
best practices for avoiding them.
The transition experience is an underestimated challenge for the individual leader and the
hiring organization. The learning curve is steep and fraught with mistakes and missteps that
can be costly. In fact, most retired military leaders make multiple job changes in response to
transition challenges.
mymilitarytransition.com
Programs designed for the success of former military leaders and the businesses that hire them |
Retiring military leaders offer tremendous benefit to the civilian organizations that hire
them, and are highly sought after. Companies invest heavily in recruiting and hiring from
this elite talent pool, and competition for them is tight. Unfortunately, organizations fail
to see a return or profit from this investment.
As military leaders approach retirement they receive information and training on the
tactical aspects of separating from service and finding a civilian job. This is insufficient
preparation. Most report feeling blindsided by the magnitude of change in culture and
operations.
The transition experience is an underestimated challenge for the individual leader and
the hiring organization. The learning curve is steep and fraught with mistakes and
missteps that can be costly. In fact, most retired military leaders make multiple job
changes in response to transition challenges.
At King Street Associates, we believe it does not have to be this way. Years of research
and corporate experience have resulted in an archive of common derailers as well as
the proven best practices for avoiding them.
them, and are highly sought after. Companies invest heavily in recruiting and hiring from
this elite talent pool, and competition for them is tight. Unfortunately, organizations fail
to see a return or profit from this investment.
As military leaders approach retirement they receive information and training on the
tactical aspects of separating from service and finding a civilian job. This is insufficient
preparation. Most report feeling blindsided by the magnitude of change in culture and
operations.
The transition experience is an underestimated challenge for the individual leader and
the hiring organization. The learning curve is steep and fraught with mistakes and
missteps that can be costly. In fact, most retired military leaders make multiple job
changes in response to transition challenges.
At King Street Associates, we believe it does not have to be this way. Years of research
and corporate experience have resulted in an archive of common derailers as well as
the proven best practices for avoiding them.
| THE CASE FOR CHANGE |
| Sources: King Street Associates, LLC 2007 Survey of Retired Military Officers King Street Associates, LLC 2007 Survey of Human Resources Professionals |
80% OF OFFICERS O4-O6 RECEIVED TRANSITION SUPPORT PRE-RETIREMENT YET...THEIR START-UP TIME IN CIVILIAN ROLES WAS 50%-100% LONGER THAN OTHER NEW HIRES |
65% OF FORMER OFFICERS LEFT THEIR 1ST CIVILIAN JOB WITHIN 36 MONTHS & 60% MADE 2 OR MORE CHANGES POST-MILITARY |
HR PROFESSIONALS ESTIMATE TURNOVER AMONG FORMER OFFICERS AT 20%-60% HIGHER THAN IN OTHER WORKFORCE SEGMENTS |
#1 REASON OFFICERS GAVE FOR LEAVING CIVILIAN JOB: "LACK OF FIT WITH ORGANIZATION" |
#1 REASON HR PROFESSIONALS GAVE FOR EARLY STRUGGLES AND HIGHER TURNOVER: "AN INABILITY TO LET GO OF THE MILITARY WAY OF DOING THINGS" |