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| | | | | | | | | | The Untapped Talent Pool Employers Keep Missing |
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| I cover workforce development and mobility topics as part of my work at SkillsScoop, and one of my favorite parts of it is its potential to help veterans.
Because honestly, few things frustrate me more than how we treat veteran candidates in the hiring process.
Here's a stat that should make every employer pause: one in three veterans face underemployment today (a rate 15% higher than their civilian counterparts).
Sure, veteran unemployment is at an all-time low. But that number hides the real issue. The problem isn't veterans finding a job. It's being seen as qualified for the right job.
Picture this:
You led top-secret military operations you legally can't discuss. You were responsible for the lives of ten people in high-stakes situations. You managed logistics, made split-second decisions with massive consequences, and demonstrated leadership under pressure most of us will never experience.
Now try explaining all that on a resume for an administrative coordinator role.
How do you translate "managed classified operations in hostile territory" into something that fits a civilian job posting?
You can't…and that's the problem.
The Translation Gap
Military experience doesn't fit neatly into civilian job descriptions. Veterans use different language, downplay their accomplishments, and their resumes rarely look "typical." So hiring managers pass on them. Big mistake.
Organizations like Hire Heroes USA and Learning Economy's VetPass are trying to bridge that gap. But employers need to meet them halfway.
What Employers Can Actually Do
Stop overlooking military candidates. Just because their resume doesn't mirror your typical applicant doesn't mean they're unqualified. Military experience is job experience. Use the Civilian to Military Translator to see what their skills actually mean.
Become a DOD SkillBridge partner. This program connects transitioning service members with real-world job training. It's a direct pipeline to talent that's proven they can handle responsibility under pressure.
Build a veteran hiring pipeline. Hiring veterans comes with real benefits: tax incentives, a diversified workforce, and employees with unmatched grit and adaptability.
Show up at veteran hiring events. Groups like Hiring Our Heroes host events built to connect employers with qualified veteran candidates.
Learn to read Military Occupation Codes. MOC/S codes classify specific military professions. Crosswalk tools like CareerOneStop and O*NET Online can help, but remember, codes don't tell the full story. Many veterans want to pivot, and their potential goes beyond any label.
Write veteran-friendly job descriptions. Veterans are driven by purpose. Focus on competencies—leadership, accountability, resilience, adaptability—instead of arbitrary years of experience.
Read the DOL hiring toolkit. The Department of Labor's employer guide is full of best practices for sourcing, interviewing, and hiring veterans.
If you're passing over veteran candidates because their experience doesn't "translate," you're missing out on some of the most capable people in the workforce.
They served their country. Now it's our turn to serve them by recognizing the value they bring to the table. |
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| | | | | One FMLA Mistake Could Cost You Everything |
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| Even the best HR pros hold their breath when FMLA requests land in their inbox. Because one small misstep, a missed deadline, unclear notice, or misinterpreted rule, can spiral into lawsuits, compliance headaches, and broken trust.
That's why Traliant created its Family, Medical, and Other Protected Leave (FMLA) Compliance Training, a 35-minute, interactive course that breaks down complex federal, state, and local leave laws into clear, actionable steps.
You'll learn how to: Understand eligibility and documentation requirements Navigate parental, military, and medical leave with confidence Keep your policies compliant with constantly changing regulations
The course is built for busy managers and HR teams who can't afford guesswork, or risk. It's updated regularly with the latest legal standards and packed with real-world scenarios that make the lessons stick.
Because when it comes to FMLA, "I didn't know" could turn into a liability.
👉 Preview the course or Book a meeting to see how Traliant helps protect your people and your organization. |
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| | | | You Can't Build a Future If Everyone's Stuck in Today |
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| "My biggest challenge is getting our providers to think strategically about the long-term health of our practice, including succession planning for when owners retire. The timing is uncertain and not immediate, but proactive planning is essential for our practice's sustainability." — Anonymous (Clinic Operations Coordinator)
You're trying to get your practice's providers to think strategically about the long-term health of the business, including succession planning for when owners retire. The challenge? They're not feeling the urgency, and the future feels too far away to prioritize now.
Succession planning isn't something you figure out when someone announces their retirement. By then, it's too late to do it well. But getting busy providers to focus on something that feels distant and hypothetical? That's a tough sell. Here's how to move it forward:
Create a dedicated leadership planning day. Don't try to squeeze strategic planning into regular meetings where it'll get buried under immediate operational issues. Set aside a full day (or even a half-day) specifically for long-term planning. Frame it as an investment in the practice's future, not a distraction from daily work.
Break it into manageable quarterly goals. A full succession plan feels overwhelming. Instead, split the work into smaller pieces spread across quarters. Q1: Document current ownership structure and define what "retirement" could look like. Q2: Research succession models in similar practices. Q3: Draft preliminary succession framework. This makes progress without paralyzing anyone.
Integrate professional development into your leadership team. Find books or resources about succession planning and strategic thinking in private practices. When everyone reads the same material, you create a shared language and mindset. It's easier to have future-focused conversations when the whole team has been thinking about these concepts together.
Be the catalyst. If your providers aren't seeing the urgency, start the legwork yourself. Research succession models. Draft a preliminary framework. Present it to them as a starting point, not a finished product. Sometimes leadership needs someone to do the initial heavy lifting before they can engage meaningfully. Use this as an opportunity to demonstrate leadership, even if you're not an owner.
Most providers became providers because they're good at medicine, not because they love business strategy. The day-to-day demands of patient care always feel more urgent than planning for something years away. That's natural.
Your job is to make strategic planning feel less like a burden and more like a roadmap that protects what they've built. Show them what could go wrong without a plan. Better yet, show them what could go right with one.
You've got the right mindset. Now make it easy for them to join you there. |
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| | | | The Assist's Not-So-Secret Weapon for Getting Things Done |
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| We've tested more project management tools than we'd like to admit, but monday.com is the one that actually sticks. It's structured without being rigid, visual without being overwhelming, and flexible enough to support the way real teams operate; not the way tools wish teams worked.
At The Assist, it's our home base. Every idea, draft, deadline, and deliverable flows through monday.com. We brainstorm in shared boards, tag teammates for next steps, assign due dates, and move pieces across our workflow—from "ideas" → "drafting" → "editing" → "ready to schedule." No detective work. No wondering who's doing what. Everyone sees the same page, literally.
It also powers our sponsor timelines, campaign launches, cross-functional planning, and team OKRs. Automations nudge us when something needs attention, switch owners as tasks move stages, and update timelines so nothing quietly slips through the cracks. And the different views like, Kanban, timeline, and calendar, let us toggle between the 30,000-foot view and today's must-dos.
It's the reason we rarely ask "wait…is this mine?" anymore, and why we're getting more done with less chaos.
We even built a guide based on our real setup (brainstorms, workflows, automations, everything) so you can ditch the trial-and-error and get your team running smoothly from day one. |
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| | | | "We're not growing, learning, developing while we're comfortable—get comfortable being uncomfortable." |
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| | Nancy Porubcansky (Director, Global Business Services) |
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| | | | Stuff We're Loving This Week |
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| | | | | | | | | | | Your Next Gig = One Click Away |
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| | | | | | | | | | | | Here's how to update your preferences in just a few quick steps: Click the link below and on the "Update Your Preferences" page, click the "Email me a link" button. Open the email with the subject line "The Assist Subscribers: Update Profile" and click the link inside. Choose the weekly email newsletters you'd like to receive from us (Tues, Wed, Thurs, Sat). Click "Update Preferences" to save your changes—and you're all set!
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