Those of us who have worked at companies that employ U.S. military veterans know the benefits these dedicated and loyal employees can bring to a company.

As the Department of Labor points out, the benefits go beyond rewarding people who have served our country. It’s just a good way to do business.

The Institute for Veterans and Military Families at Syracuse University found in a 2016 research project that the characteristics commonly identified in military veterans generally align with those that contribute to a competitive and dynamic business environment.

“In other words, academic research supports a solid, specific and compelling business case for hiring individuals with military backgrounds and experience,” the institute wrote in its report.

This is especially true for federal government contractors. Because of their background, many veterans understand the importance of supporting the government’s mission and are willing to go the extra mile to ensure their employer provides the best possible service to their government customers.

U.S. military veterans and their families have selflessly protected and defended our country. When it’s time for them to enter the civilian workforce, companies that prioritize and value the veteran experience will gain incredible talent and expertise. So how can government contractors commit to paving the way to leveraging the value of veterans in the recruiting process?

First, it is important for government contractors seeking to hire veterans to be creative in evaluating veterans’ skills and experience to understand how they might apply for open positions in their organization and to prioritize their commitment to the mission in the selection process.

Commitment to the mission is a critical trait for a good hire, and veterans bring that attitude. When possible, recruiters should establish flexible criteria for job descriptions (e.g., educational requirements versus years of service) to ensure veterans are not inadvertently excluded.

Paving the way

Reaching out to veterans starts with recruitment, but for best results, part of the company’s mission should be to provide career opportunities for those returning to civilian life.

To ensure they support veteran candidates throughout the recruiting process, government contractors should designate a position on their talent acquisition team to oversee military and veteran recruitment. This role will identify hiring events, coordinate with the armed forces, and oversee veteran recruitment efforts.

Companies should consider creating a central location where veterans can access resources, such as a landing page where they can post job openings and transition services.

The landing page should include links to relevant third-party tools, such as a Military Skills Translator tool from Military.com that helps candidates translate their military skills and experience into career opportunities.

Companies should look for resources like SkillBridge that support veterans interested in working with them and encourage leaders to serve as mentors through organizations like American Corporate Partners.

These are great opportunities to engage with the veteran community and help them retrain or further develop their skills for the demands of their new civilian career.

You should also consider implementing continuing education programs for veterans and giving them the opportunity to move into other roles within the company. This is an important way to develop and retain valuable talent.

They should also focus on the company’s benefits for reservists and the National Guard and consider providing additional mental health, wellness, and family counseling resources to support employees and their families. At a minimum, they must maintain jobs for reservists and National Guardsmen who can deploy on short notice.

Appreciation for those who have served

To appeal to veterans and their unique skills, government contractors should make it clear that they value the service, character and skills of our veterans.

There are many worthy organizations that support the military, veterans, wounded soldiers, and military families. Companies should commit to including them in their corporate outreach strategies.

Most importantly, it is important to create a truly welcoming culture. One way to do this is to create an Employee Resource Group (ERG) for the military community.

We’ve found that veterans and military families value this type of forum where they can make new connections, share tips and best practices, and lay the foundation for their next chapter. For example, you could host informative brown bag lunches for the entire workforce to build bridges, educate others, and correct stereotypes.

In summary, having an established mission and a robust strategy to attract and retain the best talent among military veterans makes for a rewarding journey for both employees and the company.

Shaveta Joshi is the Human Resources Manager at ASRC Federal.