My Dad Didn’t Have Work-Life Conflict

My father really didn’t experience work-life conflict similar to what many dads are feeling today.

As a business owner — he ran his own dental practice — he kept a regular and predictable schedule at work, made it for all the major school events and spent evenings and weekends with the family.

But for the most part, my parents fit the norms of the day with my mom being the primary caretaker and my dad being the sole breadwinner, and it wasn’t something they questioned.

Today the lives of dads have changed a lot from what the previous generations have experienced, and there’s a lot of questioning about the “norms” when it comes to raising a family.

It’s something I heard from a number of some of the top men and women in the work-life field we recently honored with the Work Life Legacy Award. And something I keep seeing it in the headlines and even stories I hear from friends don’t fit the old model from TV shows.

Younger dads are spending more time taking care of their kids during workdays. And FWI’s research shows that significantly more dads in dual-earner couples are experiencing work-life conflict than in the 70’s.

I’m not a parent myself, but with Father’s Day coming this Sunday (mark your calendars and remember to call your dads), I thought it might be interesting to ask my own dad about his experiences back in the day when he was a working father in the late 70’s and 80’s.

While work-life wasn’t on the radar screen yet, he had what many fathers would probably envy today.

And I was pleasantly surprised to find out that my dad was more ahead of the curve than I expected as an involved parent and as an employer. A few months after I was born, he opened up his dental practice. My mom worked as his receptionist for the first 6 months and I was brought in to work with them every day. Happily bouncing around behind the front desk. And then the next receptionist they hired was also a new mom, and she was able to bring in her son to work each day.

Dad, Mom and Me... DancingWhen I asked him why it would matter at all to be able to participate in my and my sister’s lives while we were growing up, his response was much like his sense towards family norms, you just didn’t question it:

I grew up in a time and culture when families just stuck together. You had meals together, you spent time together, you played together. Everyone was connected with each other’s lives. That’s just the way it was.

For me, this reinforces the idea that parents today, dads and moms, need more support to be able to thrive in whatever their work and family situation is. In a world where one income is often not enough to sustain a family, and at a time when we are shifting the way we think about traditional gender roles, support from employers, family, our communities and other groups will make all the difference.

Happy Father’s Day Dad!

  • Share/Save/Bookmark
Posted in Men/Fathers, Uncategorized | Leave a comment

Media’s Gender-Role Notions, A Stone Age Snore

Today on Good Morning America they covered a long-standing myth about heterosexual couples: a man’s snoring keeps his wife/partner awake at night.

They had one of their correspondents go through a sleep study with her husband to show whether he really was keeping her awake with his snoring. The individual study showed that he snored less (one third as long as when he was alone) when he slept with her and she woke up even when he wasn’t in the room.

The piece concluded with the explanation that women are lighter sleepers than men because they are evolutionarily programmed to be caregivers and hear the calls of children and then go back to sleep easily.

This piece infuriated me, a scientist, for misrepresentation of how evolution works. Many of the situations that make it advantageous for caregivers to be light sleepers now weren’t present during early human evolution. For example, people tended to live communally, so parents didn’t need to be light sleepers to hear the cries of a child.

And even more infuriating for me as a social scientist, is the over simplification of gender roles.

We need to push back on the notion that men and women evolved with the purpose of fulfilling today’s cultural gender roles.

The segment on Good Morning America suggests that women evolved an ability to be light sleepers to better fulfill the caregiving role.

The one real advantage to being a light sleeper in the era of early human evolution was to be aware of predators (animal or human) and waking up in time to fight or flee. That is a real survival advantage that should have evolved in both men and women since they both face reduced survival and future reproduction opportunities if attacked by predators. It may be true that women are, on average, lighter sleepers than men, but I highly doubt it’s because they are evolutionarily programmed to be more attentive to their children than men.

More important than the misunderstanding of evolution in this piece is the unstated assumption that every aspect of a woman’s biology is designed to facilitate caregiving. When even minute sex differences are used as justification for existing gender roles we wander onto a slippery slope of oppressively sexist thinking. If it’s true that women are light sleepers so they can be better caregivers the rest of the argument is:

• Women are worse employees because they are light sleepers and don’t get enough rest.
• Men are poor caregivers because they don’t wake up as easily when a child cries.
• Men are better employees because they can sleep through distractions and be better rested for work the next day.

Biology is not destiny and people can develop skills or adjust behaviors to deal with their lives. For example, did the study saying that women are lighter sleepers control for whether those women were primary caregivers?

Could it be that someone (man or woman) who goes to sleep thinking that they have to get up to care for a child is a lighter sleeper? Do women learn this skill during the weeks when they are on maternity leave?

Are men, with their shorter paternity leaves (10.6 weeks vs. women’s 14.2 weeks, according to the Families and Work Institute’s 2012 National Study of Employers), and women who are primary earners forced to learn how to sleep through a child’s cries because they have to go back to work sooner?

Can American media learn to talk about sex differences without turning everything into a biological imperative to follow gender roles that are only a few generations old or is sweeping, sexist statements built into their DNA?

  • Share/Save/Bookmark
Posted in Uncategorized | Leave a comment

FWI Discusses Mom Breadwinners on PBS NewsHour

Ellen Galinsky, cofounder of Families and Work Institute (FWI), talked to PBS’ Judy Woodruff about a new Pew study that found a record number of mommy breadwinners today.

“When I started to do this research, women’s work was called ‘pin money.’ Now we found as early as 1995 that women define themselves as caring for their families as being both economic providers and nurturers,” explained Galinsky.

“Men have changed, too,” she continued. “I mean, we find that men want to be more involved in their families. It’s not just their wife or their partner saying, do more, share, share more, help. We find that men want to be more involved in — particularly with their kids. And if you look at men of different ages, younger men, millennials, Gen Xers and boomers, the younger men will spend a lot more time, even if they have got young kids, than the older men.”

“So, there’s a real societal shift in men, too, in wanting to be more involved with their kids and with their families.”

Here’s the PBS NewsHour piece:

Watch More Women As Family Breadwinners Reflects ‘Values Shift’ on PBS. See more from PBS NewsHour.

  • Share/Save/Bookmark
Posted in Uncategorized | Leave a comment

Work-Life Twilight Zone?

More moms are the main breadwinners today, while more men are pondering whether they can have it all.

This week has been a surprising one for work-life news. First Esquire magazine does a major exposé on how a growing number of working fathers are struggling with work and family issues. Then a Pew study makes headlines in USAToday with its finding that “a record 40% of households with children include ‘breadwinner’ moms.”

Both reporters turned to Families and Work Institute’s research to help them sort out the fast-changing workplace landscape.

From the Esquire article:

“In 1977,” Galinsky says, “there was a Department of Labor study that asked people, ‘How much interference do you feel between your work and your family life?’ and men’s work-family conflict was a lot lower than women’s.” She saw the numbers begin to shift in the late 1990s, and “by 2008, 60 percent of fathers in dual-earning couples were experiencing some or a lot of conflict compared to about 47 percent of women. I would go into meetings with business leaders and report the fact that men’s work-family conflict was higher than women’s, and people in the room — who were so used to being worried about women’s advancement — couldn’t believe it.”

From USAToday:

Mothers’ increased impact on their families’ finances brings attention to workplace flexibility for women.

“Women are less likely to have access to flex time than men,” says Ellen Galinsky, president of the Families and Work Institute, a non-profit based in New York City. Men are more likely to occupy higher-income and managerial positions that offer flex time, she says.

Some employees feel they would jeopardize their jobs if they use the flexibility offered, Galinsky says.

Galinsky also shared her views on why the work-life field hasn’t gotten its due in an opinion piece on the Daily Beast:

Where were the Nobels for the work-life trailblazers?

In 2004 we stepped into the breach and began collecting oral histories from the creators and developers of the field. Since then, we have honored and collected oral histories from 49 change makers, including Adm. Mike Mullen when he was chairman of the Joint Chiefs of Staff; James Turley, CEO of Ernst & Young; and Ann Marie Slaughter.

On June 3 we will celebrate the accomplishments and hear the lessons learned from 10 more work-life innovators:

* Rosalind Chait Barnett, senior scientist, Women’s Studies Research Center, Brandeis University, who has always taken on the tough issues, such as the extent to which men and women really differ, and whose forthcoming book, The New Soft War on Women, is certain to be important;
* Lisa Belkin, senior columnist, Huffington Post, who day in and day out has profoundly shaped public and private work-life discussions with her groundbreaking speaking and writing for The New York Times’s Motherlode and now for Huffington Post’s Life/Work/Family;
* Ellen Bravo, executive director, Family Values @Work, who works tirelessly to make working families a public, rather than a private issue, and whose work has led to policy change, especially for low-income workers;
* Stephanie Coontz, research director, Council on Contemporary Families, University of Miami, and professor, the Evergreen State College, who shatters myths and brings solid research to bear on the way we think about family lives in the past and present in her writing, speaking, and books, including Marriage: A History and A Strange Stirring: The Feminine Mystique and American Women at the Dawn of the 1960s;
* Stewart Friedman, practice professor of management, the Wharton School, who has pioneered connecting work-life and business leadership development through his cutting-edge work at Ford Motor Co., his teaching, and his book, Total Leadership: Be a Better Leader, Have a Richer Life;
* Bradley Googins, professor, Carroll School of Management, Boston College, whose work, including founding the Center for Work & Family, Boston College, has been instrumental in building a business constituency for best practice;
* Brad Harrington, executive director, Center for Work & Family, Boston College, and associate professor, Carroll School of Management, Boston College, whose prescient work continues to shape the field, including defining how men see themselves as fathers and employees, and whose teaching inspires students to grapple with work-life issues, “one student at a time”;
* Sylvia Ann Hewlett, president and CEO of the Center for Talent Innovation, whose revolutionary work has linked work-life to economics, whose network of companies has focused on realizing new streams of talent in the global market, and whose books, including the forthcoming Forget a Mentor, Find a Sponsor, reshape our views;
* Arlene Johnson, co-founder, Livingston Citizens’ Institute, and recent mayor, Livingston, N.J., whose unique vision of work and life garnered attention, sparked action, and enabled companies to set new standards for best practice during her years at WFD Consulting, FWI, and Catalyst; and
* Deborah Stahl, Deborah Stahl Consulting, whose inspiring work leading the AT&T Family Care Development Fund and helping to create the American Business Collaboration established models for what business can do to improve early education and care, and better prepare our future workforce.

Their work helped shape the field, a field that now has a name and much to celebrate. But clearly, there is still a long way to go!

And tonight at 6:20 EST Ellen Galinsky, president of the Institute, is scheduled to talk about the Pew research on PBS NewsHour hosted by Judy Woodruff. The topic of discussion will be the growing number of breadwinner moms and what that means for families, the workplace and the nation as a whole.

Don’t forget to tune in to hear “a zero tolerance for bullshit” take on work-life, as Esquire reporter Richard Dorment described Galinsky in his piece.

  • Share/Save/Bookmark
Posted in Uncategorized | Leave a comment

YouTube Star to Sing At Work-Life Awards

Angie Johnson, a former The Voice contestant and YouTube sensation, is going to sing the National Anthem at Families and Work Institute’s Work Life Legacy Awards dinner on Monday June 3.

Johnson, who is also a Tech Sgt. in the Air National Guard and a former U.S. Air Force Staff Sgt., will be donating her time to help honor employers who have honored the nation’s military by hiring and supporting veterans and their families.

Here’s a video of her The Voice audition.

  • Share/Save/Bookmark
Posted in Uncategorized | Leave a comment

FWI is a ‘Bullshit’-Free Workplace Zone

This month’s issue of Esquire includes a story titled Why Men Still Can’t Have It All, and it clearly shows how Ellen Galinsky, co-founder and president of Families and Work Institute, is the nation’s workplace/work-life reality check.

In a sea of recent news and rhetoric about leaning in and having it all, Esquire reporter Richard Dorment turned to Galinsky to find out what’s really going on.

Ellen Galinsky has been studying the American workplace for more than thirty years. A married mother of two grown kids with a background in child education and zero tolerance for bullshit, she cofounded the Families and Work Institute in part to chart how the influx of women in American offices and factories would affect family dynamics.

In 1977, she says, “there was a Department of Labor study that asked people, ‘How much interference do you feel between your work and your family life?’ and men’s work-family conflict was a lot lower than women’s.” She saw the numbers begin to shift in the late 1990s, and “by 2008, 60 percent of fathers in dual-earning couples were experiencing some or a lot of conflict compared to about 47 percent of women. I would go into meetings with business leaders and report the fact that men’s work-family conflict was higher than women’s, and people in the room — who were so used to being worried about women’s advancement — couldn’t believe it.”

  • Share/Save/Bookmark
Posted in Uncategorized | 1 Comment

Work-Life Quotes Employers Must Read

Families and Work Institute is honoring ten work-life trailblazers with our 2013 Work Life Legacy Awards.

Here are some words of wisdom offered by the honorees over the years, words that have helped shaped the work-life movement and the workplace:

“We have to come up with a model that says all workers have caregiving responsibilities, if not to kids, then aging parents, relatives. And all caregivers have something to contribute to society. That’s a cultural model we need to incorporate, and it needs structural, political and economic change.”
~ Stephanie Coontz, Director of Research and Public Education, Council on Contemporary Families, University of Miami and Professor, The Evergreen State College (Via Sage magazine)

“Work/life is not only a social movement to benefit the next generation of children in our society, it’s a field with powerful ideas for cultural transformation that compels businesses to make more intelligent and humane use of people and technology.”
~ Stewart D. Friedman, PhD, Practice Professor of Management, Director of the Work/Life Integration Project, The Wharton School at the University of Pennsylvania (Via the Baltimore Sun)

“We now know our competition is all over the world. The pace and the reaction time, the speed at which people are trying to process things has really increased. We’re burning up the resilience of our work force. I think we are on the verge of starting to say, ‘OK, we need to relook at how work is done.’”
~ Arlene A. Johnson, recently Mayor of Livingston, NJ, former Vice President at WFD Consulting, former Catalyst and The Conference Board leader (Via The Boston Globe)

“People who work from home tend to have less stress and are more productive, partly because they don’t invest time and money in commuting. When employees have family or other personal issues they need to take care of, the feeling is that by being able to work from home you can take care of those in a much shorter period of time than commuting.”
~ Brad Harrington, EdD, Executive Director, Center for Work & Family or Center for Work and Family and Associate Research Professor, Carroll School of Management, Boston College (Via Bloomberg News)

“More people are looking for meaning in their jobs. The most important stakeholder for any company is itsown employees. The best companies recognize that a positive social and environmental impact will be critical in recruiting and retaining outstanding talent.”
~ Bradley Googins, PhD, Professor, Carroll School of Management and Founder of Boston College Center for Work & Family (Via the Corporate Social Responsibility Newswire)

“I think [Facebook’s Sheryl Sandberg]’s had a golden path herself, and perhaps does not morereadily understand that the real struggles are not having children or ambition. Women are, in fact, fierce in their ambition, but they find that they’re actually derailed by other things, like they don’t have a sponsor in their life that helps them go for it.”
~ Sylvia Ann Hewlett, PhD President and CEO, Center for Talent Innovation, author of Winning the War for Talent in Emerging Markets: Why Women Are the Solution (Via The New York Times)

“If employees are distracted by care for a child or elderly relative, it will interfere with their ability to serve our customers. The more we can help, the more focused they will be.’”
~ Deborah Stahl, Deborah Stahl Consulting, former Director of the AT&T Family Care Development Fund (Via the Associated Press)

“A nation’s competitiveness depends significantly on whether and how it educates its female talent to maximize its competitiveness and development potential, each country should strive for gender equality.”
~ Rosalind Chait Barnett, PhD, Senior Scientist, Women’s Studies Research Center, Brandeis University. (Via Harvard.com’s Graduate School of Education)

“What others see as the future of the workplace, and what parents see as a most important tool for juggling home and work, [Yahoo's] Marissa Mayer apparently sees as disposable. Putting employees back into a box is not good for Yahoo!. It is not good for workers. And it is very bad business.”
~ Lisa Belkin, former New York Times Motherlode blogger and now Huffington Post’s Senior Columnist on Life/Work/Family (Via Hufflington Post)

“Here’s the thing. If what we really care about is what’s good for kids, instead of being mad at each other we need to be mad at the lack of flexibility to care for kids.”
~ Ellen Bravo, Executive Director of Family Values @ Work (Via MothersMovement.org)

(All ten honorees will be part of an Immersion Learning Experience during the afternoon on June 3 where they’ll share their vision of the workplace and provide marching orders to attendees on what still needs to be done. They will be officially honored that evening at a dinner to be held at Cipriani’s 42nd Street. For more information on how to get tickets to either event click here. Media are invited to attend the afternoon’s Immersion Learning Experience.)

  • Share/Save/Bookmark
Posted in Uncategorized | 2 Comments

Apprenticeships smooth veteran work transition

Employers have implemented a variety of newfangled ways to help veterans transition from military life to the civilian work world, but it’s an old training strategy that could offer the most promise — apprenticeships.

“Entering a new field can be difficult, especially when you possess all the core skills but lack some of the lingo, perspectives, and specific task training used in a new field. For such employees returning to school full-time is too great an investment for the amount of learning needed and may conflict with economic demands such as supporting a family,” explained Ken Matos, director of research for Families and Work Institute and co-author of a just released veteran report titled “Employer Support for the Military Community.”

Apprenticeships, he continued, “can be an ideal alternative to degree programs for experienced employees who just need to round out their skill set, not start from scratch. Paid apprenticeships are best because they provide greater economic stability during the learning period, removing the frustrating choice between earning a living today and earning a better living tomorrow.”

Several companies that offer such apprenticeship programs are featured in the new report, in addition to a host of programs to help veterans find and keep careers, and also those that support military families.

Here are some examples of apprenticeship and other on-the-job learning offerings from top employers:

* General Electric offers apprenticeships in many of its businesses, but the Get Skills to Work program is specifically designed to train veterans in the basic manufacturing skills needed in their facilities and those of their partners and suppliers. The program was designed to close the gap in manufacturing employers’ needs while also offering a career in the manufacturing industry for veterans leaving the service.
* Goldman Sachs’ launched the Veterans Integration Program (VIP) in 2012, an eight-week program that provides transitioning service men and women exiting the military an opportunity for professional skills training and education in financial services. Veterans receive two rounds of 360º feedback from peers and managers, participate in weekly team meetings, and present deliverables to senior managers. In addition to their day-to-day roles, participants take advantage of training and networking opportunities with senior management.
* Merck has established Workforce Opportunity Services (WOS), a work-study program, that helps integrate veterans into the corporate workforce. As a service member’s tour of duty concludes, the WOS program readies these individuals through an intensive 13-week continuing education program. During the training period, veterans attend classes at a local university and work part-time at a sponsoring corporation.
* Lockheed Martin established a Department of Labor certified apprenticeship program targeted at severely wounded veterans for sub-contract management certification in 2006. It is a 2-year program, complete with on-the-job training, mentoring and monitoring, testing and progressive level certification. After successfully completing the 2-year program the employee is certified as a Sub-Contract Administrator able to work as an exempt employee at Lockheed Martin or anywhere in the defense industry. This program is also available for IT certification.
* Memorial Sloan-Kettering Cancer Center’s (MSKCC) Veteran to Research Study Assistants (RSA) Program focuses on newly transitioned service men and women who are interested in a career in research and healthcare. These veterans are trained to become RSAs who perform data collection and data entry and participate in data analysis for research projects, databases, and research protocols within MSKCC. This position develops research skills and creates the building blocks for a career at the center

Many of the initiatives these employers have taken make a lot of business sense, beyond just fostering the hiring of ex military employees, Matos pointed out.

“Other employee groups making a transition between fields and life stages (e.g., people with disabilities, retirees switching careers, caregivers returning to a new field after a leave, prisoners starting over) can benefit from apprenticeships,” he said. “Organizations that have large numbers of unfilled positions should consider whether devoting resources to a few weeks of intense training of new entrants to the field is less costly and more effective than trying to poach employees from competitors.”

  • Share/Save/Bookmark
Posted in Uncategorized | Tagged , , , | Leave a comment

Workflex Love For Some, Not All


Yahoo’s making workflex news again with an announcement today that it’s beefing up paid parental leave for men and women.

It’s heartening news from the tech company whose CEO Marissa Mayer came under fire recently for announcing a telecommuting ban.

As you can imagine, social media was all a twitter with Yahoo’s leave decision today with some employees seeing the move as further proof that working parents get special treatment when it comes to flexible work arrangements.

Here’s a tweet from @DickTracyOrlndo, who retweeted my tweet about Yahoo’s announcement:

Kidless people hosed again. MT @careerdiva: Yahoo expands maternity leave after banning telecommuting

The feeling of being hosed at work in this regard haunts not only employees but employers, who often wonder if these types of workflex programs can ever truly be seen as equitable. No good supervisors wants to be perceived as caring more about one group of employees than another. And no worker wants to think they’re not getting the same treatment as other works, especially if they work just as hard.

But creating an effective and flexible workplace doesn’t happen by divvying up equal pieces of the work pie for each employee. Employees are very different and so are circumstances of an employee’s personal life and even workload; and that can change monthly, weekly, even daily.

“The key to equity is you are addressing the needs of the people, not necessarily giving them equality,” explained Ken Matos, Families and Work Institute’s director of research. “We want to warn against getting into the debate of who’s getting what because then people with children and people without become enemies. It should be about what people need, period.”

Alas, that can be easier said than done.

Employees and employers can address this in different ways.

For employers, here are some tips from Workflex: The Essential Guide to Flexible and Effective Workplace, coauthored by Matos:

Be concerned about equity. Supervisors worry about being fair to employees when they know everyone can’t have flexibility. The key is making sure that the PROCESS is equitable (the same)—that every employee’s request is fairly considered—even though the
outcome may vary.

Promote flexibility as a management tool. When used as management tools, rather than favors given to specific employees, there are many more options available to employees and supervisors for getting the job done.

Create a format and process so that employees requesting workflex can make a “business case” to you. Employees requesting flexibility should state how this arrangement will help the organization and themselves. They should be prepared to come to a meeting with you with a series of suggested options for how their work will be done best and what business outcomes they believe will ensue because they are working flexibly. It is most helpful if you create a form to help employees think through and present this business case.

For employees, Matos stressed that “rather than frustration against someone getting materinity or partnerity leave, perhaps you should be asking your organization what you need. If telecommuting is not an option, are there other options that would get you through the day?”

He pointed to the many forms of workflex the Institute has identified that are included in a free downloadable toolkit for employees who want to know how to ask for flexible work arrangements.

Here’s an overview of the types of workflex available:

• Flex Time and Flex Place: adjustments to start and stop times and the ability to work in alternative locations (e.g., regular or short-notice schedule changes, compressed workweeks and telecommuting).
• Choices in Managing Time: influence employees have over work schedule and shift assignments (e.g., self-scheduling and shift trading initiated shift trades)
• Reduced Time: the ability to shift between full/part-time or part-year work while remaining in the same position (e.g., full-time during busy seasons and part-time the rest of the year)
• Time Off: includes easily accessed options for taking time for personal or family matters without incurring financial hardships or disciplinary action;
o paid days off for illness (personal or family members), vacation, volunteer work or community service and holidays
o job protected leaves for birth, adoption and care of seriously ill family members
• Flex Careers enable employees to control their career progression by adjusting workloads in collaboration with coworkers, time off for sabbaticals or education, and opportunities to phase into retirement or phase back into the workforce after an extended leave or military service.
• Task Flexibility includes efforts to create reasonable work demands, reasonable options for adjusting job descriptions to match employee strengths, reducing unnecessary work and creating boundaries between life on and off the job (e.g., reasonable accommodations for people with disabilities, cross-training, options for discussing and managing overwork).
• Culture of Flexibility includes openly discussing alternative ways of working more effectively with supportive supervisors without fear of retaliation or having to choose between advancement and devoting attention to family life when work-life issues arise.

Creating workflex equity is possible, Matos maintained. But it’s important to rise above the finger pointing and, he added, “not turn this into a battle of who’s loved more.”

  • Share/Save/Bookmark
Posted in Families, Flexible work, Men/Fathers, Productivity, Uncategorized, Workforce/Workplace, parenting | Tagged , , , | Leave a comment

Top Employers Supporting Veterans

The jobless rate for veterans who have served since 9/11 is more than 9 percent, and even higher for younger and wounded vets, compared to 7.6 percent for the overall population, according to the most recent unemployment rate from the Bureau of Labor Statistics.

We as a nation need to do more! That’s why Families and Work Institute’s board of directors created the Work Life Legacy Military Awards, an annual, national competition to recognize the top employers in hiring and supporting service men and women and their families.

“There’s a tremendous upside for hiring a vet,” said Admiral Michael Mullen, former Chairman of the Joint Chiefs of Staff and a Families and Work Institute board member. “From a business case, it’s there. It’s there because of the discipline they have, the life experiences, the cultural exposure, the team mentality, the mission before self, their loyalty to an organization, their adaptability. They care about each other and care about people!”

There are employers who get this reality, and today the Institute revealed the names of the winners of the 2013 Work Life Legacy Military Awards competition – Cornell, JPMorgan Chase, Merck, and Verizon Communications.

These employers collectively hired and helped support the hiring of tens of thousands of veterans thanks to their innovative programs and focused efforts to help military transition to civilian life, and in turn help their own bottom lines by employing these skilled and dedicated employees.

“Veterans make excellent employees and they add tremendous value to our company,” maintained Maureen Casey, Managing Director of Military and Veterans Affairs at JPMorgan Chase. “If history tells us anything, our service members and veterans are the next greatest generation of leaders.”

By sharing best practices and success stories from employers, FWI is expanding the options for the 2 million former military members expected to transition into the civilian workforce by 2016. These best practices also help support the efforts of members of the National Guard and Reserves and the families of those who have and continue to serve.

The four winners provided a host of programs and initiatives focused on helping veterans and their families including everything from mentoring programs to in-house dedicated military recruiting teams:

* Cornell’s on campus Veterans Affairs office provides private professional counseling for their employees and the local community; a website dedicated to information specifically addressing the interests of the military community; and extensive support services for military families, including maintaining a family helper list with contact information and profiles of potential helpers to help veterans and their families with family care, education and household maintenance tasks and a guide to finding, hiring, and keeping informal care providers.

“We at Cornell University are extremely proud of this recognition, as we’ve been working hard to recruit and retain veterans in our workforce,” said Lynette Chappell Williams, University Title IX Coordinator and Associate Vice President, Department of Inclusion and Workforce Diversity Cornell University, where 5 percent of hires last year were veterans. (Only 1 percent of the U.S. population serves in the military.) “We recognize the talent and leadership that veterans offer to our campus, and in turn we offer a number of programs and assistance to further the professional and educational goals of our veterans and their families.”

* JPMorgan Chase has a dedicated military recruiting team and internal military training program for hiring managers and employees; they co-founded the Institute for Veterans and Military Families with Syracuse University to conduct and publish actionable research and share best practices, facilitate and strengthen relationships between individuals and organizations committed to making a difference for the military and veteran community and make a concerted effort to use veteran owned suppliers.

“Our nation’s military, veterans and their families have made tremendous sacrifices for our nation. We owe them more than our gratitude as they transition from military to civilian life. We owe them the opportunity for successful, healthy and happy lives, which is why we have a comprehensive strategy focused on employment, homeownership and education,” said Maureen Casey, Managing Director of Military and Veterans Affairs at JPMorgan Chase. JPMorgan Chase has hired more than 5,300 veterans in two years and actively recruits transitioning service members, veterans and military spouses.

The company also leads the 100,000 Jobs Mission, a coalition of private sector companies committed to hiring 100,000 veterans by 2020. In two years, the 100,000 Jobs Mission has grown from 11 companies to 101 companies that have collectively hired 64,628 veterans through the first quarter of 2013.

* Merck’s leadership team focused on leveraging the great talents veteran employees bring the table; established a veteran employee affinity group to help vets network and find mentors; and have a well-developed phase-in/transitional assistance program giving veterans employment opportunities that are compatible with the process for readjusting to civilian life.
“The Work Life Legacy Award underscores the importance of programs and policies that support veterans in their return to civilian life. Merck has a long history of supporting veterans, and we are honored to receive this recognition,” said Dottie Brienza, Chief Diversity Officer and Executive Talent Leader for Merck. Last year, 5% of the company’s total U.S. external hires were veterans.

* Verizon has a military spouse partnership to help spouses find jobs; and an Emergency Military Leave policy (EML) that provides employees on active duty with benefits for an additional year beyond the provisions of the Uniformed Services Employment and Reemployment Rights Act.

“We believe that recruiting military veterans is a crucial part of hiring the best talent in the industry. With their unique leadership experience, technical skills, superb training and mission-driven attitudes, our veterans are a natural fit at Verizon,” said Raymond McConville, a spokesman for Verizon. The company currently employs 12,000 veterans.

In addition to these four Honorees, eight Honorable Mention Awards went to these companies for their exemplary work in hiring and advancing members of the military community: Bon Secours, Citi, Deloitte, General Motors, Johnson & Johnson, Lockheed Martin, Sodexo, and The Walt Disney Company.

See Families and Work Institute’s website for more details on the honoree programs and initiatives.

For more information on why hiring veterans and supporting their families is so important watch Families and Work Institute board members Admiral Michael Mullen and Deborah Mullen, a military advocate, discuss the importance of hiring veterans and supporting their families during Families and Work Institute’s Immersion Learning Experience:

  • Share/Save/Bookmark
Posted in Uncategorized | Leave a comment