Starting Point NP Approximately 200,000 US military veterans reenter the civilian work force each year. Starting Point® was developed to unite the accomplishments of veterans with the demands and expertise of the civilian market through tailored individual plans supporting a life strategy of continued American service and exemplary citizenship.
This Veteran’s Transition Project provides unique, actionable insight and information, coaching/encouragement, and connection to business and community resources. Starting Point works along three simultaneous axis of advance: 1) Starting Point® for Veterans produces content to guide veterans in development of an integrated lifestyle philosophy of employment and fulfillment; rooted in self-identified goals, values, and shaped through their adaptation of individual military expertise. The Starting Point Veteran Sourcebook leads transitioning veterans through a series of self-guided questions that support individual efforts to develop a uniquely relevant action plan for each veteran. 2) Starting Point® for Employers produces accurate content and training on veteran skills and capabilities to guide employer’s in organizational strategies that place veterans in a “first choice” hiring scheme to maximize the national talent pool of military service members and sustain employer growth objectives. Starting Point works with a company to identify and develop hiring pathways, to match regularly occurring [archetype] job openings at the companies with transitioning veterans with corresponding talents. This can provide hiring managers with virtually one-stop shopping processes for contacting or conveying job availabilities to transitioning veterans who have gone through skill matching processes (pre-qualification) prior to initial contact between the hiring manager and the transitioning veteran. Starting Point educates/trains companies’ trainers to educate/train (new) hiring managers on an as-needed basis. This personal education and training is supplemented with Starting Point’s Veteran Sourcebook for Employers (updated on a rolling basis), interactive computer programming and a useful variety situation-specific YouTube-type videos. 3) Relevant Partnering achieving collaborative working relationships with other organizations based on shared interests, complementary capabilities, measurable goals, and agreed upon roles and responsibilities to achieve the best results possible for veteran transition, employment, and market place success.
He led the special-ops teams that took down Osama bin Laden. For both the man and his troops, it was a long time coming
Good points, all of them. What is missing from the narrative, and probably better left un-spoken, is several million soldiers learned what it means to fight/compete in a real (not cartoon or hypothetical) war, with all its real success and failure. Look at who built the US after WWII - it was veterans who had the courage, determination, and confidence to build the great American businesses. http://www.nytimes.com/2011/12/28/opinion/an-upbeat-view-of-americas-bad-year.html
A look back at the past 12 months suggests that U.S. power is more resilient than many analysts like to think.
On November 19 (today), Abraham Lincoln delivered the Gettysburg Address in 1863:
"Fourscore and seven years ago our fathers brought forth on this continent a new nation, conceived in liberty and dedicated to the proposition that all men are created equal. Now we are engaged in a great civil war, testing whether that nation or any nation so conceived and so dedicated can long endure. We are met on a great battlefield of that war. We have come to dedicate a portion of that field as a final resting-place for those who here gave their lives that that nation might live. It is altogether fitting and proper that we should do this. But in a larger sense, we cannot dedicate, we cannot consecrate, we cannot hallow this ground.
The brave men, living and dead who struggled here have consecrated it far above our poor power to add or detract. The world will little note nor long remember what we say here, but it can never forget what they did here. It is for us the living rather to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us--that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion--that we here highly resolve that these dead shall not have died in vain, that this nation under God shall have a new birth of freedom, and that government of the people, by the people, for the people shall not perish from the earth."
Fewer than 25% of the people who try to enlist in today's Volunteer military services are accepted. For specialized roles, the acceptance rate is under 4%. On July 4th, as part of THE 2012 VETERAN HIRING ACCOUNTABILITY PROJECT, the Washington Post, Forbes, New York Times, Detroit Free Press, and other major newspapers are being asked to publish a Forbes 500 style list (including foreign companies operating in the USA of similar size) identifying specifically how many FTE veterans each company has hired between January 1, 2012 and July 4 of 2012.
Officer (3-5 years) initial military obligation Active Duty Army –
Average age 21-26
(Civilian equivalent: Group/Department/Director)
The success or failure of the Service rests upon the officer corps. Army Demographics: 67% are married; 93% have a BS (40% Master and PhD). Officers command every military specialty and serve as the junior, midrange, and senior executive leadership of their Service.
On July 4th, as part of THE 2012 VETERAN HIRING ACCOUNTABILITY PROJECT, the Washington Post, Forbes, New York Times, Detroit Free Press, and other major newspapers are being asked to publish a Forbes 500 style list (including foreign companies operating in the USA of similar size) identifying specifically how many FTE veterans each company has hired between January 1, 2012 and July 4 of 2012.
Michele Flournoy represents one of the USA's overt, publicly ignored strengths: The growing role of women in positions of authority in the military. Women are still one of the largely un-tapped natural resources in the USA, in its pursuit of remaining a global powerhouse. You can't ignore the full potential and abilities of half your population and expect to maintain your position of leadership - not in this century - not when your competition outnumbers you 4-to-1, or 5-to-1. http://www.washingtonpost.com/lifestyle/style/michele-flournoy-pentagons-highest-ranking-woman-is-making-her-mark-on-foreign-policy/2011/10/27/gIQAh6nbtM_story.html?hpid=z9
Michele Flournoy, the Pentagon’s highest-ranking woman, is blazing a trail for other women and making her mark on foreign policy.
The picture is of two Navy Seals, by many measures, among the most clear thinking, focused people on the planet when it comes to working in a high risk, high stakes, objective-driven environment. When they transition out of the military, they are likely to face age discrimination. If they don't have a job lined up prior to leaving the military, when they apply for jobs many automated HR screening systems will identify them as unemployed, and automatically remove them for consideration for employment, so they aren't even given the courtesy of an interview. Starting Point (www.startingpoint.co) helps Employers devise solutions to these kinds of problems, producing a potential win-win situation for everyone.
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