Veterans in Construction: Workforce Integration & Impact

Introduction and Research Questions

Statement of the Problem

The integration of veterans into different business sectors is not a novel idea. Numerous sectors and organizations have been dedicated to facilitating the employment of veterans. In the construction sector, different institutions such as Veterans Build America and Hire Our Heroes have made significant strides toward this endeavor. Nonetheless, regardless of the presence of such institutions and assimilation programs for coupling veterans with jobs in the construction sector, measuring their effectiveness continues to be a significant challenge, largely owing to the lack of extensive research in the area. Furthermore, many of these programs have faced major difficulties such as lack of funding, which undercuts their efficacy. Consequently, it is not clear whether they have made a positive contribution to the development of the labor force in the construction sector.

Research Questions

This study is guided by the following research questions:

1. What capabilities and talents can veterans bring to the construction sector?

2. What is the effect of employing veterans in the construction sector?

3. What problems do firms in the sector experience in employing veterans, and what are the consequences?

4. What attempts have been made by government agencies, educational establishments, and construction companies to facilitate the employment of veterans?

Interview Questions for Participant 1: Construction Company Official

1. Does your organization actively endeavor to employ veterans?

2. Does the organization have a program exclusively intended for employing veterans?

3. What is the major contribution made by veterans to the organization?

4. Are there perceptible differences between non-veterans and veterans with regard to workplace attitudes — for instance, leadership, teamwork, and work ethic?

5. Have you faced any difficulties in employing or recruiting veterans?

6. Are there ways of making it easier to employ veterans?

Interview Questions for Participant 2: Construction Educational and Training Establishment Official

1. How did your establishment begin offering education and training to veterans?

2. What are the aims of the training program?

3. Do you consider veterans an appropriate match for jobs in the construction sector? Why?

4. In what ways do you assist veterans in attaining jobs in the construction sector?

5. What difficulties are experienced in offering such training and education?

6. How can these difficulties be addressed and the relationship with veterans be improved?

Interview Questions for Participants 3, 4, and 5: Veterans Employed in the Construction Sector

1. Why did you choose to pursue employment opportunities in the construction sector?

2. How were you employed? Did you have connections with the employer, or did you find work through training programs?

3. Have you been given any educational or training opportunities after being employed? Would you like such opportunities?

4. Have you considered being employed in other sectors?

5. Would you recommend the construction sector as a source of employment to other veterans?

Qualitative Analysis

The first step of data analysis involved transcribing the recorded responses (Auerbach and Silverstein, 2003). Transcripts are typically converted into written form for more thorough study. In accordance with Grbich (2012), transcription may appear to be a straightforward technical task, but in practice involves judgments about the level of detail to capture, as well as data interpretation and representation. Following transcription, a thorough content analysis was undertaken to identify meaningful themes in the transcribed data (Kothari, 2004; Walliman, 2011). The identified themes were then reported using rich, qualitative descriptions. The recorded interview responses were transcribed and read several times to identify themes, which are reported and discussed in the succeeding sections of this paper.

Beneficial Talents and Capabilities of Veterans

Participant 1 stated that the company did actively pursue the employment of veterans and had managed to hire more than 20 veterans over the past two years. The respondent also noted that the company aims to employ more veterans in the future. As an official in the organization, the respondent was well positioned to explain why veterans are particularly well suited for construction jobs. One of the capabilities highlighted was work ethic:

"You know, all veterans aren't created equal. Some have the right skill set, and I'd say the mindset. It's really a matter of character and not of anything else."

"That's kind of my whole modus operandi, so to speak — do the right thing, do it all the time, do it in budget, do it on time, and people pay you."

The respondent also noted that some of the distinguishing factors between veterans and non-veterans include determination, hard work, exemplary self-discipline, and ambition. Veterans are trained to complete a task correctly regardless of the circumstances:

"In the military it's like, okay, we're going to do this until we get it done, and we're going to get it done right. Your subordinates may hate it, but they know they're going to have to stay there and get it done and get it done right."

"I had some experience hiring a veteran in my previous career, and I immediately saw the benefit: the discipline, the organization, the drive and motivation. I recognized that skill set and those attributes as being very effective and translatable to a project manager, a construction supervisor, a foreman — which is a lot of what the vets I've worked with have experience with."

According to Participant 1, a strong work ethic is one of the elements that distinguish veterans in the labor market. Work ethic refers to a work attitude characterized by hard work, commitment, dependability, positivity, and attention to detail. The importance of work ethic in the workplace cannot be overstated. As noted by Respondent 1, finding candidates and employees with a strong work ethic is becoming progressively more difficult. This concern is shared not only by this organization but by numerous other employers. The entry of millennials into the labor force has become a growing challenge for many employers owing to the relative lack of work ethic among a substantial share of younger employees.

An additional capability identified is teamwork and leadership skills. When asked why veterans are valued in the construction sector, respondents described veterans as exceptional team players:

"I have seen first-hand their level of teamwork and collaboration, and also fine displays of leadership. Their ability to gel into the teams they are assigned to, and to step up and lead during difficult periods, makes them invaluable."

Teamwork in the military environment plays a fundamental role. Regardless of whether the setting is a combat zone or a humanitarian support mission, troops are trained to work as a team. In the military, teamwork is essential to mission accomplishment, and the teamwork skills demonstrated by veterans are precisely what practical employers seek.

Research undertaken by Schindler (2016) confirms that veterans have a commendable work ethic. They benefit companies because they bring a distinctive set of skills and capabilities that can be uncommon among civilians. Given that the labor force is increasingly comprising millennials, securing a strong work ethic can be a major challenge because many younger workers lack organizational discipline. A majority of veterans possess the work ethic that companies and employers most desire. As a result, numerous companies view veterans as significant assets for augmenting dedication and loyalty within the organization (Chester, 2012).

Educational and Training Establishment Initiatives

Educational and training establishments play a fundamental role in the assimilation of veterans into civilian employment. Respondent 2, an official from an establishment that prepares veterans for civilian employment and careers, began by noting the following:

"Our main strategy or approach encompasses vouching for applications to vocation. Following receipt of applications from veterans, we provide support and backing and also assist them with career placement. This aids in building a network for veterans in the areas of work development, mentoring, networking, and related aspects."

A fundamental component of the program is that the establishment begins preparing veterans while they are still serving in the military. These individuals are encouraged to join the programs shortly before retirement in order to acquire the necessary skills and capabilities prior to leaving service. The establishment helps veterans select the most suitable program for their needs. Veterans who complete these programs gain the capabilities to work in various business sectors. Given their reputations and extensive experiences, employers are more inclined to hire veterans who have gone through the establishment. The establishment also connects them with employment opportunities across different business sectors.

"As an organization, we offer training and development. This encompasses showing them what to do and how to think. Basically, we want to make certain that individuals are able to reason through problems on their own and develop solutions. They should be able to make decisions independently. Usually at the outset, individuals are trained on what to do rather than how to think, and they are therefore underdeveloped in that respect. So how I do development is I go out and ask a series of questions, get people to start thinking — so that the next time they encounter a similar situation, they can reason through it on their own."

These responses align with the scholarly literature on workforce development. For many years, educational and training establishments have been preparing graduates for the employment sector. Ranging from vocational colleges and universities to community colleges and trade schools, these establishments equip students with the proficiencies and knowledge required to perform tasks in workplace settings (Horden, 2013). Essentially, these establishments play a fundamental role in the development of human capital. Without them, numerous employers across different sectors would face challenges in finding proficient and qualified candidates. According to Eddleman (2015), there are numerous programs that specifically emphasize training and education in the construction sector. Through affiliations and strategic alliances with local workforce development boards, industry associations, and other relevant stakeholders, a number of educational and training establishments offer veterans construction-specific training, thereby enhancing their employability in the sector.

Research undertaken by Azhar et al. (2014) suggests that educational and training establishments can be of significant assistance to the construction sector in addressing workforce challenges. There is a pressing need for sector leaders to intensify cooperation with educational and training institutions in preparing veterans for construction jobs. Given the anticipated growth of the sector, demand for qualified professionals will increase. Companies can address this demand by working in tandem with educational establishments to capitalize on available talent. The availability of veterans with strong work ethics, capability, and determination to acquire new skills quickly creates a constructive workplace environment that responds to industry needs while simultaneously enhancing veterans' professional development and providing additional employment opportunities in high-demand, high-wage industries (Harrell and Berglass, 2012).