School of Behavioral Sciences


Doctor of Philosophy in Psychology (PhD)


Robyn Brown


veteran, military, transition, workplace


Human Resources Management


Military veterans’ skillsets and experience are multi-faceted, giving veterans the capability of adaptation, leadership, and decision-making as a general foundation on which they have built many other focused skills (Albertson, 2019; Carpenter & Silberman, 2020; Davis & Minnis, 2017). The use of a directed training intervention to educate and enlighten hiring teams within the human resources field is essential to changing perspectives and giving decision-makers the tools necessary to properly screen candidates for hire. This qualitative study’s purpose was to do just that. The overall purpose was to decrease transitioning veteran unemployment rates by educating Human Resource Departments (HRDs) and Talent Acquisition (TA) teams on veteran skillsets, bridging the gap and lack of understanding and translation of veteran multi-faceted experience. As intervention dissemination was completed, feedback requests were disseminated to determine the practicality and effectiveness of the intervention (Li & Rainville, 2021; Maclean, 2017; Manniste et al., 2019). The most impactful portion of the training was to highlight benefits, allowances for housing and food, skillsets that are derived from military-specific jobs, professional military education, and professional development (Minnis, 2017; Opengart, 2021; Schulker, 2017). The integration of an intervention may change the way veterans are screened for careers in the future, aiding in greater success (Shepherd et al., 2017; Stone, 2015). This is supported by the positive responses issued by the study participants; specifically, how important the training is for those in a recruiting role, with the structure of the training being the main critique.