Chain of Command to Chain of Impact: Veterans Leading the Future of Public Service

Veterans step into governmental roles with an ingrained mission-first mindset, often shaped by years of operational discipline, teamwork, and adaptability. These values translate powerfully into public service environments, where agencies routinely face high-pressure situations, constrained resources, and the need for cross-functional collaboration. Veterans are accustomed to making decisions in uncertain conditions, relying on both structured training and interpersonal trust to get the job done. In municipal departments, where crisis response and public accountability are ongoing demands, these attributes create both stability and momentum.

One of the most practical ways agencies can harness this experience is by mapping military occupational specialties (MOS) to civilian roles with precision. The Department of Labor’s Veterans’ Employment and Training Service (VETS) offers tools that help HR professionals translate military experience into civilian job qualifications, ensuring veterans are not underutilized or incorrectly placed in roles that do not fully match their capabilities¹. For example, a logistics noncommissioned officer may be an ideal fit for emergency management coordination, procurement oversight, or fleet services. Agencies that invest time in understanding these equivalencies often find veterans stepping into leadership roles faster and with greater confidence.

Creating Flexible Work Environments that Honor Service

Flexibility is not just a workplace perk for veterans - it is often a necessity. Many veterans continue to manage medical appointments, therapy schedules, or service-connected disability accommodations. Supervisors who offer adaptable scheduling options and remote work arrangements where feasible can dramatically increase retention and job satisfaction among veteran employees. In my experience, even small adjustments, like allowing compressed workweeks or scheduling regular check-ins, go a long way in building trust and fostering a sense of belonging.

Agencies should also consider formalizing their commitment to veteran flexibility through HR policies. The U.S. Office of Personnel Management (OPM) recommends integrating veterans’ unique needs into agency diversity and inclusion strategies². This includes recognizing invisible injuries such as PTSD and traumatic brain injuries, which may not impact performance but do influence how veterans interact in team settings. Training managers to understand these dynamics without stigma encourages a more informed and compassionate workplace, where performance expectations remain high but are delivered with empathy.

The Power of Peer Mentorship and Veteran Affinity Groups

One of the most effective tools for veteran integration is the establishment of peer mentorship networks. Veterans often thrive when paired with colleagues who share a similar background and can provide guidance on navigating civilian organizational culture. These relationships facilitate smoother transitions, reduce isolation, and open informal channels for knowledge-sharing. In my own department, we’ve seen how pairing new veteran hires with mentors during their onboarding period significantly improves both engagement and retention.

Agencies can formalize these efforts by supporting veteran resource groups or affinity organizations within the workplace. The Department of Veterans Affairs, for example, has implemented Employee Resource Groups (ERGs) that provide space for veterans to connect, advocate for shared needs, and contribute to policy development³. Local agencies can replicate this model by designating staff liaisons, allocating meeting space, and incorporating veteran voices into broader workforce planning. These groups not only support veterans but also educate non-veteran staff, promoting a more inclusive organizational culture.

Elevating Departments Through Veteran Leadership

Veterans often bring a leadership style grounded in clarity, accountability, and mission alignment. In supervisory roles, they tend to emphasize structure, role clarity, and performance metrics - all of which are critical in high-functioning agencies. Their experience managing diverse teams in dynamic environments makes them particularly effective in roles that require coordination across departments or with external partners. For example, veterans with command experience are often well-suited to roles in emergency operations centers, interagency task forces, or community outreach programs.

Agencies looking to build internal leadership capacity should not overlook the long-term development of their veteran staff. Structured succession planning that includes veterans in leadership pipelines ensures that their unique strengths continue to influence organizational direction. According to a 2020 Pew Research Center study, veterans are more likely than their civilian peers to view serving their community as a core personal value⁴. Leveraging this orientation through targeted leadership development programs not only benefits the individual but enhances the agency’s ability to deliver on its mission.

Building Sustainable Veteran Recruitment Strategies

Recruitment of veterans should be proactive, not incidental. Agencies can partner with military transition programs such as DoD’s SkillBridge and the U.S. Chamber of Commerce Foundation’s Hiring Our Heroes initiative to create pipelines from active-duty service into civil service roles⁵. These programs allow agencies to engage service members before they separate, offering internships and training opportunities that build familiarity with agency functions and expectations. This early engagement increases the likelihood of successful long-term employment.

HR departments should also ensure that job descriptions and postings are accessible to veterans by using clear, jargon-free language. Including veterans’ preference statements and direct application guidance can help ensure that veterans do not self-select out of opportunities due to unfamiliar terminology. The National Association of State Workforce Agencies (NASWA) provides toolkits and training for hiring managers to improve veteran recruitment practices⁶. These efforts not only improve hiring outcomes but signal a clear institutional commitment to valuing military service.

Conclusion: Veterans as Catalysts for Effective Governance

Veterans are not only capable public servants - they are often catalysts for organizational strength, cohesion, and service excellence. Their presence in local and federal agencies brings a level of discipline, accountability, and mission alignment that can transform teams. However, their success depends on thoughtful integration strategies that respect their service, recognize their skills, and support their ongoing development.

Agencies that invest in flexible work structures, peer mentorship, strategic recruitment, and leadership development will not only retain veteran talent but amplify their impact across departments. Veterans do not just fill workforce gaps. They contribute to building responsive, resilient, and high-performing institutions that better serve the communities we all represent.

Bibliography

1. U.S. Department of Labor. “Veterans’ Employment and Training Service (VETS).” Accessed May 1, 2024. https://www.dol.gov/agencies/vets.

2. U.S. Office of Personnel Management. “Guidance for Agency-Specific Diversity and Inclusion Strategic Plans.” Accessed April 30, 2024. https://www.opm.gov/policy-data-oversight/diversity-and-inclusion/.

3. U.S. Department of Veterans Affairs. “Employee Resource Groups.” Accessed April 29, 2024. https://www.diversity.va.gov/programs/erg.aspx.

4. Pew Research Center. “The American Veteran Experience and the Post-9/11 Generation.” September 10, 2019. https://www.pewresearch.org/fact-tank/2019/09/10/the-american-veteran-experience-and-the-post-9-11-generation/.

5. U.S. Department of Defense. “SkillBridge Program.” Accessed May 1, 2024. https://skillbridge.osd.mil/.

6. National Association of State Workforce Agencies. “Veterans’ Employment Toolkit.” Accessed May 1, 2024. https://www.naswa.org/veterans.