Employers play key role in homeland security

    Almost six years have passed since terrorists attacked New York City and the Pentagon. Within hours of the 9-11 attacks, thousands of U.S. Reservists and Guardsmen were put on alert. In the months and years to come, thousands more would be activated to support homeland security. Like most Americans, employers were shocked and saddened, but eager to help keep our nation safe.

    Who would have thought six years later we would be fighting wars in Afghanistan and Iraq? Many small and midsized employers have had one or more of their Reserve Component service member/employees activated in recent years. In some cases, service members have been called up second and third times to support not only these international conflicts, but to respond to domestic disasters like Hurricane Katrina, tornadoes and even provide immigration border security.

    It hasn’t been easy for these employers. Reserve and Guard departures are often short notice. Co-workers may have to divide up the labor to make up for their co-workers’ absence, temporary hires are called in and human resource departments often need to evaluate HR policy.

    As a small-business owner and retired Air Force Reservist, I know both sides of the issue. Employers have production goals to meet, ongoing contracts to maintain and meeting profit margins to survive. The temporary loss of one good employee can significantly affect a company. Reservists, on the other hand, have required training and an oath to serve if called-up.

    Proactive thinking can help employers and their "citizen soldiers" balance these responsibilities.
    How an employer responds to the fact that an employee is being mobilized has a direct impact on national defense, homeland security or disaster response. Employers are clearly a critical part of the national Defense and Homeland Security team. By "sharing" their Reserve component employees with the Department of Defense, they are supporting the global war on terror and assisting in response to natural disasters.

    To be effective, our service members also need to conduct training on a regular basis. You wouldn’t throw a new hire directly on the production line without orientation, nor would you have your sales staff sell a product they don’t understand. Similarly, we wouldn’t send an untrained soldier into harm’s way or have an Airman who never sat in the cockpit fly an F-16 fighter plane.

    The greatest thing an employer can do for the nation is give proactive support and respect in their workplace for the sacrifices their Reservists make to be twice the citizen. Many employers go beyond federal law (USERRA) to ensure service members’ families are looked after during mobilizations. Pay differential is also offered by many employers. Many Reserve and Guard members take substantial paycuts when they are mobilized, and companies that offer pay differential make up for the lost pay to keep the member’s family secure. A number of businesses are now considering continuing health and other benefits for service members’ families during periods of absence.

    Does your company cultivate a positive culture of support for Reserve and Guard members or allow a hostile work environment for them? Even simple acts of respect and caring make a difference in a service member’s success. Admittedly, it’s difficult enough to survive in the very dangerous situations our military members face while performing duty, not to mention the impact of family separation on their morale. It’s even more stressful if service members have to worry about work issues back home. Employers can help by keeping in contact with service members via email, sending care packages, profiling them in company publications and valuing their military service.

    What do employers get in return for their sacrifice? The Reserve components send back disciplined, responsible employees with a great work ethic and unique skill sets.

    Thrown into stressful work environments with hundreds of strangers in a foreign country, service members quickly learn to work together on a common mission. Leadership skills are honed in life-and-death situations. Forced to think outside the box on limited resources in austere locations, service members learn ingenuity and initiative are keys to success. Guard and Reserve members are also taught core values, including service before self, integrity and excellence in all they do. These core values carry over into your company upon a service member’s return to the civilian workforce.

    The global war on terror, homeland security responsibilities and national disasters will continue to tap our Reserve and Guard members for active service. Supportive employers have always been and will continue to be essential partners on the nation’s defense team. Your level of sincere employee support will directly impact the nation’s security and homeland defense in the years to come.

    As an employer, what can you do to make a difference? Here are some ideas:

    • Support your Guard and Reserve employees – both verbally and in written policy.
    • Recognize your "citizen soldiers" by thanking them for their service in person and in writing.
    • Sign a “Statement of Support,” symbolizing your commitment to your military employees.
    • Set aside space in your company newsletter or corporate Web site to profile your Guard and Reserve employee achievements.
    • Celebrate Guard and Reserve achievements throughout the year. Federal holidays, such as Veterans Day and Memorial Day, offer excellent venues to recognize these employees. Ask them to participate in uniform in your celebrations.
    • If your Guard or Reserve employees are activated, remember the families back home. Make it a point to check in on the military member’s family with an occasional phone call to make sure everything is OK. Establish a key individual or group of coworkers to liaison directly with the family.
    • Send care packages to your activated Guard and Reserve employees. Items need not be expensive. Notes of encouragement are always appreciated, as are small items that remind them of home.
    • Adopt a unit! Several local companies have "adopted" an activated unit and channeled efforts into their own special group of military members.
    • Send care packages and cards to the family members of activated employees during holidays – as they are likely missing their military member. Make sure spouses of married military members are invited to holiday parties and company picnics.
    • When activated employees return home after serving, hold a “welcome home” celebration. Celebrations don’t have to be costly. Even buying donuts for the staff to "welcome back the troops" will let Guard and Reserve members know you care.
    • Make sure your policies concerning Guard and Reserve employees are clearly explained in your employee handbook. If your company can afford it, consider offering additional benefits to activated military employees, such as differential pay (pay that makes up the difference between civilian salary and military salary) or extended insurance benefits.
    • Remain flexible and patient when scheduling your Guard and Reserve employees. While federal law requires employers to give military members time off for duty (including training, military schools, weekend drill and deployments), a flexible employer with a positive attitude can make all the difference.
    • If possible, keep in touch with your activated military employees. Send e-mails with news on co-workers, and mail employee publications such as newsletters and magazines.
    • Volunteer to participate in a bosslift, an educational outreach flight organized by ESGR. Or participate in an employer day at a local Reserve or Guard unit.

    For more information about these types of educational programs, contact your local ESGR chair.

     

    Celebrate your Reserve and Guard employees in your conversations – mention their contributions to fellow business executives and local opinion leaders. Remember, employers are a critical part of the total force that defends democracy and freedom in the USA.

    James G. Rebholz is a retired colonel from the Air Force Reserve and is principal of the Zingen Braun Insurance Agency in Brookfield. He was recently appointed by Secretary of Defense Robert Gates to serve as the chair of the national committee for Employer Support of the Guard and Reserve (ESGR). In his new volunteer position, he will provide vision, direction and advice to the national committee for ESGR. For more information about ESGR, visit www.esgr.org or e-mail jgrebolz@cs.com.

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    Almost six years have passed since terrorists attacked New York City and the Pentagon. Within hours of the 9-11 attacks, thousands of U.S. Reservists and Guardsmen were put on alert. In the months and years to come, thousands more would be activated to support homeland security. Like most Americans, employers were shocked and saddened, but eager to help keep our nation safe.

    Who would have thought six years later we would be fighting wars in Afghanistan and Iraq? Many small and midsized employers have had one or more of their Reserve Component service member/employees activated in recent years. In some cases, service members have been called up second and third times to support not only these international conflicts, but to respond to domestic disasters like Hurricane Katrina, tornadoes and even provide immigration border security.

    It hasn't been easy for these employers. Reserve and Guard departures are often short notice. Co-workers may have to divide up the labor to make up for their co-workers' absence, temporary hires are called in and human resource departments often need to evaluate HR policy.

    As a small-business owner and retired Air Force Reservist, I know both sides of the issue. Employers have production goals to meet, ongoing contracts to maintain and meeting profit margins to survive. The temporary loss of one good employee can significantly affect a company. Reservists, on the other hand, have required training and an oath to serve if called-up.

    Proactive thinking can help employers and their "citizen soldiers" balance these responsibilities.
    How an employer responds to the fact that an employee is being mobilized has a direct impact on national defense, homeland security or disaster response. Employers are clearly a critical part of the national Defense and Homeland Security team. By "sharing" their Reserve component employees with the Department of Defense, they are supporting the global war on terror and assisting in response to natural disasters.

    To be effective, our service members also need to conduct training on a regular basis. You wouldn't throw a new hire directly on the production line without orientation, nor would you have your sales staff sell a product they don't understand. Similarly, we wouldn't send an untrained soldier into harm's way or have an Airman who never sat in the cockpit fly an F-16 fighter plane.

    The greatest thing an employer can do for the nation is give proactive support and respect in their workplace for the sacrifices their Reservists make to be twice the citizen. Many employers go beyond federal law (USERRA) to ensure service members' families are looked after during mobilizations. Pay differential is also offered by many employers. Many Reserve and Guard members take substantial paycuts when they are mobilized, and companies that offer pay differential make up for the lost pay to keep the member's family secure. A number of businesses are now considering continuing health and other benefits for service members' families during periods of absence.

    Does your company cultivate a positive culture of support for Reserve and Guard members or allow a hostile work environment for them? Even simple acts of respect and caring make a difference in a service member's success. Admittedly, it's difficult enough to survive in the very dangerous situations our military members face while performing duty, not to mention the impact of family separation on their morale. It's even more stressful if service members have to worry about work issues back home. Employers can help by keeping in contact with service members via email, sending care packages, profiling them in company publications and valuing their military service.

    What do employers get in return for their sacrifice? The Reserve components send back disciplined, responsible employees with a great work ethic and unique skill sets.

    Thrown into stressful work environments with hundreds of strangers in a foreign country, service members quickly learn to work together on a common mission. Leadership skills are honed in life-and-death situations. Forced to think outside the box on limited resources in austere locations, service members learn ingenuity and initiative are keys to success. Guard and Reserve members are also taught core values, including service before self, integrity and excellence in all they do. These core values carry over into your company upon a service member's return to the civilian workforce.

    The global war on terror, homeland security responsibilities and national disasters will continue to tap our Reserve and Guard members for active service. Supportive employers have always been and will continue to be essential partners on the nation's defense team. Your level of sincere employee support will directly impact the nation's security and homeland defense in the years to come.

    As an employer, what can you do to make a difference? Here are some ideas:

    For more information about these types of educational programs, contact your local ESGR chair.

     

    Celebrate your Reserve and Guard employees in your conversations - mention their contributions to fellow business executives and local opinion leaders. Remember, employers are a critical part of the total force that defends democracy and freedom in the USA.


    James G. Rebholz is a retired colonel from the Air Force Reserve and is principal of the Zingen Braun Insurance Agency in Brookfield. He was recently appointed by Secretary of Defense Robert Gates to serve as the chair of the national committee for Employer Support of the Guard and Reserve (ESGR). In his new volunteer position, he will provide vision, direction and advice to the national committee for ESGR. For more information about ESGR, visit www.esgr.org or e-mail jgrebolz@cs.com.

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