Strategies Used to Retain United States Veterans

AbstractThe United States has a 20% average overall turnover rate, requiring employers to absorb the additional costs related to employee turnover, which can exceed 300% of each departed employee’s annual salary. Human resource leaders who lack strategies to retain veterans as employees experience increased turnover and replacement costs. Grounded in person organization fit theory and human capital theory, the purpose of this qualitative multiple case study was to explore the strategies leaders in human resource departments use to retain United States veterans. The participants included three human resources leaders in Washington who developed successful retention strategies for veterans. Data were collected using semistructured interviews and supporting documents and analyzed with thematic data analysis. Four primary themes emerged: understanding the military mindset, cultural competency, recruiting and hiring programs, and resources and support for veterans. Recommendations included assisting human resource professionals in understanding the military experience, providing veteran mentoring programs, and developing and promoting veteran affinity groups. The implications for positive social change include the potential for reducing local unemployment rates, thereby strengthening the local economies