Are Vets Overlooked? The Civilian Skills Gap Myth

Only 1% of Fortune 500 CEOs are veterans, despite veterans making up roughly 7% of the US population. That statistic alone begs the question: is the business world truly as respectful of the skills and experience veterans bring to the table as it claims to be? I argue that a shift is underway, but it’s far from complete.

The Underemployment Problem

A staggering 49% of post-9/11 veterans are underemployed, according to a 2023 study by Syracuse University’s Institute for Veterans and Military Families (IVMF). This means they are working in jobs that don’t fully utilize their skills, experience, or education. Think about that for a moment. Half of those who served are not reaching their full potential in the civilian workforce. Why? Is it a lack of available jobs? Hardly. Is it a lack of skills? Unlikely, given the rigorous training and diverse experiences gained in the military.

I believe a significant part of the problem lies in the disconnect between how military skills are perceived and how they translate into civilian roles. Many employers struggle to understand the value of leadership experience gained in combat, or the analytical skills honed through intelligence gathering. I saw this firsthand last year when I had a client, a former Army captain with extensive experience in logistics and supply chain management, repeatedly passed over for management positions in favor of candidates with traditional business degrees but less practical experience. It’s not that veterans aren’t qualified, it’s that their qualifications aren’t always recognized.

The Skills Gap Perception

While many veterans possess valuable skills, a 2024 report from the U.S. Department of Labor indicates that 63% of employers believe veterans lack the specific skills needed for their open positions. This perception, whether accurate or not, creates a significant barrier to entry. But consider this: how many civilian hires are truly “ready” on day one? Most require some level of on-the-job training and adaptation. Why is that same expectation not extended more readily to veterans?

It’s essential to differentiate between hard skills and soft skills. While some veterans may require additional training in specific software or technologies, their soft skills – leadership, teamwork, problem-solving, discipline – are often far superior to their civilian counterparts. These are the qualities that are difficult to teach, and they are highly valued in any organization. We ran into this exact issue at my previous firm in Buckhead. We were so focused on certifications that we almost missed a candidate with unparalleled crisis management experience earned in active duty. His ability to remain calm under pressure ultimately proved invaluable.

The Power of Mentorship Programs

Organizations with formal mentorship programs for veterans report a 25% higher retention rate among veteran employees, according to a 2025 study by SHRM. This data point underscores the importance of providing support and guidance to veterans as they transition into civilian careers. Mentorship programs can help veterans navigate the corporate world, build their professional networks, and overcome the challenges they may face. It’s not just about finding a job; it’s about building a career.

These programs work best when they are tailored to the specific needs of veterans. This means pairing veterans with mentors who understand their unique experiences and challenges. It also means providing training and resources to mentors so they can effectively support their mentees. Here’s what nobody tells you: a good mentorship program isn’t just beneficial for the mentee; it can also be incredibly rewarding for the mentor, providing them with a fresh perspective and a sense of purpose.

The Entrepreneurial Spirit

Veterans are 45% more likely to start their own businesses than non-veterans, according to the Small Business Administration (SBA). This entrepreneurial spirit is a testament to their resourcefulness, determination, and leadership skills. Many veterans see entrepreneurship as a way to create their own opportunities and build something meaningful. But starting a business is not easy, and veterans often face unique challenges, such as access to capital and navigating the complex regulatory environment.

Here’s a case study: A former Marine, let’s call him Sergeant Miller, used his military leadership experience and technical skills to launch a cybersecurity firm in Roswell after leaving active duty in 2022. He started with a $50,000 SBA loan and a team of three other veterans. Within three years, his company had grown to over 30 employees and was generating $5 million in annual revenue. His success wasn’t just about technical expertise; it was about his ability to build a strong team, set clear goals, and execute effectively. He leveraged his experience to secure government contracts, which provided a stable source of revenue and allowed him to expand his operations. This is the kind of impact veterans can have when given the opportunity.

The conventional wisdom often suggests that veterans need extensive retraining and reskilling to be successful in the civilian workforce. While additional training may be necessary in some cases, I believe this view underestimates the inherent value of the skills and experiences veterans already possess. The emphasis should be on translating those skills into civilian terms and helping employers understand their relevance. Are there limitations? Of course. A combat medic might need additional certifications to work as a registered nurse at Northside Hospital in Sandy Springs. But their experience in triage and emergency care is invaluable and should be recognized as such.

Furthermore, the focus should shift from simply “hiring veterans” to creating a truly inclusive and supportive work environment where veterans can thrive. This means providing opportunities for advancement, fostering a culture of respect and understanding, and addressing the unique challenges that veterans may face, such as PTSD and reintegration issues. It’s not just about filling quotas; it’s about creating a workplace where veterans feel valued, respected, and empowered to reach their full potential.

Respect for veterans isn’t just about words; it’s about action. It’s about recognizing their value, providing them with the opportunities they deserve, and creating a workplace where they can thrive. The numbers don’t lie: veterans are an underutilized asset in the business world. By challenging the conventional wisdom and embracing a more respectful and inclusive approach, we can unlock their full potential and transform the industry for the better. The best way to start? Advocate for internal mentorship programs that specifically support veterans seeking to advance. For more insights, check out veteran success stories and how they translate to civilian life. Also, be sure to empower veterans by recognizing their untapped talent.