| The purpose of this qualitative study using phenomenological research was to identify the differences in post-military retirement career opportunities between officers and non-commissioned officers as reported by human resource professionals, recruiters, and hiring managers in the private sector. The examination of these differences allows companies to identify barriers that may prevent the organization from obtaining candidates rich in leadership and experience. The researcher conducted semi-structured interviews with human resource managers, recruiters and hiring managers from multiple organizations with a wide range of industry requirements. The researcher recorded and coded data using Q methodology, data was analyzed using inductive reasoning. Results of the study show that beyond strategic thought process and command authority, human resource managers, recruiters and hiring managers perceived very few differences between the two groups. Additional findings within the research provided the evidence that there is the perception of a reduced level of importance towards education among human resource managers, recruiters, and hiring managers while identifying strengths of strategic thinking among officers and direct leadership among retiring non-commissioned officers. The study identifies gaps in knowledge of human resources professionals towards the strategic capabilities of non-commissioned officers while identifying the phenomenon of bias coined as "vet on vet discrimination" where veterans within the hiring process may have a preference based on their own service record. The study also provides recommendations for senior non-commissioned officers preparing for transition to a civilian position and future research opportunities for preparing non-commissioned officers for retirement. |
