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Mar 01

NYSE Provides NCOs Paid, Hands-On Training

Opportunities to get hands-on training in a new field — and get paid for doing so — are few and far between. Smart organizations recognize this is a win-win strategy especially when it comes to hiring veterans. A company or organization gets a chance to conduct a very long interview ( lasting from a couple of weeks to a few months) and watch a candidate’s ability to learn new skills and adapt to a different fast-paced environment. The veteran gets a taste of a new industry to assess whether it is a good fit before having to sign on the dotted line.

It is not just corporate behemoths that have incorporated creative internship and fellowship opportunities for veterans.

For example, while many might think about the New York Stock Exchange as a very large enterprise, Lisa Dzintars-Pahwul, NYSE’s Managing Director, notes that the company has 1500 employees and typically hires only about 100 people a year.

But in 2012, the NYSE had what it took to launch a valuable enlisted veteran training/hiring program:

  • The commitment of its CEO coupled with the veteran experience of its Deputy Chairman who understood the importance of addressing the high unemployment rate of transitioning enlisted veterans;
  • The savvy to integrate veteran training and hiring into an existing NYSE summer training internship;
  • Collaboration with veterans organizations such as IAVA, the Wall Street Warfighters and Four Block to help promote the internship opportunity and;
  • The support and active involvement of NYSE department heads and the human resources team to roll up their sleeves and become part of the training/education process.

The first group of interns completed their paid eight-week internship during the summer of 2012, spending much of their time on the NYSE floor, learning the ropes and hearing from NYSE senior executives. In the summer of 2013, the internship will be increased to 10 weeks.

I asked Lisa to share her advice for vets and the companies thinking about hiring them, given what has been learned to date through the NYSE program:

  • The military, prospective employers and vets must do more to help translate military experience into skills valued in the civilian workforce.
  • Veterans should be able to specifically identify how their qualifications match the skills identified in the job description.
  • Collectively, we must do more to dispel the myths about hiring veterans.
  • Human resources managers may want to take more time to read a veteran’s resume, rather than quickly dismissing an individual if an immediate/direct fit is not readily apparent.
  • Companies can be supportive of veterans’ transition in many ways. This can include having employees work with community veterans to review resumes and practice interviewing; being involved philanthropically to support veterans’ organizations; hands-on paid fellowships/internships to provide practical experience and training that will help make the veteran more marketable to civilian employers.

Transitioning senior NCOs interested in learning more about the NYSE 10-week paid internship can visit: http://www.nyx.com/who-we-are/advocacy/veterans/associate-program

 

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