"Hiring Veterans" advertorial featured in the 11/17/14 issue of Fortune Magazine. Hiring veterans and their spouses is finally becoming a basic part of corporate strategy!

1. PHOTOS BY LIESL MARELLI / IMAGEBRIEF
SPECIAL ADVERTISING SECTION
Hiring
veterans
and their spouses
is becoming a
basic part of
corporate strategy.
Makes sense.
It’s the right thing
to do and it’s
good for the
bottom line.
TAPPING THE
MILITARY
TALENT POOL

2. BANK OF AMERICA
S2 www.fortune.com/adsections
SPECIAL ADVERTISING SECTION
ONCE A NICHE activ-ity
among large U.S.
employers, veteran-hiring
programs have
gone mainstream, with
a growing number of employ-ers
now competing to tap the
military talent pool.
“The conversation has
changed. It has gone from
why hire military to how to do
it in an efficient and sustain-able
way,” says Sean Collins,
vice president for product
development at Victory Media
Inc., which produces military-focused
publications including
G.I. Jobs and Military Spouse
and data resources such as
Military Friendly®.
While Fortune 1,000 compa-nies
are still leading the charge,
data collected by Victory Media
show a growing interest from
smaller companies that want
information on best practices
and innovative solutions. “We
have seen tremendous demand
from companies in the $100
million to $500 million group,”
says Collins. “That’s important,
because statistically that is
where most of the jobs are.”
This change in attitude can
be seen in the recent employ-ment
figures. In September, the
unemployment rate for veterans
dipped to 4.7%, down from
6.5% a year earlier. Perhaps
more significant, the number
for veterans was well below
the 5.9% rate for the general
population, according to the
U.S. Bureau of Labor Statistics.
The unemployment picture for
post-9/11 veterans has also
improved, dropping to 6.2%
in September, compared with
10.1% a year earlier.
Renewable and Reliable
With 250,000 to 400,000
service members exiting the
military each year, corpora-tions
have come to view these
veterans as a renewable source
of highly skilled labor, says
Collins. As such, the invest-ment
in recruitment programs
is increasingly seen as part of
long-term corporate strategy.
Indeed, veterans are now
considered good for the bottom
line. A recent report by the
Corporate Executive Board, a
member-based advisory compa-ny
based in Arlington, Va., finds
that veterans, on average, per-form
at higher levels and have a
lower rate of turnover than other
employees. And that, the report
says, translates directly into cor-porate
performance.
Today’s veterans also have
skills well suited to the business
environment. “There is data
showing that post-9/11 service
members have exceptional
training,” says Collins. “Two-thirds
of military occupations
involve a STEM component.” In
other words, vets have had the
science, technology, engineer-ing,
and math training needed
for many of today’s key jobs.
Veterans are also trained
to be mission-focused, calm in
the midst of chaos, good team
members, results-oriented, and
hard workers. Sometimes it
takes a little work to translate
those skills to the corporate
world. Sometimes it takes a
little bit of education. But the
results have generally been
impressive.
Bill Golden, vice president
for global banking and markets
operational risk at Bank of Amer-ica,
made his transition quickly,
retiring as an Army battalion
commander one day and start-ing
work at the bank the next. “I
did it deliberately. I didn’t want
to spend time ruminating about
it,” he says. “Fortunately, people
were very patient with me.”
One big adjustment, Golden
says, was the corporate em-phasis
on process. In the Army,
Bill Golden, former Army
battalion commander, is
now a vice president at
Bank of America.
“THE CONVER-SATION
HAS
CHANGED.
IT HAS GONE
FROM WHY
HIRE MILITARY
TO HOW TO
DO IT IN AN
EFFICIENT AND
SUSTAINABLE
WAY.”
SEAN COLLINS
Vice President
Victory Media

3. S4 www.fortune.com/adsections
SPECIAL ADVERTISING SECTION
the person sitting at the head
of the table is in charge. “It’s
discuss, decide, execute, move
on,” he says, noting that as a
battalion commander he was
at the head of the table. “In the
corporate world, we spend time
debating issues to come to a
consensus. So you have to be
patient as the process evolves.
Additionally, it can take time
before you are able to contrib-ute
to the discussion in a mean-ingful
manner, so you have to
learn to cut yourself some slack
and continue working hard to
develop your technical skills.”
As veteran-hiring initiatives
gain traction, cutting-edge
companies are taking a more
hands-on approach, developing
new kinds of training initiatives,
creating mentorship and sup-port
programs, and spreading
the word about best practices.
They are also supporting other
companies that are taking their
first steps toward focused mili-tary
hiring.
The Cutting Edge
Consider USAA—a
financial services
firm that provides
products and ser-vices
to the military
community—that is
not only launching
innovative training
programs but also
providing support
to other companies.
Having pledged that
30% of all new hires
will be veterans or
military spouses,
USAA has been
ramping up its ef-forts
as the compa-ny
grows. “We are
on the cutting edge
of these initiatives
and sharing our
lessons with other companies,”
says Jackie Purdy, assistant vice
president for talent manage-ment.
“People want to hire vets
and military spouses, but don’t
really know how to do it.”
USAA is helping to lead the
way. The company recently part-nered
with the Disney Veterans
Institute and the State of Texas
in hosting a best-practices
summit for companies want-ing
to learn more about hiring
veterans. Participants ranged
from local government offices
and small companies to big cor-porations
looking for new ideas
on how to start a veteran and
military spouse hiring program
or enhance an existing one.
One of the ideas that USAA
highlighted at the summit was
its work in supplier diversity.
“We have over 3,500 suppliers,
and we have talked to them all,
asking them to make a com-mitment
to hiring vets, as well,”
says Purdy. “That is a best prac-tice
we were able to share.”
USAA is also openly sharing
the innovative thinking behind
its latest programs. The com-pany’s
newest initiative—VetFIT,
or Veterans for IT—offers transi-tioning
vets training in computer
languages such as Java to build
skills as software developers,
often with no prior developer
experience. Of the initial class,
all 22 ended up employed by
USAA.
Another measure of the
program’s success is its impact
on individual vets. One class
member, Levar Robinson, had
already deployed twice in the
military and taken four contract
deployments as a civilian after
having a tough time finding
full-time employment at home.
He was in Afghanistan when
USAA interviewed him online for
VetFIT—actually coming under
fire during the interview. He
was accepted into the program
and recently became a full-time
software developer and integra-tor
at USAA.
Military spouses are also
getting increased attention.
A RECENT
REPORT BY THE
CORPORATE
EXECUTIVE
BOARD FINDS
THAT
VETERANS,
ON AVERAGE,
PERFORM AT
HIGHER LEVELS
AND HAVE A
LOWER RATE
OF TURNOVER
THAN OTHER
EMPLOYEES.
Graduates of USAA’s inaugural VetFIT Java programmer class, a new cohort program
designed to provide comprehensive software development training for recently separated
veterans and military spouses.
USAA
Over the next five years, more than a million service
members will return to civilian life. See how veterans
like Alex Rolinski are making the transition at
bankofamerica.com/militarysupport
Images do not represent any endorsement, expressed or implied, by the Department of Defense or any other United States government agency. Bank of America, N.A. Member FDIC. © 2014 Bank of America Corporation. ARQ6XFF3
Life’s better when we’re connected®

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DELTA VALUES VETS
R EALIZING THE COMMITMENT and
motivation that veterans bring to
the workforce, Delta is committed to
military hiring initiatives and to individuals
as they transition from military to civilian
life. Our Veterans Employee Network provides
opportunities for all employees to support
veterans and their families.
We employ over 10,000 veterans and
proudly participate in the 100,000 Jobs Mis-sion,
which in 2014 exceeded its 2020 hiring
goal for transitioning service members and
veterans. Delta values the skills our veterans
offer, and provides the flexibility our National
Guard and Reserves require to fulfill their
commitment to our country.
Hiring veterans is the right thing to do and
the smart thing to do.
SPECIAL ADVERTISING SECTION
USAA is expanding opportuni-ties
and training for spouses so
that they can work from home.
“That way, no matter where the
military member is deployed or
stationed, the spouse remains
employed,” says Purdy, who
sees the military spouse as one
of the key new areas of corpo-rate
recruitment.
The résumé of a military
spouse often shows multiple
jobs in multiple locations, but
companies that dig deeper
have discovered that these po-tential
employees typically have
well-developed organizational,
logistical, troubleshooting, and
tactical skills. As a result, many
employers are moving aggres-sively
to tap this labor pool.
Focusing on Spouses
Gulfstream Aerospace—which
designs, develops, manufac-tures,
and services business jet
aircraft—is part of that trend.
While veterans already make up
nearly 30% of the workforce,
the company is expanding its
efforts. “The military spouse will
become a larger focus in 2015,”
says Don Moore, the contract
sourcing services manager who
handles military recruitment
at Gulfstream. “We have plans
to specifically target and assist
veteran spouses with résumé
writing and mock interview
feedback.” Additionally, the
company plans to attend mili-tary
spouse career fairs, using
recruiters who have a military
spouse background.
With competition for exiting
service members increasing,
Moore says Gulfstream will have
to work hard to recruit skilled
veterans, particularly given the
continuing demand for avionics
technicians and aircraft mainte-nance
technicians. “Gulfstream
must be ready to dig deep into
veterans’ résumés and experi-ences
to find the best of the
best,” he says.
In building its programs,
Gulfstream has taken an ap-proach
that allowed it to develop
a clearer view of the demo-graphics
and characteristics of
its veteran employee popula-tion.
This approach produced
some unexpected returns. “It
reconnected us with some
employees who hadn’t self-re-ported
their status but now are
voluntarily updating it in order
to be recognized as part of our
nearly 30% veteran population,”
says Moore.
Companies that are just
starting to build veteran recruit-ing
programs are getting lots of
support. Hospital Corporation
of America, for example, has
benefited from the collabora-tive
approach of companies like
USAA. The country’s leading
health care provider, while HCA
had been hiring veterans for de-cades,
the company adopted a
formal program three years ago,
says Avery King, lead military
veteran recruiter. Since then,
HCA has continued to learn
what it takes to attract and
retain veterans.
At military job fairs, for
example, veterans would see
signage saying that HCA is
a health care company, and
they felt they needed a clinical
background to qualify for the
positions. Although HCA does
have several clinical positions,
currently close to 40% of its
openings are support posi-tions
such as accounting and
finance, administrative, clerical,
logistics, facilities maintenance,
project management, informa-tion
technology, and dietary,
just to name a few, says King.
Targeted Training
Bank of America is also
embracing targeted training.
Through its veterans associate
program, the global banking
and markets group offers a
10-week internship program
VETERANS
ARE TRAINED
TO BE MISSION-FOCUSED,
CALM
IN THE MIDST
OF CHAOS,
AND RESULTS-ORIENTED.
Gulfstream values your unique skill sets, perspective, loyalty and dedication to teamwork.
We respect the leadership skills, character and pride instilled in those who have served in
the military. If you are preparing to transition from military service, or if you are a veteran
seeking a military-friendly employer, Gulfstream is looking for you. We design, manufacture,
service and support the world’s most technologically advanced business jets.
Immediate global opportunities exist for qualified candidates:
• Engineers
• Information Technology
• Aircraft Support
• Aircraft Manufacturing
• Supply Chain
• Aircraft Structural Mechanics
• Avionic Technicians
• Finance/Accounting
Gulfstream, an equal opportunity employer, is committed to diversity and inclusion in its workplace.
To find out more or apply online, visit gulfstreamcareers.com.
Veterans
Your Future Starts Here

5. SPECIAL ADVERTISING SECTION
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HIRING AMERICA’S HEROES
‘‘
IN FACT, OVER A THOUSAND MILITARY
veterans work at Freeport-McMoRan. We
believe these important contributors chose
Freeport-McMoRan throughout its U.S. opera-tions
because:
We understand the importance of
employees who take pride in their
work, have a strong sense of engagement in
their work, and are experienced in teamwork
dynamics. This is why we are a proud em-ployer
of America’s former military personnel.
Our veterans make us a better company.”
James R. Moffett, chairman of the board
Richard C. Adkerson, vice chairman, president, and CEO
of Freeport-McMoRan Inc.
For consideration, please apply online at
www.FMJobs.com
companies benchmark their
activities against the leaders in
that space,” says Collins. “The
number of survey submissions
and requests for our assess-ment
have more than doubled
over the past two years. That
demand illustrates the shift in
the landscape.”
Some companies are mak-ing
use of their own corporate
strengths to dig deep into the
process. After pledging to double
the number of veterans it hired,
professional services organiza-tion
Deloitte LLP launched a
comprehensive study of gaps in
its recruitment process.
“We broke it down like a
consulting project,” says Mark
Goulart, a principal in Deloitte
Consulting’s Federal practice,
which serves clients in both the
Department of Defense and
the Department of Veterans
Affairs. Deloitte is using what it
learned not only to revamp its
own programs but also to talk
with clients about the issues
and problems they are facing in
this area.
One takeaway, says Gou-lart,
was that focusing on
hiring numbers can be short-sighted.
Instead, companies
need to think about skill sets.
So Deloitte funded a big-data
analytics program, asking those
with job openings to provide the
attributes of individuals who
have performed successfully in
that area. That might include
everything from experience and
background to interpersonal
skills and the ability to deal with
unexpected situations.
“We’re doing it on ourselves
first, and a couple of clients are
running pilots,” he says, noting
USAA OFFERS
TRANSITIONING
VETS TRAINING
IN COMPUTER
LANGUAGES TO
BUILD THEIR
SOFTWARE
SKILLS.
AS VETERAN
HIRING INITIA-TIVES
GAIN
TRACTION,
CUTTING-EDGE
COMPANIES
ARE TAKING A
MORE HANDS-ON
APPROACH.
designed to introduce veter-ans
to different areas of bank
operations. During its first year,
the program started with seven
vets. Last year it went to 11,
and this year they expect to
expand to 20.
“This is a market space that
can be pretty difficult to break
into without an MBA,” says
Bank of America’s Golden, who
also serves as the bank’s chief
of staff for the military support
and assistance group for the
metro New York City area. “We
find they are able to quickly pick
up what is going on.” The result:
There is now a bidding war on
the street for these people when
they leave the service.
Such a targeted program
works because it first identifies
areas where companies need
talent, then it recruits veterans
whose skill sets seem likely to
make them a good fit in these
areas. And employers report
that there are lots of areas
where exiting military personnel
are doing quite well.
A survey by G.I. Jobs asked
military-friendly employers to
list the top jobs for which they
were recruiting veterans. It then
ranked the 20 hottest jobs,
starting with IT specialist, op-erations
manager, and engineer.
Some jobs, like logistician or
financial services rep, require
bachelor’s degrees. In some
cases, a more advanced degree
is needed. Other jobs, such as
IT specialist, require certifica-tion,
while still others, such as
customer service repre-sentative,
require short-term
onsite training.
Some veterans,
G.I. Jobs discovered,
are finding that their
military experience in
a particular area is all
that is needed to qualify
them for a job such as
telecommunications
technician or office man-ager.
Average salaries
for these jobs range from about
$44,000 a year for a mechanic
to over $100,000 for a business
administrator.
Sometimes, of course, the fit
may not be obvious. A military
truck driver may not want to
work with vehicles as a civilian.
But a job in logistics might be
appealing. And a military sniper
might turn out to be a good fit
in customer service.
As recruitment efforts
become more targeted and
creative, some of the traditional
recruitment tools are taking a
backseat. For example, military
job fairs, while still popular, are
seen by some companies as an
inefficient way to identify the
right candidates, says Collins of
Victory Media. Why? More than
two-thirds of service members
exiting the military say they
want to relocate, making it hard
for some companies to make an
effective pitch for talent at an
on-base job fair, he says.
With more than a decade
of data now available on suc-cessful
recruitment practices,
more and more companies are
taking an increasingly ana-lytic
approach to shaping their
programs. That means there’s
less recruitment guesswork, as
companies are now able to see
which programs have worked
and which have not.
“We are able to help
S8
W E ARE PROUD TO BE ONE of the 11
founding member companies of the
100,000 Jobs Mission Coalition,
dedicated to hiring, developing, and retaining
our nation’s military veterans and reservists.
We recognize your specialized training has
enabled you to develop valuable skills—
confidence, discipline, leadership, and
teamwork—critical to our mission of making
the everyday easier for everyone our business
touches around the world. You can work
alongside military veterans and reservists who
have joined our ranks. Seize the opportunity to
continue to make a difference in your career—
apply at NCR.com
SEIZE THE EVERYDAY
HIRING VETERANS WEB DIRECTORY
VICTORY MEDIA VICTORYMEDIA.COM
G.I. JOBS GIJOBS.COM
MILITARY FRIENDLY MILITARYFRIENDLY.COM
BANK OF AMERICA BANKOFAMERICA.COM/MILITARYSUPPORT
DELOITTE DELOITTE.COM
DELTA AIR LINES, INC. DELTA.COM
FREEPORT-MCMORAN FMJOBS.COM
GULFSTREAM AEROSPACE CORP. GULFSTREAM.COM
HCA HOSPITAL CORP. OF AMERICA VETERANSATHCA.COM
NCR CORPORATION NCR.COM
USAA USAAJOBS.COM
Strengthen Your Lead
Leaders are always influencing and inspiring those around them. At Deloitte, every project you touch can have lasting effects – whether it’s delving into
today’s toughest business challenges, collaborating with leaders at our new learning center, Deloitte University, or putting your skills to work for the
greater good on one of our many pro bono efforts. Are you a Veteran looking to join an organization where leaders thrive? Then consider Deloitte.
Join our Veteran’s Talent Community today.
As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, and Deloitte
Tax LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of
Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2014 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited

6. SPECIAL ADVERTISING SECTION
that the approach could eventu-ally
have a broader application.
Focusing on fit rather than
target numbers also led to
the creation of the Deloitte
Career Opportunity Redefini-tion
and Exploration Leader-ship
Program. Four times a
year, Deloitte offers 50 current
and former service members
a three-day program designed
to help them brand and market
themselves in the civilian world.
“It’s not just about how you
do a résumé,” says Goulart. “It’s
about how to transition into an
organization and be comfort-able
with the value you bring.”
The bottom line, he says, is
that veterans need careers, not
just jobs. And that is a lot more
complex than it seems.
As companies get savvier,
they are also learning how to
improve their outcomes. “Sure,
hiring veterans is the right
thing to do,” says HCA’s King.
“But we have found that hiring
veterans is the right thing to do
for our business.”
King has built relationships
with other companies that are
interested in hiring veterans.
“We share a lot of veteran can-didates
with one another, trying
to ensure they work for the
company that would be the best
match for them,” he says.
It’s no surprise that the men
and women heading up veteran
recruitment programs are for-mer
service members. Some,
like USAA’s Purdy, are prior
military or are military spouses,
which gives them a better
understanding of the challenges
that returning veterans and their
families face when they transi-tion
to the corporate world. “We
know what it means to serve,”
says Purdy. “It’s not just words
on a brochure.”
And while hiring veterans
is clearly good for the bottom
line, it also makes employees
feel good about their company.
One example: During New York
City’s Fleet Week, which honors
the U.S. Navy, Marine Corps,
and Coast Guard, Bank of
America hosted 45 members
of the three services. After a
brief look at the global markets
side of the bank, the service
members were invited to talk
with traders, research person-nel,
and sales staff on the
trading floor.
“When they walked off the
trading floor, they got a standing
ovation,” says Bank of America’s
Golden. “It had a huge impact.
One trader told me it was the
best thing he’d done all year.”
—Lynn Asinof
SOME VETS
ARE FINDING
THEIR MILITARY
EXPERIENCE
IS ALL THAT
IS NEEDED TO
QUALIFY THEM
FOR SOME JOBS.
It was a calling for you.
It is for us as well.
HCA is the nation’s leading provider of
healthcare services comprised of locally
managed facilities, with over 215,000
employees serving patients at 165 hospitals
and 115 freestanding surgery centers in
20 states and England.
We believe military veterans have skills and
attributes that are in line with our mission to
serve and better the human condition. If you
have a passion to help others, join a Military
Friendly Employer that will allow you to
continue to serve for the greater good.
Visit our website www.veteransatHCA.com
or www.hca.jobs to review opportunities.
www.hcahealthcare.com
Career OppOrtunities
inClude:
• Accounting & Finance
• Administration
• Clinical Technicians
• Clerical
• Communications
• Customer Service
• Human Resources
• Information Technology
• Logistics
• Nursing
• Paramedics
• Project Management
• Sales