Gulf-War-era-II combat veterans have made professional contributions to the civilian workforce since returning from Iraq and Afghanistan combat operations. Service members in California encounter transition issues related to employment and adjusting their self-identity in the civilian employment culture. These complexities have led to career problems. Using Peterson, Sampson, Reardon, and Lenz's theory of cognitive information processing and Mincer & Becker's theory of human capital, the purpose of this phenomenological study was designed to provide a holistic account of the lived experiences of 11 Gulf War era II veterans who have successfully integrated into civilian employment with a focus on mitigating factors and decision making processes. Purposeful sampling and semistructured interviews were completed with Los Angeles Gulf-War-era-II veterans employed as civilians for more than 1 year. Data collected were analyzed using the Stevick-Colazzi-Keen method. Five themes emerged from the data represented the transitional experiences of the participant veterans': (a) presence of self-validating values, (b) love of country and social responsibility, (c) importance of veteran networking and social support, (d) continued self-improvement, and (e) self-awareness to adapt to decision-making skills required in civilian employment. The findings identified the phenomenon that veterans evolved personally and professionally after securing meaningful civilian jobs and continued to adapt using career problem solving. This study contributes to the positive social change by aggregating resources for employment stability for veterans, increasing dialogue regarding veteran career transitions, and increasing awareness of veteran human capital values in civilian employment.

Successful transition to civilian employment is a challenge for veterans. The purpose of this single case study was to explore critical aspects of hiring managers' decision-making process and to understand how these strategies and techniques affect the hiring of veterans. Tajfel and Turner's social identity theory and Lewin's organizational change model formed the conceptual framework for the study. The participants for this study were 8 hiring managers from a midsized company in the Upper Hudson Valley Region, New York. Data were collected using semistructured interviews. The data were analyzed and coded and 4 themes emerged: strategies used to fill open positions, specific recruitment and interview protocols, veterans' skills from military training, and lack of experience with hiring veterans. The study results may contribute to veteran's awareness of the skills that employers are seeking that veterans may be able to fulfill. The results of the study could create an opportunity for hiring managers to recognize that veterans represent a trained, ready-made talent pool. The social impact of the study could help hiring managers identify and design the required job description criteria to include the transferable skills of veterans.