Veterans Are Much More than ‘Feel Good’ Hires And Shouldn’t Be DEI Tokens

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More companies have opened their doors to veterans in recent years, often as part of a broader push for diversity, equity and inclusion. At first glance, this shift seems promising, a step toward recognizing veterans' value to the civilian workforce. But as we dig deeper, a question lingers: Are veterans merely DEI hires?

The well-intentioned efforts to include veterans sometimes end up treating them as little more than a box check for diversity. Organizations tout their veteran hires as proof of their inclusive ethos, but far too often, these hires are made for the wrong reasons. 

There’s a notion that veterans should be hired, because they’ll “show up on time, work hard and do what they’re told;” or worse, veteran hiring centers on an altruistic tendency, cemented in patriotic fervor. Both these notions grossly diminish and underestimate what veterans truly bring to the civilian workforce.

Let’s set the record straight. Veterans aren't just employees who will dutifully follow instructions -- they are leaders, problem solvers and team players with experience few civilians can match. Veterans are exactly the kinds of employees companies should want to hire, not merely feel compelled to hire for publicity. They have operated in some of the most high-stakes environments imaginable, made decisions under pressure and led teams to complete complex objectives. These experiences breed not just resilience but a relentless adaptability and a capacity to thrive in challenging situations.

Yet, in many cases, veterans find themselves pigeonholed, valued more for their perceived work ethic than their capacity to innovate, adapt and lead. This does a disservice not only to the veterans but to the organizations themselves, which miss out on the tremendous potential veterans hold. Veterans are not, and should not be, hired to make an organization feel good about itself. They should be hired because they bring value that goes well beyond surface-level diversity. They bring depth to an organization, the kind of experience that doesn’t just follow orders but uplifts the entire team. 

Other narratives about veterans also constrain how they are viewed on the job market. The stereotype of the “broken veteran” has been told too many times and  become the de facto assumption about the community for far too many. Veterans are not “broken”; they are resilient, often having overcome challenges that civilians can barely imagine. Their resilience isn’t just about surviving -- it’s about thriving in adversity and bringing that hard-won strength into the workplace. We’re forced into a false choice, between acknowledging the challenges some veterans face, and accurately describing most veterans who are ready to lead companies.

When a company hires a veteran, it’s not getting a charity case. It’s gaining an employee who can be both a thinker and a doer, a leader and a learner. Veterans contribute to a healthy work culture by infusing it with dedication, loyalty and the unique perspectives they’ve developed through their service. And yes, they are dependable, punctual and hardworking. But so are countless other candidates. 

Hiring veterans should be a strategic decision, not just a socially responsible one. Organizations should understand that veterans are not just another diversity hire -- they are exactly the kind of versatile, resilient and innovative leaders that today’s dynamic workplaces need. Companies don’t have to hire veterans out of a sense of obligation; they should be clamoring to hire them because they add value that few others can.

So, are veterans just DEI hires? They shouldn’t be. They should be the hires that every organization actively seeks out, not just because it’s the right thing to do but because it’s the smart thing to do. 

J.C. Glick serves as the chief executive officer of The COMMIT Foundation with experience as a leadership consultant and career Army officer. Since transitioning from 20 years of military service in 2015, J.C. has been a founder and partner of two leadership companies, where his clients included Fortune 500 companies, international nonprofit organizations, government agencies and professional sports teams.