The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Preparing Skilled Veterans to Meet the
Market and Growing Demand for
Cybersecurity Talent
Richard Himmer, Mary A. Marks, John Adams Roach,
David Shaw, Wayne Washer
Abstract - Separating service members are a valuable pool of potential cybersecurity
professionals.
Index Terms: Career Development, Education, Employment, Information Security
INTRODUCTION
By connecting the large pool of separating veterans to academic, government,
industry and career transition partnerships, we can make great strides toward
meeting the demand for cybersecurity talent. If we train even a modest percentage
of separating service members in cybersecurity, it will go a long way towards filling
the qualified cybersecurity talent gap.
The Need
A cursory search of the Internet reveals multiple studies, reports, and opinion
pieces bemoaning the lack of qualified cybersecurity personnel. 1
1
See, e.g.,www.rand.org/news/press/2014/06/18.html,
www.networkworld.com/article/2857305/cisco-subnet/cyber security-skills-shortage-panic-in-
2015.html
1
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
The Reinforcements
In response to the growing need for cybersecurity talent, we have a serendipitous
surge in separating service members, as the military faces cutbacks. The White
House issued a 2013 report that noted the military expects to separate a million
service members over the next several years. 2
The Catalysts
To cover the need with reinforcements, there must be a catalyst to enable their
successful merger. In this case, we have several.
Veterans have several advantages from their stint in the military that greatly
increase their chances of successfully transitioning into the cybersecurity field.
A Veteran’s background necessarily includes years of experience in general
security, and often, robust opportunities for education and training, both while in
the Service and after separation.
Over a third of our nation’s military veterans have training in a variety of STEM
disciplines. Another third or more receive technical training in weapon delivery
systems and support systems that augment mission readiness. The military also trains
a number of commissioned officers and enlisted personnel working in specific
technical disciplines requiring advanced degrees, including PhDs.
Military Force Reductions
The 2015 Defense Department called for a reduction in active-duty military to
1.31 million troops, a decrease of nearly 37,000 service members from the previous
year.
2
http://www.whitehouse.gov/sites/default/files/docs/military_credentialing_and_licensing_
report_2-24-2013_final.pdf
2
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Defense Secretary Chuck Hagel called the reductions that eliminate an entire
fleet of Air Force fighter planes and shrink the Army to its smallest size since before
World War II “difficult choices.” Hagel stated,
“These reductions will change defense institutions for years to come, but [are] designed to
leave the military capable of fulfilling U.S. defense strategy and defending the homeland
against strategic threats. 3”
The military drawdown is moving highly trained and experienced men and
women from the military to the private sector during one of the most challenging
job markets since the great depression of 1929. The drawdown translates into an
on-going challenge for our veterans in garnering paychecks after serving our nation
valiantly. 4
Veteran Unemployment
The jobless rate for retiring and separating military officers and enlisted personnel
is almost 3% higher than civilians experience most likely due to the systematic
challenges, veterans face systemic challenges in their transition to the private sector.
According to a 2014 RAND report, “Between 2000 and 2011, younger veterans
were, on average, 3.4 percentage points more likely to be unemployed than similarly situated
younger non-veterans. 5”
3
“Hagel Outlines Budget Reducing Troop Strength, Force Structure," DOD News Feb 24, 2014
by Nick Simeone, American Forces Press Service
4
“CEO of Gallup calls jobless rate 'big lie' created by White House, Wall Street, media," February
05, 2015, FoxNews.com
5
“Why Is Veteran Unemployment So High?” by David S. Loughran, Rand Corporation
3
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Source: Statista, Department of Defense
According to a 2013 article in Time Magazine, the primary issue is that today’s
business leaders do not understand the value that veterans bring to the table.
“This is one of the first generations of business leaders that largely didn’t serve in the
military, which poses real cultural barriers to understanding military skills and experience. 6”
“One of the main barriers to hiring veterans, from the perspective of businesses, is that
they struggle to understand how military skills translate to increasing the bottom line. 7”
In a 2012 survey of new veterans with Prudential, Inc., 60% of veterans reported
that translating their military service to the civilian job market was a significant
challenge. 8
6
“The Ground Truth on Veterans’ Unemployment”, Time, by Tom Tarantino, March 22, 2013
7
Center for a New American Security, June 2012
8
“The Ground Truth on Veterans' Unemployment," Time, by Tom Tarantino, March 22, 2013
4
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
From our work, we have seen only modest improvement in this problem across
the board. Although this situation is slowly improving, veterans still face frustration
transitioning into the private sector.
While the military recently introduced a mandatory weeklong employment
workshop, the Transition Assistance Program (TAP), which is helping to close the
employment gap, it struggles to help executive-level veterans. 9
MILITARY TRAINING AS A CATALYST FOR CYBERSECURITY
CAREERS
While few military members have extensive training in computer science, all
have a security mindset.
After highly publicized breaches of military networks, such as the Buckshot
Yankee, WikiLeaks, and Snowden breaches, it was seen as an imperative that
military members be vigilant with security of sensitive information. 10
Required annual training has made all veterans aware of general cyber threats
and threat actors. Almost all military members have held at least a Secret if not a
Top Secret security clearance. Holding such a clearance means the veteran passed a
thorough background check and was entrusted with information that would cause
“serious damage” to national security if released.
To support the military, over one-third of our nation’s military veterans have
training in a variety of STEM disciplines.
9
http://www.dol.gov/vets/programs/tap/
10
See e.g., www.wired.com/tag/operation-buckshot-yankee/;
www.reuters.com/article/2013/08/21/us-usa-wikileaks-manning-idUSBRE97J0JI20130821;
http://www.thedailybeast.com/articles/2014/02/06/snowden-still-outwitting-u-s-spies.html
5
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Source: Bureau of Labor Statistics
Another third or more receive technical training in weapon delivery systems and
support systems that augment mission readiness. The military also trains a number
of commissioned officers and enlisted personnel working in specific technical
disciplines requiring advanced degrees, including Ph.Ds., through the military and
a variety of post-graduate universities.
In addition, a number of our veterans work side by side with industry and
government technical and scientific personnel on projects that allow them to gain
deep cybersecurity subject matter expertise.
6
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
EDUCATIONAL OPPORTUNITIES AND THE GI BILL
Many of our veterans have the Montgomery GI Bill available for them to be
retrained or enhance the skills that they currently have. Post-separation education
can assist them in any skill mismatch engendered by military service. For example,
according to Simon et al. (2009), almost one-third of enlisted veterans who
separated between 1993 and 2000 made use of the Montgomery GI Bill benefits
within the first two years of separation.
This is an opportunity to assist our exiting veterans to improve their skills and
abilities by availing themselves of the benefits of the Montgomery GI Bill.
A critical area that many of these veterans can seek employment is in Science,
Technology, Engineering, and Math (STEM) programs. Many of our post-
secondary education systems are trying to attract our veterans into the STEM fields.
There is a great need for many of our veterans to enter these fields to provide
continued service and support to our nation. These needs were highlighted in a
report to President Obama in 2012.
“Economic projections point to a need for approximately 1 million more STEM
professionals than the U.S. will produce at the current rate over the next decade if the country
is to retain its historical preeminence in science and technology. To meet this goal, the United
States will need to increase the number of students who receive undergraduate STEM degrees
by about 34% annually over current rates. Currently the United States graduates about
300,000 bachelor and associate degrees in STEM fields annually. 11”
While separating service members may lack deep computer science backgrounds,
almost all enlisted members and many officers have GI Bill benefits available to
them. The GI Bill benefits will pay for certificate programs or even full four-year
degrees in cybersecurity or other fields. 12
11
Report to the President from The President’s Council of Advisors on Science and Technology:
Engage to Excel: Producing One Million Additional College Graduates with Degrees in Science,
Technology, Engineering and Mathematics; Feb 2012
12
http://www.military.com/education/gi-bill/new-post-911-gi-bill-overview.html
7
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Today, the Post-9/11 GI Bill benefits typically pay veterans a base salary and full
tuition for 36 months of schooling. For veterans who have already completed some
schooling before entering, or while serving in the military, the GI Bill can serve as
a means to obtain a Master’s degree or post-graduate certificates at no cost.
INDUSTRY OUTREACH
Other ways that we can encourage our exiting veterans to enter the STEM field
is to have policies enacted that will focus on stimulating employer demand for
veterans. For example, a variety of federal agencies facilitate the job search process
through job fairs, online job search services (e.g., Department of Labor’s
CareerOneStop program), and facilitating connections between service members
and employers before separation (e.g., Army Partnership for Youth Success
[PaYS] 13). Explicit federal hiring preferences for disabled veterans and veterans of
certain military operations as well as federal law barring discrimination against
veterans (i.e., Uniformed Services Employment and Reemployment Rights Act)
also operate on the demand side. The 2011 VOW to Hire Heroes Act includes a
number of demand-side provisions, including tax credits for employers who hire
veterans who have been unemployed for six months or more.
In addition to the robust education benefits available to many veterans, industry
outreach is ubiquitous, enthusiastic, and well publicized.
Veteran jobs initiatives include the US Chamber of Commerce Foundation and
Capital One’s “Hiring 500,000 Heroes” program and JPMorgan Chase’s “100,000
Jobs Mission.” As their names imply, these are initiatives to hire 500,000 and
100,000 veterans respectively. Both programs met their goals ahead of schedule. 14
They have done this by encouraging hundreds of companies to commit to hiring
13
https://www.armypays.com/INDEX.html
14
http://www.uschamberfoundation.org/blog/post/hiring-our-heroes-capital-one-hit-major-
milestone/42243; http://www.csrwire.com/press_releases/37673-100-000-Jobs-Mission-Hires-
Over-200-000-Veterans
8
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
veterans. Walmart, on its own, has committed to hiring 100,000 veterans over the
next five years and made a pledge to hire any honorably discharged veteran.
The military has invested substantial time and energy into training Airmen,
Soldiers, Sailors, and Marines to work hard in high-stress environments.
In essence, the military has pre-screened all applicants. In addition, by virtue of
their honorable discharge, these veterans have demonstrated they are capable of
performing at a satisfactory level in a rigorous job, and they have avoided
misconduct and drug use.
Young separating veterans are in a position to go back to school and can take an
entry-level job with a long productive future.
However, for executive-level members of the service, accustomed to
compensation commensurate with their experience, starting back from square one
is not a feasible option. To do so would be to leave their strongest attributes and
work experience unutilized.
THE OUTLOOK FOR EXECUTIVE LEVEL VETERANS
When we look at the job market for senior-level officers and enlisted personnel
who have served over 20 years and held jobs at high levels of leadership, the
situation is more complex. Career military members have carried heavy
responsibilities and may have made life-and-death decisions; often they have led
dozens or hundreds of people and overseen multimillion-dollar programs. Some
find jobs as civilians in the Department of Defense or hire on with a defense
contractor.
However, once outside the defense arena, opportunities that can leverage their
vast body of experience and provide comparable compensation are much more
difficult to find. Even a position that requires leadership or managerial experience,
which retiring officers have in spades, will additionally require intimate familiarity
with the employer’s field.
9
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
When looking more specifically at the growing field of cybersecurity, senior
service members will need to capitalize on all that they have learned through the
military.
While senior officers may lack deep technology skills 15, the military invests in
training its workforce on cybersecurity.
Senior leaders, wherever they have served, are educated on the dangers of
phishing and malware, cyber threat vectors, and the basics of information assurance
and cybersecurity. They likely know more about cybersecurity than they think they
do. They have also done risk management on a daily basis and have engaged in
frequent exercises.
The military also invests in the latest technology, so members have worked with
technological security devices, such as encrypted fiber optic connections, virtual
private networks, two-factor authentication, and PKI certificates.
What brings this all together is formal, accredited coursework through education
available locally and online. With some foresight, service members can easily
complete their education before leaving the military. In addition, veterans can gain
deeper, more specific and current knowledge of the latest cybersecurity trends by
networking with professors and fellow students.
HELPING EXECUTIVE LEVEL VETERANS TRANSITION INTO
CYBERSECURITY CAREERS
Virtually all veterans have received extensive training, many of them achieving
graduate and advanced degrees, having taken advantage of the outstanding
educational programs offered during their tenure of service. Almost 95% of senior
officers have earned advanced degrees and over a third of senior enlisted have at
least a bachelor’s degree. 16
15
Senior officers from the class of 1990 were pre-World Wide Web and likely never took more
than a typing course before entering the military.
16
http://www.afpc.af.mil/library/airforcepersonneldemographics.asp
10
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
In addition, such training has not been offered solely to commissioned officers.
Forbes contributor Shaun So asked the rhetorical question, “Should a prior service
enlisted veteran with both bachelors and masters degrees be passed over a leadership career path
because they’re enlisted?” He continued:
Today’s soldiers, regardless of their ranks, are trained in some of the world’s most elite
leadership courses. Furthermore, they are battle tested and capable of accomplishing seemingly
impossible tasks, again, regardless of their rank. Yes, there are distinct differences between
enlisted and officer leadership roles, however, I do not think that those differences should
prevent an enlisted veteran candidate from future corporate leadership training opportunities. 17
GLOBAL BUSINESS RESOURCES MILITARY TRANSITION PROCESS
Following the service drawdown from the Vietnam War, and despite extensive
leadership experience and solid educational credentials one of the authors struggled
in the job market. Because of this personal experience, he started a company in
1983 to focus on career counseling and placement for mid- to upper-level
executives. With multiple offices, the company quickly grew into a significant
player in the employment industry and surpassed industry averages for placement of
executives into the marketplace.
Over the years of operation, the company pioneered innovative and exciting
processes for successfully helping men and women of all ages and backgrounds,
including veterans, enter the job market. We also provided consulting services for
businesses and seminars and classes for career-centered applicants seeking
advancement.
For the past 30 years, volatile changes in the job market, advances in supporting
technologies, and our unique underlying knowledge base have driven us to re-
energize our employment services under our not-for-profit company, Global
Business Resources (GBR).
17
http://www.forbes.com/sites/oracle/2015/02/09/how-your-organization-can-avoid-an-
integration-debacle/
11
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
GBR provides multiple resources for the veteran job seeker along with people
who provide philosophical support in terms of research and concepts that are
essential ingredients of our success equation.
We have found that using a multi-step process is a best practice in assisting
veterans with accurately translating their military experiences into understandable
skills that are recognized and valued by private sector hiring managers. These steps
include:
1) Career Assessment with an expanded personal assessment process emphasizing
skills analysis and transference. A part of this process is for the veteran to assess
accurately and understand their skill sets developed from both experience and
training during their service tenure. The challenge for the veteran is
articulating these skills and abilities into meaningful and understandable
civilian-equivalent skills. For those with fewer technical skills and training, a
steeper challenge is how to leverage this training as a catalyst for transitioning
into the private sector.
2) Mentoring and coaching are key ingredients for success in this continuously
evaluated process. The mentor’s role is to help the veteran as a skills translator.
A mentor must understand the private sector and the wide range of the skills
fostered by military training to successfully aid the veteran’s transition. The
mentor also needs to have an intimate knowledge of the various technical
educational opportunities available to the veteran.
3) Market research to ensure we are staying in tune with market signals and
making any adjustments to benefit the veteran client.
4) Self-employment workshops for veterans who prefer to establish and control
their career paths. For certain technologies, product incubators are conducted
to assist the veteran in the most difficult challenge of all, producing a
successful business entity.
5) Soft skills development, including Emotional Intelligence training.
12
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
USING EMOTIONAL INTELLIGENCE IN THE MILITARY
TRANSITION PROCESS
Transitioning is a challenge that besets all human beings. Growing up in a
military household, one is forced to transition into new schools, communities,
churches, and ball teams. Some learn the necessary adaptation skills. For those who
do not, they dread the process and are filled with anxiety.
For military personnel who already have gainful employment, going through
the final months of service is a formality filled with trepidation of having to color-
coordinate what they wear to work post military life. To those without secure
employment, life outside of military service can be filled with anxiety, wondering
how finances will work and how to handle the day-to-day routine no longer
regulated by the government.
Another concern is the civilian spouse who is accustomed to running the
household in the absence of his/her military significant other. The family dynamics
will be disrupted upon the veteran’s return. Determining how the roles will be filled
is as challenging as finding new employment.
Research in the field of Emotional Intelligence (EI) has found that up to 20% of
a person’s overall success in life is IQ or technical skills related compared to 47% of
their overall success that is directly related to social skills. 18
EI is defined as “a set of emotional and social skills that influence the way we perceive
and express ourselves, develop and maintain social relationships, cope with challenges, and use
emotional information in an effective and meaningful way. 19”
People with high EI are skilled at specific emotional competencies and have
learned social capabilities that result in outstanding work performance. 20
18
Stein & Book, 2011
19
Multi Health Systems, 2013, p. 2
20
Goleman, 1998
13
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
In a study called the GLOBE Project, a study conducted by 160 social scientists
that examined the interrelationships of societal and organizational cultures and
organizational leadership. 21 They studied 60 cultures, which represented all of the
major regions of the world and they found that EI transcended cultures, nations,
and politics. The GLOBE Project highlighted that EI is not just a U.S. fad or a
culturally indigenous belief structure (House, 1998). Dysfunctional personality
characteristics often are hidden from view when considering employees through
the lens of technical or cognitive skills. 22
The US Air Force used the EI-i assessment to select recruiters found the ability
to predict successful recruiters increased by three fold. 23 Their immediate gain was
$3 million annually. When the data was submitted to the Government Accounting
Office (GAO), the Secretary of Defense ordered all branches of the armed forces to
adopt the EI process for recruiters.
Research by the Center for Creative Leadership found that the primary cause
executives become derailed are deficits in emotional competency. The three top EI
skills that suffer are change management, team dynamics, and interpersonal
relationships. 24
Supervisors in a large manufacturing plant were given training in EI
competencies such as listening and problem solving. After the training,
Lost-time accidents were reduced by 50%
Formal grievances were reduced from 15% per year to 3% per year
Plant exceeded productivity goals by $250,000 25
21
As reported by House, 1998
22
Nelson & Hogan, 2009
23
Cherniss, 1999
24
Cherniss, 1999
25
Pesuric & Byham, 1996
14
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
Porras and Anderson conducted a similar study with supervisory training. 26
Production increased 17% when supervisors were given EI training compared to
no increase for supervisors not given EI training.
Introducing EI training to transitioning soldiers will not only aid in their search
for gainful employment but also increase the probability of keeping their family
relations intact. 27 EI has shown to enhance the probability of a happier marriage and
introducing EI into parenting increases the probability of children having the social
skills necessary to cope with their daily challenges. 28
SUMMARY
Our country depends on the future of our promising military veteran leaders.
Academia, Government, and Industry must do everything they can to court and nurture
veterans regardless of their rank, because, to quote Shaun So again, leadership is, “a process
of social influence in which one person can enlist the aid and support of others in the
accomplishment of a common task.
What is the only prerequisite? Being a person. Everything else is gravy. 29”
Do these biases continue to persist? Yes, and in an ever-wider swath within the
private hiring sector as more and more veterans are released into the job market.
We agree with Mr. So’s contribution and firmly disagree with these career
segregation policies. However, this problem has been persistent for several decades
and will not be solved anytime soon.
For this reason, rather than attack the system, we advocate a leveling of the
perception of veterans’ qualifications by setting the stage for a new and exciting
career path. We can transition veterans’ military careers into cybersecurity careers
26
Porras and Anderson, 1981
27
Gottman, 2002; Gottman & Silver, 1999
28
Gottman & DeClaire, 1998
29
http://www.forbes.com/sites/oracle/2015/02/09/how-your-organization-can-avoid-an-
integration-debacle/
15
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
by connecting academic opportunities, the government, and industry. Such efforts
will level the playing field for skilled talent while opening up new and exciting
cybersecurity careers paths for veterans.
Our veterans already have significant STEM skills, training, experience, and
expertise, and have earned the right to update and certify their knowledge to meet
private sector employment opportunities. Though this concept makes sense at a
macro level, each case is unique and competent execution will require one-on-one
counseling and mentorship that takes into account the multiple variables of each
veteran’s situation.
ABOUT GBR
GBR is associated with the University of Washington Tacoma Center for
Information Assurance and Cybersecurity. Several programs are offered by the
Center of Excellence that provides undergraduate and graduate programs along
with certifications in risk assurance and cybersecurity.
Our program is but one tool for the veteran to amplify skills and use military
training as a catalyst for accomplishing a successful transition into valuable and
rewarding cybersecurity careers in the private sector.
16
The Colloquium for Information System Security Education (CISSE) Special Edition:
Educational Approaches to Transition Former Military Personnel into the Cybersecurity Field
Spring 2015
REFERENCES
[1] Cherniss, C. (1999). The business case for emotional intelligence. Consortium for
Research on Emotional Intelligence in Organizations, 4, 5.
[2] Goleman, D. (1998). Working with emotional intelligence. Retrieved from
http://books.google.com/
[3] Goleman, D. (2005). Emotional intelligence. New York, NY: Bantam Books.
[4] Gottman, J. (2002). The Relationship Cure: A 5 Step Guide to Strengthening Your
Marriage, Family, and Friendships. Three Rivers Press.
[5] Gottman, J., & DeClaire, J. (1998). Raising an emotionally intelligent child. New York,
N.Y.: Simon & Schuster.
[6] Gottman, J., & Silver, N. (1999). The Seven Principles for Making Marriage Work: A
Practical Guide from the Country’s Foremost Relationship Expert (1ST ed.). Crown.
[7] House, R. J. (1998). A brief history of GLOBE. Journal of Managerial Psychology, 13(3-
4), 230–240. doi:10.1108/02683949810215048
[8] Multi Health Systems. (2013). EQ user’s handbook. MHS. Retrieved from
ei.mhs.com/
[9] Nelson, E., & Hogan, R. (2009). Coaching on the Dark Side. International Coaching
Psychology Review, 4(1), 9–21.
[10] Pesuric, A., & Byham, W. (1996). The new look in behavior modeling. Training and
Development, 25–33.
[11] Porras, J. I., & Anderson, B. (1981). Improving managerial effectiveness through
modeling-based training. Organizational Dynamics, 9(4), 60–77.
[12] Stein, S. J., & Book, H. E. (2011). The EQ edge: Emotional intelligence and your success.
Mississauga, ON: Jossey-Bass.
17
