A Health Campaign of Uniformed Services University, www.usuhs.edu, and theCenter for the Study of Traumatic Stress, Bethesda, Maryland, www.CSTSonline.org

Helping National Guard and Reserve
Service Members Reenter the Workplace
Foster Respect and Reintegration
This fact sheet explains theInpreparing
yourworkforce
forreturnofmilitary
emotional and psychological issues■ Meet beforehand with colleagues
that Reservists may experience
members, it is important to set a climateof the returning service member
transitioning from active duty intoto discuss the transition, itsof positive expectations for all employees
their former job or workplace. It is
impact on your team, and relatedemphasizing productive, supportive, andwritten for the military and civilianconcerns. Planning a welcoming
communities. Military healtheffective work relationships and performance.
event such as a breakfast, lunch,providers and educators can use thisor office party is an appropriate
in their reintegration outreach, as wellgesture that can foster cohesion
as send it to employers in their communities. Professionals
and a sense of community.
in human resources and employee health and wellness canPrepare the Transition
use this fact sheet to facilitate the reentry of Reservists into
■ The transition back to work involves realignment andtheir workplace.
renegotiation of roles and responsibilities — old tasks
The veteran’s return to work is an employment transition.
return to the employee and new ones are added. Prepare
It often brings new skills of leadership, teamwork, andthe returning soldier for any significant changes, as theya broadened perspective that can be invaluable to yourwill be alert to whether or not “the things I used to do”
organization. We hope the following information can help
are still in place.
your company welcome home our Soldiers, Sailors, Airmen,and Marines.
■ Prepare the person who may have occupied the position
during the military member’s service. Understand thatBackgroundthey too have a process of readjustment. Acknowledging
Approximately 1.1 million Guard and Reserve service
this and expressing appreciation for their work will
members in the Ready Reserve contribute 43% of the total
further assist in setting a climate of respect, trust, andmilitary end strength. Guardsmen and Reservists may beacceptance.
involuntarily activated for not more than 24 consecutive■ The transition can take time. Job-related training andmonths, a significant time away from one’s family,education in areas such as new software programs orworkplace, and community.
administrative management can help the returning
Facilitating Workplace Reentry
The following tips may be helpful in preparing yourworkplace:
Dispel Myths■ There are numerous myths about returning Soldiers,Sailors, Airmen, and Marines — that they will bechanged, unable to adjust, or troubled. In preparing
your workforce for return of military members, it isimportant to set a climate of positive expectations forall employees emphasizing productive, supportive, andeffective work relationships and performance.

military member feel confident in their skills andknowledge.

■ Plan for special accommodations for those who havebeen injured. One’s self esteem is greatly tied to being
able to work. Thoughtful and timely planning toaccommodate injury will send a positive message to theentire workforce.

■ This transition will go very well for the vast majority of

returning individuals, A small number such as those
exposed to the most intense combat/threat to life or
those who have additional issues (divorce, financialproblems, etc.) may experience ongoing stress. PersistentContinued

sadness, withdrawal, sleep problems, family or work
place conflict, and alcohol or other substance abuserequire early attention and referral for medical support.
It may be helpful to reinforce the confidentiality of youremployee assistance program and how to access services
for evaluation and treatment.
Workplace Reintegration Roadmap for Managers
The information below will help managers andsupervisors understand and facilitate the workplace reentry
of individuals returning from active duty. It is helpful toview the return and reentry as a process in which some or
all of the following phases and issues may unfold:■ Anticipation: There is always anticipation in returning

to one’s family and workplace. The transition back towork is as important for many as returning to one’s
family, and, for some, even more meaningful. Providing
information through thoughtful and supportive
communication is important in reducing anxiety
and welcoming back the returning service member.
Supervisors and managers need to share information
about workload, policy, and personnel issues and changes
that have taken place during the individual’s absence.

■ Homecoming: Celebrating is important. Let the service

members know how proud you are of their sacrifice aswell as their commitment to our country and their job.
In many ways the return is a “honeymoon” of sorts.
Sooner or later the reality of homecoming is contrasted
to the hopes and expectations of what life would be
like after the war. It is normal for the service member
to experience some disappointment or let down in theprocess of returning home and to the workplace.

■ Coping with Change: Some people take deployment

and the return home in stride, “without missing abeat,” while, for others, it becomes a defining point intheir lives. It is only natural to experience a sense ofchange after returning from a deployment. Individuals
re-connect with their past life and attempt to integrate
their experiences of deployment. Training andeducation can aid this transition by providing structure,growth, and a concrete sense of accomplishment during
this period. Supervisors and managers should recognize
the acquisition of new skills — leadership, teamwork,and problem-solving — that have taken place during

deployment and seek avenues for their expression andrecognition in the returning soldier’s job and workplace.
■ A Range of Reactions: Coming home represents areturn to safety but the routines of home and work
are markedly different from regimented life in a warzone. Upon return, service members may miss thefocus and intensity of missions during war. There may
be ambivalence about these feelings or reluctanceto discuss them for fear of offending those whoawaited their return. It may be helpful to reinforce theconfidentiality of your employee assistance program, its
array of services and how to access help using it.

■ Successful Readjustment: Work provides meaningand gratification in one’s life, and is one of the mostimportant components of successful readjustment tocivilian life. The returning service member will appreciate
the efforts of management, colleagues, and yourorganization.

Additional Resources:
Employer Support of the Guard and Reserve
http://www.esgr.milFacts sheets and resources for employers and Guard andReserve on all aspects of workplace reentry: its implications
for employers and employees
Mental Health America
https://www.mhanational.org/military-mental-healthFact sheets and information for Reservists and Guardand their employers
Military OneSource
https://www.militaryonesource.mil/military-life-cycle/
deployment/returning-home-from-deployment/nationalguard-and-reserves-reintegration
Provided by the Department of Defense at no cost to
active duty, Guard and Reserve (regardless of activation
status) and their families, it is a virtual extension ofinstallation servicesCenter for the Study of Traumatic Stress
Visit the Center for the Study of Traumatic Stress at:
http://www.cstsonline.org/Courage to Care is a health promotion campaign of Uniformed Services Universityand its Center for the Study of Traumatic Stress (CSTS). CSTS is the academic
arm and a partnering Center of the Defense Centers of Excellence (DCoE) for
Psychological Health and Traumatic Brain Injury.
Center for the Study of Traumatic Stress
Department of Psychiatry
Uniformed Services University
4301 Jones Bridge Road, Bethesda, MD 20814-4799
www.CSTSonline.org