Abstract
Purpose. To analyze the association between the training, experiences, skills, and traits that former military officers have acquired and the competencies valued for civilian managers. Methodology. An original instrument, The Military Management Skills Survey, was designed for this study to measure the perceptions of civilian employers on which management competencies are the most important to their company, whether or not former military officers have these competencies, and how former military officers' management competency levels compare to managers in general. Surveys were mailed to 215 randomly selected employers who had previously advertised for managers in a publication targeted at former military officers. Findings. (1) The management competencies found to be most valued by civilian employers were the personal traits of integrity and initiative and the management skills of planning, leadership, interpersonal skill, problem solving, oral communication, and customer orientation. (2) More than 60% of the civilian employers perceived that former military officers display each of the personal traits investigated--integrity, intelligence, initiative, loyalty. More than 50% perceived that former military officers have good management skills in 13 of the 19 skills investigated. (3) Of the three competencies that civilian employers most value--integrity--planning skill--leadership--more than 80% of the respondents agreed that former military officers possess this competency. For two of the top ten--customer orientation--interpersonal skill--less than 50% off the respondents agreed that former military officers possessed this competency. (4) When compared to managers in general, more than 50% of the respondents perceived that former military officers possess the same or more of each of the 23 investigated management competencies--13 competencies were clearly found more often in former military officers, 2 were clearly found less often. Recommendations. (1) Employers should recognize transitioning former military officers as a vast pool of potential managers for their company or organization. (2) Former military officers need to emphasize with potential employers that they possess those personal traits and management skills that employers most value. (3) College and university curricula need to emphasize education and training in conceptual and human skills; technical skills on the other hand, should be de-emphasized due to their limited generality.