Every November, communities across the country pause to honor military service. A simple “thank you” means a great deal, but a more meaningful tribute is to ensure that those who served can build secure, rewarding careers once they return home. Unfortunately, too many veterans struggle to secure and retain meaningful employment.
Georgia’s labor market and veterans’ barriers to a smooth transition
Overall, Georgia’s economy remains strong — the state’s unemployment rate was 3.4 percent in August 2025, nine‑tenths below the national average. For veterans, the rate is higher. According to the Bureau of Labor Statistics, that extrapolates to about 13,000 Georgians who served their country and are now looking for work. As employers in health care, construction, logistics, and other sectors report labor shortages, connecting veterans with meaningful work is both a moral obligation and an economic opportunity. At Goodwill of North Georgia, we have enjoyed a high level of success in placing veterans into meaningful careers.
Military life is defined by clear missions and structured teams. Civilian workplaces operate differently, and transitioning from military to corporate culture can feel disorienting. Veterans themselves say one of the biggest hurdles is translating their military experience into terms that civilian employers understand. Leadership, discipline, and strategic thinking may not be obvious on a résumé if hiring managers don’t know how to interpret service records. Mental health challenges also play a role. Conditions like post‑traumatic stress disorder can cause anxiety, flashbacks, and concentration issues that make it harder to obtain or keep a job. Employers who recognize these challenges and provide appropriate accommodations help veterans thrive and benefit from their skills.
Several organizations in Georgia have developed programs that bridge the gap between service and civilian employment, including Goodwill of North Georgia. One example is the First Choice Veterans Program that evaluates a veteran’s skills and experience, connects them with a local employer for a paid two‑ to six‑week “working interview,” and, if the match is right, results in a long‑term job. The Veterans Administration, the Georgia Vocational Rehabilitation Agency, and hundreds of businesses across the region support this model. It gives veterans a chance to demonstrate their abilities on the job and gives employers confidence in the hiring decision.
The impact of this approach is seen in individual stories. Kroner Grant, a former Army staff sergeant, struggled to find work after leaving service due to physical health issues. After visiting a Goodwill of North Georgia career center in Smyrna, he received help translating his skills, polishing his résumé, and preparing for interviews. Within a short time, he secured eight interviews and chose a position at Delta Material Services that aligned with his goals. Stories like his show that when veterans receive targeted support, they can quickly transition into roles that fit their talents.
How organizations can support veterans
The working‑interview approach offers a blueprint that any employer can adapt. Below are some practical steps organizations can take to ensure veterans succeed in civilian careers:
Identify and translate skills. Many veterans struggle to explain their military experience to civilian employers. Human resource teams should update job descriptions to value leadership, logistics & strategic thinking, and help veterans translate their service records into clear civilian language.
Pilot paid trial positions. Paid trial periods or working interviews give both employer and veteran a chance to assess fit before committing to a long‑term agreement. Even a short two‑ to six‑week placement can reveal whether the match is right. Local career centers, the Veterans Administration, and state vocational rehabilitation agencies can connect businesses with veterans who have the right skills. Working with these partners reduces recruitment costs and ensures veterans are not overlooked.
Provide mentorship and support mental health. Assigning a mentor to a new hire helps them navigate a different workplace culture and identify any skills gaps that can be addressed through training. Additionally, conditions such as post‑traumatic stress disorder can affect job performance. Employers should promote a culture where veterans feel comfortable seeking assistance and ensure that confidential mental‑health resources are available.
A path forward for long-term hiring and economic results
Georgia has made progress in supporting veterans, but more can be done. Employers should partner with veteran‑serving organizations to create pathways similar to the working‑interview model described above. Job descriptions should value leadership, teamwork & logistics skills learned in uniform. Businesses can also offer mentorship programs and mental‑health support so that veterans are comfortable seeking help when they need it.
Policymakers can assist by funding job‑training programs that align with high‑demand sectors and by expanding resources at career centers across the state. Programs that evaluate a veteran’s skills and provide paid trial employment not only help veterans, they also reduce hiring risk for employers. Scaling these efforts statewide would improve employment outcomes for veterans and address persistent labor shortages in logistics, manufacturing, health care, and skilled trades.
Honoring service means more than holding parades or posting messages on social media. It means building a labor market in which every veteran who wants to work can find a pathway to a sustainable career. Georgia’s economy is strong, and with thoughtful investment and collaboration, it can lead the way in transforming gratitude into opportunity for those who have given so much.