Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals.
The Solution
We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service.
The Stakeholders
This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.
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