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Bridging Military Experience to Manufacturing Careers: Insights from the Manufacturing Readiness LER Pilot

At a Glance

The Manufacturing Readiness LER Pilot is a collaborative effort by the Manufacturing Institute and their Heroes MAKE America program, Solutions for Information Design, Hire Heroes USA, JFF, and Walmart to harness the potential of learner employment records.

Contributors
Felicia Sullivan Director
Bryan Egan Director

Context and Need

Transitioning from military service to civilian employment poses significant challenges. In fact, only one in four of the 200,000 service members transitioning out of the military each year leave with a job in hand. Chief among the challenges is how to effectively communicate military-acquired skills in a manner that resonates with civilian employers. On the demand side, as of April 2024 there are an estimated 516,000 unfilled jobs in manufacturing, with the potential, in Deloitte’s estimate, that an additional 3.8 million new employees in the sector will be needed by 2033. 

The Manufacturing Readiness LER Pilot worked to address this gap by developing and issuing digital badges, coupled with a digital wallet, that signal an alignment between military experience and the needs of the manufacturing industry. Specifically, the badge framework focused on three general areas—maintenance, quality, and safety—designed to signal fundamental knowledge and understanding of concepts related to the skills area. Each main badge was supported by micro badges that drilled into more specific skills. For a better understanding of what is included in the badges, please visit Credential Finder. 

When hiring is based on a candidate’s skills, it becomes more important to ensure that jobseekers are equipped with evidence of their skills and abilities even in the absence of degrees and other credentials. Many LER initiatives to date have created a mechanism to do just this, enabling employers to see beyond conventional degrees and certifications to focus on the genuine abilities of candidates. Digital credentials such as verifiable credentials wallets are particularly helpful for military personnel, who often undergo intensive, informal or nontraditional training in particular skills but do not always earn certifications for them. LERs serve as platforms that let transitioning service members and veterans more effectively communicate their comprehensive skill sets. In addition, because LERs emphasize skills, they can serve to enhance diversity and reduce hiring biases, resulting in more inclusive job opportunities for current and former military personnel. But for LERs to be widely adopted, they need to demonstrate their effectiveness for both jobseekers and employers. 

Key Findings

The pilot engaged 460 active-duty military personnel and veterans through referrals from Heroes MAKE America, a Manufacturing Institute training program, and Hire Heroes USA. The pilot participants were able to rapidly translate their military credentials into 1,826 badges relevant to key manufacturing-readiness standards in several subject areas. Post-badging surveys and focus groups with jobseekers and employers revealed several key insights: 

A group of people in military uniforms sit at desks, attentively listening and taking notes in a bright room.

A large majority (70%) of jobseekers were receptive to the idea of using digital wallets for LERs, and 52% expressed interest in pursuing manufacturing careers.

Two factory workers wearing hard hats and safety jackets look at a tablet in an industrial setting with metal structures and equipment in the background.

While the concept of digital badges was new to many of the participants, most could clearly see their potential utility in converting military job roles to civilian terms.

People in military uniforms sit and talk in a bright room. One person speaks while others listen attentively.

Active-duty personnel and veterans felt the badges were useful in showcasing their military-acquired skills in a manner that resonated with manufacturing employers.

Elderly man with gray hair and glasses, wearing a blue sweater, sits at a table looking at a tablet.

The badging process was deemed easy to use by most participants, who particularly cited the ease of signing onto the platform and uploading documents.

A man in a white hard hat and tie speaks to two workers in hard hats and safety vests in an industrial setting.

Participating employers liked the clarity of the language used in the badges, saying that it was easy to see how a badge aligned with their skill needs. They also indicated that they could easily envision how to embed such skill signals into their hiring processes.

I think it [badges] lets us introduce a common language into the process . . . My hope is something like this would help them [hiring managers] calibrate better.”

People & Strategy Leader

Challenges and Opportunities

Despite the positive reception for LERs by both service members and employers, several challenges to widespread adoption persist. A significant one is the lack of employer recognition and understanding of the value of digital badges. Additionally, integration with HR systems such as applicant tracking systems remains a hurdle. Employers and military personnel expressed the need for stronger communication about the value proposition of the Manufacturing Readiness LERs that would prompt further adoption. 

Actionable Recommendations

The pilot identified several strategies for increasing recognition of the value of LERs among both employers and jobseekers: 

  • Empower employers: Launch targeted educational campaigns that demonstrate to hiring managers how to interpret digital badges and integrate them into hiring practices.  
  • Broaden badges’ skills spectrum: Diversify the skills covered by digital badges targeted to military audiences to encompass a wider range of technical and adaptive skills, enhancing their relevance across sectors.
  • Streamline integration: Simplify the integration of digital badges with existing HR technologies, ensuring that they can be easily and effectively used by employers.
  • Market LERs with clear communications: Use clear language that simplifies the concept of digital platforms for both employers and jobseekers.

Conclusion

The Manufacturing Readiness LER Pilot suggests a promising avenue for enhancing transitioning military and veteran employability in the manufacturing industry by using LERs to improve how military-acquired skills are translated and valued in the civilian workforce. Wider usage of LERs would support current and past service members in their transition to meaningful civilian careers while helping the manufacturing sector meet its need for skilled workers. 

More broadly, in addition to seeing improved post-military employment outcomes for active-duty service members and veterans, JFF would like to drive systemic change in how civilian employers, in the manufacturing sector and beyond, recognize and value military experience.  

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