Written by: Abby Keeler, BS and Kayla Reed-Fitzke, PhD, LMFT
In Part I and Part II of a blog series discussing the 2024 Society for Human Resource Management (SHRM) Report, we reviewed the importance of why recruiting and hiring military spouses is important and how organizations can help in recruitment. In the last part of this blog series, we aim to highlight specific retention practices to support success after hiring military spouses.
Retention Practices to Support Military Spouses
How can we support the retention of military spouses, who frequently face relocations and navigate various military-related stressors that create instability in their lives? We need to look at the organizational level, as there are likely opportunities to engage and retain military spouse employees being missed (SHRM, 2024). Unfortunately, according to the SHRM Report (2024), almost two-thirds of HR professionals that employ military spouses, acknowledge that their organizations have not implemented any strategies to retain military spouses. Actively engaging in retention practices makes a difference. The report further states that organizations with at least one retention strategy specifically targeting military spouses see HR professionals being twice as likely to agree or strongly agree that their organization is effective at retaining them.
Among organizations that do use strategies to retain military spouse employees, the most effective include (1) providing childcare support services, (2) implementing flexible scheduling or remote work and (3) allowing employee resource groups for military spouses (SHRM, 2024). Unfortunately, there are noticeable gaps in the percentage of organizations that have implemented a strategy and the percentage of HR professionals that said a strategy is very effective. For example, the SHRM report authors notated providing childcare support services as the most effective strategy, however, it didn’t rank among the top three strategies that organizations currently use. It is important that organizations consider all of these strategies and more when looking to retain their military spouse employees. The image below shows a visual of these strategies and HR professionals’ perception of their effectiveness.
[ Table Attribution: Society for Human Resource Management/SHRM. (2024). Retrieved from SHRM Report ]
The SHRM Report (2024) indicated approximately 60% of HR professionals at military spouse employing organizations find it more difficult to retain them compared to employees without military affiliation. It’s important to consider that the challenges and possible solutions to recruiting and hiring military spouses (highlighted in the previous blog) are not the same as those inherent to retaining military spouses. The SHRM report authors identified three primary challenges commonly identified by HR professionals in the retention of military spouse employees. They also offer possible solutions in response to such challenges.
Challenge 1: Frequent Relocations
One of the key challenges to retaining military spouses, as highlighted in the SHRM Report (2024), is the difficulty in maintaining job continuity and in providing/obtaining approval for relocation accommodations, reported by 28% and 22% of HR professionals, respectively. Although military spouses frequently relocate, it is important to recognize that military spouses are actually not more likely to leave their jobs compared to their civilian counterparts (SHRM, 2024). When relocations happen, they typically occur in a two to four years cadence. This window is longer than the median time employed for similarly aged women in the U.S. at any given employer (Bureau of Labor Statistics, 2024; SHRM, 2024).
The authors of the SHRM Report (2024) encourage a shift in perspective – do not assume that military spouses will be with you for less time than their peers. The report suggests that employers and organizations should encourage military spouses to share insights about upcoming life changes, enabling the exploration of alternative solutions such as remote work or internal transfer opportunities. Organizations that work with military spouses may be better at retaining this unique talent pool.
Challenge 2: Accommodating Caregiving Needs
Retaining military spouses is reported by HR professionals as being affected by challenges in meeting military spouses’ childcare needs (18%) and caregiving needs (12%; SHRM, 2024). Providing care to a loved one is anything but predictable. A key suggestion offered by the SHRM (2024) Report authors is for organizations and employers to demonstrate flexibility. This is not simply referring to remote work, as that may often not resolve the issue (e.g., simultaneously attempting to do work while taking care of a sick child is bound to not be very productive).
Military spouses encounter sudden and unpredictable military-related changes that impact their caregiving needs, in combination with the regular daily uncertainties that come with caregiving. Organizations that provide adaptable work options can support spouses who encounter these unpredictable changes (SHRM, 2024). There are military leave provisions within the Family and Medical Leave Act and respite options tied to a Permanent Change of Station that offer flexible leave and time-off options for military families. Currently, only 4% of organizations that have employed military spouses offer these programs (SHRM, 2024). Understanding these programs allows for better accommodation and, ultimately, retainment of military spouse employees.
Challenge 3: Lack of Support Programs
The final challenge identified by HR professionals regarding retaining military spouse employees, is the “lack of access to specialized support programs for military spouses” (12%; SHRM, 2024). One of the possible solutions offered by the SHRM Report (2024) is to create an inclusive environment. This can be done, in part, by creating and facilitating tailored programs, such as employee resource groups specific to military spouses. The report highlights that initiatives like mentorship programs, sponsorships, and networking events can help create a sense of community and promote the inclusion of military spouses within the organization.
SHRM Report Blog Series Summary
In this three-part blog series, we explored the 2024 Society for Human Resource Management (SHRM) Report, which highlights the untapped potential of military spouses in the workforce. In Part I, we established why military spouses are a valuable talent pool, emphasizing their education, adaptability, and problem-solving skills, while underscoring the need for formal hiring programs. In Part II, we addressed how organizations can implement effective recruitment strategies, including flexible work options, remote onboarding, and partnerships with military support programs. Finally, in Part III, we focused on retention practices, such as relocation accommodations, childcare support, and inclusive workplace initiatives like employee resource groups. Together, these insights provide a comprehensive guide for organizations to recognize, recruit, and retain military spouses, ultimately fostering a resilient and dynamic workforce.
References
Bureau of Labor Statistics. (September 26, 2024). Employee tenure in 2024. News Release: USDL-24-1971. https://www.bls.gov/news.release/pdf/tenure.pdf
Society for Human Resource Management/SHRM. (2024). Insight to action: Leveraging the potential of military spouse talent. https://shrm-res.cloudinary.com/image/upload/v1719327509/Foundation/CPR-240843_Research_Insight_to_Action-_Leveraging_the_Potential_of_Military_Spouse_Talent_R5-DIGITAL.pdf
Cover Image by: Vitalii Vodolazskyi/Adobe Stock 247207253
