Finding the Next Mission: Career Growth for Veterans in I-O Psychology

This article was submitted by SIOP Military and Veterans Inclusion Committee member Andrea Kho

For veterans pursuing careers in industrial-organizational (I-O) psychology, success hinges on ongoing growth in addition to the initial transition to civilian work. Many possess valuable skills from military service, like resiliency and leadership abilities. However, advancing in the civilian workspace not only requires consistently applying these strengths, it also means cultivating and reframing existing strengths to demonstrate in-demand competencies within the field. By focusing on career pathways, leveraging transferable skills, and seeking mentorship, veterans can thrive in I-O psychology roles and beyond, sidestepping common challenges.

The first step is to create a career roadmap. Veterans often face unstructured progression in civilian organizations, which can impede their success and growth. By aligning their interests with specific areas of I-O psychology, they can gain clarity. For instance, training skills aligns with talent development roles, operational planning aligns with workforce analytics, and leading diverse teams aligns with program management or leadership development. Setting short- and long-term goals, like obtaining certifications or engaging in high-visibility projects, helps veterans forge clear pathways for advancement.

Veterans may underestimate how their experiences align with I-O psychology competencies. However, leveraging military skills within an I-O framework is paramount. For example, within program management and leadership, veteran’s skills for leadership under pressure relate to crisis management, whereas logistics coordination ties to project and deliverables delivery. Navigating hierarchies highlights cultural competence and influence. The key challenge lies in effectively communicating these skills in organizational terms. By reframing their experiences within I-O concepts and terminology, veterans can enhance recognition of their contributions.

Mentorship is also essential for career development. In the military, mentoring is built into the system, whereas in civilian careers, mentoring requires intentional planning and action on the part of the mentee. Veteran mentors help colleagues relate their experiences to employers, whereas nonveteran mentors offer insights into business skills. These relationships enhance social capital and professional networks, which are vital for promotion, career establishment, and progression. Veterans who overlook mentorship may face isolation and missed opportunities, whereas those who seek structured mentorship often identify relevant career paths and advance more quickly.

Finally, veterans should be aware of cultural barriers and challenges that can stall progress. The military emphasizes mission first, chain of command, and structured decision making, whereas civilian organizations often prize consensus, flexibility, and informal networks. This makes a strict adherence to hierarchy or decision making an area of conflict within organizations that value agility and collaboration. Although a strong “mission-first” mindset is commendable, it can sometimes overshadow the importance of stakeholder engagement and organizational culture. Consequently, the mission first mindset is often perceived as rigid or overly formal. Veterans who recognize these cultural differences early and adjust their communication style or approach show the flexibility and self-awareness that modern organizations seek in leaders. This helps to ensure that their leadership is accepted and is considered an asset rather than an obstacle.

Veterans bring resilience, adaptability, and discipline to their new careers, which support growth in I-O psychology. They possess key competencies valued in this field, such as teamwork and leadership. By refining these skills, learning how to communicate their strengths, and building mentorship networks, veterans can transform their service experiences into a foundation for long-term career growth. Proactively defining career pathways and cultivating mentorships help them avoid common derailers and continue their mission of building healthier, more effective workplaces.

Get involved or learn more here.

• See the MVI article in TIP (632, Autumn 2025) introducing the committee and its efforts Fostering Engagement, Service, and Integration of the Military and Veteran Community Across SIOP and Beyond.
• Edit your My Account – Profile on SIOP.org to include Additional Information on your interests and to identify your Veteran Status* to receive distributions from SIOP on military, veterans, and the MVI.
• *The SIOP team will create MIL/VET and MVI distributions from members who have selected veteran, actively serving, or neither actively serving nor a veteran from the veteran status drop-down options (fifth input in the last tile). “Neither” would include all supporters of the military community, including spouse, dependants, DoD, and beyond.
• Contact MVI directly to submit a request for engagement or further collaboration.