Date of Conferral

4-30-2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Brenda Jack

Abstract

High rates of early turnover among recently separated veterans weaken workforce stability and disrupt both family and organizational outcomes. Employers, veteran service organizations, and families are concerned that without comprehensive onboarding programs, veterans’ adjustment and retention will suffer. Grounded in Schlossberg’s adult transition theory and the 4S transition model, the purpose of this qualitative pragmatic inquiry was to explore effective onboarding strategies to mitigate turnover among recently separated veterans. The participants were six business leaders with experience onboarding veterans in Department of Defense-contracted industries in the United States. Data were collected through semistructured interviews and publicly available documents. Through thematic analysis, three themes emerged: (a) the importance of structured onboarding processes, (b) helping veterans understand the company’s culture and mission, and (c) providing peer networks and mentoring. A key recommendation is for businesses to develop comprehensive onboarding programs that include early engagement with transitioning veterans, clear communication of organizational culture and mission, and structured support through peer networks, mentoring, and resources. The implications for positive social change include the potential for business leaders to improve veterans’ transition processes, thereby mitigating disruption for veterans and their families and reducing companies' financial burden of hiring and rehiring employees.

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