Learning Objectives After attending this session, participants will be able to: -Identify common barriers that may affect veteran hiring outcomes, including issues related to skill translation, organizational assumptions, and candidate evaluation practices. -Examine how communication and selection processes influence the recruitment of veteran talent, particularly when military experience is not clearly aligned to civilian job requirements. -Apply practical talent acquisition strategies to reduce barriers in the hiring process, including clearer job language, more effective interview prompts, and stronger candidate assessment practices. -Assess how organizational readiness and employer familiarity with veteran talent impact hiring effectiveness and overall recruitment outcomes. -Explain how improving veteran hiring practices supports SHRM BASK-aligned HR capabilities, particularly in the areas of HR Expertise (Talent Acquisition) and Communication.

Upon completion of this session, participants will be able to: 1. Identify practical ways artificial intelligence can support common small-business and organizational functions. 2. Apply AI tools to research, business planning, marketing, advertising, communication, and content development. 3. Evaluate opportunities to use AI to reduce administrative workload, improve efficiency, and increase organizational productivity. 4. Develop effective prompts and instructions that produce more relevant and useful AI-generated results. 5. Recognize the importance of accuracy, confidentiality, ethical use, and human oversight when using AI-generated information.

By the conclusion of this session, participants will be able to: 1. Explain the roles of prime contractors, subcontractors, suppliers, government agencies, and workforce partners within the defense shipbuilding supply chain. 2. Identify common supply-chain risks that can affect cost, quality, production schedules, contractual performance, and mission readiness. 3. Analyze realistic supply-chain scenarios and determine appropriate responses to supplier delays, workforce constraints, compliance issues, and capacity challenges. 4. Describe how workforce planning, talent development, communication, and cross-functional collaboration contribute to successful defense-contract performance. 5. Recognize the operational, regulatory, quality, cybersecurity, and procurement expectations businesses may encounter when entering the defense industrial base. 6. Identify practical steps small businesses and veteran-owned businesses can take to evaluate their readiness and pursue opportunities supporting U.S. shipbuilding. 7. Apply strategic decision-making principles to strengthen supplier relationships, organizational resilience, and long-term supply-chain performance.

By the end of this session, participants will be able to: 1. Translate military leadership experience into practical business leadership and organizational growth strategies. 2. Apply mission-driven and servant-leadership principles when building and managing high-performing teams. 3. Identify financial tools, educational resources, technology, and business-support services that can strengthen organizational performance. 4. Align employees, business resources, and operational decisions with the organization’s mission and long-term goals. 5. Develop practical next steps for improving efficiency, financial stability, team performance, and sustainable business growth.

Upon completion of this session, participants will be able to: 1. Compare ICHRA, group risk-control, premium-return, and group purchasing health insurance models. 2. Evaluate how alternative health insurance strategies may support employee choice, recruitment, retention, and total rewards objectives. 3. Identify key employer responsibilities, compliance considerations, and employee communication requirements associated with each model. 4. Assess which health insurance approaches may best align with an organization’s workforce needs, budget, and broader business strategy.

Upon completion of this session, participants will be able to: 1. Identify strategic recruiting and sourcing practices that help organizations attract qualified candidates. 2. Explain how employer branding and the candidate experience influence an organization’s ability to attract and retain talent. 3. Apply structured interviewing and candidate-assessment practices to evaluate qualifications, competencies, and organizational fit. 4. Describe how onboarding and employee integration contribute to engagement, team cohesion, and long-term retention. 5. Evaluate talent-acquisition outcomes using measures such as time-to-fill, quality of hire, offer-acceptance rate, and early employee turnover.

Upon completion of this session, participants will be able to: 1. Explain the fundamental structure of an ICHRA and how it differs from a traditional group health plan. 2. Evaluate how an ICHRA may help an employer control healthcare expenses, establish a predictable benefits budget, and address the needs of a diverse workforce. 3. Identify key plan-design and compliance considerations, including employee classifications, affordability, opt-out requirements, COBRA, FSAs, HSAs, Premium Only Plans, enrollment, and employee communication. 4. Describe the implementation and administration process for establishing and maintaining an ICHRA.