Mai Lan Nguyen is the SVP of human resources for Schneider Electric, North America.
When Erin Flaherty left the Army after more than a decade in uniform, she expected the hardest part would be saying goodbye to her unit. Instead, it was the silence that followed. Overnight, the routines and responsibilities that had defined her adult life disappeared. She was no longer Captain Flaherty, leading soldiers through complex missions; she was simply Erin, living in Nashville, staring at job boards and wondering where she fit.
Like many veterans, Erin found herself confronting a paradox: She had many years of leadership experience, yet little recognition of how those skills applied outside her military service. This experience isn’t unique, with thousands of skilled veterans and other nontraditional corporate talent encountering a hiring funnel that rewards linear resumes and overlooks unconventional paths.
In today’s labor market, that model is outdated and has companies overlooking valuable talent hiding in plain sight. Here are some practical strategies for leaders.
Step 1: Open the pipeline.
Strengthening the workforce starts with expanding access to it. Yet too many qualified candidates are filtered out before they ever get a chance to contribute.
Degree requirements have crept upward over the past generation, shutting out the 62% of American adults who don’t hold a four-year degree; workers with disabilities face an employment rate of just 22.7% compared with 65.5% for others, and according to the AARP, nearly two-thirds of professionals over 50 report experiencing age discrimination. Women face additional hurdles, with LinkedIn research showing they are more likely than men to take earlier and longer career breaks for caregiving, which then slows advancement.
Mai Lan Nguyen, Schneider Electric
Courtesy of Schneider Electric
Similarly, nearly one-third of veterans report being underemployed three years after leaving the military. A limited hiring funnel quietly excludes nontraditional candidates and robs employers of the worker qualities they value: Veterans often have been trained to stay calm under pressure, can offer fresh perspectives, and have renewed professional drive. They often display adaptability, loyalty, and problem-solving skills, honed both inside and outside the corporate mold. Overlooking these attributes doesn’t just harm job seekers but can put organizations at a disadvantage.
Leaders can make the most of these nontraditional attributes by rethinking how they recruit and evaluate talent. This can look like partnering with veteran organizations like SkillBridge and Hiring Our Heroes, creating returnship programs with reacHIRE that welcome professionals back into the fold after extended absences, or shifting to skills-based hiring that emphasizes what candidates can do.
Schneider Electric’s Global Freelancing Program, which allows teams to source freelancers for specific missions, harnesses world-class talent regardless of physical location or whether someone wants to work in a traditional full-time role. Each of these steps broadens the pipeline to tap into skills that might otherwise remain outside the organization.
Step 2: Create pathways for internal mobility.
Internal talent marketplaces, now often powered by AI, can unlock opportunities for employees at every stage of their careers, whether it’s a new hire looking to broaden skills, a mid-career professional exploring a different function, or an experienced employee seeking fresh challenges.
Without systems that make mobility easier, much of that motivation and experience risks being lost. Developing an Open Talent Market (OTM) at my own organization gave us a 35% boost in internal mobility through 6,200 mentorships, 7,000 job postings, and 490 internal gigs. The OTM platform gives employees a low-risk way to explore new roles, take on stretch assignments, and build networks across the company. For many, this hands-on exposure can become a career turning point.
Step 3: Make upskilling a part of the job.
When people are given structured opportunities to build digital fluency, whether through training in AI tools, cybersecurity modules, or guided mentorship, they quickly translate those skills back into the business.
Building our own Data and AI School, for example, helped to provide hands-on training in cutting-edge tools like Microsoft Copilot, Promptathons, and scalable programs such as Data Upskilling and AI Upskilling@Scale, ensuring that every employee can grow their capabilities.
Even employers that don’t have the resources to launch a formal “school” or global training platform can carve out time for employees to experiment with emerging tools, encourage peer-to-peer learning groups, or engage with platforms like Coursera or Udemy.
Even small, consistent investments in upskilling send a clear message: Growth is part of the job.
Step 4: Equip leaders to lead differently.
Hiring nontraditional talent is only the first move; the harder work is making sure they thrive once inside. Leaders need the tools to manage diverse career paths with confidence and empathy.
We’ve had more than 600 managers complete Inclusion for Impact, a program that equips them to support employees from a range of backgrounds and create a genuine sense of belonging.
Equally important are career conversations that help employees map their next chapter, from shifting roles or planning a phased retirement. These practices build trust, continuity, and long-term strength across the workforce.
One hire can have a ripple effect
When Captain Flaherty joined Schneider Electric this spring as a SkillBridge Fellow in our North America HR team, she stepped into a role that allows her to do what she’s always done best: support people.
She is currently using her Department of Defense HR expertise and project management background to strengthen collaboration across our supply chain organization, while also mentoring other service members preparing to transition into civilian life.
Her story shows the power of betting on nontraditional paths: One hire can become a source of impact for teams, for peers, and for the next wave of talent. Veterans, parents returning to work, and those without degrees often just need a door to open.
Leaders who provide opportunities for both new hires and existing talent can gain the resilience, adaptability and loyalty that define today’s workforce.