A Qualitative Exploration of Successful Practices that Small Veteran-Owned Business Owners Use to Hire, Integrate, and Retain Disabled Veterans

Using a qualitative, exploratory design, this study described the hiring, integration, and retention efforts that small, veteran-owned businesses used to support disabled veteran employees. The study used a conceptual framework grounded in the social model of disability and Schlossberg’s 4S transition theory to guide data collection, including interviews with veteran business owners and public records. The findings answered two practice-based research questions. Thematic analysis revealed that small veteran-owned businesses value the skills, discipline, and work ethic of disabled veterans, selecting them based on their abilities rather than their prior military roles. Results show further that these businesses promote inclusion through mentorship, open communication, and specific strategies designed to address workplace challenges faced by disabled veterans. Business owners’ retention efforts relied on offering their employees flexibility and an accommodating, supportive workplace culture. They reported that employee satisfaction and performance improved after implementing support strategies. Additionally, they reported that hiring disabled veterans led to improved teamwork, enhanced leadership capacity, and greater overall organizational well-being. They attributed their organization’s financial stability and revenue growth to their disabled-veteran employees. Public record data aligned with and confirmed the interview content. The study’s findings underscore the importance of fostering inclusive business practices and highlight the benefits of employing veterans with disabilities. Future research should focus on how guided employer toolkits, AI-driven accessibility solutions, and credentialing frameworks translate military experience into civilian qualifications. Longitudinal studies are recommended to assess retention, advancement, and policy outcomes.