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

Method and Design

This study used a qualitative, exploratory descriptive approach (Sandelowski, 2010) to interview successful SVOB owners about their strategies and practices for hiring, integrating, supporting, and retaining disabled veterans in their workplaces. Braun and Clarke’s (2022) 6-step reflective thematic analysis process guided our coding and theme development.

Conceptual Framework

The social model of disability (SMD; Oliver, 2013) and Schlossberg’s 4S transition theory (S4STT) formed a framework to guide the study. The interview guide was intentionally designed to align with the core constructs of both frameworks, and data were analyzed using a combination of deductive and inductive thematic coding consistent with Braun and Clarke’s (2022) reflexive approach.

The SMD reframes disability as a consequence of societal, structural, and attitudinal barriers rather than individual impairment (Adam & Koutsoklenis, 2023; Jurgens, 2023). From this perspective, disability is understood as something produced through social organization and collective practices. As Adam and Koutsoklenis (2023) explained, “[p]ersonal experiences of impairment can be represented and understood in ways which enable collective rather than individual trajectories” (p. 2). Consistent with this view, Shakespeare (2006) emphasized that the SMD shifts responsibility to society to remove disabling barriers and explicitly challenges individualized or deficit-based framings of disability.

In contrast, S4ST offers a complementary lens focused on individual navigation of major life transitions, such as leaving the military, acquiring a service-connected disability, or entering civilian employment (Schlossberg, 1981). The theory comprises four interrelated components: situation, self, support, and strategies (Gbogbol, 2020). Together, these elements provided a structured framework for examining how SVOB owners assist disabled veterans in managing the military-to-civilian transition within a broader social context. Figure 1 illustrates how these frameworks intersect to inform the examination of small business hiring practices involving disabled veterans.

Figure 1

Data Analysis

Braun and Clarke’s (2022) reflexive thematic analysis process was selected to analyze all data. First, the interview data were coded, and initial categories and themes were created, then secondary data were analyzed separately; as recommended by Naeem et al. (2023). Using data triangulation (Carter et al., 2014), the findings from both sets of analyses were aligned and consolidated. Braun and Clarke’s reflexive thematic analysis made this triangulation process more seamless, allowing for both an inductive (i.e., transcripts) and deductive (i.e., secondary data) process.

Results

The exploratory qualitative study required continuous data collection until saturation and redundancy occurred (Merriam & Tisdell, 2016). Ultimately, these efforts resulted in 11 participants, consisting of SVOBs that employed disabled veterans. Each participant was assigned an identification number (P1–P11; Table 1) to maintain confidentiality.

The interview transcripts were manually scrutinized for coding and clustering to generate themes. The coding performance involved sorting and grouping codes into clusters based on similar relationships to create themes for the study (Creswell & Creswell, 2018).

Results/Findings

The study results were grouped and provided in alignment with the research questions. The descriptive, qualitative, and exploratory nature of the study (Sandelowski, 2010) provided guidance towards how themes were designed from the codes and categories identified in the interview and secondary data.

RQ1: What practices do small veteran-owned business owners describe using to hire disabled veterans, and what outcomes do they associate with those practices?

The SVOB owner-participants explained that intentionally valuing the experience, skills, and work ethic of disabled veterans led to a narrative that fostered a practice of viewing them as highly sought-after employees. All participants stated that disabled veteran employees possessed strong qualities and a strong work ethic, which led to theme 1A (Table 2). Integrity became almost a buzzword through the interviews. P1, who owned a successful barber shop, pointed out that the Army’s core values of loyalty, respect, and honor came from those serving in that branch, “[b]ecause if you have those qualities and you came with those qualities from the service, you can make, you’ll make a good barber.” P8 explained that “[t]he biggest ethic I’m looking for is integrity.” P5 included in his recruitment requirements that he needed “[s]omeone who has no problem coming to the forefront when something’s not right and someone with a strong sense of integrity.” P3 believes that “[m]ost veterans, they have the ability to not only be trained, but retrained on the fly,” and remarked “[t]hat’s the good thing about hiring veterans, they’re already used to doing multiple tasks.” P2 noted that if a veteran displays “key qualities in [your]self, [you] basically can never fail.” All of these comments led to categorizing work ethic and integrity as a critical component of why hiring disabled veterans was a strong business move.

Qualities such as willingness, honesty, and confidence were almost identical among some participants during the hiring process. P3 commented that veterans typically have the “[w]illingness to work mentally and physically, just to have the physical capability of doing the job.” Similarly, P6 noted that disabled veterans bring a “[w]illingness to work, that’s all.” When it came to honesty, P8 remarked that “The things that I honestly look for are honesty and integrity.” Concomitantly, P10 noted that “Most qualities are just being honest, on time, and just being candid.”

Regarding work ethic, several participants explained that it was a listed requirement for hiring employees, and disabled veterans brought this to the table. P4 noted that they want “[s]omebody who is a self-starter, gets their own drive.” P7 looks for someone who is “[d]riven and honest.” P2 commented that they are “[l]ooking for honesty. The ability to communicate with me regardless of the situation.” Lastly, P9 noted that “I am looking absolutely for strong quality work with little to no errors. I’m looking for responsiveness and timeliness in requesting work and getting projects completed. I’m looking for people who are knowledgeable and problem solvers.”

Participants acknowledged that perfect candidates do not exist, but each remarked that disabled veterans came close to ideal employees, which led to theme 1C (Table 2). P2 discussed that someone who would come close to a perfect candidate would be “[j]ust based on their eagerness to want to please and learn.” P3 described their perfect candidate as “[w]illing to learn and able to learn this job skill.” P3 further discussed added, “I very rarely had a problem. As a matter of fact, I can’t even think of a time when I had a problem training a veteran to do a job I need him to do.” P4 also agreed with P2 and P3 on the importance of learning as a requisite job skill, stating, “The veterans I hire, they, even if they might not be the most qualified in it, if they’re just willing to learn and are willing to grow, those ones I look for.” P11 noted that they are “[l]ooking for those, some of those traits that you know are instilled while in the military.”

The participants have often employed disabled veterans in their SVOBs. P2 described that “I always try to target as far as disabled veterans whenever they come and employ with me.” P2 also described that, “I just want to make sure that they have the capability of doing the job, or I have the ability and the finances to provide proper accommodations so they can actually do the job.” P3 commented something similar when they noted that “I employ them as often as possible when they’re available for me.” P3 further commented that “So the whole time I was landscaping, I had at least one disabled veteran working for me at the time.” P5 noted that they have had disabled veteran employees “[s]ince the beginning,” and P7 commented that they would employ disabled veterans “[a]nytime that I can actually.”

Two secondary data sources supported this theme, showing how SVOBs can highly value the strengths and work ethic of disabled veterans. The DAV [Disabled American Veterans] hiring guide highlights veterans’ loyalty, teamwork, leadership, and mission-focused drive, making them dependable and skilled employees (Disabled American Veterans, 2023). The Department of Labor (DOL) employer guide echoes this, noting veterans’ discipline, sense of duty, and perseverance, traits that align with small business values (U.S. Department of Labor, 2025). Together, these sources demonstrate that employers actively seek disabled veterans for their proven character, resilience, and alignment with organizational culture.

Over half of the participants commented that they selected disabled veterans for their qualities and skills, and that their prior profession, even if unrelated to their new role, had no adverse impact on their transition, which led to theme 1B (Table 2). P3 noted that their reason is based on, “A person who was willing to be and contribute to a team.” P7 explained that their reason for selection was based on “Where his heart was at…and when you see someone’s heart, and they’re what they want to do, and they just want purpose, that’s very valuable, it’s more valuable than you think.” P10 said that that their last disabled veteran hire “fit the mold to a tee, and I mean he had the qualifications, the certifications, his experiences were well sought after, and then you know, when we went after when we did the interviews and everything” P10 also noted that “a can-do attitude” is what they look for in candidates. Lastly, P11 agreed when they commented on a “desire to learn.” These participants overall suggest that they know the disabled veteran may not already have the knowledge or skills needed for the new role, but the qualities, skills, and desire of the candidates helped them select them for the role in their SVOBs.

Participants noted that some of their disabled veteran employees had come from other professions before their current roles. P3 described that “[o]ne was an armorer, and the other was a wheeled vehicle mechanic.” P6 noted that, “many of them were infantry.” P11 commented that an employee was “[p]rivate security, and he came to know us as selective land clearing.” P4 noted that “There was one guy who worked at Amazon for a bit before switching over as a camera operator.” Participants reported that their prior profession did not adversely affect their transition to their current role. P7 described that the employee, “Has a different perspective on how things should be run and what qualities to look for in people who want to join our team.” Lastly, P4 noted that, “[v]eterans have] adaptability. I think from just coming from the military.”

Three secondary data sources support this theme, demonstrating that disabled veterans are valued for their transferable skills and adaptability rather than limited by their prior professions. The DOL employer guide highlights the broad competencies veterans gain through their service (U.S. Department of Labor, 2025), while the DAV hiring guide emphasizes their leadership, discipline, and mission-driven work ethic (Disabled American Veterans, 2023). The Voya employer checklist emphasizes that supportive and inclusive workplaces enable veterans to thrive in new roles (Voya Financial, n.d.). Together, they demonstrate that disabled veterans succeed across diverse careers because of their abilities and resilience, not their past occupations.

RQ2: What practices do small veteran-owned business owners describe using to integrate, support, and retain disabled veterans, and what outcomes do they associate with those practices?

Over half of the participants reported supporting diversity and inclusion, using these principles to support disabled veteran employees in their SVOBs. P3 described their take on this, stating, “So, for me, with diversity and inclusion, I diversify and include anybody who wants to get the job and get the job done.” P4 commented that their reason is that they “[l]ike to have a mixed group of people. So different backgrounds, different perspectives.” This is almost identical to what P7 commented when they described that they “[h]ave so many different people, which makes it so amazing, ‘cause you get different viewpoints, you get different stories, you get different voices.” Some participants noted that they used diversity and inclusion to support disabled veteran employees in their SVOBs. P5 stated, “Alright, well, first, it’s not about me, not what you look like, but what you can bring to the table.” P4 noted that, when it came to a project, different cultural values helped provide an “[i]nsight into what that culture expects and how things are done their way,” which allowed the opportunity to know how to “[p]roceed when talking to people or just interactions.” Lastly, P9 remarked something similar, noting that, they “look to see how we can round out the team members’ experiences.”

Over half of the participants reported providing mentorship and using specific strategies to navigate mentorship challenges, which led to theme 2A (Table 2). P1 explained that their strategy was to:

P3 explained that “If a person came to me and he was a sergeant in the military, then he automatically went into a people’s supervisor or management.” P3 further explained a strategy he used as a mentor to teach leadership, stating:

P4 explained that they “[s]how or I ask them how they would solve the situation, and then based on their explanation, try to get a better understanding of it, then show them the way I do, and then also break it down to why I do it my way.” P5 noted that “[e]verybody pretty much gets a mentor for their first 30 days of work.” P5 explained the strategies used are “[s]ensing session and our monthly roundtables.” P2 commented that they use open communication to “[m]ake the individual feel comfortable enough to not worry about being terminated for their disability but rather providing us with the information so we know how to mentor them properly and make them excel in the particular job.” P3 noted that “I had one guy work for me, he was a specialist in the military so he only ever had to manage his equipment and himself. He never had to manage people; so, I did.” P3 went on to note that “I had a situation where I had to train him.” P4 described that “[p]rocessing information might be difficult for other people, so just figuring it out. How do they interpret information? and then try to give it back to him in a manner that works for them.” P10 echoed something similar when they commented that “[g]etting them out of their comfort zone of just being, you know, straightforward, be able to think outside the box a little bit.” Lastly, P7 explained that they have their employees “[w]rite down dreams and goals, you know, I think it’s important to write things down, no matter what.”

Three secondary data sources support this theme, demonstrating how SVOBs can promote diversity and inclusion by mentoring and supporting disabled veterans. The DAV hiring guide promotes mentorship and manager training on disability awareness (Disabled American Veterans, 2023), while the Voya employer checklist encourages inclusive cultures that foster a sense of support and value among veterans (Voya Financial, n.d.). The DOL employer guide emphasizes the importance of implementing inclusive policies and retention strategies to support veterans’ success and well-being (U.S. Department of Labor, 2025). Together, they show that mentorship and intentional workplace support enable disabled veterans to succeed and strengthen organizational inclusivity.

Most participants reported supporting and accommodating disabled veteran employees who have experienced medical and mental health challenges, which led to Theme 2B (Table 2). P1 described that they would support by “[t]rying to pull them to the side and you know, you know, talk to him and, you know, bring him back to level ground.” P1 also described that, “[i]f they couldn’t, I would probably call the VA for some support to get him some type of help.” P4 commented something similar when they stated that “The best option is to figure out what solutions we can do.” P4 also commented that referring their employee to the VA for help, noting that “[t]he next step may be to provide them with some resources to the VA or take them to the VA to get some additional help.” P2 agreed with what P1 and P4 said by saying that they will “[d]eal with it the best way I can if I have to escort them to professional help at the VA.” P5 noted that their small veteran-owned business has their “ERP, our employee resource program, where they can immediately talk to a mental health professional if need be.” Lastly, P8 noted that “I know the phone numbers for various organizations that we can call in case we need to contact somebody for help.”

The participants provided examples of how they supported the reasonable accommodations of disabled veteran employees. P8 commented that they would “support guys with service dogs for various reasons, making sure that the workplace is set up for them.” P2 noted something similar by providing “[f]oam mats, sometimes for people to stand on while they’re working.” P3 commented that they also provide reasonable accommodations, stating, “As far as whether they have a physical disability. I may make some type of adjustment for that.” P4 noted that they “[w]ork with them [and] try to understand what the disabilities are” so that they can find how to “[b]est suit their work schedule and also their workload.” Lastly, P10 commented that “I get pushed or wheeled carts. That way, instead of having to carry heavy loads of equipment, they can now push a cart up and down the elevator, rather than having to lift heavy equipment.”

Regarding programs or procedures that helped participants provide reasonable accommodations, over half knew of at least one. P2 noted that “The ADA (American with Disabilities Act), I’ve looked up for different things just to see if I can get some assistance.” P4 echoed the same when they commented “I think for me, ADA for sure.” P7 described that “The VFW does provide more than we even thought possible, and there are a lot of nonprofits out there that offer mental health services for free.” P11 commented that “If I need to make some adjustments for a certain individual, or if this person is lacking something and you need some guidance, I’ll go back to a DAV [Disabled American Veterans] or the Texas vets.” Similarly, P11 also relied on the ADA and DAV “[w]hen looking to reasonable accommodations for disabled veterans.” Lastly, P6 noted that the “Paralyzed Veterans of America is who I’ve worked with.”

There were three secondary data sources that support this theme, demonstrating how SVOBs can meet the medical and mental health needs of disabled veterans through understanding and reasonable accommodations. The Voya employer checklist highlights flexible scheduling, mental health resources, and training to reduce stigma (Voya Financial, n.d.). The DAV hiring guide notes that most accommodations are low-cost and vital for success (Disabled American Veterans, 2023). The DOL employer guide emphasizes the use of best practices and resources to ensure inclusive employment (U.S. Department of Labor, 2025). Together, they emphasize the empathy, flexibility, and practical support that enable veterans to thrive in the workplace.

Over half of the participants said they support a culture of accommodating disabled veterans. P1 commented that the role of a “[b]arber always looked at it as therapeutic because it introduces you back to the public, introduces it, and opens up conversation.” P2 agreed with P1 when they described that “The culture we have is that other veterans are working for us. So that in itself, veterans will usually gravitate towards helping fellow veterans.” P3 commented that they “[w]ould actually give them paid time off to go to these appointments if they showed me an appointment that the VA sent to them.” P3 also commented that “It was the biggest motivation in the world for my guys that they absolutely loved that, that they could go in and have that done and actually be paid to be there.” P4 noted that “The biggest thing for me is just telling people they’re doing a great job when they’re doing a great job and also letting them know where they can improve in certain places.”

P7 described that their culture is like family, stating:

Lastly, P10 described that in their organization:

Three secondary data sources support this theme, showing how SVOBs can build supportive cultures by prioritizing understanding and accommodation for disabled veterans. The DOL employer guide emphasizes respectful communication and veteran-centered onboarding (U.S. Department of Labor, 2025). The Voya employer checklist promotes mentorship, bias training, and inclusive practices for disclosure and accommodations (Voya Financial, n.d.). The DAV hiring guide highlights manager education and individualized support (Disabled American Veterans, 2023). Together, they demonstrate how fostering empathy and inclusion helps disabled veterans feel valued and integrated into the workplace.

Participants mentioned having specific strategies to support disabled veterans, which positively impacted retention, which led to Theme 2C (Table 2). P1 described that “[c]ommunicating and talking to them, and you know, making them feel normalized, is the key to retention because you’re not going to get that anywhere else.” P2 commented that “[t]he only real strategy is to make that person feel comfortable.” P2 further commented that “[a]s the old saying goes, you want to train them well enough so they can leave but treat them good enough to the point where they’ll want to stay.” P3 discussed that providing them “[p]aid time off for their medical appointments, and the disabled veteran employees weren’t worried about the stress of losing money or something like that for going to that deal.” P3 further discussed that “So, it really helped them a lot that they had paid time off to go to these places. So, what it had, what it had for me with retention.”

P7 commented on the connection to a healthy work environment by saying “I mean, we’ve all been together for almost two years now, you know, so. If we didn’t love it, we wouldn’t stay, and it’s so.” P8 noted that their healthy work culture was evident when “[m]y retention is always high. My retention is usually in, at least in the high 80%.” P10 noted that “[s]trategies, I would say, you know, we put in processes and policies in place. That way, you know, we follow not only our guidelines, but we follow, you know, ADA and the disabled veteran organizations’ guidelines.” Finally, P11 commented that “I’m aware of the things that a disabled veteran has to do. So, if we need to adjust, if somebody needs to go to a doctor’s appointment, we can adjust what we’re doing that day.” P11 further commented that “I hear it every day; this is the best place on earth to work.”

Participants reported using flexible work schedules to support disabled veterans, which had a positive impact on retention. P1 commented that they “[h]ave a barbershop. I have the most flexible. With a work schedule, you pretty much make your own schedule. You have your own clients, so you book accordingly.” P2 noted that “[w]e always accommodate flexible work schedules in any way possible. We have a lot of people who have families and children, whether they want to go to events or medical appointments. Trade schedules and get through just fine.” P3 commented that their “[c]urrent policy is that I’m as flexible as I can be to get the job done. You know, I’m as flexible as possible.” P5 commented that “[i]t depends on which part of the organization you’re in. The group home is in a daycare. Not a lot of flexibility there. The restaurant is a very flexible trucking company.” P5 further commented that “[i]t depends on where you work within the company. If you’re on the dispatch side and you know, we’re pretty flexible. But if you’re on the driver’s side, then not so much because we have deadlines.” P6 noted that “I don’t care how you do it. I just have a due date, and as long as they get it to me on that due date, it’s fine.” P7 commented “[t]hat’s one of the most important things that we have with our company, flexible work hours. Not everybody’s able to work 8 hours a day.” P8 noted that “[s]ome of my businesses are really, really flexible.” P10 commented “[o]ur policy and procedures are more work performance-based than it is, you know, in office or out of office. So as long as you’re producing results.” Finally, P11 described that they were “[v]ery flexible. If a person needs to do XY or Z, that person is allowed to do XY or Z.”

Some of the participants also mentioned the positive impact of flexible schedules on retention. P1 commented that “It just gives them more freedom to, you know, have time to spend with their family. So, the percentage of you leaving is very low.” P3 described that providing flexible schedules “[h]elps with retention because, again, they are able to get things that are important to them outside of the job done, and without having those things on their mind, they can concentrate better on the job when they own the job.”

P4 noted that “It works. It’s, I mean, it shows that it’s, you know, it’s more than just a job.” P5 commented that they have a “2% attrition rate, so I guess it’s doing pretty good.” P6 described that “The flexible work schedule is probably the only way they can get things done. As long as you give them a deadline, they’ll get it done by that deadline. It has helped retention in that.” P9 noted that they “[t]hink it’s huge. You know, I was talking to one of my team members, the one who’s been with me the longest, for 10 years, the other day.” P9 further noted “[a]nd he’s like, I do this work because it’s fun, and you make it easy, and that’s a person who does mentoring of students, interview prep, and resume review.” Finally, P11 commented that “It’s a big factor.”

Three secondary data sources support this theme, demonstrating how SVOBs can enhance disabled veteran retention through targeted strategies, such as flexible work schedules. The DAV hiring guide highlights accommodations such as telecommuting and adjusted hours to support medical needs (Disabled American Veterans, 2023). The DOL employer guide emphasizes that reasonable accommodations are key to retaining skilled veterans (U.S. Department of Labor, 2025). The Voya employer checklist emphasizes that flexible and supportive workplaces enhance employee retention (Voya Financial, n.d.). Together, they demonstrate that flexibility and understanding enable disabled veterans to stay and succeed.

Participants noted that the skills and work ethic of disabled veteran employees in their SVOBs had a positive impact on their teams. P1 commented that disabled veteran employees brought “[t]he skill of communication. It is very, very much needed.” P2 described that “On the towing industry side, I have had individuals who are combat-trained. Combat experience may be involved with security forces or something like that.” P2 further described that this skill is:

P3 commented that disabled veteran employees brought “[i]nterpersonal skills. Teamwork is already built in with them, and self-responsibility is already built into them.” P4 noted that skills brought were “[t]eam building, communication, hard work, and yeah, they’re just relentless effort to get it done.” P5 described that disabled veteran employees had “[t]he ability to multitask. The ability to adapt, whether in a meeting with a client or with a customer, externally or even with other employees, including subordinates and peers alike, and that’s pretty much it.” P8 noted that “[t]he base skills that most veterans have are that they have the ability to follow through with instructions.

Participants discussed the work ethic that disabled veteran employees brought to their organizations. P1 commented that “If I were to say they brought all the key elements of our core values. Loyal, loyal clients, loyal barber. You know, good customer service and respect. Every value is there.” P2 explained that “You have a strong work ethic when you’re in the military, and I think also you have a strong team effort too, because being in the military, you never do stuff on your own.” P2 also explained how veterans’ military experience led to better teamwork. P2 explained “You’re [soldiers are] always put together in a team to do things, and that teaches you the importance of teams, and they bring that to the workplace.” P3 commented that “Work ethic; it was wonderful. We got to get it done, and these guys were self-motivated.” P4 commented that disabled veteran employees are “[v]ery driven, I mean that’s the best word to describe it. They’re all driven.” P5 noted that “[t]hey brought a sense of loyalty, dedication. You know, again, camaraderie.”

Participants discussed how disabled veteran employees bring leadership skills and values to their SVOBs. Regarding leadership skills, P2 noted that “I think all military, or I’d say at least 95% of the veterans that I’ve hired all have leadership skills.” P2 further noted that “You’re often placed in that position, whether it’s to lead two people or lead a whole platoon. You get the experience of the military, and therefore, you have that experience to lead, and they want to perform,” P3 commented that they had an employee who “[h]eld everyone accountable for whatever they were doing. He just did it automatically. This person, I did not have to go into a long spiel of what I needed to get done; he just took responsibility and got it.” P4 described that “Yes, there have been situations where we’re filming a project, and one of the guys, let’s say, the camera battery goes out,” where P4 further described that “[i]nstead of panicking or trying to figure out where he has another one, he always carries extra on them as well, just to be safe, ‘cause he understands things happen.”

The participants also discussed the values that disabled veteran employees brought to their SVOBs. P1 described that “You’re great in the service. The same with the job, you know, be in the right place, right time.” P1 further described that “[b]eing courageous, you know somebody might want to come in with a weird cut that you might not be comfortable doing, but you’ve got to take that step forward and try to do that cut. So, you’ve got to be courageous.” P2 had a long discussion on this. P2 commented that “I would say higher values than most people. The one good thing about disabled veterans, or people with disabilities for that matter, is that they are very appreciative when someone gives them the opportunity to work” P2 further commented that “The ability of a disabled veteran will be much higher than that of someone who is not disabled, because once again, they appreciate the opportunity, and they want to satisfy the company and their supervisors.” P2 also commented that the reason was so “[t]hat they can keep that job and keep pushing and being military. They have that urge to push and thrive forward at all times.”

Participants noted that the commitment disabled veteran employees brought to SVOBs had a positive impact on their teams and the organization’s well-being. P1 commented that “They showed me a lot of, you know, appreciation, you know, a lot of. This bonding and just appreciation, bonding, and I learned from them as well as they learn from me.” P2 noted that “[m]ost of them have stuck around for a period of time.” P3 described that “[c]ommitment was on days when we had inclement weather, and I had to do a few extra things that weren’t exactly on the clock.” P3 further described that “I had guys come in to say hey, I will help you button this up or close this up or go cover these flowers and stuff like that, and they weren’t even on the clock.” P7 noted that “Their loyalty, you know. They’ve been really loyal to what we do, and that’s been so heartwarming to see that, you know, they really believe in what we do and what our mission is.” P8 commented that “Most of them, their commitment comes from the fact that they’re willing to speak up and let you know when things aren’t going right, because they want the job to be completed correctly.”

Participants noted that their disabled veteran employees’ commitment had a positive impact on their teams. P1 commented that “[i]f you fall, I’ve got to stop. Are you going to serve if somebody’s slow?” P1 continued by commenting that “[i]f we are running a marathon and somebody falls back, we, the whole squad, have to turn around and get behind them; the slowest person is the slowest person. If we A-Team, so gotta stay together.” P3 described that “I mean, they felt like everybody was part of the team. You know these last commitments. Hey, this guy’s part of the team, and he’s not here just for the money. He’s here for the team.” P4 noted that “[y]eah, I think it’s everybody motivated. Everybody buys and believes in the bigger picture. Then it just makes everything go a lot smoother.” P5 commented that “[i]t trickles downhill, so I really believe that, you know, when people see something one way, they go with the flow.”

Participants noted that commitment from their disabled veteran employees had a positive impact on their organizations’ well-being. P2 described that “[t]he primary thing would be retainability. That people want to try harder and stay longer, that are disabled.” P3 commented that “[s]peaking of my landscaping business, I’m not a lover in the area where I had it. I had a dedicated group of guys in the well-being of my organization.” P3 further commented that his disabled veteran employees “[w]ere on cruise control when it came time to do work and get things done. So, it helped me a whole lot.” P6 noted “I would say that’s positively impacted the well-being of the organization.”

Three secondary data sources support this theme, showing how disabled veteran employees can bring valuable skills, leadership, and commitment that benefit teams and organizations. The DAV hiring guide highlights their teamwork, work ethic, leadership, and structured approach (Disabled American Veterans, 2023). The DOL employer guide notes that veterans have strong ethics, leadership, and high productivity (U.S. Department of Labor, 2025). The Voya employer checklist emphasizes that supporting veterans with disabilities fosters an inclusive, high-performing workplace. Together, they demonstrate the positive impact veterans have on organizational well-being (Voya Financial, n.d.).

Participants discussed that the ability of disabled veteran employees to adapt and overcome in SVOBs had a positive impact on their teams and organizations. P2 commented that “[i]’ve had many people go into mechanic roles from not knowing anything. I’ve had people become tow truck drivers. Even handle big wrecks and help out where they can.” P2 further commented that “[i]t’s just based on that person’s desire to want to succeed and grow, and as long as they’re willing, I’m ready to train and make sure they get the guidance they need to improve their lifestyle.” P4 described that “[o]n average, most veterans are pretty adaptable, so it doesn’t matter if they’re changing car tires or switching out camera lenses. They understand that this is a job that just has to get it done.” P6 commented that “[b]ecause you can’t see those as well as people who have some physical limitations, and I love the creative ways that they or the adaptive ways that they deal with whatever the issue is.” P8 reflected that “I’ve seen plenty of veterans, not, not just adapt. I’ve seen them like crush it and do phenomenal and get promoted and stuff.” P10 had a long discussion on the topic. They started out by describing that “[w]e had a guy who was a network engineer, but he had a weird military experience.”

The participants agreed that the adaptability of their disabled veteran employees had a positive impact on their teams and organization. P2 commented that “[w]ell, like I was saying, it just creates a social norm. That works for us and works for them.” P4 commented that “[i]t makes everybody a little bit more creative and just instead of figuring out instead of complaining about problems, just figuring out solutions.” P8 noted that “[o]ther employees see it, and they get in, they get intrigued by it, and then they start working harder. So, like I said, it’s a mixed bag, and sometimes it’s hard to manage.” Lastly, P10 commented that “I think just seeing other people succeed and getting people out of their comfort zone and knowing that anything is possible, I think that’s contagious.”

The participants discussed that disabled veterans can have some vulnerabilities, for which SVOBs are experienced in supporting. P1 described that “[i]t could be a front that they are putting up; people don’t like to show their issues. They don’t like to show, you know, they like to be stronger than a disability, which is a natural human.” P6 agreed when they noted that “[m]ental health is very, very, very important. I would say that’s a big vulnerability because there are a lot of holes in mental health care.”

The participants had more positive things to say about employing disabled veterans. P1 commented that “[e]mploying a disabled veteran is pretty much all positive.” P1 also commented that “[t]he kids come to get it cut, and they ask, so what are you? We talk to the kids about what we did in the services, only furthering that generation to want to do the same thing” P3 described that the “[p]ositive impact was that I had a person who came from the military, did a lot of things that I expected or needed to be done, and that the person came with personal development, I didn’t have to worry about.” P4 noted that “[y]eah, I think disabled veterans understand what they’re going through. They understand the task, and they just want to get in there, get it done.” P5 commented that “[t]he positive is that one, you’re having a fellow vet, you know, most vets, like I said, are very dynamic and versatile, can do a number of things outside of their MOS (military occupational specialty) or whatever they were trained to do.” Lastly, P6 noted that “[t]he positive is that when they show up, they’re going to show up. They’re going to work, they give you 110%, and you never have to ask for it.”

There was one secondary data source that supported this theme, showing how disabled veteran employees can demonstrate adaptability and thrive when supported by SVOBs. The DAV hiring guide emphasizes that veterans possess valuable skills such as leadership, discipline, and adaptability, which contribute to improved productivity and organizational success (Disabled American Veterans, 2023). It shows that with guidance and flexibility; disabled veterans adapt and thrive in organizations despite challenges.

Participants discussed that employing disabled veterans strengthens SVOBs by improving finances and revenue. P2 further described that “[w]hen you’ve got somebody who enjoys working for you and is retainable, you’re going to save money right there by having that person stick around with you.” P4 commented that “I think it helps in a positive way for sure. Yeah, start to make marks. They’re doing more, so yeah.” P5 noted that “[w]e don’t spend a whole lot of money on recruiting and retention, which is one of the biggest cost drivers in a small business.” P6 commented that “I would say that’s the financial impact that I mean, I’ve had a positive. I’ve had a positive experience.” P10 noted that “[i]t helps us because you know, a lot of times they get care through the VA, and you know. We have a pretty good benefit plan or benefit package, but a lot of times, they don’t take that. P10 further noted that “[i]t helps the business, as well as you know, the individual working for us.” P9 agreed with P10 when they commented that “I haven’t had to do; I don’t pay for the medical care.” Regarding revenue generation, P3 commented that “[s]o, revenue response, and also when I did state contracts. So, knowing that I had a veteran workforce, I would get awarded points towards the contract because I had veterans.” P3 further commented that “I was a veteran myself, and I had a veteran working for me, so I got a little more leniency and a little arm up against my opponents’ bid for contracts because I had a veteran workforce.” P4 noted that “I think it impacts a little bit, yeah. In a positive way.”

P9 commented that “My business has continued to grow, and we’ve hit our revenue growth each year. But part of that is because I have the people who can do work efficiently.” P9 further commented that “I feel like the work that some of the veterans do, they’re doing interviews, allows that expertise, allows me to charge a higher rate to the consumer. So, you know, that’s revenue-generating.” Lastly, P11 had a long discussion on it and stated that “[y]ou know that that’s a big deal because there are a lot of vets out there, and if they need to hire.” P11 further described that “[y]ou know if they are searching for a land clearing business and they’re scrolling through and they’re scrolling through and then they say boom, you know, veteran-owned and operated.” P11 finished off by describing that “[t]hey know right off the bat that you know that we are going to be dependable because it all goes back to dependability, integrity, decisiveness, all that. I think it’s a huge factor.”

Two secondary data sources support this theme, demonstrating how employing disabled veterans can strengthen SVOBs by enhancing financial performance and revenue generation. The DOL employer guide notes that hiring veterans can reduce turnover and training costs, leading to significant savings and increased efficiency (U.S. Department of Labor, 2025). Additionally, the Voya employer checklist emphasizes that inclusive hiring practices, including the employment of veterans with disabilities, can enhance a company’s reputation and attract a broader customer base, ultimately boosting revenue (Voya Financial, n.d.). Together, these sources demonstrate that integrating disabled veterans into the workforce not only supports their transition but also drives growth and profitability.

Discussion

This study explored the strategies and outcomes associated with hiring, integrating, retaining, and employing disabled veterans in SVOBs. Disabled veterans often encounter employment barriers related to civilian perceptions and assumptions about the transferability of military experience (Kirchner, 2024; Tao & Campbell, 2020). Despite these challenges, prior research indicates that veterans bring leadership, adaptability, and strong ethical values to organizations (Mael et al., 2022). This study addressed a gap in understanding how SVOBs apply these strengths with disabled veteran employees.

Regarding hiring, the participants consistently valued the work ethic and character instilled through military service, identifying qualities such as teamwork, loyalty, integrity, reliability, and problem-solving as highly desirable. Disabled veterans were described as adaptable employees whose prior military roles did not hinder successful transition into civilian positions. The participants reported that transferable skills enabled disabled veterans to perform effectively across industries, including de-escalating conflicts and applying technical expertise in new roles. These findings align with research highlighting veterans’ organizational value (Shue et al., 2021).

When discussing integration strategies, the participants emphasized the importance of mentorship and reasonable accommodations as vital supports. Mentorship during onboarding, along with employees who share similar military experiences, fostered inclusion and professional development (Mercier et al., 2023). The participants also acknowledged integration challenges, including communication and health-related concerns, which required individualized support. Open communication, flexible medical scheduling, and reassurance of job security were critical to building trust and psychological safety for disabled veteran employees.

Regarding retention strategies, the participants described fostering a supportive culture through practical accommodations such as modified equipment and appropriate supports. Flexible work arrangements were found to be a positive influence on retention. Allowing schedule adjustments, task independence, and reduced supervisory oversight improved work–life balance, increased organizational commitment, and supported long-term retention of disabled veteran employees (Bonaccio et al., 2020).

When it came to exploring outcomes, the participants reported that disabled veteran employees contributed leadership, accountability, adaptability, and commitment to their organizations. Employees were frequently described as assuming leadership roles, demonstrating perseverance, and maintaining productivity under challenging conditions. Participants also reported positive financial outcomes, including improved efficiency, employee retention, customer trust, and revenue growth, which reinforces the economic value of employing disabled veterans (Malladi et al., 2024).

Limitations, Implications, and Future Research

This qualitative study was limited by a modest sample size due to a short recruitment timeframe, reliance on self-reported data, virtual interviews because of difficulty observing nonverbal cues such as body language, and limited generalizability. Recruitment challenges constrained participant diversity due to the limited recruitment timeframe. Despite these limitations, the study contributes valuable insights into SVOB’s employment practices involving disabled veterans. Future research should examine guided employer toolkits, AI-driven accessibility solutions, and credentialing frameworks that translate military experience into civilian qualifications. The reason for this is that these approaches directly address persistent barriers that disabled veterans face in the civilian workforce. Longitudinal studies are recommended to assess retention, advancement, and policy outcomes. These efforts may inform sustainable strategies for hiring, integrating, and retaining disabled veterans in the civilian workforce.

Conclusion

In conclusion, this study highlights how SVOBs successfully employ disabled veterans by leveraging their leadership, adaptability, and strong work ethic while addressing integration challenges through mentorship, accommodations, and flexible work practices. These strategies foster inclusion, improve retention, and enhance organizational performance. Overall, the findings underscore both the social and economic value of creating supportive environments that enable disabled veterans to thrive in the civilian workforce.

Ethics and Consent

This study was approved by the Institutional Review Board at the University of the Cumberlands (Protocol number: 0625-213197). The field test was approved by the Institutional Review Board at the University of the Cumberlands (Protocol number: 0625-208053).

Competing Interests

The first author is a member of the Veterans Studies Association, which supports the Journal of Veterans Studies, and is a U.S. Army veteran. The second author has no competing interests to declare.

Author Note

This article is derived from an unpublished doctoral dissertation (Rodriguez, 2025), which described strategies used by veteran-owned business leaders to recruit and support disabled veteran employees. Although the article draws on the dissertation’s theoretical framework and original data, it represents a substantively new scholarly work developed collaboratively by both authors.

Author Contributions

Dr. Rodriguez served as the primary author and was responsible for data collection, data analysis, co-authoring multiple drafts of the manuscript, and final preparation. Dr. Preiksaitis served as secondary author and dissertation chair, contributing to interpretive analysis and methodological bracketing, providing sustained editorial and methodological guidance throughout the dissertation-to-article conversion process, and co-authoring multiple drafts of the manuscript.