By Julie Sneider, Senior Associate Editor
As railroads compete with each other to attract and hire new workers, Watco is paying closer attention to a key pool of potential candidates: current and soon-to-be military veterans.
Based in Pittsburg, Kansas, Watco owns and operates a network of short-line railroads, terminals, ports and repair terminals. Like other rail industry organizations, Watco has long recognized and valued the skill set and experience that military veterans bring to railroading, transportation, logistics and other supply-chain jobs. For example, Watco for some time has participated in the U.S. Army’s Partnership for Your Success program, which guarantees soldiers an interview and possible employment after completing their military service.
But in early 2022, Watco was determined to revamp its veteran hiring strategy, according to Executive Vice President and Chief People Officer Rachael Peterson.
In May 2022, Watco launched a “military for hire” outreach initiative to intensify its recruitment and retention of veterans as they transition out of military service and into the civilian workforce.
“It was a group [of potential employees] that absolutely we should be transitioning into Watco, and we weren’t doing that at the level that we thought we should be,” Peterson said during a panel discussion at a League of Railway Women summit on diversity, equity and inclusion held March 2 in Chicago.
“[Veterans] understand the value of being part of something that is bigger than themselves.” — Ken Killingsworth, Watco Watco Watco started the initiative by hiring Kenneth Killingsworth, a veteran who served almost 32 years in the U.S. Army. His final job during his military service was at the U.S. Military Academy at West Point, where he was director of leadership development. In February 2022, Watco tapped Killingsworth as a talent acquisition program manager to develop a more comprehensive veteran recruitment and retention strategy.
“Watco has always recognized the sacrifice and honored the commitment of the men and women of the Armed Services, and I think the [company’s] military outreach and hire program just codifies that formal commitment to our veterans,” Killingsworth said in an interview with RailPrime.
An infantry soldier early in his Army career, serving in conventional brigade combat team formations, Killingsworth moved up the ranks to command sergeant major and began working in talent development and management programs. At West Point, he was advising senior executive leadership on talent development; he also managed student and staff talent development and cultural enhancement programs. His responsibilities included helping develop the 4,000 Corps of Cadets to become future officers and leaders for the U.S. Army.
The skills learned in the service, including his experience in talent development and leadership, were a good fit for what Peterson and Watco executives wanted to do to strengthen the company’s veteran recruitment and retention efforts. Railroads like to hire veterans because the skills they’ve learned in the military and their characteristics are a good match for railroad work.
“I really think it starts with environment: Every day, there are railroaders out there in some pretty tough environments, whether it be the heat or the cold, and service members are used to operating in those environments,” Killingsworth said. “Even more are the high-risk environments: If they were in combat situations, they understand the value of mitigating risk in situations, so they understand the importance of safety.”
Military service members also understand the importance of watching out for their teammates — a highly desirable trait in someone working on a railroad crew.
“They also understand the value of being trustworthy, humble and driven. And they understand the value of being part of something that is bigger than themselves,” said Killingsworth.
At Watco, Killingsworth manages military veteran outreach and hiring. To boost hiring, Killingsworth started by making new connections and strengthening ties with military installations along the East Coast and in the Midwest. This year, he’s working on expanding Watco’s relationships with installations throughout the country.
In addition, Killingsworth networks with various veterans' groups, third-party organizations and veteran-owned small businesses that use rail service to help get the word out about Watco job openings.
Once he makes those connections, Killingsworth and the Watco team share opportunities that could match the career goals of service members transitioning to private-sector work. For example, railroads hire all types of mechanics, and the military has lots of them. Railroads need people with experience in operations and logistics, and the military has plenty of people working in those roles, as well.
Moreover, Watco recently set up a military internship that’s now an approved career skills program for the U.S. Army, which allows service members who are 180 days out from their termination of service to receive on-the-job training at a Watco location. The internship enables transitioning veterans to gain real-world experience while exploring a new career path in the transportation and supply chain industry, according to Watco’s internship application.
Watco established the internship late last year and already has hired some of the service members that participated. In two cases, both interns were able to train and complete ground school at Watco’s Safe Performance Center in Fairfield, Alabama, while still on active duty. The center is a training space for Watco railroads and transportation workers. Today, those two veterans are employed as Watco conductors.
Since Watco started re-energizing its veteran recruitment and hiring, about 9% of new hires are veterans, according to Killingsworth.
“We’re hoping to increase that percentage,” he said. “The opportunities are there. It’s really about the veterans and whether Watco is the right fit for them.”
As for employee retention, the company’s talent strategy is much the same for veterans as it is for non-veterans, Killingsworth said.
“But what’s really important to a veteran is to communicate the value that they bring and the impact [their work] is having on the team and the organization,” he said.
In addition, veterans want feedback on their work performance, as well as conversations with superiors about future promotion opportunities — all that plays into job satisfaction, he added.
Veterans joined the service because they had a calling to go serve the nation, and for some it’s challenging when they leave the military to fill the void of serving a higher purpose, Killingsworth explained.
“So, when they leave, they’re really looking for a culture where they can be part of something that’s special,” he said. “And I feel like Watco is certainly a place where our managers try to make [employees] feel special by highlighting the contributions and value they bring [to the company] every day.”
