For a business, attracting, recruiting and hiring veterans are the right things to do. After all, it is patriotic, has community appeal and can carry tax incentives up to $5,600. This sounds like a winning proposition for veterans and businesses alike. Nov. 11, 1918, is hailed as the end of “the war to end all wars,” and nearly a century later, veterans and employers are still contending with the “war of all wars” on veterans’ employment, satisfaction, productivity and retention.

According to the U.S. Chamber of Commerce, veterans change jobs twice within the first three years of civilian employment. Trends show it takes veterans on average three employment experiences to find a best fit job match. And that is for the lucky ones who get civilian jobs. While the jobless rate for all veterans is down to 6.6 percent, according to the latest Bureau of Labor Statistics, the dropout rates for veterans is at an all-time high, according to a recent VetAdvisor study.

As we observe Veterans Day and honor those who served, let’s celebrate veterans for their high-quality talent. They are known for integrity, a bent toward diversity and inclusion, short learning curve, wide-ranging skills, strong management and leadership ability, teamwork affinity and continuity in hard work. So with enhanced business incentives to recruit and veterans’ joblessness shrinking, it begs the question: Why is veteran job retention still a puzzling revelation?

Findings from a recent VetAdvisor study link veteran job satisfaction and retention with veterans’ opportunity to use their skills and abilities, having solid benefits and doing meaningful work. Even with this more contemporary research, Dr. Abraham Maslow’s work remains relevant and is fundamental to the issue. He found individuals have an innate desire to be self-actualized. They are motivated to fulfill basic needs before moving on to more advanced needs.

Five needs, better known as Maslow’s Hierarchy of Needs, are the cornerstone of his findings: 1) physiological (water, air, food and sleep); 2) security (steady and purposeful employment, shelter from the elements); 3) social (belonging, love and affection); 4) esteem needs (personal worth, social recognition and achievement); and 5) self-actualization needs (self-awareness and personal growth).

It is not sufficient for businesses to simply hire veterans. Understanding individual motivation and happiness should be at the root of hiring (or any talent acquisition). To stem the tide of attrition and safeguard a healthy return on veteran investment, it behooves businesses to create a program that is designed to promote retention and success for the new veteran hire. Along with applying Maslow’s Hierarchy of Needs, the sustainability program should include five components:

Develop a communication blueprint that acknowledges, in a positive manner, the uniqueness of veterans. Individuals who separate or retire from the military and return to civilian life exchange a structured culture for a more unstructured one. Veterans are faced with learning to adapt to a change in culture and starting over in the workforce and lifestyle.

Create an effective onboarding and assimilation plan that gradually integrates veterans into the civilian work environment. On day one, the plan should focus on natural assimilation and inclusivity.

Adopt best practices such as establishing affinity groups, peer support and mentoring. This connects veterans with someone who can empathize with their concerns while motivating and helping them adapt to and stay engaged in the new work environment.

Customize the diversity and employee assistance programs to include veteran-specific education and support.

Retain the services of a military-relations professional to facilitate ease of transition.

Observing Veterans Day and celebrating America’s veterans for their patriotism, love of country, and sacrifices to protect our way of life and freedom is laudable. Understanding that hiring has to be balanced with a business need is reasonable. However, an effective sustainability program rooted in Maslow 101 is vital to stemming the tide of attrition, increasing veteran satisfaction, productivity and retention, and preserving a return on investment. It is the right (and best) thing to do.

Harry Croft, M.D., is a renowned psychiatrist who has seen more than 7,000 veterans diagnosed with PTSD and is co-author of “I Always Sit With My Back to the Wall: Managing Combat Stress and PTSD.” Sydney Savion, Ed.D., is a retired military officer, applied behavioral scientist and author of “Camouflage to Pinstripes: Learning to Thrive in Civilian Culture.”