Caslen’s top staff are veterans or have military connections. Is that good for USC?

With the latest hires at the University of South Carolina’s top staff positions, President Robert Caslen’s inner circle comprises veterans or others connected to the military.

The staffing drew praise from pro veterans groups, but did little to assuage faculty concerns that Caslen does not have the proper experience in a research-focused university like USC.

Caslen’s newly named chief of staff, Mark Bieger, is an Iraq War veteran. One of his top advisors, former S.C. Representative and gubernatorial candidate James Smith, was deployed to Afghanistan. And one of his top deputies, USC professor Susan Bon, taught ROTC instructors how to be educators and served as faculty representative on the Veterans Student Services Advisory Council, according to USC’s website.

“President Caslen values the service and sacrifice of military veterans, and understands that military service often builds character and leadership skills,” USC spokesman Jeff Stensland said in a statement. “That said, military service is not in any way a prerequisite for employment at the university and candidates are evaluated individually on a full range of qualifications.”

Caslen, who served in the U.S. Army for 43 years and ended his career as the superintendent of the U.S. Military Academy at West Point, seems more comfortable around military men and women. The same Caslen who has appeared to some at USC as “taciturn” and stoic, was also photographed just years before commandeering a T-shirt cannon at an Army football game. At West Point, he also was given the moniker “supe daddy.”

Caslen often references hardening his character and leadership skills in the “crucible of ground combat.”

Veterans hiring veterans is not unusual, said Christopher Plamp, the CEO of Hire Heroes USA, a nonprofit that helps veterans find jobs.

“Veteran-run organizations...tend to hire more veterans,” Plamp said.

Veteran-run companies are not as top-down, chain-of-command driven as the stereotypical drill sergeant barking at recruits, Plamp said. That’s because once military leaders ascend to senior ranks, they can’t order around people whom they have to work with, such as politicians or foreign nationals, Plamp said. As a result, senior military leaders are often forced to become more collaborative, he said.

One problem that could occur with hiring a large number of people from one industry — whether that’s the military or social work or engineering, etc. — is there could arise a lack of diversity in opinion, Plamp said.

Christian Anderson, a USC professor who helped establish a chapter of American Association of University Presidents on USC’s campus, was critical of Caslen’s hires. That’s because many students and faculty had been critical of Caslen’s lack of experience at a public research university and his lack of a doctoral degree. Hiring people who do not have that experience does little to address those concerns, Anderson said.

“I think it would have been wise to get someone who really understands higher education and research universities,” Anderson, whose research focus is governance in higher education, said of Caslen’s chief of staff pick.

Bieger, Caslen’s newly appointed chief of staff, was Caslen’s chief of staff at West Point.

“Even a fresh perspective is fine, as long as they understand the institutional setting,” Anderson said.

“A senior military leader...has led in the most difficult situations, leading a diverse group of people all toward a common goal,” said Steve Cole, spokesman for Veterans Bridge Home, a nonprofit that helps veterans transition to civilian life.

There are differences in how a veteran is trained to approach leadership versus a civilian, said Paul Hilton, a Columbia-based human resources consultant who served in the Army from 1972-1977. While military leadership is more formalized, civilian leadership — especially younger generations — have a more informal way of communicating with their bosses, Hilton said.

“I have no problem hiring former military, so long as they have qualifications,” Hilton said.

Caslen’s military ties have extended beyond just a few hires. His military background influences the way he thinks and guides his vision for USC. Look no further than Twitter where he can be seen doing “burpees” at Strom Thurmond Fitness Center.

Caslen, who has promised to find new streams of revenue for USC, has traveled to Fort Gordon in Georgia to discuss a possible contract with U.S. Army Cyber Command. He, and board of trustee members, have eyed Caslen’s military experience as a foot in the door to receiving lucrative research funding from federal sources such as the U.S. Department of Defense, according to a previous article from The State.

This story was originally published January 9, 2020 at 11:03 AM.