How the Defence Sector is Battling a Skills Crisis
Producing weapons is not a career option for some.
When Caleb neared the end of his computer science degree and sought his first job, the defence sector stood out among the few industries actively recruiting graduates. Strong salaries, promising career paths, and job security made it appealing. Yet, Caleb ultimately felt uneasy: “It’s one of those jobs where you don’t want anything you work on to be used.” This apprehension about contributing to lethal technology is just one aspect of the ongoing skills crisis in the defence sector.
As the UK government, like many of its allies, contemplates increasing defence spending amid a volatile geopolitical landscape, the skills gap threatens to widen. Key points include:
– Earlier this year, the Ministry of Defence announced a £1 billion investment in AI-powered battlefield systems and launched a new Cyber and Electromagnetic Command unit.
– The military and its suppliers grapple with fierce competition from technology firms and various industries for specialists in these critical areas.
– A report this summer emphasized the sector’s “strong requirement for STEM skills,” with growing concerns about shortages originating from the education system.
– Skills gaps range from traditional craft roles, like electrical engineers and welders, to emerging fields such as digital, cyber, and sustainable technologies.
The ramifications of this skills crisis could hamper the government’s vision to transform the defence sector into a growth engine for the wider economy.
Ethical Concerns and Changing Mindsets
Ethical concerns surrounding military and lethal technology are not new. Phil Bearpark, a defence recruitment specialist at Reed Talent Solutions, notes that public support for the military appears weaker than in previous decades. “Does that leak into the defence industry? I’d say yes; it’s intrinsically linked,” he says.
The mindset of Gen Z is particularly notable, as they prioritize morals and ethics in their career choices. Louise Reed, solutions director at Reed, adds, “They want to work for very green companies that give back and have a purpose.”
Recognizing this shift, the defence sector is actively working to reshape its image. “If you look at what the defence sector does, a very small proportion is making a kinetic thing that blows up,” explains Colin Hillier, CEO of Mission Decisions, which develops AI and machine-learning technologies for the sector. He points out that helicopters used by the Royal Navy also play vital roles in rescue operations and disaster relief.
Bridging the Skills Gap
French technology giant Thales highlights its dual focus on defence and broader cybersecurity efforts. Lindsey Beer, Thales UK HR Director, states, “We create a huge amount of technology that protects people in every facet of their lives.” As part of their outreach, the firm targets school children to foster STEM and digital skills development.
However, the defence industry faces multiple challenges beyond branding. It is often viewed as rigid and conservative compared to more innovative sectors.
Alex Bethell, a final-year computer systems engineering student at Bath, acknowledges the lure of cutting-edge technology. After completing his year in industry at a defence-related firm, he expressed a desire to avoid working on “slightly older systems” bound for decades of maintenance. His peers are increasingly drawn to smaller firms focused on innovation rather than traditional “prime” contractors.
The defence sector’s historical dependence on ex-military personnel further narrows the candidate pool, posing obstacles for younger recruits. Hillier emphasizes the need to diversify this approach: “In fact, sometimes it’s better that you’re not [ex-forces] since you may possess other valuable skills.”
Diversifying Recruitment Strategies
Thales encourages workforce mobility, promoting upskilling and role changes across departments. Beyond traditional graduate and apprenticeship avenues, Thales is actively seeking career switchers from civilian tech companies. In fact, one recent recruitment initiative attracted former teachers and even a chef.
Reed advises that defence firms broaden their recruitment strategies, noting that a “graduate-only” policy can unintentionally close doors. One firm recently recognized the necessity of recruiting non-graduates with vital skills, offering the training needed to succeed in the sector.
These efforts may be yielding results. Bethell reports that around half of his cohort spent their industry year with defence or defence-related companies. As for Caleb, many peers are expected to gravitate towards the defence sector, even if they initially dismissed the idea. “When everyone arrives at uni, they think, ‘I’m going to make video games in my basement and sell them for millions,’” he reflects. “Then they realize that might not happen, and they’ll need to secure a job.”
In conclusion, the defence sector’s battle against the skills crisis is multifaceted, influenced by ethical considerations, shifting career preferences, and a critical need for diverse recruitment strategies. Addressing these challenges is essential for the sector’s growth and its ability to meet future demands.