The potential solutions that require holistic adoption
Georgie shared Babcock International’s latest thinking on designing a graduate style programme specifically for service leavers. It involves a structured programme covering the last three months of leave from the forces that provides a work placement for candidates to “try before you buy”. Not only does this give the individual an opportunity to test their fit with the company values and culture, but it also gives the employer an opportunity to see if the individual has the potential to grow in the role. The placement style programme also helps highlight training and upskilling required. Costain is developing a similar style approach in its ‘Service Leavers’ Pathway’ – reaching out 6-12 months before individuals are due to leave the military to give sufficient time for guidance, advice and support for both parties to make the best match. The Forces Employment Charity agrees with this hands-on approach. Annette said the women she works with value industry placements before they make a decision and even if it’s not right, the experience opens doors to more conversations and is therefore seen as a positive one. Too often, women leave their first roles within two years, and the knock-on effect is a loss in confidence and self-belief to try something else.
Storytelling was highlighted as an important tool in attracting talent. Being able to relate to someone else’s story and career journey is important for making a role and company accessible to a candidate who is unfamiliar with the corporate environment and the skills and competencies required. It’s all about telling stories that show how military skills can be translated and the benefits that come from being able to bring a variety of experience to the table. And as Angela said, her wish is “for women to be valued as women.”
And finally, be visible. If your brand is not out there, how can you expect military leavers to know who you are and what you do? Attend Career Transition Partnership (CTP) events, offer to be a mentor or buddy, speak at online or in person career events through the various charities supporting veterans. Positive reinforcement will mean you are front of mind when these individuals are seeking new opportunities.
Key takeaways for employers
- Reach in and educate. On site experience should be offered across the board. This acts as an elongated job interview for both the candidate and employer to have the opportunity to overcome preconceptions, to question, trial and work out if there is a match of role, culture and values. Think summer school, placements and work experience.
- Accessibility. Review job descriptions and think about ways to make them more accessible and neutral, and for those with transferrable skills. If the role is not highly technical, how else could the required skills be described?
- Outreach. Your attraction plan needs to cover those transitioning out of the military and those who have had other responsibilities but are now restarting/returning to work. Have a clear employee value proposition for this – what is important to them, what can you offer to meet those needs and how are you going to be visible and accessible?
- Community. Engage with your employee networks and consider women-only forums to provide a space for feedback - this will give you the information to make impactful improvements. Look outside your company for charities and organisations to work with that align to your strategy and be willing to share as well as learn from others.
What next?
The benefits of a consistent and smoother transition are clear: job seekers know what to expect in their next career and can own their own pathway to thrive in terms of skills and competency, and employers have a consistent process to follow that offers an appealing package of experience and training, support and mentoring as well as job security.
As Women in Defence UK partners and Armed Forces Covenant Signatories, we can make change happen. When it comes to supporting women in finding their first role outside of the military or even their second or third career, an agnostic approach to support is key, not a recruitment race. We will all benefit from having a skilled, competent and effective defence industry and at the moment, there is a huge pool of qualified women who don’t necessarily know where to look. Let’s go and find them!
If you are interested in joining a working group to take this initiative forward and develop tangible actions, please contact Lydia on Lydia.walker@costain.com.
About Lydia Walker
Chartered Marketer with over 15 years’ experience working in B2B marketing and comms covering brand and visual identity, strategic business development and campaigns, proposal strategy, account management and marketing communications (including website design and content strategy). I work closely with the Senior Leadership Team and Account Directors to shape our offerings and deliver real value for our customers across six sectors.
As part of my role, I’m the Costain lead for our relationships with Women in Defence UK and Women in Nuclear – working across our people networks and sectors to influence diversity across defence and nuclear energy.
