Addressing the Cybersecurity Skills Gap: Recruiting Veterans

It’s time to focus on how veterans can fill the cybersecurity skills 'crisis'

Within the cybersecurity industry, there are several major issues to be addressed, two that require immediate attention. Both I have referenced in previous articles: the cybersecurity skills gap and the lack of diversity within security workforce.

Studies have shown that 3.4 million people are needed to fill the global cybersecurity workforce gap. A survey by the World Economic Forum found that 59% of businesses would find it difficult to respond to a cybersecurity incident due to the shortage of skills. Data from 2022 showed that the problem is getting worse, with the workforce gap increasing by 26.2% compared to 2021.

At the same time, the cybersecurity sector has a ‘yawning’ lack of diversity. Women are underrepresented in STEM (Science, Technology, Engineering and Math) jobs generally, and in cybersecurity specifically, women only make up an estimated 24% of the workforce. Minority representation within the cybersecurity field is around 26%.

To fill critical positions, the industry needs a clear vision and plan to fix this. It can no longer rely on governments or educational institutions to plug this capacity and capability. It is down to industry leaders, businesses, HR leaders, and hiring managers to take a different view on filling the skills void.

We are acutely aware of the impact of the skills shortage. The gap has a profoundly negative impact on organizations, increasing the likelihood of security breaches and the loss of money and reputation. Cybersecurity incidents are having a greater impact on the global economy than ever before with close to $600 billion, nearly one percent of global GDP, being lost to cybercrime each year.

$600 billion per annum. Let that sink in.

There are many programmes that seek to take positive steps in hiring from a range of groups. Within the United Kingdom there is the highly regard Armed Forces Covenant (This is a promise from the nation that those who serve or have served in the armed forces, and their families, are treated fairly).

Businesses can benefit in a variety of ways from hiring people from underrepresented groups, such as women and veterans.

Within this article I will focus on veterans. The overwhelming benefits of having more female representation from Boards down to a SEIM Engineer are well understood and rightly requires more work. For example, women have higher rates of entry from self-learning (20%) compared to male counterparts (14%). Research shows that the more diversity you have in your teams, the more effective they are going to be. A subject worthy of more time and attention in another article (contributors welcomed).

The benefits of hiring veterans I feel is less well understood. See below.

1. Cross-Functional Soft Skills

Recent research strongly suggests the skills which many veterans possess are a close match for skill shortages that employers face today. In particular, veterans have well developed soft skills that are in high demand.

Survey data from Deloitte highlights that veterans are well-placed to meet critical gaps in cross-functional skills, which include strategic management, managing or motivating staff, team-working and positive attitude.

2. Strong Technical Skills And Unique Qualities

Good Technical Training?

With so many different trades in the Armed Forces, many veterans are trained and experienced in a range of technical roles, including engineering, project management, HR, policing, transport, logistics, IT and communications – all transferable to the civilian workplace.

Cross-functional Soft Skills?

Organisations that employ veterans report that they exhibit much needed cross-functional skills, notably team-working, motivating others, powers of communication, problem-solving, organisational skills and strategic thinking.

Leadership

Veterans have excellent leadership skills, with increasing responsibilities placed on them as they progress through the ranks.

3. Valuable Attitudes And Adaptability

Valuable Attitudes

Veterans bring valuable attitudes and behaviours to the commercial workforce, such as loyalty, mission focus, willingness to accept responsibility, strong work ethic, resilience and a positive ‘can-do’ attitude.

Used to pressurised environments?

They are accustomed to working in highly pressurised environments and know how to act decisively and calmly. They are also known for their adaptability, a skill gained from experience of working across geographies and diverse environments.

Constantly Learning?

Military personnel are constantly learning and training throughout their career, employers report that these same individuals remain very trainable and capable of learning new skills in the private sector.

4. Highly Effective Employees

Highly Engaged, More Loyal

Many employers report increased loyalty and engagement amongst their ex-military employees. In a survey of 50 employers carried out by Deloitte, 76% of employers said that veterans tend to have lower rates of sickness absence when compared to their non-veteran workforce and are likely to be promoted more quickly. 40% also said veterans stay for longer.

Better Retention Rates?

As one of the largest employers of veterans in the UK, BT has shown that the company’s veteran employees have a higher retention rate, lower sick absence rates and fewer early leavers due to performance or discipline issues, and that there is potential for significant productivity gains in the first six months of an employee’s service due to some veterans taking less time to achieve full competence.

5. Good For Business And Society

A survey of 100 employers carried out by the Royal United Services Institute (RUSI) showed that 74% of employers wish to publicly support the Armed Forces. Many described their pledges as 'the right thing to do' that reflect favourably on public perceptions of their company.

Veterans are unique pool from which to recruit from for the cybersecurity skills space. The 5 key areas above talk broadly about the ubiquitous and transferable capabilities they possess. However, there are clear parallels between the military world and that of cybersecurity: both apply structured methodologies in highly regulated and rigorous environments underpinned by strong governance, process, and procedures.

Cyber security also requires intensive analysis of threats and vulnerabilities, and ex-service personnel can be relied on to provide an accurate, honest appraisal of the situation to aid decision-making. Veterans will have a deep understanding of threat actors, their capabilities and attack vectors. This deep level of threat understanding can provide an immediate impact and uplift to any private sector business.

It is time to look beyond the CV.

It is time to recruit based on identified potential and being able to see and understand the inherent qualities and soft (transferrable) skills that a service leaver or veteran brings, which will in turn will reap rewards for the hiring organisation.

Veterans possess the right mindset: teamwork, leadership, service, and ability to problem solve under pressure. Adding this kind of diversity to your teams can also help to bring diverse perspectives to tackling challenging problems.

According to the most recent research report from ESG and the?Information System Security Association International (ISSA), 57% of organizations claim that they’ve been impacted by the global cybersecurity skills shortage, while 44% of organizations believe the skills shortage has gotten worse over the past few years. The result? Increasing workloads on existing cybersecurity staff, job requisitions open for weeks or months, and high burnout rates and attrition for cybersecurity professionals.

Some of the most credible and competent cybersecurity professionals I have encountered in my career have not taken the well-trodden and well understood path via the IT team: veterans from non-technical trades, ‘moms’ re-entering the workforce, women skilling from non-IT roles. And that is in no way doing a disservice to those that do come through IT. My point is that it time to look beyond that of the technical skills and qualifications to fill the growing cybersecurity gaps. Its time to look at potential, ability, and willingness to learn, to look beyond the CV and look at the transferable skills that can be moulded and developed to fill the gap.

Technology will never be a substitute to address the skills gap. Diversity and open mindedness in recruiting will.