The New Multi-Generational Defence Workforce: Understanding and Adapting to Fundamental Changes
Joann Robertson BA (Hons), FCILT, CMgr FCMI
Head of Supply Chain Transformation Babcock International, Director & Trustee CILT UK
The New Multi-Generational Defence Workforce: Understanding and Adapting to Fundamental Changes
Introduction
The defence workforce of 2025 bears little resemblance to its historical predecessors. While defence organisations have always managed personnel of different ages, today's multi-generational workforce presents fundamentally different challenges and opportunities. This analysis examines these differences and proposes specific mitigations for recruitment and retention.
Key Differences from Previous Workforce Models
1. Career Expectations and Loyalty
Historical Pattern:
- Single employer for entire career
- Linear progression through ranks
- Clear, predictable career paths
- Loyalty based on institutional commitment
- Return of Service seen as standard commitment
Current Reality:
- Multiple employers expected
- Non-linear career progression
- Flexible, personalised pathways
- Loyalty based on opportunity and growth
- Return of Service seen as restrictive
Specific Mitigations:
- Create multiple entry and exit points
- Develop flexible career pathways
- Build industry partnership programmes
- Implement sabbatical options
- Design portfolio career options
2. Skills Development and Learning
Historical Pattern:
- Front-loaded training
- Standardised development paths
- Technical skills emphasis
- Classroom-based learning
- Limited civilian qualification recognition
Current Reality:
- Continuous learning expected
- Personalised development
- Balance of technical and human skills
- Multi-modal learning preferences
- Strong desire for transferable qualifications
Specific Mitigations:
- Implement micro-credentialing
- Create personalised learning pathways
- Develop hybrid learning platforms
- Partner with educational institutions
- Build recognised qualification frameworks
3. Work-Life Integration
Historical Pattern:
- Clear work/life separation
- Standard working patterns
- Physical presence required
- Limited flexibility
- Career prioritised over personal life
Current Reality:
- Work-life integration expected
- Flexible working desired
- Remote options where possible
- High value on personal time
- Balance seen as essential
Specific Mitigations:
- Implement flexible service options
- Create hybrid working policies
- Develop family-friendly practices
- Build support networks
- Design flexible deployment patterns
4. Technology Integration
Historical Pattern:
- Technology as supporting tool
- Standard systems and processes
- Limited personal device use
- Structured information flow
- Clear technology boundaries
Current Reality:
- Technology as primary enabler
- Multiple platform expertise
- BYOD expectations
- Real-time information access
- Blurred technology boundaries
Specific Mitigations:
- Modernise IT infrastructure
- Implement BYOD policies
- Create digital-first processes
- Develop technology training
- Build secure collaboration platforms
5. Knowledge Transfer
Historical Pattern:
- Top-down knowledge flow
- Experience-based authority
- Limited cross-generational exchange
- Formal mentoring structures
- Standard documentation processes
Current Reality:
- Multi-directional knowledge flow
- Expertise-based authority
- Regular cross-generational learning
- Peer-to-peer learning emphasis
- Digital knowledge sharing
Specific Mitigations:
- Implement reverse mentoring
- Create knowledge sharing platforms
- Develop communities of practice
- Build collaborative learning spaces
- Design cross-generational projects
领英推荐
Recruitment Strategies for the New Workforce
1. Digital-First Approach
- Modern recruitment platforms
- Social media engagement
- Virtual assessment centres
- Online application processes
- Digital candidate experience
2. Flexible Entry Routes
- Multiple entry points
- Lateral entry programmes
- Industry transition pathways
- Part-time options
- Reserve integration
3. Value Proposition
- Clear development opportunities
- Work-life balance emphasis
- Modern workplace benefits
- Technology integration
- Purpose-driven messaging
4. Assessment Methods
- Skills-based evaluation
- Potential-focused assessment
- Digital competency testing
- Cultural fit assessment
- Values alignment checking
Retention Strategies for the New Workforce
1. Career Development
- Personalised career paths
- Regular progression opportunities
- Skill development focus
- Industry exposure
- Leadership development
2. Work Environment
- Modern workspaces
- Flexible working options
- Technology enablement
- Collaborative spaces
- Wellbeing focus
3. Recognition and Rewards
- Performance-based rewards
- Flexible benefits packages
- Learning opportunities
- Work-life balance options
- Career development support
4. Engagement and Culture
- Inclusive environment
- Cross-generational collaboration
- Innovation opportunities
- Purpose connection
- Social impact focus
Implementation Considerations
1. Leadership Requirements
- Adaptive leadership skills
- Digital literacy
- Cross-generational communication
- Change management capability
- Emotional intelligence
2. Policy Framework
- Flexible working policies
- Technology usage guidelines
- Career management frameworks
- Learning and development policies
- Performance management systems
3. Infrastructure Needs
- Modern IT systems
- Collaborative spaces
- Learning platforms
- Knowledge management tools
- Communication systems
4. Cultural Change
- Leadership commitment
- Change management programme
- Communication strategy
- Success measurement
- Regular review process
Measuring Success
1. Recruitment Metrics
- Application rates
- Conversion rates
- Diversity measures
- Cost per hire
- Time to hire
- Quality of hire
2. Retention Metrics
- Turnover rates
- Engagement scores
- Career progression rates
- Learning completion
- Performance ratings
3. Organisational Impact
- Operational effectiveness
- Innovation measures
- Knowledge transfer rates
- Collaboration indicators
- Cultural assessment scores
Conclusion
The multi-generational workforce of 2025 requires a fundamentally different approach to recruitment and retention. Success depends on recognising and adapting to these differences while maintaining operational effectiveness. Organisations that embrace these changes and implement appropriate mitigations will be better positioned to attract and retain the talent they need.
Key to success is understanding that this isn't about making incremental changes to existing systems, but rather fundamentally reimagining how we approach workforce management in defence. The mitigations proposed here provide a framework for this transformation, but must be adapted to specific organisational contexts and operational requirements.
The future belongs to organisations that can successfully integrate different generational expectations and working styles while maintaining the high standards and operational effectiveness that defence demands.
Director for Growth @ KNOLSKAPE | Transforming leadership development through AI-driven simulations ??
1 周Having served for 18 years, and watched the systemic decline of the British Army, I find it incredible how reports and comments from leadership still fail to address the main reasons people don’t want to join any more - and loads want to leave. The jobs aren’t paid well enough for the discomfort and lack of stability soldiers have to deal with, living conditions are terrible (take married quarters as an example), the pension has been slashed and there are no longer any benefits that are attractive - making up for the poor conditions and low pay. Leadership throw the word “purpose” around as though it is the key to attracting and retaining talent. I’m afraid purpose doesn’t cut it for most people. They want to do a job they “enjoy”, get paid fairly, be able to have a mold free roof over their heads, have good living conditions and can see opportunities to grow and develop. As for the recruitment drive of years gone by, we’ve gone from “99% need not apply” to a form of recruitment that is unrecognisable. It’s no wondering people are leaving in droves - because the wrong people are joining, creating a culture that people don’t want to be a part of anymore. Make it an attractive offering again by doing the basics.
Joann Robertson BA (Hons), FCILT, CMgr FCMI excellent share ??????
Senior Engineering Officer, Project Manager, Operations Manager, Security Cleared (SC),People Focused, Strategic Thinker, Veteran, Seeking New Challenges | Available After 6-Month Notice
2 周Joann Robertson BA (Hons), FCILT, CMgr FCMI Great article but I believe there is a fundamental flaw in the approach—many of those conducting recruitment will have little to no knowledge of military life. This gap creates issues for both the Army and the individuals being recruited: Recruiters may not fully understand what is best for both the candidate and the military, leading to mismatched expectations. They lack the experience to explain roles accurately, meaning candidates receive incomplete or misleading information. There is a risk of promises being made that cannot be upheld, ultimately damaging trust and retention. Are we truly addressing the root cause of the problem, or are we simply moving from one outsourced provider to another, expecting different results? If recruitment is to succeed, it must be driven by those who genuinely understand military careers—ensuring candidates make informed decisions that align with both their aspirations and the Army’s needs. Without this, the risk remains that we are just replacing one flawed system with another.
Communicate what matters and articulate it well. Sales and marketing communications consultant, coach and services provider. MD of Hargreaves Marketing.
2 周According to a Google search just now 40% of young people have allergies. The armed services don't allow anyone to join with an allergy. Since allergies vary in type and seriousness and they are becoming more common often due to environmental factors, perhaps the MOD might like to review its recruitment policy.