When a computer science graduate named Caleb was searching for his first job, the defence sector was actively recruiting. While the salary, career path, and job security appeared promising, a career in defence ultimately “didn’t sit well” with him. He expressed a sentiment of not wanting anything he worked on to be used in conflict.
This discomfort with lethal technology is one of several factors contributing to an ongoing skills gap within the defence industry. This gap could expand as the UK government, alongside its allies, aims to increase defence spending amidst a more unstable global environment.
Earlier this year, the Ministry of Defence announced a £1bn investment in AI-powered battlefield systems and established a new Cyber and Electromagnetic Command. However, the military and its suppliers face intense competition from technology firms and other businesses for specialists in these critical areas.
This summer, a government report highlighted the sector’s “strong requirement for Stem skills,” noting “concerns expressed about a shortage of these skills coming from the school system.” The identified gaps range from traditional craft skills, such as electrical engineers and welders, to emerging areas like digital, cyber, and green technologies.
This skills deficit could also hinder the government’s objective to position the defence sector as a key driver for broader economic growth.
Getty ImagesProducing weapons is not a career option for some
Ethical concerns regarding the military and lethal technology are not new. A specialist in defence recruitment at Reed Talent Solutions, Phil Bearpark, observes that public support for the military appears less robust than in the past, suggesting a link to the defence industry’s appeal.
However, this is merely one aspect of the challenge. Louise Reed, a solutions director at Reed, notes that “Gen Z have got a different mindset when it comes to what they want from work, and morals, ethics, come into it.” She adds that this generation seeks employment with “very green companies that give back and have a purpose.”
The sector acknowledges these perceptions and is actively working to address them. Colin Hillier, CEO of Mission Decisions, an AI and machine-learning technology developer for defence, points out that “a very small proportion” of the defence sector’s work involves creating “a kinetic thing that blows up.” He highlights that Royal Navy helicopters, for instance, are used for both operations and humanitarian efforts like rescues or disaster relief.
Thales, a major French technology company, has a substantial defence division but also operates extensively in cybersecurity and critical national infrastructure. Lindsey Beer, Thales UK HR Director, states that the company “creates a huge amount of technology that protects people through every facet of their life.”
To address the skills gap, Thales engages in extensive outreach, starting from primary school, to explain its work and promote the development of STEM (science, technology, engineering, and mathematics) and digital skills.
Yet, branding is not the sole obstacle the industry must overcome to attract young technologists. The sector is also often perceived as rigid and conservative compared to other industries.
Julien Lutt / CAPA PicturesThales highlights that it creates technology used outside defence
Alex Bethell, a final-year computer systems engineering student at Bath, completed an industry placement at a defence-related firm. He enjoyed the experience and intends to pursue a career in the sector.
However, he expressed concern about potentially working on “slightly older systems” that might require maintenance for decades. His student cohort, he explained, desires to work on cutting-edge technology, focusing on design or advanced verification testing.
This preference suggests that smaller, more innovation-focused firms with younger workforces might be more appealing to new entrants than traditional “prime” contractors.
The defence sector’s historical reliance on former military personnel also limits the candidate pool and can deter younger recruits. Mr. Hillier notes that ex-military individuals are “essentially the subject matter experts” needed to understand customer perspectives for development. However, for engineering roles, he suggests broadening the search. “In fact, sometimes it’s better that you’re not [ex-forces], because you’re more likely to have other skills that the sector might use.”
Thales actively encourages its employees to upskill and transition between roles, such as from procurement to program management or digital skills. Beyond graduates and apprentices, Thales is also seeking to recruit career changers from civilian tech companies and other sectors. A recent recruitment drive, for example, attracted former teachers and a chef.
Thales also collaborates with universities and colleges to ensure that required skills are integrated into academic curricula. However, Mrs. Reed suggests that defence firms should look beyond universities, noting that “university isn’t particularly open to all anymore.” She cited an instance where a company she worked with realized its graduate-only policy was a “door closer” and began recruiting non-graduates with transferable skills who could be trained.
These initiatives appear to be yielding results. Mr. Bethell mentioned that approximately half of his student cohort completed their industry year with defence or defence-adjacent companies.
Julien Lutt / CAPA PicturesThales encourages staff to move around its business
Caleb anticipates that many of his peers will eventually join the defence sector, even if it wasn’t their initial consideration. He observed, “When everybody turns up at uni, they’re like, ‘I’m going to make video games in my basement, come up with this amazing idea and sell it for millions’.”
He concluded, “Then they start to realize that actually that might not happen. And they might just need to get a job.”
