Culture first, recruitment second

Young people don’t just look for a job - they seek purpose, belonging, and respect. In 2023, the British Army launched its 'belonging' recruitment campaign. It focused on four themes: respect, fun, hard work, and helpfulness. The campaign targeted Generation Z. They value diversity, remote work, and opportunities to develop new skills. They are also referred to as the "loneliest generation". They grew up with technology and reduced levels of face-to-face interaction. They saw their parents return to full-time careers earlier than any other generation. Their formative adult years were during a global pandemic.  

• 39% of Gen Z seeks remote and flexible work. 

• 71% of those in remote or hybrid jobs would not return to full-time in-person work. 

• 80% want jobs that allow them to explore and develop new skills. 

These preferences are a challenge for the military, often seen as rigid and outdated. By understanding what motivates Gen Z, the military can create a culture that appeals more to them. More of their interests align with military recruitment than they might think. 

D&I seems to have become a dirty phrase in the military recruitment space. Even more so since the RAF Recruitment scandal. But it is critical the military looks inward at how it is performing in this space and invest in change. We all know a diverse military is a stronger, more innovative fighting force. But it’s also what new recruits expect and value. By improving the culture so all backgrounds feel valued and included, it will lead to a more diverse workforce. A more diverse workforce will inevitably broaden the future talent pool. 

At the end of 2023, complaints from 60 senior civilian women in the Ministry of Defence became public. Only 11.7% of military personnel are women, with a higher percentage in the Reserve forces at 15.9%. This results in a male-dominated culture. Both veteran women and those still in service are beginning to speak out. The Office of Veterans Affairs (OVA) published its first strategy for women veterans. The HCDC Report “Women in the Armed Forces” revealed what life is like for them in service. 

As issues with bullying and harassment continue, they will also continue to feature in the press. This will continue to raise these issues' profile among new recruits. There needs to be an internal culture change, robust polices (equitably implemented) and victims need to receive support they deserve. Military recruitment will remain at risk until this is addressed. 

Culture starts at the top. Leaders play a pivotal role in shaping and maintaining positive cultures. Leaders at all levels must represent the values and behaviours they wish to see in new recruits. This requires a shift from authority and subordination to empathy and integrity. They must show a genuine commitment to the welfare of their teams and new recruits. They need to break the cycle and not act because “someone did this to them” when they were a recruit They need to genuinely care about their people, role model good behaviours and break negative cycles they may have experienced. New recruits may be less experienced, but they bring fresh perspective. They bring new skills (like digital) and different points of view. The leaders who can be approachable, transparent, and supportive will create a culture of trust and loyalty. All others risk perpetuating old behaviours. 

Successful military recruitment starts with culture. You can pander to new recruits needs and wants for the workplace, but if they turn up to a false vision, they will leave. They will not stay if their colleagues feel undervalued, bullied, and unable to progress their careers. They will not apply if they keep seeing negative news stories about life in the military. To stop negative news stories, you need to change the culture. Competition for talent is fierce. But a positive and inclusive culture could be the military's most powerful recruitment tool.