The construction industry needs to integrate veterans more effectively if both veterans and employers are to benefit, argues Rachael Smith, people and culture executive director at Sir Robert McAlpine.
Former military personnel have long been identified as a strong pool for recruitment to the construction industry. The military skillset brings with it a high aptitude for the soft skills often most important to construction, with collaborative instincts, resilience and the ability to work within tight, regimented frameworks.
Even with a work ethic that thrives within construction, a transition to a new career must be effectively supported to achieve results. Too often, the benefits of hiring veterans are approached without the surrounding infrastructure and guidance to create a beneficial transition for everyone.
At Sir Robert McAlpine, we recognise the recruitment process requires equal consideration of three central pillars: recruit, retain and advocate. Many contractors fail to provide the framework for veteran joiners to navigate the transition to industry confidently. As an industry, the pipeline of military talent is often established. We’ve forged strong partnerships with BuildForce UK, Forces Employment Charity and the Career Transition Partnership. But sector-wide, greater diligence needs to be afforded to retainment and advocacy, to enable veterans making a significant career shift to transition with as few obstacles as possible.
To realise the value veterans offer, senior leadership plays an integral role. Actively engaging with veterans’ experiences and insight is key. Practically speaking, this could include involving current veteran hires in the recruitment process and inviting them to share their insights on interview panels, as well as facilitating an open conversation about their experiences and where they feel able to add value. Their perspectives are vital in informing recruitment strategy.
Building on these foundations, a strong support network for veterans makes all the difference in providing a smooth transition, so new hires feel they fit in. Bringing in veterans without an established support network internally may seem an obvious error, but it’s a misstep the industry often takes.
At Sir Robert McAlpine, we have established an armed forces community, supported by our chief executive. Alongside quarterly meetings and check-ins with new veteran hires, the community functions as a forum for veterans to share their experiences and support each other throughout their careers. We also pair new hires with a ‘buddy’ veteran ahead of their first day, to be a trusted point of contact.
Trusting the development process
The sector must be judicious in recognising and harnessing veterans’ development experience as part of their onboarding. Military careers are defined by frequent role changes and continuous on-the-job training, so while some skills may require refinement, employers should lean into veterans’ capacity to learn and adapt quickly. This could be fulfilled by offering opportunities for development with the trust that new hires will be able to learn at pace.
In a similar vein, companies must be mindful that veterans’ career progression may not follow a set path and their development may be more elastic. It is essential for businesses to offer time across different roles and disciplines before committing to a path forward, which ensures veterans are more likely to be satisfied with their role.
We have seen this firsthand with one of our own former military hires, who progressed through several positions before finding one he loved. He is now being supported in pursuing an MSc to further enrich his career. Early opportunities for work experience for veterans are another route to ensure job satisfaction and retention. Longstanding support and mentorship should also be given throughout their careers, with a line manager and other trusted points of contact.
Integrating the value of military talent holds great value for construction, but requires a strong and effective pipeline that supports veterans from initial recruitment through every subsequent stage of their career. Contractors cannot begin to introduce ex-military skills and harness potential without first creating strategies that draw this capability out. Empowering new hires by investing in an approach based on understanding will go a long way in helping retain their talent, and developing a stronger construction industry for all parties.
