Abstract: Employment of ex-Service personnel remains one of the principle challenges for all organisations looking to ensure that ex-Service personnel and their families can build successful civilian lives. But the world of work is changing faster than ever before. The types of jobs available as well as the skills needed to do them are changing faster than many people can keep up with. Combined with effects of an ageing workforce, automation, a growing skills shortage and the impacts of the UK’s exit from the EU, navigating the UK jobs market is as difficult and confusing as it has ever been. Despite UK unemployment being at its lowest rate in decades, ex-Service personnel continue to experience barriers to finding good work. Research suggests employers still don’t sufficiently understand or appreciate the skills ex-Service personnel have to offer, which has a significant and negative impact on the types of roles they are considered for. In addition, underemployment in the UK is an increasing concern across the labour market. Office for National Statistics research suggests the percentage of workers who want more hours, or workers who want better jobs, is nearly double the unemployment rate, at about 9.7%, or 3.3 million people. This report therefore aims to investigate how this trend extends to the ex-Service community. Coupled with this, the volume of employers actively engaging with ex-Service employment support providers is still relatively low, reducing choice and opportunity for ex-Service personnel, and reducing the likelihood of a ‘best fit’ match for employers. This is particularly evident with the 5.8m SMEs, who represent 99% of UK companies but are failing to engage and employ ex-Service personnel at scale. This context reflects a dual challenge: • The lack of understanding and appreciation of the transferable skills, competencies and experience from the military by employers • The difficulty of employers, particularly SMEs, in accessing the ex-Service talent pool Taken together and in an increasingly uncertain labour market, these factors create the potential for ex-Service personnel to miss out on careers that are resilient, motivating, lucrative, offer development and make the most of their valuable skill sets. GoodPeople was therefore commissioned by Forces in Mind Trust (FiMT) to better investigate these trends and look at possible collaborative solutions. The aim of this report was to evaluate skills transfer and employment access barriers between the ex-Service community and SMEs and explore systemic opportunities to overcome these barriers through innovation and collaboration.
Abstract: People are the most important Australian Defence capability. The resilience, dedication and professionalism of the Defence and veteran community underpin our national security. We want Australians to be attracted to serving our nation in our Australian Defence Force, and confident that they and their families will be respected and well supported by their leaders, their mates and the broader Defence organisation. In addition, they should be safe in the knowledge that whatever may befall them during their service, they will be properly looked after, and their service acknowledged, respected and commemorated by a grateful nation. As such, it is our nation’s duty to empower and support their mental health and wellbeing. This means providing for our people and their families to serve well, live well and age well, no matter where they are on their Defence and veteran journey. This strategy adopts a preventive and holistic approach. In addition to early intervention and comprehensive care, it prioritises wellbeing from the day they sign up, until well after they’ve hung up their uniform for the last time. By embracing a life course approach, we honour the service and acknowledge the sacrifices made by the Defence and veteran community This strategy unites the Department of Defence and the Department of Veterans’ Affairs in their resolve to foster a culture of proactive wellbeing and mental health care. It leverages combined expertise and resources to ensure our Defence and veteran community receive the support they need during and after service. This strategy is complemented by action plans that describe the initiatives, programs and services that will achieve our goals and outcomes. This strategy will fortify Australia’s Defence capability by building a positive culture, with leadership that empowers self-agency and supports the wellbeing of Defence’s integrated workforce. Our approach will help Defence achieve the outcomes of the National Defence Strategy 2024 while improving recruitment and retention of personnel in the Australian Defence Force. We acknowledge the work of the Royal Commission into Defence and Veteran Suicide. The insights and reports of the Royal Commission, as well as other reports including the Productivity Commission’s: A Better Way to Support Veterans inform our wellbeing and suicide prevention initiatives, programs and services. This includes the co-design of a new agency focused on veteran wellbeing. I am proud to share with you the first joint Defence and Veteran Mental Health and Wellbeing Strategy. It provides a shared vision, goals and outcomes for meaningful change to empower every member of our Defence and veteran community to lead healthy and fulfilling lives. The journey ahead requires concentrated effort and unwavering dedication in order to build a more resilient and healthier Defence and veteran community. I sincerely thank all those who have provided input. You have helped shape the vision, goals, outcomes and priorities in this strategy in an effort to improve the mental health and wellbeing outcomes for those in the Defence and veteran community.