Understanding Veterans’ Long-Term Employment Journeys

New research from The University of Leicester, QinetiQ and The University of Warwick provides important insights into UK Ex-Service personnels' long-term employment experiences and associated support needs after leaving military Service. Upon leaving the Armed Forces, UK military personnel transition to civilian life equipped with a strong sense of discipline, professionalism, and a commitment to excellence developed through their Service. But what happens over the longer term in their journey to civilian life and work? How do we ensure that ex-Service personnel’s skills and experience are effectively deployed in the civilian labour market? 

While most ex-Service personnel find work quickly, recent research [1], summarised in this Research Spotlight, reveals that their stories unfold over the years that follow, with some finding it difficult to gain sustainable, good quality employment that is aligned with their skills and aspirations. This recent research gave primacy to the ex-Service personnel’s voice and their journey from the military to the civilian world of work. From this, it was possible to better understand the barriers and facilitators impacting employment outcomes over the longer term. By applying a new lens, the Systems Theory Framework [2, 3], the interconnected influences that shape UK ex-Service personnel’s careers and transitions in the world of work were examined. This new lens provides a holistic framework to think about how ex-Service personnel’s individual characteristics, social support system, and their wider environment influence their employment journeys.  

What emerged from the research was a complex picture of ex-Service personnel's resilience, identity shifts, and their ongoing need for support, particularly to develop their knowledge of the world of work. Challenges related to employment emerge years after leaving the military, therefore underscoring the need for a more sustained and systemic approach to support. This suggests that employers and HR practitioners can play a key role in supporting ex-Service personnel over the longer term. 

Why do we need to understand Ex-Service personnels' employment journeys?

While securing employment shortly after leaving the Armed Forces is often used as a benchmark for a successful transition, this measure may be overly simplistic. Official data show that most UK ex-Service personnel are employed within six months of leaving the Armed Forces [4]. However, this short-term measure does not account for the sustainability, quality, or personal fulfilment associated with that employment. Ex-Service personnel themselves define success more holistically, emphasising financial stability, job satisfaction, work-life balance, and a sense of purpose [5, 6]. These indicators suggest that long-term employment outcomes, rather than immediate job acquisition, are more meaningful measures of successful transition in a complex and evolving labour market. 

Previous research has identified various aspects of ex-Service personnel’s transitions that affect their short-term job outcomes, such as career decision-making skills  [7, 8], adjustment to civilian life [9], relationships [10, 11], identity transformation [11], and support services accessed [13, 14]. However, there is a notable gap in understanding how these factors (and others) influence longer-term employment outcomes from the ex-Service personnel’s own perspectives.  

The aim of this recently published research was to identify the enablers and facilitators that can influence successful and sustainable longer-term employment outcomes and to identify the support needed, particularly from employers and Human Resource (HR) practitioners. 

How was the research carried out?

To understand how UK ex-Service personnel experience work after leaving the Armed Forces, a combination of a survey and interviews was used. The focus was on ex-Service personnel who had left the military between two and ten years ago. This was long enough to reflect on their journey, but recent enough to remember the details. This approach helped to explore not just whether ex-Service personnel found jobs, but whether those jobs were meaningful and sustainable over time. 

The first part of the study was an online survey completed by 534 ex-Service personnel. The survey asked about their background, transition plans, the support they received, and their views on employment. From those who completed the survey, a diverse group of 42 ex-Service personnel who were willing to be interviewed were selected. During these interviews, ex-Service personnel were encouraged to tell their stories in their own words – what they expected when they left the military, what happened, what support they accessed and how they felt about their work experience since. To make sense of these stories, the Systems Theory Framework was used to look at how personal factors (like age, gender, identity), social influences (like family or support services), and wider environment (like the local job market and where they lived) all interact to shape ex-Service personnel’s employment outcomes. From this, a detailed picture of what helps or hinders ex-Service personnel in finding and keeping good civilian jobs was formed. 

Rebuilding Identity, Skills and Experience

“In the Army, you do remarkable things—but these are often not appreciated and difficult to sell.”

Many ex-Service personnel in the study said that their identity was shaped by years of military Service and spoke about the challenge of needing to adjust their identity. In the military, rank and role are clear. In civilian life, these markers often lose meaning. Those who left the military after long Service or due to medical reasons often found it harder to adapt and took longer to find a job. They were not always ready to leave, and adjusting to a new way of working took time. However, younger ex-Service personnel often found it easier to retrain and adapt. Older ex-Service personnel faced more barriers and sometimes felt overlooked. 

Rank also played a role. Some ex-Service personnel said that civilian employers did not understand or value military rank or their experience, which made it harder to find the right job and again took time. However, those who had held senior ranks said their experience helped them access better roles and higher pay. Others said that training and support were geared more toward officers, leaving others with fewer opportunities to prepare for civilian careers. 

Individual ex-Service personnel adjust over time, ranging from those who fully adjust to those who are simply accepting of their situation. Ex-Service personnel who had problems adjusting their self-concept often did so over an extended period. They were either satisfied with their employment and thriving or were struggling with adjustment and accepting their situation. Adjustment was about ex-Service personnel lowering their expectations and prioritising other elements of their careers. The findings indicate that those who coped better in the longer term had formed a new civilian identity and forged new (civilian) networks. Those who had or continued to struggle to maintain employment long term had lost confidence in their skills and abilities. This often happened over time and evidences the need for longer-term support. 

Lost in Translation: Understanding the World of Work

“I started to limit myself in terms of my applications. I didn’t understand the jargon, I was not sure if I was qualified, so you feel ‘I won’t bother’ […] So you don’t send out your CV and you don’t understand and you feel that you don’t fit.”

Many ex-Service personnel said they struggled with understanding how the civilian job market works. This included knowing what kinds of jobs were available, what employers were looking for, and how to write a CV or job application explaining their skills in civilian terms. Without this knowledge, some felt unsure about applying for roles and even gave up trying. These feelings persisted over time until their knowledge of the world of work developed. It would be expected that ex-Service personnels' knowledge of the world of work would be developed during the transition and resettlement phases when working with support services. However, the support they received was not rated highly by some, was described as generic, and was only considered helpful in the short term. This suggests a disconnect between support and developing ex-Service personnels' knowledge of the world of work, including managing expectations. 

Ex-Service personnel spoke of having high expectations about civilian work because they had done well in the military. Because of their success in the military, some assumed they would easily find good jobs and move up quickly. When that did not happen, it was a shock. Many had to adjust their expectations about pay, job roles, and career progression, which took time and often affected their confidence.  This mismatch between expectations and reality left some feeling underemployed or stuck in roles that did not reflect their skills and experience.  While some eventually found satisfying work, many continued to feel uncertain about whether they had found the “right” job. 

Ex-Service personnel said they wanted more information about the civilian labour market, signposting to information on specific industries, and improved knowledge about qualifications and what employers are looking for and would recognise. There was a desire for something more tailored to the individual. For practitioners, there is a role to play in supporting the formation of a new civilian identity informed by the world of work knowledge.  

The Power of Social Support and Networks

Support networks, including family, friends, ex-Service personnel charities, and career services, play a vital role in shaping ex-Service personnel’s career and employment journeys. Many ex-Service personnel reported that formal support ended too soon, leaving a gap that was often filled by informal networks. The social system emerged as a key influence on whether ex-Service personnel were able to secure meaningful, sustained employment. 

Family members, friends, and military peers frequently provided practical help, such as job leads, CV and application advice, and guidance on navigating the civilian workplace. Many ex-Service personnel also used their Enhanced Learning Credits to retrain or gain new qualifications, often prompted by encouragement from their support networks.  

Ex-Service personnel who actively sought support, particularly from charities and peer networks, reported a better understanding of the civilian labour market. In contrast, those who did not seek help often cited uncertainty about where to turn or discomfort in asking for assistance. The research highlighted that ex-Service personnel with strong, ongoing support and access to tailored advice were more likely to thrive in the long term. However, the findings also underscored a need for more personalised and sustained support, especially early in the transition process. Timely, relevant guidance can help ex-Service personnel plan, prepare, and adjust more effectively to the civilian world of work. 

Place Matters as Location Shapes Opportunity

The research found that geographic location and the labour market influence ex-Service personnel employment outcomes, particularly over the longer-term. Location shapes access to job opportunities, pay, and support services. Some spoke about discovering a lack of job opportunities in the local labour markets where they had resettled, or a lack of work in the industries they were interested in. This links back to ex-Service personnel often having limited knowledge about the world of work and a mismatch between expectations and the labour market opportunities. 

The research showed that for many ex-Service personnel, their initial employment did not align with their plans, often due to limited opportunities, lack of funding or skills for self-employment, and barriers to further training. Family, friends, and peers interacted closely with the wider environment of the ex-Service personnel, influencing decisions about where to live and work. These choices, in turn, affected employment outcomes. Ex-Service personnel often prioritised family needs and resettlement location over career aspirations. Therefore, personal and family circumstances, as well as local labour market conditions, frequently led to changes in employment plans. 

Best practice for supporting ex-Service personnel

A central theme of the research is the importance of knowledge about the world of work. This knowledge acts both as an enabler and a barrier in ex-Service personnel’s employment journeys. Ex-Service personnel with a strong understanding of civilian employment landscapes tend to make better and informed decisions and are more likely to experience positive outcomes. Conversely, limited knowledge leads to unrealistic expectations, poor decision-making, and difficulty in translating military experience and skills into civilian roles. This gap underscores the need for long term, tailored support mechanisms that extend beyond initial transition periods. The aim of this support would be to help ex-Service personnel learn about the civilian labour market, job roles, and workplace culture. In practice, HR practitioners and employers could: 

• Engage in transition and resettlement support to help ex-Service personnel leave the military with realistic or moderated expectations about civilian roles and work, and opportunities available to them; 

• Embed tailored support mechanisms that extend beyond induction; 

• Develop onboarding and career development programmes that recognise military experience and translate it into civilian skills and competencies; 

• Facilitate ex-Service personnel mentoring and internal support networks to ease workplace integration; 

• Support initiatives that connect ex-Service personnel with local employment opportunities and training aligned with their skills and experience. 

Overall, the research highlights the complex, dynamic interactions between individual characteristics, social support, and environmental factors. For those providing support for ex-Service personnel at any stage of their employment journey, these findings suggest the importance of tailored support and guidance that considers ex-Service personnel’s unique backgrounds, work experiences, skills and expertise. Supporting ex-Service personnel means not only recognising their skills but also helping them navigate unfamiliar systems, challenge assumptions, and connect with opportunities that align with their aspirations.  

The full research study can be accessed here [1].

Many thanks to Dr Sally-Anne Barnes and Dr Natalie Fisher for writing this new Research Spotlight.

References

1. Barnes, S-A., Fisher, N., Newell, K. & Lyonette, C. (2025). Securing and maintaining longer-term employment: UK military Service leavers’ experiences in the civilian labour market. International Journal of Human Resource Management, 36(5), 773-798. Available at: link https://doi.org/10.1080/09585192.2025.2468903
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