When Caleb was finishing his computer science degree and looking for his first job, he noticed that one of the few sectors actively hiring graduates was defence.
The pay, career prospects, and job security all looked attractive — but in the end, a career in the defence sector “didn’t sit well” with him. “It’s one of those jobs where you don’t want anything you work on to be used,” he explained.
His hesitation reflects a broader challenge: ethical concerns are just one of many reasons behind an ongoing skills shortage in the defence sector. That gap could grow wider as the UK — like many of its allies — ramps up defence spending amid an increasingly unpredictable global environment.
Earlier this year, the Ministry of Defence announced £1bn in investments for AI-powered battlefield systems and launched a new Cyber and Electromagnetic Command. But the military and its suppliers are competing fiercely with tech companies and other industries for talent in these fields.
This summer, the government warned that the sector has a “strong need for STEM skills,” pointing to shortages emerging right from schools. The gaps are broad, ranging from traditional craft roles like electrical engineers and welders to newer skills in digital technology, cyber security, and green innovation.
Experts say this shortage could also slow the government’s ambitions to make the defence sector a driver of wider economic growth.
Ethical concerns about the military and lethal technology are nothing new.
Phil Bearpark specializes in defence jobs at recruitment firm Reed Talent Solutions. To him, support for the military does not seem as strong now as it did in the past. “Does that leak into the defence industry? I’d say yes, it’s intrinsically linked.”
But that is just the starting point.
“Gen Z have got a different mindset when it comes to what they want from work, and morals, ethics, come into it,” adds Louise Reed, solutions director at Reed.
“They want to work for very green companies that give back and have a purpose.”
This is something the sector recognises and is working to counter.
“If you look at what the defence sector does, a very small proportion is making a kinetic thing that blows up,” says Colin Hillier CEO of Mission Decisions, which develops AI and machine-learning technology for the defence sector.
The same helicopters that the Royal Navy uses for operations are also used for rescues or disaster relief, he says.
French technology giant Thales, has a substantial defence business, but also works across cybersecurity and critical national infrastructure more broadly.
“We also create a huge amount of technology that protects people through every facet of their life,” says Thales UK HR Director, Lindsey Beer.
So, the firm does a lot of outreach, right down to primary school level to explain its work, and to encourage the development of Stem (science, technology, engineering, and mathematics) and digital skills more broadly.
But the branding issue is not the only problem the industry knows it must address before it can attract young technologists.
It is also perceived as rigid and conservative compared to other industries.
Alex Bethell, a final-year computer systems engineering student at Bath, spent his year in industry at a defence-related company. He enjoyed the experience and wants to build a career in the sector.
But he worries about being stuck working on “slightly older systems” that may need to be maintained for decades. His classmates, he says, are eager to work on cutting-edge projects, such as design or verification testing, rather than just long-term maintenance.
This is one reason why smaller, more innovative firms with younger teams may be more appealing to new graduates than traditional “prime” defence contractors.
The sector’s historic reliance on ex-military staff also limits the pool of potential candidates and can be off-putting to younger recruits. “They’re essentially the subject matter experts,” explains Mr. Hillier. “We need them to understand how our customer thinks so we can develop the right solutions.”
But when it comes to engineers, he adds, it often makes sense to look beyond ex-forces candidates. “Sometimes it’s even better if they’re not, because they bring different skills that we can put to use.”
Thales encourages employees to keep learning and move between roles, whether from procurement to program management or into digital skills.
Beyond its graduate and apprenticeship programs, the company is also looking for career switchers — people coming from civilian tech firms or even completely different sectors. One recent recruitment drive brought in former teachers and even a chef, says Mr. Guy.
Thales works closely with universities and colleges to make sure the skills it needs are part of the curriculum.
But Mrs. Reed points out that defence companies shouldn’t focus only on university graduates, especially since “university isn’t particularly accessible to everyone anymore.” One company she advises realized its graduate-only hiring policy was actually closing doors. It has now started recruiting non-graduates with other skills, offering training to help them succeed.
These efforts may be starting to pay off. Mr. Bethell notes that around half of his classmates spent their year in industry with defence or defence-related companies.
As for Caleb, he believes many of his peers will eventually find their way into the defence sector, even if they wouldn’t have considered it a few years ago.
“When everyone first comes to uni, they’re like, ‘I’m going to make video games in my basement, come up with something amazing, and sell it for millions,’” he says.
“Then reality hits, and they realize that might not happen. They just need to get a job.”
