lookingFORWARD
Take careful aim at a post-ADF career Employment in a Defence-related industry or with a Defence service provider is an obvious career option for Defence personnel looking for a job outside the ADF, and one that retains a Defence connection. Surprisingly, the very changes in Defence culture since the emergence of outsourcing in the 1990s make a seamless transition into civilian Defence industries more problematic. Taking off the uniform on Friday and pulling on the contractor’s garb on Monday may not be as easy as it once was. The advice from industry HR officers is to use the ADF resettlement system to get trade and other competencies mapped, and make plans years before separation. Defence members will most likely need some form of gap training to transition into the civilian marketplace, and these problems will likely be exacerbated in the technical trades. The rise of outsourcing has removed many of the former competencies from Defenceowned engineering tasks. For example, the Air Force now conducts only flight-line level maintenance while deeper maintenance such as the overhaul of engines is outsourced. Beyond Defence, an F/A-18 expert does not become an Airbus 330 expert overnight, and it is getting more difficult for ADF personnel to transfer their technical skills immediately. Formal civilian equivalent engineering training is now considered imperative. Industry still wants skilled people coming out of the military because they are talented people who have commensurate skills, but they need to plan from a technical skills standpoint to minimise the amount of ‘gap’ training needed. Salary equalisation can also be an issue. ADF personnel are paid to do more than just core tasks, receiving remuneration that takes in account the total requirement of their service, but this is may not be the case in the civilian workforce. This can mean a reduction in takehome salary for a comparative civilian job and a consequent drop in expected lifestyle, which could well rule out a Defence service provider as an equivalent salary option for post ADF employment. ADF personnel also face competition from within the now evolved Defence service providers, with more companies now training their own apprentices. The result is that ADF members leaving the military are not only competing with other ex-Defence personnel for employment but also with staff who have progressed within the company. Companies may also have a policy of promoting from within first, and that is understandable, but this practice makes it harder for relatively senior ADF personnel to
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obtain equivalent level positions in industry. Senior ADF personnel such as warrant officers and flight sergeants who are managers of personnel may have to take a couple of steps downwards, and that may not be what they want to do. That said, Defence service providers still want people who can successfully negotiate the change from Defence to civilian work culture. Understandably, Defence has to foster a workplace that is sympathetic to the many demands placed on its people. The ready supply of health facilities, an environment that places a high priority on the welfare of families as well as the systematic development of the careers of its people can lead to a level of dependence. Everyday things such as Mess culture just evaporate when you get out. The ‘bottom line’ is that Defence contractors are in business for profit and a return to shareholders, so there’s more drive to keep your nose to the grindstone, and some ex-military people don’t take very well to that, after the relatively ‘protected’ environment of military service. To call the ADF a “protected environment” when there’s the potential for personnel to go into a combat zone may seem ridiculous, but from an employment perspective it is just that. Most ex-Service people remark on the reduced support structures that can be accessed in civilian employment. The need to use resettlement assistance and resources wisely is paramount. Prior planning is critical. Seeking guidance from resettlement and career counsellors can help. The bottom line is that anyone wanting a career within the Defence Industry sector should not assume a direct passage into the job of choice. They need to do their homework: talk to industry HR managers about the qualifications and experience they are looking for in particular job sectors, then take steps to improve where it is needed and reinforce or upgrade skills you already have. Employers want ex-miitary people in their workforce but only if they are competitive for a particular job in industry and potentially other jobs in the wider civilian sector.
Managing the transition to ‘civvy’ street Making the transition from the Defence Forces into civilian employment can be challenging, or it can be straightforward. A lot depends upon the approach you take. During a career in the ADF you will have built up confidence in your role, a solid reputation, respect and a modus operandi. There’s a feeling of satisfaction of a job well done over the years and a familiarity of all things military. But in a new civilian job you will have to prove yourself all over again, and this can be confronting, especially for long-term ADF personnel used to the military way. The most important thing to keep in mind is that the civilian work place is a different environment from a military base. Dress code and punctuality won’t be a problem to an ex-military person but relationships with fellow workers and management can be different from the chain of command in the military. A proven approach is to earn respect and confidence through your work ethic, confident demonstration of your skills and experience, and a cooperative attitude. As well as the differences there will be the practical application of what you learned in the military. You will need to utilise the skills you’ve learned and apply them in your new job. Importantly, while you consider your way is the better way, and you may have been used to getting your own way, changes to established practices in the new job will need to be negotiated as a suggested change rather than a “let’s do it my way” approach. If you want to advance in the new company, make yourself visible, work hard and focus on ways to make your area more efficient. Take charge of your own career development, and don’t give up if you don’t get that first promotion. As is the case in the military context, developing good channels of communication with mutual respect and cooperation is always a good approach. Get to know the company, recognise the informal system as well as the formal management structure, and acquaint yourself with the names and faces of the company’s executives. From a time management perspective, learn to prioritise your workload; some things can wait, others cannot. Be careful not to take on too much too soon. At times, it might be necessary to take work home or stay late to meet personal or organizational deadlines. Keep in mind that you are new to the company, even though you may have more experience than many. There are some things you will be better at than others. Consider this when attempting to move up within your organization.