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1 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
Employers Forum
June 2016
2 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
Contents 1. Background ................................................................................................................................. 3
2. Developing the Business Case .............................................................................................. 3
3. Breakout Sessions ..................................................................................................................... 5
4. Live Data Capture ....................................................................................................................... 7
4.1. Employer Overview ........................................................................................................... 7
4.1.1. Approximate annual revenue:................................................................................. 8
4.1.2. Number of employees in organisation: ................................................................ 8
4.1.3. Number of veterans employed in the organisation: ......................................... 8
4.2. Military Programme Overview ........................................................................................ 9
4.2.1. Dedicated military recruitment programme: ....................................................... 9
4.2.2. Business case: ........................................................................................................... 9
4.2.3. Understanding of benefits: .................................................................................... 10
4.2.4. Resourcing the military programme: .................................................................. 10
4.3. Attract, Recruit, Transition and Development .......................................................... 11
4.3.1. Attracting and recruiting military: ....................................................................... 11
4.3.2. Skills ............................................................................................................................ 11
4.3.3. Transition and development: ................................................................................ 12
4.4. Future Plans ...................................................................................................................... 12
5. Moving Forward ........................................................................................................................ 13
3 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
1. Background
The inaugural Employers Forum was held on the 14th of June 2016. The aim of the forum
was to provide an arena for employers interested and engaged in military recruitment
programmes to come together to:
Gain an understanding of how to develop and communicate a business case, with
special emphasis on costs, benefits, challenges and other considerations involved in
the process.
Share best practice
Gain real time insights and practical tips
Make connections with other employers
This document outlines the key aspects of the Forum with a view to sharing knowledge and
insight amongst employers.
2. Developing the Business Case
The overarching premise underlying the Forum was that the narrative of employing military
personnel needs to move on from simply being the ‘right thing to do’ to “military is good for
business”. Although the former is important, in order to achieve sustainability, fully
understanding the commercial benefits of military recruitment is fundamental. To support
this development of a business case is essential. The OA see this journey of moving the
narrative forward as reflected in the Sustainability Model below:
4 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
Every activity undertaken by employers, including military employment activities, will have
associated costs, benefits, challenges and considerations. It is important to understand
these costs and challenges from the outset as well as the benefits. This would make the
business case more viable and sustainable. The graph below reflects OA’s approach to
developing a viable business case.
As the model above shows, there are various activities that relate to four stages of military
employment:
Attract - Disseminating knowledge; raising profile of organisation and promoting
opportunities; attracting best talent; transparency of opportunities; creating
sustainable pipelines
Select - Optimise selection process; skills translation and interpreting CVs; review
of HR frameworks; adapting assessment process; advice to HR professionals and
line managers
5 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
Transition - Support throughout transition; managing expectations; developing
network; training to fill skills gap; integration with business (champions, mentors,
buddies)
Develop - Integration of military agenda into existing business practices and work
streams; identifying how military can support wider business objectives; leveraging
benefits of ex-military workforce; benefits realisation; and cost optimisation
These four stages and their associated activities bring benefits to and have an impact on the
organisation at various levels:
Individual - Skills, behaviours, knowledge, experience linked to veterans and
brought into the organisation.
Organisation - Financial savings arising from reduced recruitment costs; higher
retention; diversity; culture; breaking down “silos” within organisation; meeting CSR
agendas; creating value
Stakeholder community - External stakeholders (customers, supply chain, regional
or international community); creating shareholder value
External environment - Growing UK Plc skills pool; investing in future talent;
providing experience and training for wider industry or sector; retaining expertise
within UK
Although the above mentioned benefits and impacts are inherent across the four stages of
military recruitment (Attract, Select, Transition and Develop), in order to develop a valid
business case, a more detailed understanding of benefits, costs and challenges associated
with the four stages of recruitment is needed. To help gain this understanding, Breakout
sessions were used at the Employers Forum.
3. Breakout Sessions
Two sets of four parallel breakout sessions were organised where employers could discuss
specific issues related to one of the four stages of military recruitment. Each breakout
session consisted of presentations of case studies by employers. The case studies used in
each of these sessions were as follows:
Attract – Nationwide
Select – Network Rail and NHS England
Transition – GE and BT
Develop – Barclays and Deloitte
These case studies were used to learn lessons from and to stimulate discussion on each
stage. The participants were asked to consider some key activities they will undertake within
the area of Attract, Select, Transition and Develop respectively. Out of the various activities
identified at each stage, participants were asked to choose 3 that were more relevant or
6 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
significant. For these chosen activities, participants were then asked to identify potential
costs, benefits and challenges involved in implementing and maintaining these activities.
The feedback obtained from each of these four breakout sessions helped identify the top 10
key activities across the four stages of military recruitment. These activities are as follows:
1. Insight events
2. Internships/work experience
3. Line and HR manager briefing
4. Communication to Service Leavers
5. Career pathways
6. Employers network
7. Expectation management
8. Skills gap training
9. Benefits realisation planning
10. Develop plan and approach
These activities were then ranked by all employers at the Forum based on benefits to the
organisation, the cost to implement and run the activities, and challenges involved in
implementing and running the activities. The results of the ranking are shown below from
highest to lowest:
Cost Benefits Challenges
Internships/Work experience
Skills gap training
Insight Events
Develop plan and approach
Benefits realisation planning
Career pathways
Line and HR manager briefing
Employers network
Communication to Service Leavers
Expectation management
Internships/Work experience
Skills gap training
Insight events
Line and HR manager briefing
Benefits realisation planning
Communication to Service Leavers
Develop plan and approach
Employers network
Career pathways
Expectation management
Skills gap training
Line and HR manager briefing
Internships/Work experience
Insight events
Benefits realisation planning
Career pathways
Develop plan and approach
Communications to Service Leavers
Employers network
Expectation management
7 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
The activities ranked based on Costs and Benefits are compared in the graph below. The
activities are indicated by the corresponding number in the Top 10 Activities list above.
4. Live Data Capture
In order to obtain a better understanding of the employers represented at the forum, live data
was captured during the day. The specific aims of this data capture were:
Understand the nature of employers attending the forum
Understand the nature military engagement by employers attending the forum
The results of this live data capture are presented below.
4.1. Employer Overview
The following questions aimed gain an understanding of the nature of employers.
1
2
3
4
5 6
7
8
9 10
0
50
100
150
200
250
0 50 100 150 200 250
Costs
B
e
n
ef
its
8 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
4.1.1. Approximate annual revenue:
4.1.2. Number of employees in organisation:
4.1.3. Number of veterans employed in the organisation:
9% 7% 3%
66%
16%
0%
10%
20%
30%
40%
50%
60%
70%
Upto £2million
Upto £10million
Upto £50million
Over £50million
Not sure
3% 5% 3%
31%
57%
0 0%
10%
20%
30%
40%
50%
60%
Upto 10 Upto 50 Upto250
Upto5000
Over5000
Not Sure
22%
13%
5%
13%
5%
25%
17%
0%
5%
10%
15%
20%
25%
30%
Upto 10 Upto 25 Upto 50 Upto 100 Upto 250 Over 250 Not sure
9 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
4.2. Military Programme Overview
The following questions provide an overview of the level of military engagement of the
employers.
4.2.1. Dedicated military recruitment programme:
4.2.2. Business case:
Two statements were used to ascertain the extent to which the employers have
developed a business case for employing ex-military personnel.
41%
59%
Yes No
23%
28%
13%
30%
18%
20%
36%
18%
10%
3%
0% 5% 10% 15% 20% 25% 30% 35% 40%
We have a fully developed business case todemonstrate benefits of recruiting military
We understand how an effective military recruitmentprogramme will help us reach our business objectives
Strongly Disagree Disagree Neither Agree/Disagree Agree Stronlgy agree
10 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
4.2.3. Understanding of benefits:
Three options were used to ascertain the level of understanding of the benefits of
employing military personnel within organisations.
4.2.4. Resourcing the military programme:
Three statements were used to understand how the military programmes are resourced
within organisations.
36%
36%
27%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Our senior management understand the benefits ofrecruiting ex-military personnel
Our human resource team and managers/supervisorsunderstand the benefits of recruiting ex-military
personnel
Our internal and external stakeholders understandthe benefits of recruiting exmilitary personnel
35%
15%
50%
0% 10% 20% 30% 40% 50% 60%
We have a dedicated forces champion or equivalentin our organisation
We have a dedicated budget for our militaryprogramme
We do not have any dedicated resources for ourmilitary programme
11 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
4.3. Attract, Recruit, Transition and Development
The following questions gathered insights relating to attracting, recruiting, transitioning
and development of military personnel.
4.3.1. Attracting and recruiting military:
4.3.2. Skills
Participants were asked to choose the 5 most important skills that they are looking for
when recruiting military personnel.
25%
28%
42%
36%
12%
17%
18%
17%
3%
2%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
We are confident in being able to reach and attractmilitary personnel into our organisation
We understand how military skills fit in with ourorganisation's needs
Strongly disagree Disagree Neither agree/disagree Agree Strongly agree
4%
12% 12%
9% 8%
12%
10% 9%
10%
14%
0%
2%
4%
6%
8%
10%
12%
14%
16%
12 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
4.3.3. Transition and development:
Employers were asked to identify the type of military initiatives currently employed in
their organisations to support military transition and development.
4.4. Future Plans
Employers were asked about their plans to progress with the military programmes in the next
6-12 months.
40%
23% 23%
7% 8%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Informal buddyingsystem
Formal mentoringsystem
Veterans/militarynetwork
Military personnelspecific
commercialisationprogramme
Military personnelspecific induction
programme
23%
25%
17%
20%
25%
0%
5%
10%
15%
20%
25%
30%
We plan to start up amilitary recruitment
programme
We plan to continuewith our military
programme
We plan to expandour military
programme in termsof numbers
We plan to expandour military
programme in termsof activities
We plan to develop abusiness case for
employing militarypersonnel
13 Copyright © 2016 by Officers’ Association - All rights reserved. This report or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. Contact [email protected]
5. Moving Forward
Following on from this successful inaugural Forum, there are several initiatives being
planned.
Firstly, further research on making the business case from the employers’ perspective. This
will enable a better understanding of military engagement by employers as well as
highlighting issues currently faced by employers.
Secondly, employers led special interest groups. Employers interested in various aspects of
military engagement such as skills translation and developing key performance indicators
can set up special interest groups to take these specific areas forward by working
collaboratively, sharing best practice and developing specific tools.
Finally, the Forum is planned to be held at regular intervals to move the agenda forward and
provide a space for continued discussions.