D
Catalyst | Diversity
risk, perceived by recruiters, of
hiring candidates without specific
financial experience.
In addition, hiring managers
may draw on media portrayals of
military veterans, which exaggerate
the prevalence of poor mental health.
A survey by armed forces charity
SSAFA found that a third of employers
are reluctant to employ military talent
because of mental health concerns,
despite the fact that there is no
more significant risk than in the
general population.
Targeted recruitment
initiatives
To address such issues, leverage
this “ready-made talent pool” and
give ex-military candidates the best
possible chance of securing a role
in banking, HSBC ran a military
recruitment initiative in 2018 (see
case study, right).
Open to all military leavers and
veterans who had completed the
initial military engagement period,
Jo Martin, deputy relationship
director – MME, HSBC UK
With a young family, I knew I wanted to leave the
RAF when my contract expired after 12 years’
service as my priorities were very different to when I joined at 18. I used
funding that is available to service leavers in order to study a BSc (Hons)
in Applied Accounting and gained affiliate level with the Association of
Certified Chartered Accountants, via distance learning.
However, I found it extremely difficult to get a job in an accountancy
firm. While they recognised my academic qualifications, most would
only employ me on a training contract as I had no practical accounting
experience. I saw that HSBC was recruiting for a UK-wide six-month
paid military intern scheme, and applied for this.
I was invited to interview for the deputy relationship director
role and was offered the six-month contract, which was extended
to nine, and made permanent after around seven months. The area
directors have been really supportive in my transition to HSBC and
personal development.
Employers should recognise the professional skills military
people will have acquired, particularly in leadership and management
where training is focused and extremely transferable to the
‘civilian’ workplace.
“A third of employers are
reluctant to employ military talent”
and had the right to work in the
UK, this offered participants a
six-month paid role within established
teams across its global businesses and
functions in the UK. During this time,
they received training, mentorship
and networking, as well as a potential
opportunity to transfer to another role
within HSBC afterwards.
Self-criticism
While military veterans can be highly
self-critical due to the difference in
their working environment, most
perform well according to Lee
and Dobie: they reported that
every one of the candidates
they supported through their 2018
military recruitment initiative has
proved successful.
Dobie urged hiring managers
to understand the many benefits
of taking on ex-military talent and
to reap the benefits of their diverse
skills and experiences.
Issue 4 - 2020
73