Scott Hudson, Commercial Manager and Corps Veterans Association Treasurer, Corps Security explores how the security industry can better support those transitioning from military to civilian life.
On Sunday, 9th of November, the nation paused to honour those who gave their lives in military service.
Remembrance Sunday serves as a poignant reminder not only of sacrifice, but of our ongoing responsibility to support the living, the approximately two million veterans across the UK.
For many veterans, the security sector offers a natural career path.
The discipline, composure under pressure, teamwork and leadership skills developed through military service translate well into security roles.
Despite this skills alignment, the transition from armed forces to civilian employment remains complex, requiring genuine commitment from employers who wish to attract and retain veteran talent.
To support these transitions, employers need to invest not only in recruitment strategies but also in visibility schemes, training and community initiatives to ensure as smooth a transition as possible.
The journey from military to civilian life can be far from straightforward.
Veterans face multiple variables: Where they’ve been stationed, the conflicts they’ve experienced, family responsibilities and support and how their military qualifications translate to civilian credentials.
All these factors impact driving motivators for where they want to work and what they want to do.
Mental health is another significant consideration. In 2024, King’s College London released a 20-year study that found rates of probable Post-Traumatic Stress Disorder and Common Mental Disorders have increased among armed forces personnel and veterans.
An NHS survey published in 2024 also found that 60% of veterans found it difficult to ask for help with mental health issues.
That makes mental health charities a lifeline for many.
Security providers should partner with the organisations that understand veterans, not only to aid fundraising but to learn the unique challenges they face and how to best support them.
Partnerships could include fundraising for charities like Combat Stress, which provides clinical treatment and assistance for those with mental health issues and SSAFA, which provides welfare advice and help for serving personnel, veterans and their families through volunteers.
Fundraising for and signposting these resources, alongside an employee assistance programme, demonstrates to veterans that their struggles matter.
Internally, managers should also be trained to recognise signs of difficulty, so they can direct colleagues to appropriate resources.
For security organisations that want to recruit veterans, understanding these challenges is paramount and the foundation for meaningful support.
Security organisations should ensure veterans can easily find and access suitable roles.
Pledging to demonstrate and advocate for the armed forces through the Government’s Defence Employer Recognition Scheme is a good first step.
Partnering with recruitment organisations is the second.
First Military Recruitment, Hirecracker, Dynamic Reactions and Walking With The Wounded all lend their expertise in matching military experience to civilian roles.
A reservists’ policy also offers a clear pathway.
This ensures that those who have served in the armed forces are guaranteed an interview for vacancies, provided they meet the minimum requirements for the position.
Working with recruiters to develop a reservists’ policy crucially signposts these options to those who are still considering their post-service options.
Veterans should also have the opportunity to be challenged and develop in security roles.
Many leavers gain qualifications during their service, such as business leadership skills, through the Army Higher Education Pathway programme.
It is wise for security organisations to map these qualifications against their own training frameworks.
These could include level two, three and five apprenticeship programmes that recognise prior learning and provide clear progression routes from frontline positions through to operational management.
Recruitment is only the beginning.
Once a veteran joins your organisation, ongoing support is essential.
Establishing veteran networks within your workplace provides the community that many need.
At Corps, we’ve established the Corps Veterans Association (CVA), which exemplifies this approach, creating spaces where veterans and their families can connect, share experiences and honour their service together.
The CVA hosts remembrance events and fundraising initiatives throughout the year, allowing the community to get involved and honour those lost together.
These networks serve multiple functions: They reduce isolation, provide mentorship for newer veteran employees and maintain the sense of purpose and camaraderie that many miss after leaving the forces.
In the security industry, the key qualities that make a great officer overlap strongly with those of military personnel.
But skills alignment alone isn’t enough.
In every industry, demonstrating how you support employees is fundamental to building a strong organisation.
Veterans are people who have kept us safe during their service; we owe them an in-depth understanding of their unique needs.
Providers need to invest in veterans’ transitions, their ongoing wellbeing and their long-term success.
This article was originally published in the December edition of Security Journal UK. To read your FREE digital edition, clickhere.
