Being in a modern workforce

Most people will appreciate that Britain’s workforce is radically different to the one of 30 or so years ago. Expectations, motivation, legislation, culture and rewards have changed dramatically, along with education, training and qualifications. But it is one thing to write this, and quite another to live it – to understand the opportunities and pitfalls, the pros and cons that this represents for the Service leaver.

Even those used to working alongside civil servants and contractors will probably not be exposed to the full spectrum of attitudes and changes of recent years. They may have more experience than the individual in a front-line unit, but they still see only a very small segment of the whole.

The military is a hierarchical organisation that operates a system of command and control that essentially receives information from all directions and passes instructions downwards. Whenever possible there will be discussion and consensus, but people generally do what their superior tells them.

The Services are not renowned for their development of soft skills. Indeed, considering many of the places in which they operate and many of the people they are operating against, a soft approach might lead to people getting killed. Circumstances are of course different away from operations, but there is still a respect for rank and a readiness to obey orders.

By contrast, workers elsewhere may have a great deal of say in their superior’s appraisal, they may have direct access to the chief executive founder on his direct line, they may work at any available desk, and they may take part in monthly surveys to find out what the workforce is feeling. Although the Armed Forces do survey their people, it would be fair to say that the above is pretty radical stuff that is far removed from normal uniformed practice. (It would also be fair to say that it is not common practice in many civilian organisations either!)

When we turn to consider the implications of employment law and regulation, the picture becomes more complex every year. Few employers are fully conversant with the stream of decisions coming from Brussels and Westminster. Employment issues that make the headlines are sensational ones featuring gross abuse, controversial legal issues or huge sums of money. Behind them lie minor decisions and claims settled privately or in tribunals. There are employment laws, guidelines and best practice that govern most areas of the workplace and it is important for the Service leaver to understand at least the basics of them.

We live in a multi-cultural society and, like it or not, culture means whatever the individual takes it to mean. An offence will usually be caused if the complainant feels offended and it will be no excuse to allege that no offence was intended. This can be a topsy-turvy world for the Service leaver, although the Service workplace is also changing in this respect. Such areas as the wearing of religious symbols, partners’ pension rights, and the new emphasis on anti-ageism are hot topics right now, while employers may even have to decide which of two competing and exclusive rights has priority if they conflict.

Does the right to be free to practise a religion that prohibits homosexuality allow someone to forbid an individual to bring a gay partner to the office party? Is it wrong to wish a Muslim ‘happy Christmas’? How is it possible, without breaching their rights to privacy, to ensure staff are not accessing paedophile websites from their office computer? It can be hard to find answers that help the person on the spot to make a decision that will stand up in court months or years later.

So, always feel your way gently into a new workplace culture; it has developed over time and you have only just become a part of it. But remember that you are responsible for your own actions, and you must not unwittingly say or do anything that offends colleagues in your new environment.

Perennial favourites for February are articles on security and driving instruction. Many Armed Forces people find some common features in the Civil Service, while many Service skills and experiences are relevant for life in the oil and gas extraction industry. A number find satisfying careers in the rail industry with many different work areas, and health and safety assessment and training also build on many facets of an earlier period in uniform. Please at least consider sales – it may not be quite what you imagine and the rewards are excellent for the successful person.

Finally, we draw your attention to a piece about Lord Sandy Leitch’s review of long-term skills needs. This puts the acquisition of qualifications into the context of the UK as a whole and should also provide some comfort that the Armed Forces are doing better than most employers in this area. The learning and resettlement specialist should make sure they are aware of the proposals the report makes and watch for signs that the government is taking notice. The learner should at least understand the context in which they are undertaking personal development and its importance for the rest of their working lives.