Pathfinder International Magazine – the leading UK Military Resettlement Magazine

Category: Careers

Explore career opportunities and resources for effective job placement in diverse industries, including administration, recruitment tips, and remote work options.

  • Exploring the barriers to servicewomen successfully transitioning from the military

    Exploring the barriers to servicewomen successfully transitioning from the military

    A new report from the King’s Centre for Military Health Research, commissioned by Forces in Mind Trust, has explored the experiences of servicewomen of the UK Armed Forces during and post their service to better establish ways of improving their transition from service to civilian life.

    Previous research into the transition from the military into civilian life has more frequently focused on the experiences of ex-servicemen than ex-servicewomen, leaving a gap in understanding that this report begins to bridge.

    The researchers used multiple methods including interviewing providers and ex-servicewomen, reviewing available support for ex-servicewomen and a quantitative analysis of available databases.

    Whilst the research showed that ex-servicewomen share much of their experiences with ex-servicemen, the data suggested ex-servicewomen faced unique additional challenges. Ex-servicewomen had shorter average terms of service than servicemen and were more likely to cite family, pregnancy and health concerns as the reason they left the Armed Forces.

    The report identifies 18 factors that improved ex-servicewomen’s chance of a successful and sustainable transition to civilian life, as well as six negative characteristics that impaired successful transition when they were present. Positive characteristics included early and individualised support and in-service healthcare that was suitable for women, meanwhile negative characteristics included unfit equipment and healthcare that did not meet women’s needs.

    Drawing on these characteristics, the report puts forward recommendations across eight areas including addressing unique health needs and family needs. The report also recognised and suggested steps to improve the cultural environment in-service for women and ensuring women feel welcome when receiving support post-service.

    Link to the full report. 

  • BFA members dominate Elite Franchise Awards

    BFA members dominate Elite Franchise Awards

    British Franchise Association franchise members swept the board recently, winning 10 out of the 11 awards at the prestigious EF100 Awards.

    At this year’s annual event, held at the Leonardo Royal St. Paul’s in London, BFA members walked off with the majority of the awards, highlighting the industry-leading standards of association members.

    Launched in 2017, the Elite Franchise Top 100 (EF100) is an annual league table that celebrates the best of the UK’s franchisors. Judges score brands on growth, innovation and excellence. Entries are judged by a panel of industry professionals and the event is supported by major sponsors including HSBC UK Bank plc.

    Pip Wilkins QFP, CEO of the BFA said:

    ‘What an absolute triumph for BFA members at the EF100 this year. Name, after name, after name was called and we knew them all; it just underlines how utterly professional and exceptional our members are, and we could not be more proud of them.

    “Our remit at the BFA is to constantly raise the standards in franchising in the UK, which we do through our initial audit of the brands, our extensive ongoing educational events and the brand’s commitment to upholding our code of ethics. It is our standards that set BFA franchisors apart from the competition and we thank each and every one of them for being such great examples of successful and professional, business format franchising.”

    The BFA brands that won awards at the 2025 EF100 were:

    HSBC Exceptional Performance of the Year Award: Right at Home

    Worldpay Emerging Franchisor of the Year Award: Walfinch

    Businesses For Sale.com Innovation of the Year Award: Home Instead

    Natalia Shvarts Community Builder of the Year Award: Banana Moon Day Nursery

    AdSmart from Sky Sustainability of the Year Award: Dyno-Rod

    Knights PLC Diversity and Inclusion of the Year Award: Conexus Tuition

    Elite Franchise Top Supplier Award: Atlas Mapping

    Rising Star of the Year: Greensleeves Lawn Care

    People’s Choice Award: MOLLY MAID

    EF100 No.1 Winner 2025: Snap-on Tools

    Jodie Marsh, commercial director at Elite Franchise said:

    “We’re incredibly proud that 10 out of our 11 winners at the EF100 Awards were members of the BFA. Their success is a true reflection of the professionalism, dedication, and high standards that BFA members uphold. Together, they are not only driving excellence within their own networks but also helping to raise the bar for the entire British franchising industry.”

  • AI in the workplace: Innovation, risk, and employee rights

    AI in the workplace: Innovation, risk, and employee rights

    AI is an inevitable reality in the modern office. Its fast rise was inevitable from the first early-access launch of language learning model ChatGPT, and from the swift arrival of various competitors in both language learning and image generation.It has been a buzzword for decades, but is today a buzzword with definition, three-dimensionality. And it is already in the workplace.

    AI is also a divisive reality for modern workers, and rightly so. The existence of AI in professional environments poses a lot of difficult questions, from the safety and reliability of AI applications to the future role of such systems in the workforce – and what it means for workers now and in the future.

    Here, let’s explore some of the key aspects to AI in the workplace, from the benefits to the risks and concerns.

    1. The Rise of AI in Modern Workplaces

    AI technologies have been integrated with increasing swiftness across various industries already – and this is without counting the various existing technologies which have since adopted the ‘AI’ moniker to build on a growing trend. Businesses are leveraging AI for an ever-widening tranche of professional tasks, from data analysis and customer service automation to operational efficiency and beyond.

    2. Benefits of AI: Enhancing Productivity and Efficiency

    The existence of AI in professional environments is, on a surface level, of benefit to both employers and employees. For instance, AI-driven tools are being employed to streamline workflows and enhance productivity – allowing workers to reduce their in-tray without compensatory increases in staffing costs. The automation of repetitive data-entry and administrative tasks allows talented and skilled workers to better use their energy elsewhere, facilitating innovation in the process.

    3. Potential Risks: Job Displacement and Workplace Safety

    Of course, there is a dark side to the adoption of AI for productivity purposes. Rather than lightening loads for existing workers, AI can instead displace workers in administrative positions – or even replace workers in strategic positions. Workload remains the same for workers, but the business saves on staff costs.

    This has a knock-on impact on the safety of workers, particularly when looking at logistics and other blue-collar industries globally. The unvetted reality of AI tech in governance positions opens workforces up to the risk of injury on site – and hence businesses up to letters-before-action from personal injury solicitors.

    4. Employee Rights: Privacy, Surveillance, and Fair Treatment

    AI programmes are often also given unfettered access to company databases, and even utilised as workplace surveillance technologies to monitor employee interaction, behaviour and productivity. High-profile examples of eye-tracking, computer monitoring and CCTV ‘following’ have already sounded the alarm on the presence of such technologies, their potential impacts on mental wellbeing and the potential illegality of such privileged access.

    5. Ensuring Ethical AI Implementation

    All of the above points to the need for a careful approach to AI adoption in the near future. AI is not ‘going away’, which makes its ethical roll-out more important than ever. Transparency, accountability, and inclusivity need to be leading considerations to prevent biases and discrimination; by understanding the importance of this, businesses and employees can better navigate the evolving landscape of AI in the workplace.

  • Schneider Electric doubling veteran talent intake

    Schneider Electric doubling veteran talent intake

    Schneider Electric is expanding its Veterans Talent Programme, doubling its intake of ex-military recruits in 2025 as part of its effort to address the UK’s growing skills shortage in the energy management and electrical industry.

    The programme, which launched in 2024, is designed to help veterans transition into operational and senior management roles, equipping them with the industry knowledge and technical expertise needed for high-demand positions. With the UK accelerating its shift towards cleaner energy and net zero targets, the demand for skilled professionals in the sector is increasing.

    Following a successful first year in which all participants exceeded their performance targets, Schneider Electric will increase its intake from six to approximately 13 recruits in 2025. The company is seeking potential and passion rather than technical skills, with early bird applications now open.

    Retraining veterans for leadership in energy management

    The 12 to 18-month programme offers full-time salaried positions and provides specialist classroom-based and on-the-job training, requiring no prior technical experience. Candidates are selected based on their motivation and interests rather than existing skill sets.

    Recruits begin their training at Schneider Electric’s academy in Coventry, before transitioning to on-the-job roles across the UK, gaining practical experience in key operational areas.

    One of the programme’s early recruits, Damion Baines, who joined Schneider Electric in 2024 after 26 years of service in the British Army, highlighted how military experience translates into his new role.

    “Keeping calm under pressure, the ability to problem solve, and empathise with others have all proved crucial in my role, where I ensure critical buildings remain operational,” said Baines, who now works as digital power systems operations manager.

    Baines, a former tank driver who achieved the highest rank available to a soldier before becoming a captain, said the programme provides a vital pathway for veterans to step into leadership roles immediately.

    “The skills I use in my role at Schneider Electric were honed from day one in my military career. The Veterans Talent Programme provides an important pathway to unlocking the full potential of ex-service personnel, enabling them to provide leadership immediately. Working for a company like Schneider Electric means nurturing this talent to accelerate the energy transition and with that, taps into a strong sense of social purpose that veterans share.”

    Partnering with Redeployable to support career transitions

    Schneider Electric has partnered with Redeployable, an AI-driven career transition platform that helps veterans map their military skills to civilian careers.

    By leveraging smart career mapping, Redeployable identifies where veterans’ skills are most valuable in the workforce and provides personalised career plans to help them transition with confidence.

    Ben Read, founder and CEO of Redeployable, said the programme is about more than just job placement—it is reshaping how businesses perceive veteran talent.

    “Military skills bring unprecedented benefits to the workforce,” said Read. “Through our work with Schneider Electric, we are not just matching veterans to jobs—we’re transforming the way businesses view veteran talent, ensuring these professionals step into careers where they can make a lasting impact.”

    Kelly Becker, president of Schneider Electric UK and Ireland, Belgium, and Netherlands, emphasised the company’s commitment to diversity and innovation.

    “At Schneider Electric, we are passionate about growing a diverse workforce, and veterans are no exception,” said Becker. “Our programme not only helps us to build talent to support the green transition, but veterans also bring a wealth of skills and unmatched benefits to our company, fuelling more diverse and innovative thinking.”

    By doubling its veteran intake, Schneider Electric aims to provide more ex-military professionals with meaningful career opportunities while ensuring its workforce is equipped to support the UK’s energy transition.

  • New insights challenge assumptions about imposter syndrome

    New insights challenge assumptions about imposter syndrome

    53% of men and 57% of women say they struggle to believe their success is deserved or has been legitimately achieved through their own skills or efforts – a key sign of imposter syndrome at work – according to a survey of more than 2,000 employees by global leadership experts Right Management.  

    The survey also finds that men (21%) believe they’re more likely to be affected by imposter syndrome than women, whereas women (38%) believe it is they who are more typically affected.

    Lorraine Mills, principal consultant at Right Management, says:

    “If you’re inclined to believe that women are more affected by imposter syndrome than men, or vice-versa, there’s a risk you will be tempted to communicate in siloes and only speak with your own gender or demographic about feelings of self-doubt .

    “Of course, it’s a huge personal step to begin talking with others about experiencing imposter syndrome in the first place. But in doing so, we must remember that diverse perspectives can offer diverse solutions. By being cognisant of our own biases and assumptions about imposter syndrome we will prompt better and more meaningful conversations about feelings of self-uncertainty. For the workplace, this can lead to a stronger sense of inclusivity and understanding amongst colleagues.”

    24% of women surveyed by Right Management said that feelings of self-doubt mean they are less likely to put themselves forward for a promotion, compared with 16% of men.

    Lorraine adds: “This finding suggests imposter syndrome could have a greater impact on the career trajectory of female talent. Leaders can play a crucial role here, by creating a workplace culture where open communication about imposter syndrome and related challenges is encouraged. It’s crucial to build a supportive environment where vulnerability is embraced, and honest conversations are welcomed.”

    The survey also uncovered that 1 in 3 respondents (34%) say they have previously felt they don’t deserve their professional success, most notably Gen Z at 55%.

    Lorraine said:

    “There’s a common narrative and misconception that Gen Z are overconfident and unrealistic in their ambitions, looking to fast-track themselves into the role of CEOs for example (From Stagnation to Agility). In making these assumptions, we overlook the fact they are the youngest demographic in the workplace and will likely need ongoing support and guidance, no different to previous generations. Our data reminds us of this by showing how this age group is in fact the most likely to second guess their professional standing.

    “Leaders must recognise that all generations can be impacted by self-doubt in the workplace: this isn’t a place for assumptions or putting people into buckets. Through mentorship, regular feedback, and a culture of psychological safety, leaders can empower workers, boosting their confidence and driving both personal and organisational growth.

    “If left unaddressed, imposter syndrome can lead to long-term issues such as reduced productivity, disengagement, and a decline in employee morale. Over time, these challenges can contribute to burnout, strained team dynamics, and ultimately hinder the overall success of an organisation. But with targeted training, self-awareness resources, and regular check-ins, leaders can build a supportive, resilient workplace that thrives on collaboration and delivers results.”

  • New investment in Royal Navy fleet communications to boost jobs

    New investment in Royal Navy fleet communications to boost jobs

    More than 100 high-skilled jobs will be secured in the UK thanks to a new £250 million contract to upgrade the communications systems of the Royal Navy’s warship and submarine fleet.

    Jobs at Thales sites in Portsmouth, Plymouth, Crawley, Reading and Bristol will be supported after the company was awarded the largest-ever contract for the provision of naval communication capabilities.

    This large-scale investment helps to support the objectives of the upcoming Defence Industrial Strategy – to drive investment to UK-based businesses and boost defence jobs in every nation and region of the country.

    The 10-year long contract for Maritime Communications Capability Support (MCCS), awarded by Defence Equipment & Support, will upgrade the Royal Navy’s internal and external fleet communications, strengthening the UK’s continuous at sea deterrent and supporting global operations.

    Contracts like this one are a key part of the UK Government’s Plan for Change, safeguarding national security whilst raising living standards across the UK with good, skilled, productive jobs.

    It is estimated the new contract will also save the Royal Navy up to £30 million in costs over the next decade.

    Minister for Defence Procurement and Industry, Maria Eagle MP, said:

    “This new contract is a vital step in ensuring our forces remain secure at home and strong abroad. By enhancing the capabilities of our naval operations, we are reinforcing the UK’s ability to respond to threats wherever they arise.

    “In an increasingly volatile world, robust communication is the backbone of operational success. In the face of global threats, the upcoming Defence Industrial Strategy will ensure defence is an engine for growth, boosting British jobs, and strengthening national security.”

     

  • A pledge for gender balance across defence

    A pledge for gender balance across defence

    The UK’s defence sector is making a commitment to work together to build a more gender balanced environment by launching a Charter for Women.

    The Ministry of Defence, the Department for Business, Energy and Industrial Strategy and the Government Equalities Office welcome the initiative that recognises more needs to be done to greater enhance the gender balance in the sector.

    Organisations that sign up to this Charter are committing to be the very best at driving inclusion and diversity within their organisations and providing fair opportunities for women to succeed at all levels.

    The charter reflects the aspiration to see women represented and succeeding at all levels across the defence enterprise. A balanced workforce is good for government and good for business, good for customers and consumers, for profitability and workplace culture, for promoting prosperity and stability, and for showing everyone matters in building stronger and more peaceful communities.

    The Charter:

    • commits organisations to supporting the progression of women into senior roles in the defence sector by focusing on the executive pipeline and the mid-tier level
    • recognises the diversity of the sector and that organisations will have different starting points, each organisation should therefore set its own targets, where appropriate, and implement the right strategy for them
    • requires organisations to publicly report on progress to deliver against any internal targets to support the transparency and accountability needed to drive change
    • aims to enable women to thrive, enhancing the individual and collective impact of women across defence and in doing so, improving the overall output of defence.

    My organisation commits to promote gender diversity and inclusion by:

    • having 1 member of our senior executive team who is responsible and accountable for gender inclusion and diversity
    • setting internal targets, where appropriate, for gender diversity in our senior management
    • publishing progress annually against any targets in reports on our website
    • having an intention to ensure the pay or the objectives of the senior executive team are linked to delivery of any internal targets on gender inclusion and diversity.

     

  • Launchpad welcomes four new trustees to its Board

    Launchpad welcomes four new trustees to its Board

    Homeless veterans’ charity Launchpad has appointed four new Trustees to its Board.

    Ian Dormer CBE, Katherine McGough, Aaron Sahota, and Chris Smith have been appointed as Trustees of the charity, following interviews with existing Board members and chief executive.

    The appointments were approved by existing Trustees at their last meeting in November and it now takes current membership to ten.

    The charity provides vital accommodation and targeted support to UK Armed Forces’ veterans who have experienced homelessness and have struggled with the transition into civilian life.

    Launchpad manages three houses in the North of England in Newcastle upon Tyne, Liverpool and Durham and accepts veterans from all over the UK. It provides accommodation for 98 homeless veterans at any one time. Demand for specialist veteran’s accommodation and services is increasing, with 361 homeless veterans’ approaching, or being referred to Launchpad in 2024 alone.

    Ian Dormer CBE has a diverse background in public service, education and engineering. He serves as an independent member of the Audit & Risk Committee for Gateshead Metropolitan Borough Council and is Director of Herbert Dove Trustees, overseeing JT Dove – a significant builder’s merchant.

    Ian is also the managing director and owner of Rosh Engineering Ltd which specialises in high-voltage equipment across the UK and Northern Europe.

    His previous leadership roles extend to the educational sector as Chair of the Primary Science Teaching Trust and Non-Executive Chair of Newcastle College. With experience on various boards, including the Institute of Directors and Regional Development Agency ONE North East, Ian combines strategic oversight with entrepreneurial acumen, making him a prominent figure in both for-profit and non-profit sectors.

    Katherine McGough is a highly experienced professional with Human Resources and Organisational Development experience, particularly in the housing sector where she is currently Director of People Services at North Star Housing Group, a role she has held for almost 13 years.

    She has also owned her own business offering HR, coaching and training to North East businesses and held various senior roles. Katherine’s expertise encompasses strategic change management, policy development and performance management and this will be her first non-executive role.

    Aaron Sahota currently works as a senior manager at PwC – a leading global firm in professional services and consulting. His experience encompasses managing significant accounts in the financial sector, particularly with a UK retail bank, and implementing large-scale transformations.

    He specialises in internal audits and health & safety and has worked in regulated environments in the public sector. His appointment as a Trustee of Launchpad is his first non-executive role.

    Chris Smith is an accomplished executive with over 38 years’ experience in the social housing sector, 20 of which have been at a senior level as Director of Service in various functions. Chris is currently employed as Deputy Chief Executive of Thirteen Housing Group and has a very impressive track record in business development and community regeneration.

    Lucy Perriam, Chair of Launchpad, said:

    “I am delighted to welcome our four new Trustees who each bring extensive experience, knowledge and the leadership qualities that will hugely benefit this wonderful charity, our staff and veterans.

    “I’m really pleased with the quality and strength of each appointment who, together with our existing Trustees, chief executive and leadership team, will enable us to further develop Launchpad nationally and to help reduce veterans homelessness.

    “I’d also like to put on record my thanks to Philip Mixer who has resigned from his position on the Board for personal reasons. Philip served as a Trustee of Launchpad for almost eight years.”

     

  • Royal visit helps training school take flight

    Royal visit helps training school take flight

    The Veterans’ Foundation were among the guests at the official opening by HRH The Princess Royal of Wings4Warriors’ dedicated flight training centre for veterans at Gloucestershire Airport.

    Grants Manager, Sarah Kelling, and Trustee, Maggie Pedder, joined the charity’s founder, Mark Radcliffe, as well as His Majesty’s Lord-Lieutenant of Gloucestershire, Edward Gillespie, Gloucestershire Airport’s Managing Director, Jason Ivey, and Her Royal Highness.

    Wings4Warriors is one of the many charities supported by the Veterans Foundation and has received seven grants totalling £135,000 since 2017, to help train veterans as professional pilots on a not-for-profit basis.

    The Veterans’ Flying School was officially opened on Friday, 16 January 2025. The ceremony began with a tour of the facility, observing a flying lesson in progress, speaking with instructors and students, and meeting key supporters, trustees and veterans who have benefited from the programme.

    Wings4Warriors was founded in 2012 after founder Mark Radcliffe, then a flight instructor, met an amputee Royal Marine with dreams of becoming a commercial pilot. Since then, the charity has supported more than 30 veterans into aviation careers, including former Royal Engineer Sam Taylor, severely injured in Afghanistan, and now flying for a major UK airline.

    “Having our own charitable training school is a game changer,” said Mark Radcliffe. “It allows us to significantly reduce the financial burden of commercial pilot training, with fees around 40% of the standard cost. This makes us an excellent prospect for airlines seeking to partner with an innovative cadet programme as an intelligent solution to their recruitment needs. The net result is a newly qualified First Officer who brings real-world experience, and a work ethic rarely found elsewhere,”

    The school aims to train up to 10 veterans every 18 months.

    Veterans’ Foundation Grants Manager, Sarah Kelling, said:

    “I was honoured to receive an invitation to attend the opening of this facility and to see first-hand how our funding helps veterans who have given so much for our freedom. The Princess Royal showed obvious interest and it was a delight to see her interacting with the veterans and those who support them.”

     

  • Has the UK skills gap peaked?

    Has the UK skills gap peaked?

    ManpowerGroup’s 2025 Talent Shortage Survey shows for the first time in 10 years a decline in the volume of organisations reporting skills shortages, which suggests the UK’s skills gap may have passed its peak.  

    With concerns from employers over rising inflation and business costs following the increases to National Insurance contributions however, Michael Stull, UK managing director of ManpowerGroup, is cautious about what the current skills gap means for the future of British business and productivity. He says:

    “The significant drop in the UK Talent Shortage could mean we’re over the peak of the skills gap which has intensified over the past decade since its last drop in 2014. Organisations have worked hard during this time to drive positive change amidst major challenges; by upskilling, reskilling, seeking out new talent pools and through smarter use of technology.

    “Although any movement towards closing the skills gap is positive, we must bear in mind that many other indicators point to a hiring recession. There are fewer jobs out there and this is playing a role in slowing the demand for skills. Employers and government must continue to focus on measures to improve UK productivity to pull businesses out of this hiring recession and away from the prospect of an economic recession. Now is the time for a smart response that doesn’t rest on improvements already made.”

    The four percentage-point drop is the most movement seen in the survey in five years. It brings the UK closer to the global average where 74% of employers are reporting talent scarcity (the global figure remains unchanged on the year).

    Following the upheaval and significant socio-economic events over recent years, employers are finding their feet and coming to terms with the less predictable shape and state of the market.

    “In many instances, employers are seeking less niche skills and learning to succeed with what is available in the market,” says Stull.

    The most popular action being taken by employers to overcome talent shortages, is upskilling and reskilling current employees (28%) as they seek to cut back on recruitment costs by driving internal mobility. Increasing temporary recruitment is only favoured by 14% of employers as they show preference in targeting new talent pools (23%) and increasing wages (21%) despite the prevalent challenges.

    The Survey shows how the needs of UK employers have shifted significantly over the past 10 years, with IT and data skills now seeing the greatest demand (placed 8th in 2014) and a greater need for customer-facing and office support staff. Engineering skills however, remain high in demand.

    The demand for sales and marketing skills has risen over the year while requirements for admin and office support skills have declined. This reflects how businesses are driving efforts to recuperate higher costs and improve return on investment as new AI and tech tools take more prevalence in substituting for many key administrative functions.

    Stull adds: “Increased demand for in-person experiences has driven the growth in customer-facing and front office roles over recent years. While the drop in demand for technical, manufacturing and production skills reflects how off-shoring has had an impact following many high-profile factory and plant closures. ESG and sustainability skills weren’t areas we tracked ten years ago and these will definitely move up through the ranks over the next decade.

    “While the UK macro circumstances remain challenging, any closing of the skills gap should be seen as a sign of green shoots for improving productivity. But we can’t rest where we are and must continue to invest in training and development, preparing thoroughly for further changes in workplace legislation, and adapting recruitment practices without compromising on longer-term goals.”

    For full details of the ManpowerGroup 2025 Talent Shortage Survey.