'Dedication and punctuality is a given' - Don't overlook veterans when hiring

When hiring, many employers look to those with agricultural backgrounds, but as the talent pool narrows, it’s time to widen the lens – and one group that deserves serious consideration is veterans from the armed forces.

Veterans may not come with a farming background, but they bring a wealth of transferable skills, a strong work ethic, and a mindset shaped by discipline, adaptability, and leadership. As the sector evolves, so too must its approach to recruitment. And that means recognising the untapped potential of those who’ve served.

Aidan Moore: From infantry to industry

Aidan Moore is well-placed to speak on this issue. Now a service manager at Coates Ben Burgess, an East Anglia machinery dealership serving farmers and growers, Aidan spent nearly a decade in the British Army, serving in the infantry. He left in early 2025 and transitioned into a civilian management role – an experience that gives him a unique perspective on both sides of the employment equation.

“I joined the military in 2016,” Aidan says. “When I left, I recognised that I wanted to manage. When I stripped away all the soldiering, I realised I was managing people – and that’s what I wanted to carry on doing.”

His own transition was made easier by the presence of another veteran, Lewis Rollings, already working at the company. “When I got told Lewis was working here before me, I was like, ‘That’s good! Someone to mix it up with, someone from the same background.”

Strengths veterans bring to the workplace

Aidan says the armed forces demand key traits in all those who work in them. And, much like how he is benefiting from them in managing Lewis, he believes farmers and growers could all appreciate many of these core strengths, including: 

• Discipline and reliability: This comes in many forms, everything from punctuality to a dedication to getting the job done
• Adaptability: Veterans are trained to operate in unpredictable environments
• Teamwork and leadership: Many have led teams under pressure and understand the value of collaboration
• Problem-solving: Quick thinking and resourcefulness are second nature

“Lewis brings a drive that the Army instils in people,” Aidan says. “The humour, the professionalism and the standards he holds himself to – not many hold themselves to that sort of standard, other than ex-military. And Lewis really brings it for our team.”

These qualities are not just beneficial – they’re essential in a sector where weather, machinery and market conditions can change rapidly, an industry where teamwork and resilience are key to success.

Rethinking the recruitment process

When reviewing applications or conducting interviews, employers should be aware that veterans may not present themselves in the same way as civilian candidates. Many of the qualities employers seek – such as punctuality, dedication, and hard work – are so ingrained in military culture that veterans may not even think to mention them.

“They’re not going to give you the same ‘I work hard, I’m punctual’ – all that jazz. That’s a given. That’s not even part of the sales pitch when they’re applying for places, because that’s just everyday routine. So they give you that – and then some,” Aidan says.

This means employers need to look beyond the surface of a CV and consider the context of a veteran’s experience. A role that may sound unrelated, such as logistics or infantry, often involves leadership, planning and technical skills that are directly applicable to farm management, machinery operation, or supply chain roles.

Supporting veterans in the workplace

Hiring a veteran is just the first step. Retaining and developing them requires thoughtful management and an understanding of their unique transition journey.

Aidan highlights the importance of role development and progression.

“If someone has left the military with a bit of rank, they will have had a lot of responsibilities. They could almost feel like they’re taking a step back. And after a period, if they’re not seeing progression, they might think, ‘Was this the right move?”

To counter this, Aidan makes a conscious effort to encourage Lewis to tackle new challenges. He does this by sending Lewis to jobs by himself where he feels it’s appropriate, and by letting Lewis use some of his problem-solving skills on more challenging tasks, ensuring he has support available if he runs up against something he’s not experienced before. 

Clearly, Aidan values Lewis’ skills, and he’s not afraid to show confidence in his abilities – and this can really help Lewis – and other veterans – move on from wondering whether they made the right choice to leave the armed forces.

Similarly, Aidan recognises that employers need to have a different approach when working with veterans than they may do with other entrants to the industry – and this might be reflected in their learning paths, too.  

For example, Aidan notes that apprentices have college and practical workplace time booked alongside each other from the start. However, military hire schemes may first require the veteran to spend some months in the workplace before starting the formal education part of their learning path.

There are benefits to this approach, as it allows the veteran more time to forge closer relationships with the team. However, Aidan also recognises that it's important for employers to recognise that they need to support their employees during this time.

The value of veteran employment programmes

Veteran employment programmes – such as the Career Transition Partnership (CTP) or military recruitment schemes – play a crucial role in helping service leavers find civilian roles. For employers, these programmes offer a structured way to access a pool of highly capable candidates.

“Lewis did the military recruitment programme. He did a period of work experience here before leaving the military and then once he had left, he went through the actual programme to come in.”

Aidan himself actively sought out companies that supported veterans. “Every company I looked for when I was leaving the military, I always looked to see if they had a support network for ex-military. It wasn’t the be-all and end-all, but it was a big part of why I applied.”

These programmes also help veterans navigate the cultural shift from military to civilian life – a transition that can be challenging without the right support. 

“There’s definitely additional support that veterans either don’t realise they need or might not ask for,” Aidan says. “Because we go like, ‘Oh yeah, we’ll get on with it’.”

Practical considerations for employers

Employers looking to bring veterans into their workforce should consider the following:

• Create structured development plans: Outline clear training and progression pathways, especially for technical roles
• Offer early responsibility: Help veterans feel valued and challenged from the outset
• Be flexible with onboarding: Unlike school leavers, veterans exit the military year-round
• Consider staggered training intakes or flexible start dates
• Promote a supportive culture: Having other veterans in the business can ease the transition and foster camaraderie
• Engage with military recruitment schemes: These programmes can connect you with motivated, skilled candidates

A talent pool worth tapping into

As agriculture and horticulture continues to grapple with recruitment challenges, it’s time to think differently about where talent comes from.

Armed forces veterans may not have grown up on farms, but they bring a wealth of experience, resilience and leadership that can enrich any business.

“To any employers that don’t employ veterans,” Aidan says, “they’re missing out on a huge talent. People from the military have learned so much, been so many places, worked with so many different people – they can bring a different look on things.”

And in a sector that thrives on hard work, adaptability and teamwork, veterans aren’t simply just a good fit – they could well be the future.