In a European Commission study, 58% of the students and young professionals surveyed found a career in defence attractive. Yet among those currently looking for a job, only 6% planned to pursue one. Respondents who were familiar with defence were more than 2x as likely to consider a career in it as those who were not, 64% against 28%.
The survey had 2,626 respondents, mostly from 5 EU countries. In workshops held alongside it, participants described what draws them to defence and what holds them back. Many want meaningful work, and some said Russia's invasion of Ukraine had increased their interest. What holds them back ranges from unclear job descriptions and a hiring process that is hard to follow to eligibility rules and working conditions. The 6 changes below are our own recommendations, based on those findings.
Much of this is in an employer's own hands, starting with the job ad. That matters for small companies, which compete with large defence firms and tech companies for the same graduates, usually without a graduate programme or a well-known name. They also have something to offer. Among former defence workers in the study, the most common reason for leaving was the wish for broader professional experience (39%), ahead of better pay (31%). A small team can show how much variety a role offers.
What the job ad should say
1. Show why the work matters
Purpose is a real strength for defence employers. Among current defence workers surveyed, 86% were satisfied with their jobs and 92% agreed that their work contributes to national and European security. Purpose works alongside pay and conditions, not instead of them, and it only convinces when it is concrete. Say what the product protects and who relies on it, and consider adding a few lines from someone on the team about why they joined. Students described the sector as male-dominated, so it helps if the people you show reflect the team you want to build.
Some students also wanted more openness about arms exports and how defence technology is used, and about 19% of respondents who were not attracted to defence named ethical objections. For those candidates, a clear answer matters. Say which types of customers use the product, share what you can about exports and be honest about what you cannot disclose. Explain how employees can raise concerns and who deals with them.
2. Explain what the person will actually do
Some students said job descriptions were unclear. After the purpose, describe what the new employee will work on day to day. A communications assistant, for example, might interview engineers and prepare material for trade fairs. For technical roles, describe a problem the team is working on and the tools the person will use. Challenging work is a draw, and 92% of current defence workers rated the complexity of their tasks highly. Say which skills are required and which can be learned on the job.
Autonomous Teaming's business development internship ad separates required from optional experience clearly. It lists previous internships under "Nice to have" and names concrete duties such as market research, commercial proposals and customer outreach. Interviews can show the work too. In an interview for a junior sales role, the candidate could discuss a real customer request with the colleague they would work with.
3. Make junior and non-engineering jobs easy to find
Some students struggled to find junior roles outside engineering. Use plain job titles such as junior buyer or marketing assistant, and give these roles a visible place on the careers page. Describe what the first 2 years could look like, including who trains the new employee, when progress is reviewed and how the role can grow. Students also listed job security among their priorities, so state the contract type and whether an internship can lead to a permanent job.
Where the work allows it, accept vocational training or apprenticeships, not only degrees. HR participants said vocational profiles are often overlooked. Quantum Systems' student job in event management shows how clear this can be. It describes trade fairs, supplier coordination and logistics, and it is open to students of business, marketing or communications, or people in relevant training. A reader can see a job in their own field without knowing anything about drones.
Hiring steps, eligibility and pay
4. Show the steps from application to first day
Some students also found the hiring process hard to follow, and policy and strategy roles in particular seemed to depend on personal contacts. Describe your hiring process on the careers page and link to it from every job ad. Explain who candidates will meet, what each interview covers and whether there is a test or task.
Say how long the process usually takes and when candidates can expect an answer, and give a contact for practical questions. Assess direct applicants and people recommended by employees against the same criteria, and say what those criteria are. Candidates should not need a contact inside the company to get a fair chance.
5. Put eligibility rules at the top
HR staff in the workshops named nationality rules, security clearance and language requirements as common barriers. Put these conditions in the first lines of the job ad, so nobody spends an evening applying for a job they are not eligible for. Say whether applicants need existing security clearance or whether the company will arrange the checks, and when those checks happen.
Be specific about nationality. Someone with the right to work in your country may still be excluded by a citizenship rule for a particular project, so state both conditions separately. If eligibility has to be assessed case by case, give a contact people can ask before applying, and say if the checks may delay the start date.
6. Publish pay and working conditions
Young respondents ranked work-life balance, a safe workplace and pay among their top priorities, and HR participants described younger candidates as comparing job offers side by side. An ad without this information can lose the candidate to one that has it. Publish a salary range for the role and location, and show base pay separately from bonuses or shares. State the location, days on site, expected hours and travel, and where working from home is not possible, explain any flexibility in hours or shifts. For production, testing or field roles, describe the risks and the training and protection provided.
Pay information is also becoming a legal requirement in the EU. Member states had to bring the Pay Transparency Directive (2023/970) into national law by 7 June 2026, though progress varies by country. Under Article 5(1), job applicants have the right to know the starting pay or pay range in time to negotiate, for example from the job ad or before the interview. Check what applies where you hire. Publishing the range in the job ad is a simple way to provide it.
Questions candidates can ask employers
Candidates starting out can look through internships at European defence companies. If a job ad leaves something unclear, it is worth asking the employer directly:
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What does the product protect, and who relies on it?
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What would I work on first, who would train me and how could the role grow over the first 2 years?
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Which eligibility rules apply to this role, and when are they checked?
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What are the next steps in the process, and when will I hear back?
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What are the salary range, usual hours and options for flexible work?
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How can employees raise concerns about how the product is used?
A conversation with a future colleague is often the best way to check how those answers work in practice.
