The security workforce is seeing a generational shift, putting pressure on companies to attract, train and retain talent. In reaction to the asmag “Manpower Survey,” Jamie Allam, CEO Amthal Group Companies, lays out strategies focused on the relation between the private sector and educational institutions that would help create a clearer sense of direction to overcome the skills gap.
The security workforce is seeing a generational shift, putting pressure on companies to attract, train and retain talent. In reaction to the asmag “Manpower Survey,” Jamie Allam, CEO Amthal Group Companies, lays out strategies focused on the relation between the private sector and educational institutions that would help create a clearer sense of direction to overcome the skills gap.
The survey highlights familiar themes across the security sector, while also pointing to our opportunity and responsibility to continue to reshape how the industry attracts and develops talent.
From this perspective, we see three key factors influencing the current landscape.
Jamie Allam, CEO Amthal Group Companies
The first is the movement of experienced, qualified professionals, which naturally reduces the pool of readily available expertise. There is a noticeable shift in the number of young people entering trade-based careers. The education system continues to prioritise academic pathways, which means many leave without a clear understanding of the opportunities available within sectors like security.
The desire for flexible working also shapes perceptions, often leading to the assumption careers in security and fire safety are less adaptable. The sector is evolving to offer a broader mix of roles, including those supporting more flexible and remote ways of working.
At the same time, rising employment costs are making businesses more considered in how they bring new talent into the organisation.
Wage inflation and the cost of living is certainly playing a part, as businesses work hard to remain competitive in attracting and retaining skilled individuals while managing wider cost pressures. This balance is an important one, particularly for service-led organisations where maintaining quality and consistency is essential.
This environment does influence the pace at which businesses can grow, particularly in areas such as technical sales and engineering, where a combination of expertise, experience and customer understanding is needed. These are highly valuable roles that take time to develop, and the demand for them continues to grow as the industry evolves.
At Amthal, our focus has always been on building capability from within. With the leadership team, including myself, mainly having an apprenticeship background, we understand their importance. They, together with structured fast-track upskilling programmes play an increasingly important role in creating clear pathways into the industry.
These initiatives are proven to support individuals to progress into skilled positions, while also strengthening the long-term resilience of our business. As with any meaningful development programme, this is a gradual process and relies on experienced team members to mentor and support those coming through, reinforcing the importance of knowledge sharing across the organisation.
We see this as a chance to reflect shifting generational expectations within a multi-skilled workforce that brings together newer entrants and experienced professionals.
Millennials and Generation Z are highly digitally fluent and social media savvy, often mobile-first, and value flexibility and work/life balance. While still building experience, they adapt quickly to smart and digital technologies, which is increasingly relevant in the security and fire safety sectors.
More experienced professionals contribute deep technical knowledge of traditional systems, developed through long careers and hands-on engineering expertise, alongside established and structured working practices.
The wider supply chain is also adapting, with a greater emphasis on consistency, competence and collaboration. As partners navigate similar challenges, maintaining strong relationships and clear standards helps ensure projects continue to be delivered effectively, even as costs evolve.
Looking ahead, there is an opportunity to strengthen the connection between education and employment.
Introducing more vocational elements into the curriculum and at every stage of work and careers, alongside greater engagement between industry and schools or colleges, would help create a clearer sense of direction and a stronger foundation of such sought-after skills. Combined with a supportive business environment to encourage workers from outside the sector, this would make it easier for organisations to invest in the next generation of talent.
With the right focus, our industry is well placed to turn these challenges into a more sustainable and inclusive approach to workforce development, ensuring it continues to evolve with confidence.