Australia is one of many countries currently experiencing a skills shortage due to many factors, including technological advancements and aging populations in industries such as IT, healthcare, and defence. In response to these challenges, the 2023 Defence Strategic Review recommended the ADF explore innovative approaches to solving its current recruitment and retention crisis, including examining the structure and role of Reserves.
C-EDGE researcher Associate Professor Brad West and Dr Josh Healy from the University of Newcastle recently researched the workplace relationship between civilian employers/managers and part-time Australian Army Reservists to contribute to this policy development. This included examining how this relationship affects the potential role of Reservists in addressing workforce shortages within Defence.
While most research on Reserves has focused on conditions of service, formal benefits, and entitlements, West and Healy's study emphasises the need to understand the workplace and occupational identity challenges faced by Reservists who balance military and civilian roles. The research revealed that Australian Army Reservists often face hostility, sanctions, and discrimination from civilian employers when requesting Defence leave.
A key finding from a nationally representative survey of employers and managers across different industries was that support for providing Defence leave largely depends on whether the military is viewed as a valuable institution. Additionally, the data indicated that there is limited recognition among civilian employers and managers of the transferable skills gained through Reserve service.
This research found no evidence of widespread anti-military sentiment. Instead, workplace tensions and conflict around reservists seeking defence leave were more related to perceived capacity issues. This was particularly the case with SMEs, which comprise most Australian businesses. They face significant capacity constraints in supporting Reservists, in contrast to larger organisations that are better equipped. However, focus group interviews with Reservists highlighted that in such workplaces, even when the CEO has declared the organisation a supportive employer of Reserves, an employee’s request for Defence leave is frequently a cause of hostility, sanctions and discrimination. This often occurs as a consequence of middle management, which has a strong influence over workplace culture.
Despite legal protections under the Defence Reserve Service (Protection) Act, many employers and managers remain unaware of Reservists’ rights to take Defence leave, contributing to workplace conflicts. Based on the data, West and Healy argue that current strategies for protecting the rights of Reservists are ineffective. Where current approaches seek corporate endorsements, it is recommended that a more effective strategy is direct engagement with the decision-makers who manage Reservists' day-to-day work schedules.
Additionally, Associate Professor West and Dr Healy argue that the Australian Government must broadly strengthen the relationship between the public and the ADF. The researchers especially recommend strategies that involve recognising how integral Reservists are to national security and diversifying the current promotional engagement with industry leaders with campaigns that focus more on enforcing the legislative protections for Reservists. They also call for the Department of Defence to provide HR support to Reservists in order for Defence to improve communication with employers and provide Reservists with more certainty around their service commitments.
For more information, contact Associate Professor Brad West > Brad.West@unisa.edu.au
