GUEST COMMENT: The military can bring some discipline to the City

The Duke of Wellington famously described his army as being "composed of the scum of the earth - the mere scum of the earth." That was almost 200 years ago. Today many across the globe would argue that bankers in the City should be similarly described.

However, Wellington's "Scum of the Earth" managed to defeat Napoleon at Waterloo and today's military offer a range of skills that should be welcomed in the Square Mile.

As the paradigm of City employment shifts radically - decimated workforce, state-owned banks and the demise of the "get rich quick" bonus structure - it is worth looking at a pool of people who bring a strong set of work ethics, with in-built teamwork as a natural part of their culture.

When you join the Navy, Army or Air Force there is a mandatory period of basic training which can last from six months to two years depending on role; and this takes place after a rigourous assessment process from which many drop out. In fact, the concept of assessment centres started in the military many years ago and has now been adopted across business as the best way to select staff.

Having passed out of basic training, military personnel join their relevant units, whether in barracks or - more likely - on operations typically in Iraq and Afghanistan. Thereafter they undertake continuous and regular training throughout their careers. The result is people you can hire into civilian roles who are tried and tested team players, and who know the value of being motivated to succeed.

Some argue that the military do not have relevant skills to fit into financial services. This shows a fundamental misunderstanding of the product that emerges into civilian life. In the past, many people in the City had either done their National Service, or spent their formative adult life on a short service contract with the armed forces. As a result, many employers knew the potential of military staff. Now, people are less aware and need to be educated.

The core benefits of military-trained individuals are thus: they are used to performing at a high level; they have strong personal discipline; and they are completely reliable. These are qualities that you cannot easily train into people. Individuals can, however, be given the specific technical and product skills required of a new job via training and development.

It is at this point that I should show my hand - I came into the City in 1986 after seven years in the Army. One could say that I am biased. However, 23 years later, I still firmly believe in the virtues of employing military personnel. As we embark upon a new world that requires a work force with a strong "moral compass" which is not tarnished by the City excesses of the 90's and early 2000's, the military offers an obvious solution.

Andrew Pullman is managing director of People Risk Solutions, a City-focused HR consultancy.