The defense industry has been a major driver of the U.S. economy, with an estimated 10% of the country’s factory output related to weapons production.
Domestic politics and world events can drive that percentage even higher, increasing the pressure on companies looking for finance and accounting talent who possess the skills and experience to navigate the sector’s unique requirements.
With the current unemployment rate for finance and accounting professionals at or below 2%, organizations looking for niche skills within an already small talent pool face considerable challenges.
We spoke with Aston Carter Account Manager Michael Dobrynski to get a handle on how to find the right candidates in this specialized field.
Matching Skills and Experience
Because aerospace and defense face regulations specific to the industry, it’s no surprise that companies working on defense-related contracts are looking for people who have experience in the sector.
“It's a highly-regulated, highly-specialized field,” says Dobrynski. “That's why organizations typically look for people who come from similar environments, so they have those experiences with the various regulations ingrained in them already.”
Dobrynski cites familiarity with The International Traffic in Arms Regulations (ITAR) and the Defense Federal Acquisition Regulation Supplement (DFARS) as particularly sought-after skills.
Lack of compliance can result in fines or, more seriously, the loss of a defense contract.
Another must-have skill is the right kind of software experience, specifically SAP.
Dobrynski elaborates: “Often an organization wouldn't even consider somebody if they didn't have that SAP knowledge. They're looking for people who can join the organization and immediately provide a positive impact.”
Another major consideration is company size. Large-scale organizations prefer candidates who’ve worked at other large companies, where responsibilities are generally focused on one particular segment of the finance and accounting process, which leads to specialized knowledge. Similarly, smaller organizations look for candidates who’ve had experience wearing many hats, with the ability to cover multiple areas more generally.
Are there any industries where skills can transfer to defense?
Dobrynski sees experience in some manufacturing organizations as applicable. “While candidates might not be working in the aerospace field, for example, they are familiar with manufacturing environments and supply chains, which is relevant and useful experience.”
But even with that potential wider net, competition for available talent is intense, especially in an industry where speed to market is of the utmost importance.
For Dobrynski’s clients, the classic line is: “We need this person yesterday.”
Understanding the Defense Ecosystem
With project-based contract hiring, what — and who — you know can make the difference between the timely placing of the right candidate and an extended search that jeopardizes a project.
That starts with a comprehensive understanding of the industry, says Dobrynski.
“The biggest asset I have, that I can leverage for my clients, is Aston Carter’s direct affiliation with Aerotek,” he says.“They have such a strong foothold within the aerospace and defense industry, and we really use those relationships that have been formed over years and years to our clients’ advantage.”
Leveraging the assets of two companies, Dobrynski contacts potential candidates directly to maintain and grow an active database of talent. Given the low unemployment in the field, he’s often engaging with passive candidates who aren’t looking for a position but may be open to new opportunities.
Knowing what’s important, to both the employee and employer, is key.
“Sometimes the individual is seeking an increase in pay,” says Dobrynski. “Or they may be looking for an opportunity to be in more of a leadership capacity, and the way their current company is structured, it will be a long time before they get to experience what it's like to manage a team.”
On the employer side, it’s a matter of identifying the three to five must-have skills that will make the new hire successful. Active dialogue with the client can sometimes lead to a change of thinking and a successful placement.
“If my candidate has five years of experience when my client is seeking an individual with 10 years plus, and they check all of the other boxes they outlined, I’ll have that conversation,” says Dobrynski. “Is this someone who could potentially be a fit within the organization? And a lot of times, the response is, ‘As long as they hit the three other must-haves, they’ll be a fit.’ “
Dobrynski also uses his connections in the industry to know when projects are ending and when some talent may become available. Getting ahead of the hiring curve can pay big dividends for clients and candidates alike.
Fit and Culture Still Matter
With all the emphasis on regulations and experience, Dobrynski makes a point to emphasize that soft skills still matter.
“Companies are looking for true team players, employees who can interact with multiple people across various lines of work, whether it’s manufacturing, engineering or on the professional side of the business.”
Finally, Dobrynski stresses that successful recruiting ultimately depends on relationships, a value his team reinforces at every step of the process.
“We're working with people, not products. We're working with a human being who has feelings,” he says. “They have a family at home. They have desires, and they have personal goals that they're looking to achieve. If I'm not aware of their personal situation, their career goals or interests, I'm not assisting them — or my clients — to the best of my ability.”
If your business could benefit from consultation about how best to find your most sought-after candidate skill set in the finance and accounting labor market, contact Aston Carter now.
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