How General Dynamics is developing future talent in Saudi Arabia: insights from WDS 2024.

At the World Defense Show 2024, Jason Monahan, Vice President and General Manager of General Dynamics Land Systems (GDLS) Canada, addressed a distinguished audience of defense industry experts on the critical importance of attracting, retaining, and developing the next generation of leaders. He shared effective strategies for cultivating this talent.
Follow Army Recognition on Google News at this link

Jason Monahan, Vice President and General Manager at General Dynamics Land Systems. (Picture source: WDS 2024)

Attracting and retaining top talent is one of the defense industry's most pressing challenges. During the World Defense Show 2024's Future Talent Day, Jason Monahan, Vice President and General Manager of GDLS Canada, shared his insights on building robust talent pipelines in North America and Saudi Arabia. His keynote emphasized the need to develop the next generation of leaders in the defense sector, highlighting GDLS's successful strategies and aligning them with the broader objectives of Saudi Vision 2030.

Building a Robust Talent Pipeline

Monagan underscored the importance of GDLS's efforts in Saudi Arabia, where the company has expanded to 200 employees, with over 90% being Saudi nationals and a notable portion of local leadership being female. "Saudi Arabia is by far our most important international market," Monahan stated, citing the operation of over 2,000 Abrams tanks and light armored vehicles (LAVs) with Saudi customers, and the recent partnership with Saudi Arabian Military Industries (SAMI) to upgrade the Ministry of National Guard’s LAV fleet. This project is set to create over 350 new jobs in Saudi Arabia. "Our main requirements extend beyond welders, mechanics, and engineers; we also need finance, human resources, and supply chain professionals," Monahan added.

To address these needs, GDLS leveraged the opportunity presented by WDS Future Talent Day, conducting rapid interviews with hundreds of Saudi students attending the event. Monahan outlined GDLS's strategy to develop a pipeline of critical talent aligned with the evolving skills required in the defense industry and the goals of Vision 2030. "Our industry is evolving rapidly; the skills needed today are different from those required 15 or even five years ago," he explained.

“We are witnessing a shift from hardware manufacturing to software-driven solutions. Our latest LAVs at GDLS are so advanced in software, sensors, and cybersecurity that our customers refer to them as fighter aircraft on wheels. This technological evolution necessitates hiring specialized talent in areas like artificial intelligence and software. We are now competing with commercial tech companies to secure this critical talent,” Monahan stated.

Innovative Talent Development Strategies

While acknowledging traditional methods like internships and scholarships, Monahan highlighted several innovative approaches GDLS employs to attract and develop talent.

One significant initiative is the continuous development of partnerships with local colleges and universities. “At GDLS, we annually invest tens of millions in internal research and development (IRAD), aiming to anticipate customer needs by developing new technologies and solutions. A growing percentage of our IRAD budget goes to local colleges and universities, where our engineers collaborate with young students to create new defense technologies or explore commercial technologies for defense applications. This collaboration enriches GDLS with diverse experiences and ideas while fostering relationships with some of the brightest young minds,” Monahan explained.

In Saudi Arabia, GDLS closely collaborates with entities such as GAMI, SAMI, and the General Authority for Defense Development, engaging with local universities like King Abdulaziz University, Princess Nora University, and King Abdullah University for Science and Technology. These partnerships aim to generate new intellectual property and support Vision 2030.

Additionally, GDLS has introduced a successful micro-credentialing program, particularly in ballistic steel welding. "For every 10 welders that apply at GDLS, only one passes our test. While this focus on quality is key to our products' uniqueness, it makes hiring welders challenging, especially during rapid scale-ups," Monahan explained. To tackle this, GDLS partnered with a local university to create a specialized training program, allowing top students to earn a micro-credential in ballistic steel welding.

“We select the top 10% of students from each class and invite them to our factory for training at no cost. They receive hands-on instruction in ballistic steel welding. Graduating with a certificate ensures they meet our high standards, allowing us to hire them immediately. Even if they don't join us, we benefit when these trained welders work for our suppliers,” Monahan elaborated, calling it a "win-win-win" for GDLS, the students, and the broader defense community.

Attracting and Retaining Critical Talent

While the defense and aerospace industries can inspire passion, Monahan stressed the need to broaden the talent pool. "We can't assume every job candidate shares our passion for defense and aerospace. To attract critical talent, we must widen our search criteria," he advised.

This includes candidates without prior experience in defense and aerospace. Monahan emphasized skills-based hiring, valuing character and a willingness to learn over industry experience. "Seek candidates from other sectors who can bring diverse perspectives and experiences," he suggested.

This approach is especially relevant in Saudi Arabia, where a large portion of the population is under 35, and Generation Z represents a significant workforce segment. Understanding Generation Z, those born from the mid-1990s to early 2010s, is vital for retention. Monahan cited studies showing Gen Z employees are likely to change jobs frequently, averaging ten job changes before age 35. In Saudi Arabia, 18% of the population, or 13 million people, fall within this demographic.

To retain Gen Z employees, Monahan highlighted the importance of addressing their non-financial needs. "While a good salary and benefits matter, younger generations prioritize non-financial factors like company culture, recognition, community involvement, and, most importantly, a sense of mission and purpose," he noted.

“At GDLS, we continually reinforce the importance of each employee's role,” Monahan shared, recounting a poignant story of a GDLS vehicle protecting Ukrainian soldiers from a mine explosion, underscoring the life-saving impact of their work. “The pride our employees felt in keeping those soldiers safe was unparalleled.”

He concluded with advice crucial for attracting and retaining young talent: “For those in the defense industry, our goal is to ensure our young employees, especially in Saudi Arabia, understand our mission. We want them to feel proud of keeping their homeland safe, supporting Vision 2030, and securing a prosperous future for themselves and their families.”

For those in attendance, the World Defense Show once again affirmed its status as a leading forum for collaboration, discussion, and innovation, providing valuable insights and practical opportunities for industry leaders to connect with the young talent needed to sustain growth and development.