CV Tips to Get a Junior Manufacturing Engineering Job

Hiring Aerospace, Defence and Space talent hasn't got easier. It's become more selective. Organisations are competing for increasingly scarce skills across engineering, project controls, programme management, cyber security, software development and highly cleared environments. At the same time, experienced professionals have become far more discerning about the opportunities they pursue. Employer Value Propositions (EVPs) are becoming a critical part of talent acquisition strategy. Not because they're simply an employer branding exercise, but because they directly influence whether ADS professionals choose your organisation over another opportunity, and whether they remain engaged once they join. WHAT ARE AEROSPACE, DEFENCE AND SPACE PROFESSIONALS LOOKING FOR TODAY? Candidates are less likely to move unless the opportunity offers meaningful value beyond compensation. Whilst salary remains important, engineers, programme leaders and technical specialists are increasingly evaluating the wider environment they'll be joining. Candidates are consistently prioritising: Competitive compensation and benefits Long-term programme stability and security Meaningful work with real-world impact Clear progression and professional development opportunities Strong technical leadership and engineering culture Access to complex and challenging projects Confidence in programme funding and organisational stability The opportunity to contribute to critical national capability and innovation If these factors aren't communicated clearly, candidates often disengage before the process reaches offer stage. Purpose and impact are becoming increasingly important, particularly amongst highly skilled professionals who want to understand how their work contributes to something bigger. In Aerospace, Defence and Space environments, candidates are not only choosing a role. They're carefully selecting a programme, a mission and a long-term commitment. Job security has also become increasingly important. As organisations continue to navigate budget pressures, contract cycles and changing programme priorities, candidates are taking a more cautious approach to career moves. They are not asking: "Is this a better role?" They're actively questioning and deliberating on: "Is this a programme worth committing my expertise to?" FLEXIBILITY STILL MATTERS, BUT STABILITY AND PURPOSE MATTER MORE Flexible working continues to play an important role in attracting talent. However, in Aerospace, Defence and Space sectors, the conversation is often more nuanced. Security requirements, programme sensitivity and on-site delivery requirements mean flexibility can look very different to other industries. Whilst hybrid working remains an important consideration for many professionals, candidates are increasingly focused on wider questions around programme stability, organisational purpose and long-term career opportunities. They are assessing: The longevity of programmes and contracts The quality of leadership Opportunities for professional growth The complexity and significance of the work Whether the organisation is investing in future capability Flexibility remains important, but for many ADS professionals it forms part of a much broader decision-making process. WHY AN EVP MATTERS MORE THAN EVER Too often an EVP is reduced to: A careers page A list of benefits Generic statements about culture and values In reality, your EVP is the reason an engineer, programme professional or ADS specialist chooses your organisation over another. It should be visible throughout the hiring process, onboarding experience and day-to-day culture. Organisations with a clear and well-communicated EVP typically: Attract stronger specialist talent pipelines Convert more offers Reduce reliance on inflated salaries Improve retention within critical programmes Accelerate productivity for new hires Strengthen employee engagement and capability The strongest organisations are creating environments where people can make a genuine impact, develop their careers and contribute to meaningful programmes, then communicating that consistently throughout the hiring process. Where EVP is weak: Time-to-hire increases Candidate drop-off rises Recruitment costs increase Critical skills gaps emerge Programme delivery risks grow Attrition impacts organisational capability For organisations operating in highly regulated and technically complex ADS environments, talent challenges rarely remain recruitment challenges for long. They quickly become business risks.

Over 2000 roles are left open annually by UK aviation maintenance, leading to high reliance on an ageing workforce, overseas talent and short-term contract fixes. But businesses want to hire, and they have never been more open to addressing their talent pipeline. If you're a young engineer aspiring towards a well-paid and interesting career, you should consider training to become B1 Licensed. We've put together this step-by-step guide on how you can gain to access the industry and, eventually, your licence. 

After a successful visit to the Aerospace Wales Expo in Llandudno at the tail end of Q1, we sat down with aerospace, defence and space SMEs and employment lawyers to discuss the upcoming Employee Rights Act and how it impacts hiring strategy, culture and retention in the context of the new financial year. The Employee Rights Act 2025 is the biggest shake up in employment law that many of us will have seen in our lifetimes. It's a silent change in risk, workforce control and support and, potentially, programme delivery stability.

The UK space sector is growing at pace, but access to skilled talent is getting harder. According to the UK Space Agency, the UK space sector generates over £17 billion in annual income and employs more than 45,000 people. Growth ambitions continue to remain high, particularly in satellite technology, launch capability and space-enabled services. However, employers consistently report skills shortages across systems engineering, satellite communications, propulsion and ground segment operations.

Meritus Talent, as part of the Recolution Recruitment Group, has been awarded Level 2 Disability Confident Employer status through the Disability Confident initiative. This accreditation sits firmly under the first pillar of our CSR strategy: People & Inclusion – Creating Opportunity for All . Operating within aerospace, defence and advanced engineering, we understand the value of highly skilled individuals who think differently, solve complex problems, and drive innovation. Inclusive recruitment is not simply a moral imperative, it is a strategic one. By removing barriers and ensuring fair access to opportunity, we strengthen both businesses and careers. The accreditation also marks the launch of our Open Doors Pledge , a clear commitment to championing inclusive hiring practices across our own operations and within the organisations we support. We are not simply opening doors. We are holding them open. We will continue to evolve our processes, challenge outdated thinking, and support our clients in building accessible, future ready workforces.

The UK defence sector is growing. With increased geopolitical instability and sustained government investment, demand for skilled engineers, systems specialists and programme leaders continues to rise. At the same time, access to experienced, security-cleared talent remains constrained. For UK defence employers, ex-military professionals represent one of the most underutilised yet strategically aligned talent pools available. 

Hiring aerospace engineers in the UK is increasingly complex. Demand for systems engineers, propulsion specialists, manufacturing engineers and avionics experts continues to outpace supply. According to ADS Group , the UK aerospace sector supports more than 100,000 direct jobs and remains one of the country's most R&D-intensive industries, but this sustained investment in innovation has increased competition for highly-specialised engineers. For those hiring for aerospace vacancies, reactive recruitment is no longer sufficient.

The publication of the UK Advanced Nuclear Framework bears great significance for the UK nuclear market. By introducing the UK Advanced Nuclear Pipeline (UKAN) , structured project readiness assessments and clearer access to revenue support and National Wealth Fund financing, the government has reduced investment uncertainty around SMRs, AMRs and MMRs. 

What needs to change to address missing engineering headcount?