A recent asmag “Manpower Survey” has unveiled a startling truth about the security industry’s persistent struggle to fill vacancies: professionals are equally hampered by a lack of candidates with “the right qualifications” and an inability to meet “salary expectations.” A significant 48% of respondents identified both factors as a “big issue,” highlighting a profound double mismatch in the workforce.
(For a deeper dive into the numbers and insights from the “Manpower Survey,” explore this companion piece and the full results here.)
This suggests a troubling scenario: even qualified applicants often demand wages that don’t align with their skillsets or what employers can realistically offer. Many survey participants voiced frustrations, with comments ranging from “staff want the money but don’t want to work” to observations that “the new generation [is] not interested in working with their hands.”
However, some offered a more empathetic perspective, suggesting a broader generational disconnect. As one Vietnamese security service provider articulated:
“The main underlying issue is the mismatch between what younger generations expect from work and what many industries currently offer. Today’s workforce values flexibility, meaningful work, and continuous development opportunities, but many industries still rely on traditional structures that feel outdated.”
These insights underscore challenges that extend far beyond the security sector. To truly understand and address the manpower crisis, we must examine these interconnected factors and their specific impact on our industry:
- The ‘Great Realignment’ Post-Pandemic
- The ‘Silver Tsunami’
- The Mismatch in Skills
- The Wage-Price Gap
- The Prestige Deficit of the Security Industry
- The AI Factor
The ‘Great Realignment’ Post-Pandemic
The COVID-19 pandemic unleashed a formidable, if initially underestimated, **talent supply shock** across the global workforce. The sudden embrace of “work-from-home” policies left many industries, including significant segments of the security sector, scrambling to attract talent as they couldn’t offer similar flexibility.
During this period, countless professionals faced layoffs, furloughs, or intense work demands that pushed them to the brink of burnout. Many re-evaluated their career paths, deciding that the traditional trade-off between working hours and compensation was no longer sustainable. They sought roles aligned with personal passions or less demanding fields. Simultaneously, new entrants to the workforce encountered unprecedented conditions, profoundly shaping their professional expectations.
Despite popular narratives, robust data doesn’t indicate a mass exodus from labor-intensive industries towards less demanding, passion-driven roles. Economic realities, rather than idealistic aspirations, remain the primary force in the job market; most individuals must work to live. The pandemic did not magically conjure an abundance of easy, well-paying jobs.
**Verdict**: While the pandemic undeniably amplified the ‘manpower issue,’ the notion of a widespread ‘great realignment’ into ideal jobs isn’t the primary driver. Coinciding trends and underlying systemic factors bear greater weight.
The ‘Silver Tsunami’
The impending retirement of the “Baby Boomer” generation and the smaller cohort of Gen Z entering the workforce has become a widely discussed, often emotionally charged, topic. Some survey respondents even pointed to an alleged unwillingness to work among younger generations.
However, a closer look at demographic data reveals a more intricate picture, varying significantly by geography. Consider, for instance, a hypothetical 65-year-old retiring in 2026 (born in 1961). Globally, approximately 100 million people were born in 1961, compared to about 135 million in 2005 (the average birth year for a 2026 entry-level applicant). This theoretical 35% increase in potential applicants over retirees suggests no universal, overwhelming “silver tsunami” where an entire generation retires without new talent emerging.
Yet, certain regions face substantial challenges. In the UK, for example, 940,000 people were born in 1961, while only 730,000 were born in 2005—a 23% decline. Although immigration helps mitigate this impact, many UK companies are indeed grappling with a significant outflow of seasoned professionals and a struggle to recruit new talent. The demographic shift is palpable in these specific areas.
**Verdict**: The ‘Silver Tsunami’ is a tangible phenomenon, but its impact is localized and demographic numbers alone don’t constitute the overarching primary factor globally.
The Mismatch in Skills
The rapid evolution of technology has created a widening chasm between available skills and industry demands. Fifteen years ago, cybersecurity was nascent; just two years ago, AI agents were barely on the horizon. Today, security professionals—veterans and newcomers alike—must possess deep, practical knowledge of both. The skills gap is fundamentally a lag: technology advances at warp speed, while skill development, and especially professional training programs, trail far behind the industry’s accelerating needs.
A prime example: a comprehensive university degree specifically tailored for a security systems integrator is virtually nonexistent globally. While individual skills might be taught in various settings, they are rarely integrated into a cohesive, industry-relevant curriculum. Moreover, the expertise required for excellence in security system integration often falls into an educational void – somewhere between traditional university engineering and vocational trade school programs.
As a German security consultant, familiar with a robust apprenticeship system, aptly observed: “Vocational training and engineering degrees are too far apart, there’s nothing in between.”
One nation making significant headway in bridging this gap is Singapore. The Security Solutions Association of Singapore, SkillsFuture Singapore, and the Singapore Police Force’s Centre for Protective Security have jointly launched an initiative to establish clear career pathways for four distinct security job profiles, from advanced systems integration to technician roles.
This “Security Technologist Track” is critical because it aims to connect vocational training with engineering degrees, allowing technicians to progressively ascend the career and skills ladder, preventing them from being confined to entry-level positions.
**Verdict**: Innovative education initiatives represent the industry’s greatest hope. Creativity is paramount, with companies increasingly developing their own training programs or collaborating with external stakeholders to cultivate a skilled workforce.
The Wage-Price Gap
Inflation and soaring cost factors emerged as a dominant theme in the survey, cited over 15 times by respondents struggling with economic pressures. More critically, inflation acts as a powerful deterrent, influencing whether individuals join—or remain within—the security industry.
As one Singapore-based security consultant explained:
“The salaries in the industry cannot keep up with inflation. Talented youngsters who wish to have a good life (for example buying a house for the family they’re planning to have) simply don’t apply for security jobs because they know they won’t make enough money as an integrator.”
This sentiment resonates widely. Security roles are not just competing with “real tech jobs” that promise greater future prospects, but also with the seductive allure of quick money from social media influencing (cited eight times) or the flexibility of the gig economy. While achieving TikTok stardom might be an improbable dream for most, the appeal of gig work is undeniable.
In a rapidly shifting economy where job security can be volatile, young people highly value flexibility, hoping it positions them to seize emerging opportunities. Simply put: if installing complex security cameras offers similar pay to delivering food, the latter’s lack of long-term commitment and immediate exit option becomes a powerful draw.
**Verdict**: Persistent economic hardship will continue to shape the workforce landscape. While an immediate solution isn’t guaranteed, fostering empathy and understanding that all stakeholders—companies, employees, and jobseekers—are navigating the same financial strains is crucial.
The Prestige Deficit of the Security Industry
Security infrastructure often suffers from a perception problem: it’s seen as purely reactive, ideally never needed, and therefore adding no intrinsic value to organizations or society. This perception, while inaccurate, is stubbornly pervasive. Industry companies work tirelessly to counter it, showcasing how modern video security solutions, for example, can optimize processes and generate critical business intelligence.
Despite these efforts to redefine the narrative, the outdated image of a security guard monotonously monitoring multiple camera feeds in a dimly lit room persists. Similarly, the association of video security with intrusive surveillance and privacy breaches continues to plague public perception.
In essence, the security sector grapples with a significant image and branding challenge, severely hindering its ability to attract young talent. Many potential recruits associate security integration with unglamorous tasks like drilling holes for cameras or repairing locks – essential but often perceived as low-status work.
Could a greater emphasis on buzzwords like “AI,” “cloud,” and “critical infrastructure” elevate the industry’s appeal? While tempting, this approach carries risks. In an era where every sector champions AI, companies that overpromise risk eroding their credibility.
**Verdict**: The security industry’s prestige deficit is a long-standing issue, but in today’s fiercely competitive job market, it burdens the sector more heavily than others.
The AI Factor
Artificial Intelligence looms large as the undeniable “elephant in the room” in any contemporary discussion about the future of work. For the security sector, the emergence of AI presents a profound dichotomy: will advanced AI workflows automate tasks to such an extent that human labor requirements decrease, thereby alleviating the “manpower issue” but at the cost of job displacement? Or will AI-driven security systems become so invaluable, generating unprecedented data and business insights, that they spur industry growth, create new roles, and potentially *worsen* the very “manpower issue” they were meant to address?
Some survey respondents already reflect this uncertainty. A Vietnamese integrator, for instance, remarked: “Nowadays AI can replace some [roles in the] industry. Manpower is [no longer] so critical.”
The ultimate trajectory of AI’s impact on the security workforce remains speculative, and the broader implications for the future of work extend beyond the scope of this analysis.
Nevertheless, one truth is self-evident: today’s young professionals entering the workforce are acutely aware of AI’s disruptive potential. They inevitably question whether their chosen career paths will endure or be fundamentally transformed by automation. This narrative surrounding AI naturally fosters insecurity among young talent, making it harder for them to commit to a demanding, skills-based role in security or any other industry perceived as vulnerable.
**Verdict**: While AI won’t eradicate all jobs, it’s entirely rational for jobseekers to ponder the longevity and evolution of job profiles. Hesitancy among new talent is a natural response to this uncertainty.
What to Do? Strategies for Bridging the Gap
While some factors in this complex discussion are best addressed by moving beyond blame (e.g., generational finger-pointing), and others lie outside the security sector’s direct control, there are tangible areas where collective action can make a profound difference.
The most influential lever the industry possesses is **education and training**. The perceived skill deficit in recent applicant cohorts isn’t necessarily a failing of individuals, but rather a symptom of job requirements evolving at an unprecedented pace.
Companies must proactively take the reins, establishing robust, permanent internal structures to bridge skill gaps. This might involve comprehensive training programs or re-engineering workflows to minimize the impact of current skill mismatches. Leading examples like i-PRO, Amthal Group Companies, and ZBeta demonstrate effective strategies.
Furthermore, stakeholders must recognize they are not alone. Active participation in broader industry initiatives, such as the UK-based Skills for Security, is vital. These collaborations focus on upskilling the workforce for the collective benefit of the entire sector.
Finally, the industry needs to amplify its voice. Clear, consistent communication with policymakers is essential to advocate for reforms within educational institutions. These institutions often remain tethered to outdated curricula and practices that no longer align with the dynamic needs of the modern security industry.
Solving the “manpower issue” demands an all-encompassing, collaborative effort. Every individual and organization must engage actively and champion shared responsibility.