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Considering tomorrow’s workforce in the aviation sector

Workforce challenges are a leading concern for the aviation industry, as global priorities shift and new technologies emerge, with organisations considering actions to mitigate risk both in the short- and long-term.

20/08/2024 · 7 minute read

Workforce challenges are a leading concern for the aviation industry, as global priorities shift and new technologies emerge, with organisations considering actions to mitigate risk both in the short- and long-term.

Pilot and mechanic shortages have been a persistent concern for airlines in particular, with the potential to disrupt business and personal travel, as well as global supply chains. Attracting talent is now an universal issue, as highlighted by Mercer’s Global Talent Trends 2024 report, which found that fewer than half (46%) of executives surveyed were confident their organisation can meet customer demand with its current recruitment model.

To address these issues, organisations across the aviation industry are integrating a diverse range of solutions. Leaning into diversity, equity, and inclusion is now not only regarded as of paramount importance by organisations but is also recognised as a way to attract top talent. Organisations are integrating other approaches — both new and old — into the recruitment process, while exploring methods to upskill and retain employees to drive efficiencies. Additionally, more is being done to support the wellbeing and mental health of employees across the sector, including raising awareness of the typically-taboo topic of pilots’ mental health.

AI and social media checks used to attract top pilots

Attracting first-class talent is as important as ever for the aviation sector but continues to be challenging given the current pilot shortages and other workforce gaps. To elevate their recruitment practices, organisations are implementing new technologies as well as reinstating more traditional methods.

AI and data automation are increasingly used for pilot recruitment. Until recently, many airlines spent an excessive amount of time reviewing candidate applications for pilot positions that would ultimately be rejected. By incorporating data automation into the hiring process, unsuitable applicants are rejected more quickly, allowing for human intervention at a strategic moment to nurture appropriate candidates and persuade them to join the airline. Additionally, AI can be used to predict whether a candidate will match with the culture and values of the organisation.

Reference checks are seeing somewhat of a revival in the hiring process for airlines, in recognition that, while a positive reference may not hold significant weight, a lukewarm or bad reference offers valuable insights. Airlines have started screening the social media accounts of prospective candidates — the rationale being that red flags, such as displays of intolerance, harassment, or other concerning content on social media, may indicate how an individual might behave in and around the cockpit.

Talent development and retention drive efficiencies

Across the aviation sector, many different approaches are being taken to retain, as well as upskill and multi-skill workforces. To facilitate career development for pilots, many airlines have established pathways in collaboration with partner airlines to allow pilots to transition from the rank of first officer to captain, at which point they assume the role of pilot in command. Some graduate training schemes also include a rotational programme allowing new recruits to gain diverse experiences by working in different areas across the business, including in overseas markets.

Organisations can achieve efficiencies by enabling employees to change their career paths within their businesses, reducing the likelihood of them considering opportunities elsewhere. Internal career development can improve business continuity, as employees are familiar with a company’s operations and culture, while organisations can capitalise on the skills and knowledge already in the workforce. Complacency and associated risks and safety concerns can be avoided by engaging employees through new opportunities.

Organisations commit to diversity, equity, and inclusion (DE&I)

The aviation industry continues to face difficulties in attracting and retaining employees of different ages, genders, ethnicities, and sexual orientations. Even more serious, is the disparity in the representation of women in leadership positions and glaring lack of female pilots. In 2023, the Centre of Aviation estimated the percentage of women airline pilots globally at between 4% and 6%.

Organisations in the industry are taking actions to promote DE&I. They are implementing best practices such as creating a vision for DE&I at an organisational level, establishing a well-defined roadmap to achieve their goals, and governance measures to track DE&I progress, with clear accountability for reaching targets. To address the imbalance of women in management and leadership, aviation organisations are increasing the visibility of women in the sector and setting up sponsorship programmes for potential women leaders to aid their journey to the top.

Addressing the gender pay gap is also a priority for many airlines and is seen as a way of raising the profile of their organisation in a competitive marketplace to attract talent. Some are choosing to adopt a policy of transparency on the issue. They are stating clearly that they are committed to being an equal pay and opportunity employer to differentiate their organisation from others that may be less forthcoming about pay disparity.

Additionally, aviation organisations are participating in events organised by the National Gay Pilot Association, Women in Aviation International, and Organisation of Black Aerospace Professionals, for example, to cast a large net into the pool of potential candidates.

These actions appear to be leading to some progress. Signatories to a global initiative — 25by2025 —  established in 2019 by the International Air Transport Association (IATA) to enhance DE&I in the aviation industry, reported from 2021 to 2022 over 1,000 new female pilots (an increase of 25%) in their ranks and 28% of women in senior roles, versus 24% in 2021.

Wellbeing: A key focus of employee packages and benefits

As employees shift priorities and work-life balance to increasingly give precedence to their wellbeing, organisations across the aviation industry are having to rethink their employee value proposition.

An attractive salary is not the only consideration for a large number of employees. Pilots entering the workforce, for example, may prefer flying day trips that allow them to be at home in the evening to spend time with their families, as opposed to long-haul trips, requiring 10-15 days away from home.

To improve the professional wellbeing of flight attendants, some airlines have introduced boarding and holding pay. Traditionally, flight crews are only compensated for time spent up in the air — from “wheels up to wheels down” — so are not paid for the time spent boarding the flight.

Where possible, hybrid working has increasingly been introduced across the aviation sector with the aim of promoting wellbeing. However, while many employees in the sector are required to be physically present in their place of work, there are currently individuals working from home who want to be in the office more — and vice versa — suggesting hybrid working policies may need to be developed further.

Examples of other initiatives introduced by aviation companies to support employee wellbeing include: flexible public holidays, access to 24/7 gyms and GP services, and support for senior care in recognition that many employees are part of the “sandwich generation” — caring for both aging parents as well as their own children.

Ending the “culture of silence” surrounding mental health

Whether the barrier is perceived or real, many pilots are often reluctant to meet with professionals to disclose mental health issues they may be experiencing because of a fear they could potentially lose their medical certificate and ultimately their livelihood.

This is at a time when pilots may still be suffering as a result of challenges brought about by the COVID-19 pandemic.

In one study, more than a quarter of pilots reported they withheld information during Federal Aviation Administration (FAA) health checkups.

Some airlines have established pathways to facilitate pilot access to medical professionals and to raise health awareness more generally. These pathways include digital platforms — some of which include AI-driven assessments — enabling employees to track their mood and state of mind and access self-help material. Mercer experts have seen these pathways result in a 9% reduction in number of claims for mental health, a 16% reduction in the average cost of claims, and a 60% improvement in therapy outcomes. Overall, preventative interventions have provided a much better return on investment than therapeutic interventions.

Peer-to-peer support initiatives are also becoming more widespread in the industry, with some airlines providing flight crews with access to webinars that deal with grief and other challenging issues. Some airlines also now grant pilots up to 25 sessions with a clinical psychologist — instead of the standard 10 sessions — to better address mental health issues.

Shaping tomorrow’s workforce today

Against a backdrop of human capital shortages and revolutionary technological advances, ranging from artificial intelligence to virtual reality and advanced equipment, it is crucial for the aviation sector to plan for the workforce of the future — today — so that risks can be managed and mitigated.

Organisations across the industry need to find ways to best leverage their workforce, to make use of new innovations, and capitalise on opportunities. Meanwhile, maintaining a steadfast commitment to diversity, equity, and inclusion, and prioritising employee wellbeing and mental health is crucial to preserving organisations’ most valuable assets – their people.

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