Aviation's formula for workforce resilience

As air transportation continues to soar, the aviation industry stands at a crossroads, grappling with a critical shortage of skilled professionals amid a wave of retirements. This reduction in labor is widening talent gaps, not only within aviation but across adjacent sectors, as companies outside the industry increasingly recruit aviation-trained technicians, electricians and other skill sets. The competition for quality aviation maintenance and manufacturing workers is intensifying, especially for those holding specialized credentials such as the airframe and powerplant (A&P) license.

With wages rising and competitors raising the bar for compensation, aviation employers can no longer rely on ad hoc hiring to meet workforce demands. To build a resilient pipeline of skilled workers, aviation leaders must embrace strategic workforce planning, emphasizing proactive recruitment and retention initiatives. This shift is essential not only to sustain growth but also to navigate both short- and long-term labor challenges. Overcoming these obstacles requires organizations to adopt a multifaceted approach that exceeds traditional recruitment tactics.

Offer competitive compensation and benefits

Offering competitive compensation and benefits has become essential for aviation companies seeking to attract and retain top talent in a challenging labor market. In our latest Job Seeker Survey, 43% of skilled trades workers and 40% of aviation workers say “pay” is the most important motivator for accepting a new job. Wages for A&P mechanics and other skilled workers have risen sharply over the past five years – nearly doubling for some skill sets. As a result, employers who adjust their pay structures to meet or exceed industry standards have strengthened their appeal to both new recruits and experienced professionals.

By keeping pace with inflation and evolving market rates, organizations not only entice candidates who might otherwise pursue other opportunities but also instill confidence in current employees that their skills and contributions are genuinely valued.

Beyond base salary, a robust benefits package further enhances a company’s desirability in a complicated labor market. Sign-on bonuses, completion bonuses, and relocation packages serve as powerful incentives, making positions more attractive to a broader pool of candidates. Flexibility in compensation and benefits also allows companies to adapt to shifting labor market conditions, ensuring they remain competitive in a dynamic industry. Ultimately, these strategic investments contribute directly to greater workforce stability, reduced turnover, and a stronger organizational reputation within aviation circles and other industries.

Leverage purpose and mission

The current labor market requires aviation employers to look beyond traditional compensation strategies and focus on communicating their organization’s mission and innovative projects as a central part of their talent acquisition strategy. Demonstrating a clear purpose helps foster a sense of loyalty, making employees feel invested in something larger than themselves. This can be a unique selling point in aviation, where workers can be key players on projects that benefit society while providing opportunities to get hands-on experience with the latest technology. When workers see their contributions tied to high-impact projects, such as space exploration or defense programs, they become motivated by the opportunity to participate in groundbreaking advancements. This sense of belonging to purposeful work is especially effective for attracting younger professionals, who often prioritize meaningful careers and opportunities to shape the future of aviation.

Moreover, leveraging the company mission is not just beneficial – it has become essential. The allure of a brand name alone is no longer sufficient to retain or recruit top talent; employees increasingly seek workplaces where the impact of their efforts is tangible and celebrated. By consistently communicating the broader significance of their work, aviation companies can differentiate themselves from competitors across industries. Connecting employees to a greater mission empowers organizations to overcome staffing challenges and secure a committed, purpose-driven workforce.

Bridging the talent gap with military experience

Targeting military personnel with aircraft experience isn’t a new tactic, but it remains an effective solution for addressing immediate labor shortages. By connecting these individuals to civilian aviation opportunities and guiding them through the process of obtaining the required training and documentation, companies can help veterans more efficiently transition into the industry. This partnership can extend to working closely with local Flight Standards District Offices (FSDO) to ensure these candidates can quickly navigate A&P license testing. For veterans, the traditional path to qualification – often taking up to 18 months – can be streamlined to as little as six weeks when they receive the right documentation and guidance.

Furthermore, because military discharge often comes with limited employment support, the aviation industry’s proactive outreach and structured onboarding are viewed as essential measures. Such efforts have gained wider acceptance among employers and are proving to be an impactful solution to the ongoing workforce shortages within aviation. By tapping into this highly trained talent pool, companies can infuse their organizations with fresh expertise and a disciplined approach to safety and operations.

Invest in training and upskilling programs

Stabilizing your workforce through dedicated training and upskilling initiatives offers advantages for organizations and individuals. Veterans, for example, represent a valuable talent pool whose experience can be harnessed to strengthen teams, while younger workers are often eager to find career paths that align with their ambitions. Addressing the aviation talent shortage requires thoughtful, structured programs that benefit all parties involved.

Increasingly, companies are collaborating with trade schools, community colleges, and other organizations to develop long-term staffing solutions. These partnerships are designed to create entry-level opportunities and facilitate hands-on training for new hires, ensuring that employees acquire the practical skills needed to excel in the industry.

Formal apprenticeship or knowledge-sharing programs are also emerging as a promising approach. The older generation of aviation mechanics and technicians are retiring, and companies need to make the transition to a younger workforce more efficient.

Pairing seasoned professionals with more novice or less experienced skilled workers is more established in other industries, such as construction and manufacturing. While not yet widespread in aviation, these programs are gaining traction as organizations recognize the value of collective effort in building a skilled workforce. By investing in and collaborating on robust training and upskilling strategies, companies can meet staffing challenges head-on and foster a pipeline of talent ready to meet the demands of the industry.

The aviation sector encounters a distinct set of challenges and considerations that are common across multiple industries. To maintain long-term stability, aviation employers should implement forward-thinking measures such as offering competitive compensation packages, leveraging purpose-driven recruitment initiatives and providing comprehensive training and upskilling programs to address critical workforce shortages. By strategically investing in the development of experienced personnel and emerging talent, organizations can cultivate a resilient and adaptable workforce equipped to meet evolving industry demands.

Aerotek
https://www.aerotek.com/en

About the authors: John Piver, is Director of Aviation at Aerotek, and Robert Jenny is a Strategic Account Executive at Aerotek