In this challenging aviation workforce environment, the need to find and retain talented employees has never been more critical. Specifically, business aviation is facing a dire shortage of pilots, maintenance technicians and other skilled aviation professionals.
Employee hiring and retention is especially challenging at small flight departments, according to a recent survey by NBAA’s Small Flight Department Subcommittee. Small flight departments see workforce management, training, safety and maintenance as the areas where they face their most pressing concerns, with hiring and retention, training, scheduling, building a safety culture and accessing the right parts being the specific issues that most concern them.
Given the nation’s low unemployment rate and the difficulty business aviation has in competing with other industries, especially commercial airlines, hiring and retaining employees is a constant battle. As a result, managers are looking for tangible, proven strategies that flight departments can use to retain their best people.
“I think a lot of things are going on that are challenging employee retention,” said Sheryl Barden, president and CEO of Aviation Personnel International, an aviation recruitment and talent agency. “Money continues to be a strong challenge to retention. It continues to be fueled by what’s happened with the airlines and how they have really turned to our industry to find talent. They’re offering lucrative money and promises of wonderful schedules, etc. Even though some airlines have slowed their hiring, the airline compensation contracts continue to put pressure on business aviation.”
This “frenzy” of pilots jumping between jobs can make those who remain question their decision, according to Barden.
“So, once that starts within an organization, you can perhaps see more of it,” she added. “However, I think there are so many things that play into retention besides compensation. Life balance, a predictable and balanced schedule, and a great workplace culture are all things that make aviation employees want to stay at their employer.”
In fact, money isn’t always the most important issue when it comes to attracting new employees or keeping existing workers, according to Scott Moore, PCC, CAM, and CEO of Moore Life Leadership.
“What is interesting is that money is not the biggest motivator,” Moore said. “Money can be a negative motivator if people think they’re underpaid and being taken advantage of. However, as long as compensation is reasonable and close to what other companies might be offering, it isn’t the big motivator.”
A Sense of Purpose
Quality of life is far more important, especially in the workplace, say the experts. Making employees feel like they are a part of a team and that their work and contributions matter is a big driver in employee retention. It really boils down to giving them a sense of purpose.
“If I said, ‘We’re going to dig a ditch across this field today,’ you’d look at me and say, ‘No, forget it. I’m not doing it,’” said Moore. “But if there’s a purpose; if this village across the field is going to have running water for the first time in its existence and people don’t have to walk back and forth carrying water, then people are more likely to dig that ditch. So, it boils down to establishing the core purpose of our mission, our organization and how we treat each other.”
Employees also need to feel positive about their company, the people who lead the business and, of course, their bosses. They also need to feel like there is a path forward in growing with the business. This ultimately is the key to driving high performance, the experts say.
“There needs to be some sort of career path, whether it’s to a larger airplane, whether it’s to a promotion in salary, whether it is, ‘We’re expanding the flight department and you’re going to be in the front,’ whether it’s all of these sorts of things,” added Moore. “They need hope, as well as belief in the organization and that the company’s thriving and growing.”
Case in point, a 2023 study by Gallup and Workhuman found that employee recognition that is “fulfilling, authentic, equitable, embedded in company culture and personalized to the individual” helps create an environment where employees and the business can both succeed.
Strategic Approaches
Improving employee retention in business aviation involves strategic approaches to keep skilled professionals engaged. Here are some effective strategies:
- Know Your Competition: Understand what major airlines offer in terms of compensation, benefits, and work/life balance. Compare your company’s policies to ensure they remain competitive.
- Creative Compensation Plans: Annual cost-of-living pay increases, holiday bonuses and modest retirement-fund matches are no longer sufficient. Consider more creative approaches, such as:
- Twice-Yearly Raises: Instead of annual raises, provide them twice a year.
- Retention Bonuses: Offer bonuses tied to employee tenure.
- Increased Retirement Contributions: Match contributions based on years of service.
- Competitive Pay Differentials: Adjust salaries as needed to stay competitive.
- Educational Benefits: Support continuous learning and upskilling. Offering opportunities for employees to improve and move into different roles can enhance job satisfaction and retention.
Recruiting new employees can be just as challenging as retaining existing ones. Again, compensation is important, but doesn’t have to be a deal breaker when competing with the airlines or other large companies.
“I think this is easier than we try to make it out to be,” said Dustin Cordier, founder and head coach of Step Zero Coaching. “We try and compete with these giant companies that have these comprehensive pay packages. There are people who are attracted to that, but there are several billion people on the planet, and so there are people who are looking for you.”
Cordier said one of the most important considerations for companies in business aviation that are recruiting new talent “is clarity in your own organization.”
That starts with companies defining who they are and what they stand for and highlighting the opportunities and benefits they offer their employees.
“What are your guiding principles?” said Cordier. “And then where are you going, what’s the vision for the company, where’s it going to be in 10 years? An example of this is to think about a job posting that says, ‘I’m recruiting a team of bold, smart thinkers to be the first to put a human on Mars,’ versus a job posting that says, ‘Data analyst, competitive pay.’ Again, there’s power in clarity.”
Also, creating an inclusive culture that attracts people from different backgrounds can go a long way toward growing the workforce and helping the industry meet projected shortfalls in pilots, AMTs and other aviation professionals.
Making It Happen
All this sounds good, but many operators – especially the smaller FBOs and flight departments that are most common in business aviation – may ask, how do I make this happen?
Many managers in business aviation were pilots first and grew into leadership positions, but many do not have the management training that helps them be more effective in hiring and retaining employees.
“I do think it is an issue for business aviation,” said Barden. “I think it often is because you take the pilot who’s spent his or her career flying the airplane and then promote them to a management position. But where have they gotten their training and where have they gotten the exposure to managing people?”
All the more reason to mentor talented employees and give them the training they need.
A mentor is no longer someone who dictates the way things should be to a younger or less experienced individual. In fact, a modern-day mentorship is a collaborative partnership between an experienced individual and someone who desires to learn. NBAA’s Mentoring Network offers a platform to bring mentors and mentees together. Find out more at nbaa.org/mentor.
“If you haven’t learned about leadership, go learn about leadership,” said Moore. “Step one is train yourself. If you’re moving into a leadership role, go to the NBAA Professional Development Program courses, get an MBA – whatever you’ve got to do – but learn about leadership.”
Review NBAA Professional Development Program courses at nbaa.org/pdp
International Business Aviation Council Ltd.