Remember the maintenance and pilot shortages that plagued our minds before the actual “plague” of COVID-19 arrived? The pandemic brought on furloughs, layoffs and closures, which seemed to temporarily freeze those shortages. Some out-of-work but highly-skilled professionals filled open positions in our industry, while others took early retirement or left aviation for other work opportunities. However, as the economy comes back, the industry still faces long-term staffing shortages and the need to get back to business quickly.
For leaders, the solution lies in approaching the problem along three dimensions: First, how to find good candidates. Second, what initial training is done to incorporate new hires into your organizational culture? Third, with the high demand for stellar employees, organizations must keep their teams engaged and ensure that everyone is motivated to do his or her part to be mission-ready.
When searching out candidates, we often hear the phrase, “hire for attitude; train for skills,” but don’t often see this in action. Many think “multi-million dollar aircraft“ and immediately seek personnel with years of aircraft experience, preferably on the same type(s), working in a similar work environment, and who — hopefully — think exactly like we do. But no organization can survive without the innovation that comes from diversity of thought, experience and background. And your organization and the business and general aviation industry gain so much when employers truly hire for attitude and cultural fit, moving beyond rigid experience requirements and people who look and think the same.
Where to begin? Consider hiring interns or recent graduates of aviation degree programs. The enthusiasm and passion these potential employees have could bring innovation that far outweighs the spool up time. One of our clients recently mentioned a young, new hire converting discrepancy records to digital forms on iPads, which the technicians could easily carry around and use to interface with other aircraft documents and records — streamlining a crucial job function. Others have found that interns become a part of the culture so quickly that they become the obvious choice for full-time employment when available.
You can also reach out to associations such as The University Aviation Association, Women in Corporate Aviation, The Organization of Black Aerospace Professionals and other wonderful organizations who would be happy to help with hiring gaps.
Once you have your new hire(s), make sure your onboarding process sets them up for success. Yes, provide competency training for skills, company requirements and standard operating procedures. But also ensure that they understand all expectations — written and unwritten — and learn your company’s values as thoroughly as its processes and procedures. Establish a mentorship program that continues the learning and guidance beyond established indoctrination classes. Far too often, organizations provide only procedures manuals and computer based learning, only to wonder why new hire stake so long to “get up to speed.”
Finally, whether you have a team of new hires, a veteran staff or a combination of both, it is imperative that you constantly communicate your vision and continue to develop the talent on your team. Most business and general aviation professionals are dedicated to their jobs and want to engage with their full mental and physical capabilities. Greet that positive attitude with clear vision and expectations, empowerment and development opportunities. It may be tempting to save time and money by not providing professional development opportunities for your staff, but in an environment where great employees are in short supply, it is imperative to develop the people you intend to keep. Additionally, leaders who are open to feedback and input around organizational goals are far more likely to retain their valuable teammates than those who rely strictly on the command and control dynamic.
As business aviation continues to climb back to its pre-pandemic levels, the personnel shortage will undoubtedly return as well. However, with a holistic, three dimensional approach your organization will still be able to attract, retain and grow the talent you need.
Lisa Archambeau is the vice president, facilitator and strategist for ServiceElements, a company that helps organizations in the business aviation industry elevate the power of excellent service to increase their value proposition. She has been in bizav training for 30-plus years and is a Certified Flight Instructor.
