Demand for air travel has surpassed pre-pandemic levels and is on course to double over the coming two decades.
To accommodate this growth, CAE's 2025 Aviation Talent Forecast suggests close to 1.5 million new staff will be needed by the industry over the next decade. This includes
At the same time, the industry’s digital transformation is accelerating, modifying every aspect of the business.
This combination of growth and new skillsets has intensified aviation’s search for new professionals. Human Resources (HR) is therefore faced not only with a huge requirement for talent but also a move beyond their traditional framework as new technologies and business priorities emerge.
Careful consideration of numerous factors can, however, yield a workable strategy that attracts and retains staff. Such factors include:
Staff requirements are not just a function of growth. Aviation is far more dynamic than most other industries and there are multiple internal and external trends playing into the attraction and retention of talent.
The nature of these jobs is evolving. AI, automation, and advanced analytics are reshaping how airlines operate, from predictive maintenance to crew scheduling. Sustainability targets are opening entirely new fields in SAF, hydrogen propulsion, and next-generation aircraft design. Future careers will be less about repetitive tasks and more about managing advanced systems, integrating data science with engineering, and designing greener technologies.” - Professor Ahmet Bolat, Turkish Airlines Chairman
Core aviation roles such as pilots and engineers will always be essential to the industry, and their recruitment and training will remain high on the HR agenda. The main challenge in these areas is an ageing workforce and the potential loss of critical knowledge.
Despite this, aviation continues to attract new talent. As Professor Ahmet Bolat, Chairman of Turkish Airlines, observes on Airline Magazine, “aviation remains one of the most attractive career paths for young people.” Bolat notes that the fundamentals are strong, with jobs continuing to be available and offering competitive pay, long-term stability, and a rare opportunity for global mobility.
Attracting professionals to the industry is becoming more complex due to new dynamics within aviation, notably the rise of advanced air mobility such as drones and air taxis. Many organizations in these sectors have strong financial backing and can offer both an exciting new aviation field and competitive salary and equity packages.
It should also be noted that aviation remains a people-driven industry, making the recruitment and development of emotional intelligence increasingly important.
But aviation is also entering a brave new world thanks to its digital transformation. Whereas an operational focus previously dominated HR, the emphasis now is on a different set of occupations.
The advance of technology will create a range of new roles, particularly in data-driven fields and at managerial level. Airlines do need to be wary, though, as technology specialists are considered to be sector-agnostic and less loyal than typical aviation employees. HR will also need to solve a salary issue, with aviation struggling to compete with other tech sectors.
Even so, an increasing need for data scientists and technology specialists is a notable HR trend. Moreover, positions such as airline network planning and revenue management are changing, making new skills and training the order of the day. A training needs analysis can help HR identify any shortfalls.
IATA’s Learning and Development Podcasts also refer to the onboarding process as a key to success when hiring new skillsets. Airlines are thought to be less effective at onboarding than other industry sectors, often due to the complexity of operational and business processes. This is becoming especially acute as carriers more often hire talent from outside the industry. Techniques for improving onboarding are included in IATA’s Human Resource Management course.
There are an increasing number of job opportunities in sustainability. The industry is committed to achieving net-zero carbon emissions by 2050 and building effective sustainability teams will be essential for success. New roles in such areas as sustainable aviation fuels, non-CO2 emissions, and corporate social responsibility will feed into talent attraction.
The employee life cycle is a strategic framework for building a resilient, engaged, and successful workforce. By focusing on personnel from attraction to exit, employees feel valued, supported, and motivated, driving business success.
HR professionals in aviation need practical skills across the employee lifecycle. Their role is to foster an environment where employees can excel. Although formal training is widely available, effective HR involves a holistic approach to the employee relationship.
To build a learning culture, continuous development must be a core value. Leaders should demonstrate this, resources must be accessible, and workplaces should encourage experimentation, feedback, knowledge sharing, and recognition of growth. If formal and informal learning are properly blended, personal development and business goals can develop hand-in-hand, boosting engagement and innovation.
Promoting ongoing learning drives continuous improvement and professional growth, as does wellbeing. The requirements of a modern workforce encompass physical, mental, social, and financial wellbeing, and these must be embedded in a supportive and flexible workplace culture. These expectations drive engagement, productivity, and retention and can no longer be considered optional.
Given the volatile nature of the industry, the aim is to create a resilient professional with strong problem-solving and decision-making skills.
Providing more substantial training both initially and throughout a career has grown in importance. HR needs to ensure employees remain engaged throughout their career and have the tools available to feel they are growing both their own skillset and the success of the organization.
There is a world of possibilities in formal training in all aviation functions, from location to format. This is a key tool in talent retention, a show of commitment from the organization and a means of constant reskilling or upskilling that keeps driving the business forward.
“If you take a Swiss watch, what parts do you not need to make it work? None. And it’s the same in an airline. We have to show that there are so many opportunities to exploit.
- Enda Corneille, IATA Instructor on the Learning & Development Podcast
From self-study to a formal classroom environment to gamification, the key for airline HR is to understand employee training needs. This can include new skillsets even if a “guard rail” is put in place to ensure that employees feel comfortable and can focus without undue pressure.
There is also a move toward Competency-Based Training and Assessment (CBTA). CBTA is based on the
Aviation areas where CBTA has taken hold include aircraft handling and loading, dangerous goods handling, and passenger and baggage handling.
Leadership transitions are inevitable making succession planning a vital element in HR strategy. For aviation, a change in leadership has significantly more impact on safety, performance, and business continuity than in other industries.
To ensure organizational resilience, there must be no interruption in institutional memory. Succession planning goes beyond the transfer of technical expertise; it also safeguards company culture and the many human and contextual factors that influence sound decision-making.
As Enda Corneille, IATA Instructor, emphasizes in the Learning and Development Podcasts, culture is a leadership responsibility that cannot be delegated. “The culture comes from the top,” he explains, “[it] must show that the company is serious about its people and that there is a relationship with the teams.” While commercial objectives remain essential, effective leaders also prioritize managing and supporting their teams, caring for their people, and creating clear opportunities for progression. “In all of that,” Corneille adds, “you are creating a business that is attractive.”
When leadership development and succession planning are aligned with these principles, organizations are better positioned to sustain performance, retain talent, and navigate change with confidence.
Attracting talent has rarely been an issue for aviation. The industry is rightly seen as an exciting proposition and cuts across cultures. Despite this, the demand for air travel combined with the sector’s business and digital transformation has created an urgency for new staff and new skillsets.
The need for IT ability, commercial acumen, and sustainability insight puts the sector in direct competition with emerging industries that may appeal more, and pay more, to a younger generation. The challenge is to highlight the unique culture and characteristics of an industry that is embarking on an exciting journey to a commercially focused, net-zero, digital future.
Is your organization ready to be on top of these new HR trends? Ask yourself the following questions to assess your reactivity to these industry changes.
IATA Training offers comprehensive training in HR, including a diploma. Courses cover traditional responsibilities and modern HR trends using real-world examples and industry-focused tools. IATA also offers Learning and Development Podcasts. Develop best practices in effective HR strategies and learn how to balance business performance goals with employee engagement, growth, and retention.
