According to the Global Services Forecast, the industry will need up to 585,000 new pilots by 2041, and judging by the current pace of hiring, airlines are starting to worry that meeting those numbers won’t be easy, if possible at all. These concerns can be felt in other areas of operation, too: the shortage of aviation mechanics, for example, in the United States alone stands at 24,000 and is only projected to increase in the coming year. Post-pandemic recovery, technological advances, and sustainability pressures are major contributors to this challenge, raising the question of how we might approach it differently in 2025.
Skills shortage, not demand
It’s no secret that the labor shortage in the aviation industry is exacerbated by the growing demand for air travel. With passenger numbers projected to return to (or even surpass) pre-pandemic levels in the near future, the industry is bracing for an even greater surge in demand, especially in emerging economies such as China, India and Brazil.
In China, for example, following the introduction of new aircraft such as the COMAC C919, the domestic market has never been more competitive and is beginning to challenge the dominance of the Airbus A320 and Boeing 737. Similarly, the US domestic airline market is experiencing a 6% increase in passenger traffic year-on-year, once again indicating the growing need for skilled professionals.
“As the pool of qualified candidates shrinks, competition between recruiters is becoming increasingly fierce,” explains Abdelmagid Bouzougarh, CEO of Aerviva. “In regions such as the UK, where a shortage of trained staff has left airlines struggling to meet the needs of European and international traffic, airlines are developing new strategies to address the problem, such as offering retired pilots the chance to return as flight crew or training instructors, illustrating the urgency of the situation.”
Rethinking training efforts
To address the skills shortage, aviation companies are having to rethink the way they train and develop their teams – a landmark shift in the broader corporate learning and development (L&D) landscape. Now, rather than blindly following traditional training models, also known as “one-size-fits-all” models, organisations are discovering the value of personalised learning paths.
“We have observed that a more personalized approach is key to increasing staff engagement, which has been shown to empower individuals to grow in ways that align with personal and organizational goals. In fact, companies that prioritize personalized learning initiatives are experiencing lower turnover rates,” notes Bouzougarh.
According to Flying Magazine, while larger airlines appear to be accelerating the pace of post-pandemic recovery, regional airlines remain struggling with staffing issues, with some still having to offer significant signing-on bonuses to attract new pilots. Smaller airlines, despite having limited resources compared to their larger counterparts, are also taking active steps to address skills shortages by forming strategic alliances with training providers, offering tailored learning paths, and encouraging a more diverse range of candidates to pursue a career in aviation. These cost-effective approaches can ensure a steady source of qualified talent, which is especially relevant for smaller players facing budget caps, seasonality challenges, and other constraints.
Other factors, such as technological advances or ambitious sustainability plans, also influence the increased demand for innovative technical training solutions. To keep up with operational changes, pilots and maintenance professionals need to deepen their knowledge of managing energy-efficient aircraft. When it comes to cabin crew training, due to increasing safety concerns and disruptive incidents with passengers, more attention is recommended to be paid to safety and conflict resolution skills. However, the complex and changing regulatory environment further complicates the need for ongoing training.
From automation to training
Long qualification times (for example, two years for basic pilot training in the UK and up to four years for air traffic controllers) are another factor contributing to the bottleneck in the aviation talent pool. Fortunately, automation and AI are here to alleviate some pressures. Flight simulators, for example, speed up the training process and give the opportunity to gain practical experience without the risks associated with piloting a real aircraft. In addition, predictive maintenance tools go a long way in reducing technician workloads, while AI-driven scheduling improves operational efficiency.
These modern solutions also remind us that the problem of skills shortages is twofold: one is responding to immediate needs, and the other is that certain positions are not getting the attention they deserve. “Today’s market is not limited to aerospace engineers or pilots: let’s not forget that we need data analysts to optimize maintenance programs and flight operations, software developers to create advanced flight management systems, and cybersecurity experts to protect those systems from external threats,” says Bouzougarh.
As jobs continue to evolve alongside technological innovations and trends, the only way forward is for airlines to invest in training, ensuring their workforce is future-ready. Findings from the How STEM World Works study show that nearly half of STEM specialists would rather learn the latest skills than earn more money. So not only do new employees need to be trained to meet the demands of modern aviation, but existing teams also need ongoing support for their professional development to stay ahead of regulatory and technological changes.
In addition to technical knowledge, soft skills such as communication, collaboration and emotional intelligence are increasingly desirable. Bouzougarh adds: “Industry leaders are calling for a greater emphasis on soft skills training, recognising that while technical competence remains crucial, human-centred skills will drive performance and safety.”
It is important to understand that while technology continues to advance, full automation of daily operations remains a distant prospect. Human expertise remains indispensable, particularly for pilots, crew members and manual ground operations.
The need for flexibility tops all trends
Looking ahead to 2025, the aviation industry’s approach to workforce development must be in line with broader global trends. The World Economic Forum’s Reskilling Revolution initiative, for example, aims to provide better skills and economic opportunities to one billion people by 2030. This initiative highlights the vital role of training and upskilling in addressing labour shortages across all industries, including aviation.
As Bouzougarh stresses, embracing a culture of continuous learning and innovation is essential to overcoming today’s challenges. Organizations that align their L&D strategies with the changing needs of their workforce will not only meet these challenges more effectively, but will also set themselves up for long-term success.
Source: Aerviva.