Opinion: Aviation’s Battle For New Talent, Workplace Synergy

There is an elephant in the room, and it is time to address it.

Aviation organizations worldwide rely on the quality of their talent—and competition for top professionals is fiercer than ever. Not only are we facing inter-industry rivalry due to talent shortages, but we are also up against industries that embrace cutting-edge tech, flexible work environments and diversity.

As a specialist aviation recruiter and headhunter for the last 18 years, I have spent my career discussing talent-related topics with aviation clients across the globe. This year, however, one topic keeps re-emerging: generational divides.

For possibly the first time, our workforce is composed of four (soon to be five) generations co-existing side by side. As a result, we are seeing unprecedented divides in how different generations view work and define a job.

Generally, Baby Boomers respect authority, show fierce loyalty and value hard work and personal sacrifice in pursuit of career goals. Fast forward to Generation Z—the “digitally native” generation—and we see shifting priorities, with a strong reliance on technology, a preference for remote work and an emphasis on work-life balance, sometimes even over career progression.

To be clear, these differences in work ethics are not about right or wrong; they reflect the evolving landscape of work and today’s society. Each generation may indeed have valuable lessons to offer the other. However, these contrasting work styles and core values naturally breed tension, and with salaries on the rise due to soaring rents and living costs, heightened employer expectations are putting additional pressure on an already fragile employee-employer relationship.

Returning to aviation more specifically, Boeing recently estimated that 674,000 new pilots, 716,000 maintenance technicians and 980,000 cabin crew members will be needed to support the global commercial fleet over the next 20 years. If these predictions are even close, the industry has its work cut out. I believe that the first step is for aviation leaders to commit to understanding the nuanced perspectives of younger generations and making every effort to create entry-level opportunities across all business units for young people.

Put simply, for aviation companies to remain competitive and sustainable, it is crucial to adapt to generational shifts and not only attract talent but, equally importantly, to retain it. Organizations that fail to prepare for this workforce evolution will do so at their peril.

While the entry of Gen Z (and soon Gen Alpha) brings fresh energy and perspectives, adapting to meet their expectations will not be straightforward. Some roles, by their very nature, may not offer flexible working or significant career progression. Given this reality, I believe the industry has a responsibility to be honest and transparent about these limitations.

The potential I see in Gen Z is encouraging and I look forward to the energy these young, inquisitive minds will bring to our dynamic industry. That said, younger professionals can benefit from recognizing that career growth, flexibility and earnings are built over time through experience, dedication and adaptability. The old adage “Rome wasn’t built in a day” has never felt more relevant.

William Finden is the managing director and founder of Oaklands Global, a leading recruitment and executive search firm dedicated to the international aviation and aerospace markets.