The business aviation industry is facing an acute talent shortage, with recruitment challenges impacting pilots, engineers, ground handling and operations staff worldwide. Industry experts gathered at a panel discussion, sponsored by Hunter Palmer at this year’s British Business and General Aviation Association’s AGM, to examine the growing crisis and explore potential solutions.
Andrew Middleton of Zenon Aviation, who has been in aviation recruitment for over 30 years, described the situation across the industry as “unprecedented.” “I’ve never seen the global market this tight. The demand for aviation professionals has surged, with a 38% increase in commercial and sales roles, a 32% rise in pilot and engineer demand, and a 9% uptick in ground and flight operations compared to last year,” Middleton said. “The Middle East, in particular, has seen an increase from 1% in 2023 to 4% in 2024. Large organisations that have never contacted us before are now reaching out because supply is simply not meeting demand.”
The Root of the Problem
Middleton pointed to a lack of new talent entering the industry and an aging workforce as key factors behind the crisis. “In 2000, there was significant investment in aviation recruitment, but that has dwindled over the years. Now, with many experienced engineers retiring, there aren’t enough new professionals stepping up to replace them. Boeing has forecasted that the industry will need 674,000 new pilots in the next decade to meet aircraft delivery demands. But where will they come from?”
The shift of business aviation personnel to commercial airlines is exacerbating the problem. “Pilot salaries in the commercial sector increased by 19% last year alone, making it difficult for business aviation companies to compete. Companies are now being forced to invest in cadet programs for pilots straight out of school or university, an enormous financial commitment,” Middleton explained. He alluded to one unnamed European firm which is “currently recruiting 200 cadets and funding their entire training.”
Recruitment methods have also evolved. “Posting an advert and expecting candidates to apply no longer works. We now have to make use of platforms such as TikTok, Facebook, and LinkedIn to reach young talent,” Middleton added.
Companies Taking Action
Paul Cremer of Head of Aviation at Gama Aviation emphasised the need for proactive talent development. “There’s a shortage of engineers and operations staff. We decided the best way to strengthen our workforce was through apprenticeship schemes. These programs offer a mix of classroom training and real-world experience, ensuring a steady flow of skilled professionals,” he said.
Anna Atkins HR partner at Bombardier, based in London Biggin Hill, echoed this sentiment. “Apprenticeships are becoming an essential strategy for us. As a leading OEM in the UK, we can take on larger cohorts, with an average of 15 apprentices per intake. This gives young people long-term career security,” she stated.
Jason Hayward, General Manager at Universal Aviation highlighted the impact of the pandemic on retention. “For 10 years, we didn’t lose a single employee. But after COVID, that changed due to early retirements and pay concerns,” he said. “We had to rethink our hiring approach and now involve team leaders early in the interview process. We’ve also introduced a generous referral scheme, and are targeting candidates with strong people skills, which is key for working in the FBO sector. Around 30 per cent of our staff now come from the hotel industry.”
The industry’s future
“Retaining staff means providing opportunities for growth within an organisation,” said Atkins. “Stability is also key,” added Cremer. “Business aviation companies, particularly those involved in special missions, offer long-term career opportunities that need to be highlighted.”
Hayward noted that the appeal of business aviation is often underestimated. “While commercial aviation can feel like a ‘sausage factory,’ business aviation is more dynamic. You interact with government officials, handle medical flights, and facilitate high-level business meetings. It’s an exciting industry to be in and we need to better communicate these unique opportunities.”
Middleton stressed the importance of outreach efforts to attract new talent. “Careers events and work experience programs are crucial. We need to be more visible in schools and universities. The military and banking sectors do it—why not us?” Atkins added that “social media influencers like ‘Mo the Airport Guy’ are bringing aviation into the digital space, but we need to do more in terms of positioning ourselves as an industry in front of the next generation.”
Another potential solution is regulatory reform. “When the UK was part of EASA, we could freely move pilots between countries in Europe. Rejoining EASA would ease hiring challenges and help control rising salaries,” Middleton argued.
Finally, the competition for engineers is fierce, with industries such as wind energy, nuclear, and rail luring aviation talent away. Addressing this challenge will require significant investment, innovation, and a coordinated industry-wide effort to make aviation a more attractive career path and invest.
As the talent crunch intensifies, business aviation companies must act swiftly to secure their future workforce. The industry’s ability to adapt and invest in new recruitment strategies will determine its long-term success.
Image caption: Business aviation stakeholders address the talent crunch. (left to right – Jason Hayward, Universal Aviation; Andrew Middleton, Zenon Recruitment; Anna Atkins, Bombardier; Paul Cremer, Gama Aviation; Mark Jenkinson, Hunt and Palmer).
News article published by Chloe Greenbank on www.regionalgateway.net
