Fit for the future

The aviation sector faces challenges in recruiting and retaining a talented workforce. Alex Preston looks at how to build an aviation workforce that suits every skillset and every passion.

While there may be some short-term uncertainties, it is agreed that in the long-term demand for air travel will continue to grow, outpacing global economic growth over the next two decades.

Aircraft manufacturers are predicting passenger traffic growth of between 3.6-4.2% annually during this period necessitating a doubling of the global fleet size as airlines add capacity to meet travel demand.

But meeting this growth is predicated upon the adequate supply of personnel. Aviation’s digital transformation is creating an urgency for new staff and new skillsets, and commercial carriers will need substantial hiring and training throughout the aviation ecosystem to sustain the global commercial fleet.

However, as Sam Sprules, Managing Director of aviation recruitment specialists AeroProfessional observes, whilst passenger demand has recovered, the availability of experienced professionals has not kept pace, and that gap is now visible across the industry, with the shortage of experienced individuals having a direct impact on airline operations.

“The pressure is greatest among pilots, licensed engineers and other niche, highly skilled roles, where experience is essential. Training takes time, there are bottlenecks in the system, and these roles can’t be replaced quickly. Shortfalls in these areas continue to affect capacity, reliability and resilience,” he states.

Marie-Christine Cloutier, Vice President, Strategy, Business Performance & Marketing at CAE Aviation agrees that the shortage is significant and global.

“According to the 2025 CAE Aviation Talent Forecast, the industry will need approximately 1.465 million new civil aviation professionals by 2034 to address retirements, attrition, and fleet growth,” she says. “All major roles are affected, including pilots (300,000), cabin crew (678,000), aircraft maintenance technicians (416,000), and air traffic controllers (71,000). The issue is global, with particularly strong demand in Asia-Pacific, North America, and Europe while emerging markets are gaining momentum and need an increasing number of professionals over the coming years.”

As Sprules notes, “Asia-Pacific, the Middle East and parts of Africa are expanding quickly and need experienced professionals to support that rapid rate of growth, while Europe and North America are dealing with high retirement rates and intense competition for experienced pilots, engineers and other niche roles.”

A constant issue
According to Global Aerospace, a leading provider of aviation and aerospace insurance, aviation has wrestled with the persistent problem of a growing talent shortage for several years.

In a company post, Aviation Talent Shortage: Making Headway on a Critical Issue, the company writes that aviation has found it difficult to move the talent supply in a positive direction for several reasons. One is the advancing age of the workforce with many aviation professionals at or quickly approaching retirement age.

“That wouldn’t be a problem if there were a strong pipeline to fill the impending vacancies. However, a second aspect of the talent shortage is that aviation today finds itself competing with and losing to other industries, like technology, that seem to have surpassed it in terms of their ability to attract and retain workers,” the company writes.

So, is the issue one of recruitment, retention or both?

“It’s both, and the two are closely linked,” remarks Sprules. “Recruitment is challenging because the pool of experienced, qualified people is limited, particularly in roles like pilots and licensed engineers, as mentioned. At the same time, retention has become just as important, as experienced professionals have more choice and are increasingly selective about where and how they work.”

He asserts that airlines that struggle with retention often find themselves in a constant cycle of hiring, which adds cost and instability. Those that focus on engagement, working conditions, culture and long-term workforce planning, supported by a clear and compelling Employee Value Proposition (EVP), tend to be in a much stronger position to attract and retain the right people, he contends.

“We support airlines not only by helping them hire, but by advising on how roles are positioned in the market, how benefits and career progression are communicated, and how their EVP is reflected consistently across recruitment and employer branding. This joined-up approach helps us improve both attraction and retention over the longer term.”
“Both,” agrees Cloutier, who says that meeting the demand for civil aviation over the next decade will require bold thinking and innovative approaches, not only to attract the next generation of aviation professionals, but also to ensure they are trained with the precision and agility that today’s industry demands.

“Over the past years, there have been a significant number of retirements and high attrition rates – and more retirements are coming – meaning there is a need to recruit large numbers of new entrants to meet growth and replacement demand. Our analysis finds that over the next 10 years, 83% of aircraft maintenance technicians will put their tools down and about 50% of pilots worldwide will be new to the profession,” she says.

She highlights another important factor. “We also must understand that not all those recruited to train complete traditional training. Dropout and failure rates remain high among the professionals we looked at in the report. For example, in the US, a staggering 30% of paid air traffic control students do not complete their training. We at CAE see this as proof that the principles of learning science and technology must be incorporated into aviation training.”

Futureproofing talent
Suzanne Keneally, Vice President – Group Head of Communications at Global Aerospace believes the aviation industry is entering a period of exciting advancement, with new technologies, modernised training approaches, and evolving career pathways helping to reshape the workforce in a positive way.

“Even as retirements and competition for talent continue, these pressures are prompting innovation—encouraging companies to build stronger pipelines, invest in next generation skills, and expand opportunities across the sector. As organisations modernise operations and rebuild post pandemic, the industry is increasingly positioned to attract a dynamic, tech savvy workforce that will help drive aviation’s bright future,” she declares.

Cloutier agrees that incorporating more technology will make training more engaging, adaptable and relatable to younger generations.

Sprules says that one of the most significant long-term trends shaping skills and capability requirements in aviation is the intensity of operations, with airlines running complex networks at high levels of utilisation. This places greater emphasis on experience, judgement and resilience across pilot, engineering and operational roles.

It’s a point Brendan McConnellogue, Director of Engineering and Maintenance at easyJet alluded to when opening applications for its latest cohort of engineering apprentices for 2026. “This programme not only provides a pathway to grow professionally but also allows apprentices to make a meaningful contribution to the success of our operations throughout our network,” he said.

Cloutier says that providing more immersive training using artificial intelligence (AI), virtual reality (VR), and augmented reality (AR) will also improve the overall training experience and increase engagement and learning retention. Sprules cautions however, that while these tools are supporting decision-making, maintenance planning and operational efficiency, they do not replace the need for experienced professionals. “Instead, they raise expectations around how pilots, engineers and operational teams work with data and automated systems,” he states.

Simulated scenarios
In early November last year, Boeing announced the launch of Virtual Airplane Procedures Trainer (VAPT), a training platform powered by Microsoft Azure and Microsoft Flight Simulator.

“We’re very excited about the launch of Virtual Airplane. This new software will significantly impact how and when pilots and operators train and will provide them with much needed flexibility,” commented Chris Raymond, Chief Executive Officer of Boeing Global Services.

As the partners explain, pilots experience 3D simulations in light-weight devices to help standardise training, reduce simulator familiarisation time and improve readiness before working with flight training devices. Training operators can manage content through an intuitive, configurable self-service authoring tool that lets them author, customise and distribute training lessons across their training programs. With the authoring tool, airlines can launch or change procedures instantly to their pilot pool.

“The launch of Virtual Airplane underscores our commitment to pilot training and enhancing aviation safety. With this product, pilots can hone their skills and training operators can tailor lessons to meet individual and organisational needs,” said Chris Broom, Vice President of Boeing Global Services, Commercial Training Solutions.

The launch of Virtual Airplane is a timely one, as Cloutier advocates for the need to accelerate skills and decision-making development through competency-based training and assessment (CBTA) and use simulation to create competency levels through experiences that would otherwise take decades for a new pilot to acquire.

“In a constrained labour market, the ability to mentor, manage teams and lead through disruption is just as critical as technical expertise,” Sprules says.

Outreach activities
Just as critical is breaking down the barriers to entering and working in the aviation sector.

One very basic barrier, says Cloutier, is that not enough people know about the variety of careers in aviation. “The entire industry really must do more to promote aviation careers and their benefits, including to high school, college and university students. Once their interest is sparked, some challenges remain – such as training costs, program length, and the academic and technical requirements – but these can be overcome with the right support. As mentioned earlier, modern training methods, financial assistance programs, and mentorship initiatives are helping make aviation careers more accessible and achievable for motivated individuals.”

It’s a view that chimes with the results of a survey of 2,000 Brits aged between16–24 commissioned by easyJet. Its research reveals 65% of 16–24-year-olds have never considered a career in engineering due to concerns about qualifications, engineering never being put forward as an option at school, cost and gender misconceptions – only 36% of young females said they’d considered it as a career path, compared to 52% of their male counterparts.

“Aviation has not always felt accessible to everyone, and progress on diversity and inclusion is important if the industry is to widen the pool of people entering highly skilled roles,” says Sprules.

Cloutier also believes that while some training programs have higher dropout rates, the industry is actively addressing this challenge. “By introducing better candidate screening, offering stress management programs, and leveraging advanced technologies and more learning methods tailored to new generations, training is becoming more effective and engaging – helping more students succeed and build rewarding careers,” she avows.

The time is now
When asked about what actions stakeholders need to undertake to support this training and skill build and when it needs to act, Sprules and Cloutier are in agreement.

“Action is needed now,” Sprules says emphatically. “Waiting until shortages are already affecting operations limits the options available and makes the situation harder to resolve.”

Cloutier has a shopping list of actions she says are needed to address projected demand. These include expanding mentorship programs; creating early education and career pathway programs including promoting aviation career options and benefits to high school, college and university students; deciding to partner with a training organisation to incorporate advanced training technologies; improving financial support and accessibility to training; aligning compensation with workforce expectations; and strengthening partnerships with training organisations.

“There needs to be a stronger focus on long-term workforce planning, rather than responding only once shortages become acute,” adds Sprules. “Training and qualification pathways for niche, highly-skilled and licensed roles take time, so decisions made today have a direct impact several years down the line.

“Governments, regulators and industry bodies can help by streamlining licensing and approval processes where possible, improving coordination across the industry, and supporting the movement of experienced professionals between regions when appropriate.”

Meeting future air travel demand requires continued collaboration and innovation across the industry. Without sustained action, Cloutier cautions that the aviation ecosystem will face increasing pressure.

“Airlines may struggle to recruit enough qualified pilots, maintenance technicians, and other essential personnel, and airports could encounter shortages of trained air traffic controllers,” she says. “These challenges would make it more difficult for the industry to maintain efficient operations and uphold the high standards of safety and service that passengers expect. These collective efforts are essential to support safe, reliable growth and ensure that aviation continues to operate smoothly as global demand rises.”

If action isn’t taken, Sprules argues that workforce shortages will increasingly limit what aviation organisations can realistically deliver. “Even where demand is strong, a lack of experienced people can restrict capacity, increase disruption and place additional pressure on existing teams,” he says. “Over time, this also drives up costs, as competition for scarce skills intensifies and airlines rely more heavily on short-term solutions. Without sustained action, the industry risks creating a cycle where shortages undermine resilience, performance and long-term growth.”

Class of tomorrow
According to Aerviva, a Dubai-based international aviation recruitment consultancy, when the aviation industry looks towards 2026, pilots, flight attendants and engineers face a landscape that’s evolving faster than ever before.

Highlighting its key challenges in aviation for the year ahead, it emphasises that new regulations, changing passenger behaviours, emerging technologies like AI and digital twins, and labour market pressures are changing the trajectory of the traditional aviation career. “Irrespective of whether you’re in the cockpit, walking the cabin aisle, or working in hangars and MRO shops, staying competitive means anticipating these trends now,” the company says.

In the face of this new aviation ecosystem, Sprules maintains that the core skills required in aviation haven’t changed, but the expectations around them have.

“For pilots, strong decision-making, situational awareness and professionalism remain fundamental, alongside confidence operating in increasingly digital and highly connected flight operations environments.

“For engineers and technical specialists, deep system knowledge and troubleshooting skills are essential, supported by an ability to work with digital maintenance systems, data-driven planning tools and automated processes. Technology is enhancing these roles, but experience and judgement remain critical.

“Across all aviation roles, there is increasing emphasis on the ability to communicate clearly, work across functions and manage disruption effectively. As operations become more interconnected, experienced professionals are expected to coordinate with multiple teams and maintain safe, consistent decision-making under pressure.”

Building careers
In meeting these challenges, Sprules says that the focus of AeroProfessional is on supporting aviation organisations with experienced, highly skilled professionals, particularly in roles where shortages are most acute. “We work closely with clients to understand their needs and provide people who can step into roles quickly and operate effectively,” he explains.

“Alongside permanent recruitment, we also support airlines and aviation businesses by providing experienced professionals on a contract basis where appropriate, helping them maintain seasonal stability, or during periods of change or pressure.

“We also recognise that retention is a key issue, and we are transparent with both clients and candidates about roles, expectations and working environments to support longer-term outcomes.”

At CAE, its instructor training combines instructional design with the capabilities to adjust any curriculum to Competency-Based Training & Assessment (CBTA) frameworks and modern learning science to meet global standards and operational realities.

“CBTA strengthens training outcomes by focusing on real-world performance, decision making, and the competencies aviation professionals must demonstrate on the job – not just what they must know. This approach makes training more personalised, more operationally relevant, and better aligned with the needs of today’s airlines, MROs, and air navigation service providers,” says Cloutier.

“CAE’s focus is on preparing aviation professionals for real-world operations and we continuously invest in research, development and innovation to ensure all the aviation professionals we cater to receive cutting edge training to set them up for success and a love for their careers.”

As the demand for skilled personnel rises, technology-enabled training has become essential. CAE integrates advanced simulation, AI, AR, and VR technologies to create immersive simulation learning in various forms. “We also incorporate data analytics, and digital learning tools to improve training effectiveness, safety, and efficiency across pilot, cabin crew, maintenance, and air traffic services training. We are also expanding competency-based training in our programs, as we recognise this is key in elevating training,” she says.

Beyond innovation in technology, CAE fosters knowledge transfer across business units, ensuring best practices and expertise are shared to strengthen solutions enterprise-wide. In December, it announced CAE Ridge, an immersive tabletop training tool and commercial off-the-shelf solution. Already proven in military applications by CAE Defense & Security, CAE Ridge is now being leveraged to advance both civil and defence Air Traffic Services training solutions – bringing cutting-edge capability to a broader range of customers.

“In response to the significant need for air traffic services personnel worldwide, we began training Air Traffic Services (ATS) personnel over a year ago. This includes a new purpose-built ATS training centre in Montreal, developed in partnership with an Air Navigation Service Provider (ANSP), which has already graduated 18 cohorts and supports operational readiness through industry best practices. We are in talks with several ANSPs worldwide to help them improve and accelerate their ATS training as well to help alleviate the shortage of personnel. Building on this momentum, CAE and Air Navigation Services of the Czech Republic have announced plans to partner on future-ready air navigation training across Europe, further expanding our global impact,” Cloutier reveals.

When it comes to encouraging a new generation of aviation professionals and reducing entry barriers, CAE supports scholarship programs such as its Women in Flight and Captain Judy Cameron Scholarships, which sees us work with different commercial aviation partners to offer training scholarships and networking opportunities to women interested in becoming pilots. “Indeed, we believe that recruiting more women into aviation is key to meeting the demand for aviation professionals in years to come,” Cloutier says.

As Global Aerospace concludes, the talent shortage in aviation is a significant challenge. However, as recent efforts and their positive results have demonstrated, it is not insurmountable.

“The problem demands a proactive, multi-layered approach focused on attracting, training, and retaining a diverse, skilled and dedicated workforce, but the outlook is bright. By supporting innovation, fostering collaboration, and investing in the next generation, the aviation industry can successfully navigate the headwinds it faces,” the company writes.

“The professionals who stay competitive won’t be the ones chasing every new tool, but those who understand how regulation, technology and human performance intersect,” notes AERVIVA’s CBO, Jekaterina Shalopanova. “That awareness is becoming a career differentiator.”

According to the company, ultimately, remaining competitive in 2026 doesn’t mean mastering every new technology that enters the industry. It is about understanding the direction of the industry and making deliberate investments in the skills that allow people to work safely, confidently and effectively alongside them.

By Alex Preston