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Considering tomorrow’s workforce in the aviation sector

Workforce challenges are a leading concern for the aviation industry, as global priorities shift and new technologies emerge, with organizations considering actions to mitigate risk both in the short- and long-term.

02/27/2026 · 10 minute read

Closing talent gaps and prioritizing well-being for operational resilience

Workforce challenges are a leading concern for the aviation industry, as global priorities shift and new technologies emerge, with organizations considering actions to mitigate risk both in the short- and long-term.

Pilot and mechanic shortages have been a persistent concern for airlines, with the potential to disrupt business and personal travel, as well as global supply chains. Attracting talent is now a universal issue, as highlighted by Mercer’s Global Talent Trends 2025 study, in which executives globally cited enhancing the employee experience/employee value proposition to attract and retain top talent as the second most important HR priority, after improving people managers’ skills.

To address these issues, organizations across the aviation industry are integrating a broad range of solutions. Supporting a culture of inclusion is recognized as a way to attract top talent. Organizations are integrating other approaches — both new and old — into the recruitment process, while exploring methods to upskill and retain employees to drive efficiencies. Additionally, more is being done to support the well-being and mental health of employees across the sector, including raising awareness of the typically-taboo topic of pilots’ mental health.

AI and social media checks used to attract top pilots

Attracting first-class talent is as important as ever for the aviation sector but continues to be challenging given the current pilot shortages and other workforce gaps. To elevate their recruitment practices, organizations are implementing new technologies as well as reinstating more traditional methods.

AI and data automation are increasingly used for pilot recruitment. Until recently, many airlines spent considerable time reviewing candidate applications for pilot positions, many of which would not meet the position requirements. By incorporating data automation as one part of the candidate screening process, the process can be streamlined, with greater human focus on qualified applicants, including nurturing appropriate candidates and persuading them to join the airline. Additionally, AI can be a tool in assessing whether a candidate will match the culture and values of the organization.

Reference checks are seeing somewhat of a revival in the hiring process for some airlines, in recognition that, while a positive reference may not hold significant weight, a lukewarm or bad reference offers valuable insights. Airlines have started screening the social media accounts of prospective candidates — the rationale being that red flags, such as displays of intolerance, harassment, or other concerning content on social media, may indicate how an individual might behave in and around the cockpit.

Talent development and retention drive efficiencies

Across the aviation sector, many different approaches are being taken to retain, as well as upskill and multi-skill workforces. To facilitate career development for pilots, many airlines have established pathways in collaboration with partner airlines to allow pilots to transition from the rank of first officer to captain, at which point they assume the role of pilot in command. Some graduate training programs also include a rotational program allowing new recruits to gain diverse experiences by working in different areas across the business, including in overseas markets. Recently, a number of airlines expanded their cadet programs to attract younger talent, amid a pilot shortage.

Organizations can achieve efficiencies by enabling employees to change their career paths within their businesses, reducing the likelihood of them considering opportunities elsewhere. Internal career development can improve business continuity, as employees are familiar with a company’s operations and culture, while organizations can capitalize on the skills and knowledge already in the workforce.

Organizations commit to creating cultures of inclusion

The aviation industry continues to face difficulties in attracting and retaining employees of different ages, genders, ethnicities, and sexual orientations. Even more serious, is the disparity in the representation of women in leadership positions and glaring lack of female pilots. According to the UK Civil Aviation Authority, while there has been an increase in female pilots issued licenses, only 6% of pilots worldwide are women.

Organizations in the industry are taking actions to promote inclusion, including implementing best practices such as creating an inclusive vision at an organizational level. In addition, aviation organizations are increasing the visibility of women in the sector and setting up sponsorship programs for potential women leaders to aid their journey to the top.

Addressing the gender pay gap is also a priority for many organizations across the aviation industry and is often seen as a way of raising the profile of their company in a competitive marketplace to attract talent. Some are choosing to adopt a policy of transparency on the issue. They are stating clearly that they are committed to being an equal pay and opportunity employer to differentiate their organization from others that may be less forthcoming about pay disparity. Within the airline pilot sector, pay generally tends to be linked to seniority.

Additionally, some aviation organizations are increasingly participating in events, for example those organized by the National Gay Pilot Association, Women in Aviation International, and Organization of Black Aerospace Professionals, to further promote inclusion within the industry and also to expand their pool of potential candidates.

These actions appear to be leading to some progress. International Air Transport Association (IATA) data shows that of the 10,500 net additional flight deck employees hired between 2021 and 2023, approximately 12% were women, a substantial increase from the 5% share of female flight deck employees in 2021. This has resulted in a 37% rise in the number of women in these roles.

Well-being: A key focus of employee packages and benefits

As employees shift priorities and work-life balance to increasingly give precedence to their well-being, organizations across the aviation industry are having to rethink their employee value proposition.

An attractive salary is not the only consideration for a large number of employees. According to a 2024 AeroProfessional survey, 33% of candidates globally prioritize work-life balance in their job search, compared to 19% who prioritize compensation and benefits, and 11% who prioritize job security.

Pilots entering the workforce, for example, may prefer flying day trips that allow them to be at home in the evening to spend time with their families, as opposed to long-haul trips, requiring 10-15 days away from home.

To improve the professional well-being of flight attendants, some airlines have introduced boarding and holding pay. Traditionally, flight crews are only compensated for time spent up in the air — from “wheels up to wheels down” — so are not paid for the time spent boarding the flight.

Where possible, hybrid working has increasingly been introduced across the aviation sector with the aim of promoting well-being. However, while many employees in the sector are required to be physically present in their place of work, there are currently individuals working from home who want to be in the office more — and vice versa — suggesting hybrid working policies may need to be developed further.

Examples of other initiatives introduced by aviation companies to support employee well-being include: flexible public holidays, access to 24/7 gyms and GP services, and support for senior care in recognition that many employees are part of the “sandwich generation” — caring for both aging parents as well as their own children.

Ending the “culture of silence” surrounding mental health

Whether the barrier is perceived or real, many pilots are often reluctant to meet with professionals to disclose mental health issues they may be experiencing because of a fear they could potentially lose their medical certificate and ultimately their livelihood.

In one study, more than 50% of US pilots reported a “history of healthcare avoidance behavior,” related to “fear of losing their aeromedical certificate.” Additionally, a report by the Royal Aeronautical Society puts forth the concept that a proactive psychosocial risk management policy could improve performance, safety, cultural, and operational outcomes.

The pathways established by airlines to facilitate pilot access to medical professionals and to raise health awareness more generally include digital platforms — some of which include AI-driven assessments — enabling employees to track their mood and state of mind and access self-help material. Mercer has seen these pathways result in a 9% reduction in the number of claims for mental health, a 16% reduction in the average cost of claims, and a 60% improvement in therapy outcomes. Overall, preventative interventions have provided a much better return on investment than therapeutic interventions, which are generally much more expensive to deliver.

Employee Assistance Programs (EAP) are often the first port of call for employees with stress or mental health concerns and organizations are increasingly offering up to 25 sessions with a counsellor — instead of the standard 10 sessions — to better address some of the presenting problems. Peer-to-peer support initiatives, including the training of mental health first aiders, are also becoming more widespread across the aviation industry.

Also, in the US, the Mental Health in Aviation Act of 2025 that would give pilots more options to seek care and reduce the stigma around mental health was passed by the House of Representatives (it has not been passed by the Senate or signed by the President).

Shaping tomorrow’s workforce today

Against a backdrop of human capital shortages and revolutionary technological advances, ranging from artificial intelligence to virtual reality and advanced equipment, it is crucial for the aviation sector to plan for the workforce of the future — today — so that risks can be managed and mitigated.

Organizations across the industry need to find ways to best utilize their workforce, make use of new innovations, and capitalize on opportunities. Meanwhile, maintaining a steadfast commitment to inclusive culture, and prioritizing employee well-being and mental health is crucial to preserving organizations’ most valuable assets — their people.

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Our people

Andy James

Andy James

Aviation Operational Risk Consulting Leader, Specialty, Marsh Risk UK

  • United Kingdom

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Wolfgang Seidl

Global Mental Health Consulting Leader, Mercer

  • United Kingdom

Paul Habgood

Paul Habgood

Workforce Transformation Subject Matter Leader, Mercer

  • United Kingdom

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