Innovative approaches in solving industry-specific challenges
Seasonality is an inseparable element of airline operations everywhere, especially in Europe, where carriers are now scheduling 65% more seats in August than in February (up from 50% in 2019), according to McKinsey. Such major fluctuations in demand put an additional strain on workforce management and operational efficiency in a market that is only going to grow. What are the practices airlines and other aviation stakeholders can implement to alleviate the situation? Abdelmagid Bouzougarh, CEO of international aviation recruitment firm Aerviva, shares his insights.
How seasonality disrupts workforce management in aviation?
While seasonality affects global airline operations in one way or another, the impact differs significantly depending on the region. For example, North American carriers, while somewhat affected by seasonal peaks around major holidays, benefit from well-established and popular year-round routes to warm destinations. Europe is where seasonal fluctuations are significantly stronger – there, major carriers reportedly earn around 30% of their annual revenue and 65% of operating profit in Q3 (when most Europeans take their annual leave). The Asia-Pacific region is yet again different in that regard, with more gradual seasonal variation, influenced by a unique post-pandemic recovery timeline, according to McKinsey.
Leisure travel, strongly tied to fixed calendar events, like school holidays, is the driving force behind seasonality in air travel. And the demand for leisure travel has been increasing for a long time before the pandemic. In fact, between 2010 and 2019, leisure air trips across the world grew at 6.6% per year, nearly double the rate shown by business travel. The post-pandemic recovery period only exacerbated this trend, especially in such major markets as the United States, where leisure traffic managed to bounce back more robustly than business travel. As leisure travel becomes more sporadic and less tied to the traditional holiday schedule, this new reality poses additional challenges for the airline industry.
“The increasing flexibility in work arrangements creates a snowball effect on aviation operations,” Bouzougarh said. “With nearly 70% of remote-capable workers choosing flexible arrangements, every weekend has the potential to be turned into a long holiday weekend. Combined with seasonal peaks, this creates conditions where companies and their crews are expected to handle more complex operational patterns while maintaining consistent service levels.”
The strain on resources is considerable – the airline industry lost at least 400,000 staff members during the pandemic, and not everyone has been equally successful at filling this talent gap.
“The recruitment landscape has fundamentally changed,” Bouzougarh said. “Positions that previously attracted dozens of qualified applicants now might receive just a few, and not even necessarily with the required qualifications. This shortage runs the gamut of all aviation roles, from ground handling to senior management.”
It is worth noting that these challenges are felt even more acutely by smaller, regional airlines. After the pandemic, larger players managed to attract a significant portion of staff from smaller aviation companies. According to data from European Regions Airline Association (ERA), smaller and regional airlines are now facing attrition rates as high as 25%, which signals a pressing need to rethink talent management and retention strategies.
An industry in search of solutions
Airlines and airports around the world are responding with novel solutions to staffing issues – from establishing in-house academies to flexible work arrangements. One model that shows a creative approach that balances operational needs with staff engagement is the award-winning ‘four-day-work-and-one-day-innovation’ work model (4D+i) pioneered by Changi Airport Group in Singapore. By creating a framework where Fridays are explicitly dedicated to innovation, CAG not only improved its brand reputation, but also boosted the number of high-quality applications for full-time careers and early career programmes.
“Understandably, not every aviation company can afford to radically transform its working model in order to attract talent. The good news is that they don’t really have to, as tried-and-tested approaches like career fairs work just as well. For example, Glasgow Airport’s 2024 Jobs Fair attracted over 2,000 job seekers, which shows that there is significant interest when it comes to career options within the industry,” Bouzougarh notes.
In the coming years, AI-powered HR solutions will be commonplace. 67% of HR professionals surveyed by Korn Ferry responded that they see increased AI usage as a top talent acquisition trend for 2025. The aviation industry is already seeing solutions built with its unique needs in mind – like the Amelia platform launched by Airline Pilot Club, which aims to reduce recruitment-related time and costs by up to 30%.
However, recruitment is only part of the picture. Retaining staff is becoming increasingly critical. The impact the pandemic had on the exodus of experienced personnel is still felt acutely.
“Sadly, high numbers of experienced people were lost from the industry. Not only that but there has also been a large reduction of apprenticeships and technical training, which has created shortages,” Bouzougarh shares.
Targeted retention initiatives can go a long way. Airports and airlines across the world are offering comprehensive benefits packages that include public transport discounts of up to 80%, retail discounts, free holiday parking, and access to free skills and training courses. Travel privileges are one of the most sought-after benefits and can include not only free flights, but discounts with rental car companies, hotels, theme parks, and so on.
According to ERA, improving tax efficiency is a one of the ways smaller and regional airlines can enhance staff satisfaction. If the company designs a roster closely aligned to national income tax thresholds, crew can earn their income in a more tax efficient manner, without shifting to higher tax-brackets. This is especially true for higher earners, like captains.
“Some companies do go the extra mile, like Southwest Airlines, which has made staff recognition a cornerstone of their Culture. With their Southwest Airlines Gratitude (SWAG) platform, they made it easy for peers and colleagues to appreciate one another and redeem valuable gifts,” Bouzougarh elaborates.
Mental fitness is non-negotiable
According to data from Grokker Innovation Labs, 87% of people in the aviation industry say that stress has led to feelings of professional burnout. Seasonality can have an impact on stress levels, as during certain times of the year staff might feel more exhausted due to the need to cover for absent colleagues, work additional shifts, and so on.
To foster mental health at work, the World Health Organisation recommends a holistic approach. It involves manager training for mental health, which helps managers recognize and promptly respond to team members experiencing emotional challenges. It also promotes training for staff in mental health awareness and targeted interventions that help professionals build skills to manage stress.
“Mental fitness is non-negotiable, it is an investment that needs to be made by every company seeking to retain talented individuals in the 21st century. Measures for this vary from in-house mindfulness training to basic things like subscriptions to popular mental health apps, like Calm or Headspace,” Bouzougarh says.
While seasonality will likely remain a key issue for most carriers and airports, the industry is showing remarkable flexibility when it comes to addressing the resulting workforce-related challenges. From AI-powered solutions to more flexible arrangements, there is no shortage of tools and measures that can be implemented. Finding the right mix that is both cost-effective and human-centric might not be easy but those who do find the balance will definitely win the recruitment game in the long run.
(Views expressed are personal)
