European Insights: Recruit, Train, Retain Maintenance Professionals

The challenges to recruit, train and retain a viable maintenance workforce have been most recently discussed in this department for the for Asian region. The start of EATS 2024 presents a great opportunity to take a glance at these developments through the lens of two European community organizations.

Long-term Recruitment Challenge and Solutions

On cue, Armel Jezequel, CEO of Aircraft Academy (a Vallair Group company), observed that for his enterprise, demand is accelerating faster than they anticipated. He recalled that “in 2022, when we first set up our plan was to recruit and train 300 mechanics over the next five years and we are about a third of the way there.”

 the aircraft maintenance technicians career path.”

Adapting Instruction to Demand Signals

The Jezequel-led team has its eyes on supporting learning to accommodate the diverse workforce – from Gen Z into the more mature ranks – that it is recruiting and attempting to help its customer retain.

Vallair works with Aircraft Academy (a Vallair Group company) to train mechanics and technicians for its EASA-approved MRO hangars in Chateauroux and Montpellier in France. The CEO noted these training programs are a combination of e-learning, classroom and SoJT (Structured on The Job Training) support. He significantly added, “The courses are very flexible and the organization is adapting its business model for groups of students to deliver 75% of its training ‘in country,’ with only the final, vital, practical 25% occurring in France.” The leader reasoned this strategy assists students with costs and travel logistics, particularly as Aircraft Academy attracts students from airlines and operator organizations worldwide.

Change is also in the air at Airbus where the spokesperson said the team’s solutions for its airline customers are being transformed, especially as it notes Gen Z’s expectations in terms of media and teaching techniques have significantly evolved. “To adapt to these expectations, Airbus Training has continued to update its training solution ACT Suite to include more interactivity and more videos while maintaining compliance with regulatory requirements.”

In one case, thanks to a partnership with Air France / KLM, a Virtual Reality solution for Engine Run Up courses was developed a few years ago and continues to be upgraded according to the evolution of the material (e.g., headsets) and the users’ feedback.

In a more extensive effort, Airbus Training has also adapted its Type Training ACT Suite solution to the initial or basic training segment. The corporate spokesperson explained that with ACT for Academy, “schools and universities can have access to modern aircraft technologies (A320neo and/or A350) and provide students with a more attractive, dynamic and interactive solution which has already proven efficiency improvement and better knowledge retention in many academies worldwide.”

Aircraft Academy's training programs are a combination of e-learning, classroom (left) and SoJT (Structured on The Job Training) (right) support. Source: Aircraft Academy

And to Retain

Workforce retention remains another major maintenance community challenge.

Aircraft Academy’s Jezequel recalled that during the past decade or so there has been a real change in employees’ perceptions of such careers and their expectations. Of note, he cited the challenge for airlines and MROs to recruit and retain qualified individuals, with demands for higher pay, more flexible and shorter working hours having exacerbated this. “Whilst these changes have been good for the mechanics and technicians themselves, the impact on managers is far more complex, he said and offered, that for mutual success we need more solutions. “A better understanding of the industry from a holistic perspective needs to form part of the training so not only can the student see what opportunities await, but they can also appreciate the commercial imperatives that affect operators in running sustainable businesses.”

To retain its talent, Airbus integrates competitive benefits, continuous career development, and a flexible work culture. The spokesperson observed the company understands that keeping the talent engaged requires a blend of tangible rewards and growth opportunities. “The company empowers its people with comprehensive benefits, including health programs and performance incentives, while also enabling professional advancement through tailored development initiatives. Moreover, Airbus is looking for flexibility in aerospace through not only hybrid work models but also offerings such as shared parental leave, adoption leave, part time working and job shares ensuring that employees can thrive both personally and professionally.”

The demand was huge before the pandemic and the situation has not that much changed after, just shifted in time. Airbus will continue to monitor the demand, adapt and evolve its teaching techniques to better meet expectations while improving the quality of know-how transfer. Airbus continues to work with the industry and the regulators to evolve the standard and regulatory requirements to that respect.

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