The Maintenance, Repair and Overhaul (MRO) industry needs an extra 690,000 technicians over the next two decades, according to an Airbus forecast. It’s part of a 2 million shortfall in personnel, ever-growing since the pandemic, felt across the entire aviation industry.

More than ever, MRO companies are embracing automation to reduce the impact, but while advanced technology can render seamless processes, technicians are still needed to install aircraft parts, service aircraft parts and respond to data findings.

Meanwhile, the demand for air travel is expected to grow by a CAGR of 4.3 percent until 2043, which means more flights, more aircraft in the global fleet and more work for the MRO industry.

So, as much as the technology evolves, the MRO industry simply won't be able to keep up with demand unless it can recruit hundreds of thousands of new workers.

A workforce ever shrinking since the pandemic

It doesn’t help matters that the MRO industry’s workforce has been shrinking since the onset of the pandemic.

An estimated 20 to 40 percent of workers made redundant in 2020 when the work dried up did not return: a huge exodus of talent that resulted in highly-skilled engineers and mechanics leaving with know-how that couldn’t be easily replaced.

According to Dr Michael Winters, Senior Fellow for Advanced Technology at Pratt & Whitney, the pandemic’s effect isn’t going away anytime soon, given the “large new fleets with new engines and aircraft introduced into the market”.

Speaking to the Satair Knowledge Hub, he questioned how the supply chain is going to cope with what is becoming a “perfect storm”:

“We're coming out of COVID and the workforce is limited in capacity and hence the supply chain is limited in capacity.”

David Stewart, Partner at Oliver Wyman, concurred: “There is a shortage of skilled labour wherever you are, whatever region you're in, to carry out the maintenance on the planes – for both the MROs and the airlines.”

Recruitment challenges felt the whole world over

MROs need to react by both improving their retention of current employees and their recruitment of new workers – preferably targeting youngsters with the potential to work in the industry for the next 40 or 50 years.

But it won’t be an easy task, as they face competition from other industries facing similar shortfalls at a time when the average age of many countries' populations is so old – leading the way are South Korea and Japan, closely followed by most of western Europe – their workforces are shrinking.

A recent global survey by GOOSE Recruitment highlights some of the challenges facing MROs – most notably the tendency of technicians to switch jobs in search of more senior roles.

According to its MRO & Engineering Report 2024, 75 percent of permanent employees, 86 percent of contractors and over 50 percent of all new recruits are open to changing jobs imminently – in most cases to advance their careers.

It doesn’t help matters that headhunting is widespread, with 60 percent of the respondents reporting at least one approach over the last six months.

A fair proportion cite problems with their job security – 54 percent of all respondents, up from 45 percent in 2023, blamed factors such as limited feedback and growth opportunities – employee well-being and shifts.

Nearly half reported high-stress levels, blaming their workloads, the leadership style and deadlines as the chief causes. And a quarter felt unvalued due to a lack of recognition for their work.

The key to retaining your current workforce as employees

The respondents said they would be more likely to be loyal to their employer if their salary, work-life balance and workplace relationships were favourable.

“Our survey confirms that today’s MRO and Engineering professionals are looking for more than just a pay cheque. They want career advancement, to thrive in a supportive culture, recognition, and to develop relationships at work,” said Mark Charman, the CEO and Founder of GOOSE Recruitment.

“By focusing on these key areas, companies can not only attract but also retain the top talent that will drive the industry’s future growth.”

In general, 85 percent are open to moving overseas to work – up from 74 percent in 2023 – which is encouraging for MROs based in countries where recruitment opportunities are particularly limited.

And the MRO industry will be pleased to note that 88 percent of the respondents are happy working in MRO, and that 85 percent would recommend their profession to young people – which gives the industry something solid to build on heading into the future.

Targeting youngsters in their domain with the irresistible

But how can MROs attract young people at a time when interest in vocational studies is in decline, while academic and business admissions are soaring, fuelling a tertiary education leap from 27 percent of all 25 to 34-year-olds in the OECD countries in 2000 to 48 percent today?

Let’s consider some of the strategies that MROs can adopt to stay ahead of the pack, starting with perhaps the most obvious: targeting young people with effective branding on social media (84 percent of Europeans aged 16-29 regularly use social media, but in some countries, such as Australia, it is high as 98 percent) and at their places of study.

MROs can use social media platforms to create compelling content that showcases the dynamic nature of the industry. For example, sharing behind-the-scenes footage of cutting-edge technology in action, or featuring stories from current employees about their career growth and the skills they’ve developed, can help demystify the sector.

The content can demonstrate how MRO offers critical support to ensure the safety of billions, supporting industries, such as aviation and aerospace, which will help share the future of the world – and potentially other worlds.

Case studies and employees’ personal stories can highlight the global impact of MRO every day, along with its commitment to ESG responsibility. And it’s okay to boast a little: throw in some cutting tech and the promise of foreign travel (76 percent of Gen Z adults, ages 18 to 28, say they are more interested in travel than they used to be), as both will appeal to young people.

Partnerships with places of study (giving lectures and careers talks etc.) expose MRO to young talents, and then work placements, careers days and workshops give them a chance to experience MRO close-up.

Recruitment need not be restricted to the local area. For example, augmented reality (AR) can be used to train personnel remotely, and MROs are discovering that it reduces both downtime and the carbon footprint of technicians travelling from airport to airport. By 2030, it is predicted 72 percent of all MRO operations will use AR in at least one application.

Making them feel comfortable and valued at work

Once a young person has entered the workplace – as a new employee, trainee or student visitor – it’s safe to say the marketing has succeeded, and now the MRO can start the second part of their strategy: recruitment and retention.

In many cases, this will be the youngster's first experience of a workplace, so it’s important to make them feel comfortable by promoting the right ideals and not assuming they will like the same things as employees in their 30s, 40s and 50s. For example, Gen-Z adults are more likely to not drink alcohol than millennials (ages 28-44) and speak up about attitudes and practices at work they don't feel comfortable with.

For example, inclusivity is extremely important to most young people, so although most MRO employees are male, it's still important to promote the workplace as one that values diversity. It shouldn't be a case of them fitting in, more the MRO fitting their needs.

Engagement is also critical: taking an interest in their mental health and well-being, assigning a mentor, giving them positive feedback and recognition of their efforts, and always welcoming their ideas – in a nutshell, listening to them. One-to-one meetings, surveys and focus groups are a good way of staying aligned with their needs.

It's important to remember this is the start for them, so they must have a visible career pathway ahead by outlining the possibility of promotions, skills development and leadership opportunities – and being transparent about their salary, and why it might be lower than their more experienced peers.

This includes making sure they’re aware of all potential work benefits – both specific to the MRO and also in general. This could be their first job, after all.

SATAIR TAKEAWAY

The MRO industry is facing a shortage of 690,000 technicians over the next two decades, and it will face competition from many industries for these new hands. But the industry should be optimistic, as it has a few aces up its sleeve that will serve it well if they are promoted smartly. Increasingly, young people like to travel for work and this is part of MRO’s DNA. And secondly, young people are invested in the future, and MRO will help to shape it.

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On the wrong side of the 'Big Short'? How MROs can attract and retain young talents to thrive in the future