The aeronautical sector has always stood out for the high doses of technology and innovation that go hand in hand with each of its activities. This is also reflected in the context of human resources.
This industry is characterised by a large diversity of profiles, and nationalities. Multiculturalism and differentiation allow us to take advantage of more knowledge, creativity and innovation, but they can also generate tensions and communication problems. Balance is always the key, and work must be done in this regard in terms of recruitment, internal communication, training and personal development.
The aeronautical sector is highly specialised and, consequently, requires complex and demanding selection processes.
Another key aspect is that the labour force is becoming increasingly digital, diverse, global and efficient with social media and automation. The challenge at HR level is precisely to learn how to bridge the gap between new team needs and current business requirements. It requires digital leaders who know how to build and lead teams, keep people connected and loyal, and promote a culture of innovation, learning and continuous improvement. In this sense, in the aeronautical company, more and more efforts are being made in the management of the employment branding and the brand image is worked on intensively to project companies more and better, enabling them to attract and retain the best talent.
If we try to define the features of personality that define the aeronautical worker, it could be said in general terms that rational, perfectionist, cerebral, precise, logical, disciplined and reserved traits predominate. In reality, each person has a different profile and the key to Human Resources management lies in making the most of these differences, getting to know them better and knowing what they like, what motivates them and what factors they react better or worse to.
Another challenge we are facing, as in all other business sectors, is the management and loyalty generation Millennials. This is done by working to understand and improve the employee experience, breaking down hierarchical structures and using models that focus on teamwork.
Another highlight is the communication as a tool to compensate for decentralisation. Companies in the aeronautics sector often have a large part of their staff spread across several locations, customer sites or countries where projects are being developed. The objective and challenge is to improve employees' sense of identification and general awareness of the company's mission and values.
Finally, the way of working is very organised and methodical. There is a high volume of work and it is essential to respond with agility in terms of human resources.
All this brings us to one of the most complex tasks in a company: the selection process, in which it is necessary to be very clear about what is important and what is being sought...
The recruitment and selection process is a set of stages or steps aimed at recruiting and selecting the most suitable personnel for a job. In this sector, some of the singularities mentioned above condition some parts of the process.
In order to define the profile, Given the specialisation of the profiles in this sector, it is necessary to meet with the area manager and find out about the activities to be carried out by the new employee, the duration of the project, the technical knowledge, the experience required, etc... nomenclature and some very specific functions. For example: PMO, Industrial Means, Jigs & Tools Designer, Retrofit A400M System Engineer, MRTT, L&M Manufacturing Engineer, Scrum & Agile....
We then move on to the recruitment, This consists of searching for or calling for applicants who meet the competencies or characteristics defined in the previous step. Some of the methods that can be used are online advertisements, the company's own website, recommendations, job fairs, employment agencies, human resources consultancies, internal promotion and the company's own database, which surely already has hundreds of CVs.
When we move on to the evaluation could be divided into pre-selection and selection. Pre-selection is the elimination of CVs that do not meet the criteria or do not reach a pre-set level of excellence. Selection, on the other hand, usually includes preliminary interview, remote or face-to-face knowledge test, interview or group dynamics.
The aeronautical company must be demanding and must set its sights on requirements that allow for an excellent selection process. There are some aspects that can be key, such as the quality of the CV or motivation letter, the actual level of languages, academic record, references, personality traits, knowledge of a specific technology, etc... On many occasions, knowledge of certain applications, programmes or tools is also a barrier (or an opportunity) for selection, as they can be very specific: Catia V5, Airnav, Pelicano, Zamiz, Demat... The fact of requesting experience in this sense usually reduces the search to people who have worked in the client's facilities before.
Once all candidates have been evaluated, the most suitable candidate for the vacant post is selected and an offer of employment is sent to him/her on contractual terms.
In a sector such as the aeronautical sector, in which excellence is one of the fundamental goals, a well-done selection process is a key element for both the professional and the company to improve together.
