By Dickson Omobola

Critical issues holding the aviation industry down recently took the centre stage in Lagos as experts converged to examine the situation.

GolfView Hotel and Suites was, on Thursday, the meeting point for prominent aviation experts and stakeholders to deliberate on recurring issues interfering with the growth of Nigeria’s aviation sector.
At the forum, questions and possible solutions were raised to ensure the industry conquers some peculiar challenges that have held it hostage for years.

Those who spoke at the event themed: ‘Manpower Strategy Training, Succession and Human Capital Development in the Nigerian Aviation Sector,’ hosted by the Aviation Safety Roundtable Initiative, ASRTI/ART, include President of ARTI, Air Commodore, Ademola Onitiju (retd); a former acting Director General of the Nigerian Civil Aviation Authority, NCAA, Engr Benedict Adeyileka; a former Rector/Chief Executive Officer at the Nigerian College of Aviation Technology Zaria, Captain Sam Caulcrick; a former Director General of Nigerian Airspace Management Agency, NAMA, Captain Roland Iyayi; and a former Director General of the NCAA, Dr. Harold Demuren.

Why investment in human resources is necessary – Onitiju

Setting the tone for the conversation, Onitiju identified human resources as the greatest asset in any functional entity, saying an industry that invests in its human resource would reap a bumper harvest of successes.

He added that aviation is teamwork, stating that pilots, cabin crew members, ground staff and engineers work together as a team.

“Every segment is important. The ART recognises that a robust management plan through scalable skills acquisition, technical and operational, including soft skills could encourage employees to adapt to new situations and crucially deliver a winning customer experience. ART also recognises the importance of soft skills which are attainable through effective communication, teamwork and mutual respect as being fundamental for aviation professionals.Soft skills complement the technical expertise of aviation professionals,” he said.

According to him, the Nigerian aviation industry needs to prioritise human capital development to ensure career progression stability, succession and foster harmonious workforce relations.

“As we all know, a harmonious blend of technical and soft skills ensures safe and efficient aviation operations. The ART believes that human resources development in the Nigerian aviation sector should integrate modern technology, cyber security, Artificial Intelligence, innovation and data analysis  together with state of the art aeronautical and navigational aids.

“It is our view that the optimisation of processes, efficient use of resources would promote seamless coordination between the operators and the ground handlers, caterers and cleaners. But all these come at a price. That price is training. We are convinced that a frontal approach to human capital development could be enhanced through training. Secured career progression could help tackle this,” Onitiju explained.

Why young pilots have no job – Iyayi

In his address, Iyayi said: “A couple of years ago, we had a lot of state governments training pilots. At the last count, we had about 400 young pilots hanging around with no jobs. The problem actually is that even though we bring them in, where to prepare them for the airline industry is non-existent.

“Several times, we have said the policy of licensing airlines in the country (one size fits all) is a disadvantage to the growth of the industry. We have about 30 airports in the country, and only about 11 of them are in active service. That is an aberration. Why is that? It is a policy issue. For instance, assuming that when the industry was deregulated, we had smaller carriers with 10-seater or 19-seater aircraft that might have been rectified.

“For a young pilot that comes out of flying school with 250 hours, very few airlines are confident enough to say they want to put him in a jet to start flying in the right seat. However, if we had policies in place to support tourism using small aircraft to move people from the major airports into the airstrips, the pilots that we would have flying those aircraft are pilots coming out of flying school. When they hone their skills at that level and accumulate the hours, they are prepared to take the right seats on a major airliner.”

Why succession planning should become every organisation’s goal – Adeyileka
In his address, Adeyileka, while referencing Boeing, said Africa needs 67,000 pilots, technicians and cabin crew to solve manpower problems.

He, however, noted that in Nigeria, the scarcity of skilled manpower to replace the retiring workforce is putting the aviation industry on the edge, explaining that the Nigerian College of Aviation Technology, NCAT Zaria, trains professionals yearly without companies to engage them for their services.

He said the main reason for the staffing gap in pilots is due to the cost of training, time to train and release or retirement of experienced pilots, especially captains.

Nevertheless, Adeyileka argued that as seasoned leaders approach retirement or transition to other roles, organisations must proactively identify, nurture and prepare the next generation of leaders, saying: “Succession planning should involve all levels of the aviation organisation, from senior leaders to frontline employees. It is important to identify key positions and potential successors at all levels of the organisation. Success planning should also involve input from stakeholders, including human resources.”
He added that succession planning in aviation is important for various reasons, identifying that with proper succession planning, an organisation has a pool of talented individuals ready to take on key positions when the need arises.

“This reduces the risk of disruption to the business operations, as there is a smooth transition of leadership. It helps to retain and develop talent within the aviation organisation, as employees are given clear career paths and opportunities for growth. Succession planning improves employee engagement and reduces turnover rates. It also helps to build a strong leadership pipeline, which is essential for the long-term success of the aviation organisation.

“Succession planning ensures smooth transitions and prevents disruptions in the event of a key employee’s departure and it enables employees to see a clear path for growth and development, increasing their engagement and retention. By identifying and grooming potential successors, organisations can facilitate the transfer of institutional knowledge and expertise from experienced employees to the next generation of leaders,” he concluded.