AIN Contributor

Sheryl Barden

A candidate I spoke with recently told me why he walked away from an offer that, on paper, checked every box. The salary was strong. The location worked for his family. The benefits were more than fair. But after talking with people in the flight department and hearing about the culture, he decided it was not the right fit.
That conversation stuck with me because it shows how much candidates’ needs have evolved.
While hiring has eased slightly since 2024, demand for skilled business aviation professionals remains strong. Now is not the time for hiring managers to relax their efforts. The most sought-after talent is still making deliberate choices, evaluating the full picture before committing to a role.
In fact, today’s job seekers are armed with more information than ever. They research your reputation, talk to current and former employees, and study compensation data before deciding whether to apply or accept an offer. They’re not only evaluating the job—they’re deciding whether your team, culture, and values align with their own.
At API, we speak daily with highly qualified professionals across every part of the flight department. In recent years, a clear theme has emerged from those conversations. Candidates know what they want in a future employer, and they are specific about it. When hiring leaders understand these priorities, they can better connect with and keep top talent.
<h2>What Today’s Business Aviation Candidates Most Value</h2>
Following are six things candidates tell us they value most, along with how you can align with them to attract and retain top talent.
<h3>1. They Want the Truth About the Job</h3>
Candidates want to know what the role involves, who they will report to, and how the team works together. They are making life-changing decisions, and specifics matter.
Today’s workforce can easily research potential employers through peer networks and online platforms. They often know if a department has strong leadership and healthy dynamics before the first interview. Clarity builds trust from the start. The more transparent you are, the more likely they are to stay engaged in the process.
<h3>2. They See the Interview as a Two-way Street</h3>
Hiring is no longer a one-sided process. Candidates are evaluating your operation as much as you are evaluating them. Many want to meet peers in different roles, see how people are treated, and understand how challenges are handled.
Allowing candidates to have cross-departmental conversations during interviews demonstrates openness, builds rapport, and helps them envision themselves as part of the team.
<h3>3. They Want a Path Forward</h3>
Whether it is a clear promotion track or opportunities to expand their skills, candidates appreciate knowing how they can grow. Even those not seeking leadership roles want to feel they are making progress in their careers.
Many are willing to accept slightly less pay if offered structured training programs, opportunities to attend industry events, and access to mentoring. Goal-oriented candidates want employers to budget for professional development and view it as a priority, not a perk.
<h3>4. They Value Respect</h3>
Respect shows in how schedules are managed, how time off is honored, and how professionals are trusted to do their jobs. Candidates notice when staffing supports both performance and well-being.
Respect also means listening to concerns, acting on feedback, and recognizing contributions in meaningful ways. Flight departments that consistently deliver on these commitments build loyalty and attract high-caliber professionals.
<h3>5. They Expect Competitive Compensation</h3>
With salary data widely available, candidates understand market value. They want fair pay, a clear bonus structure, and benefits that reflect the scope of the role. While some may prioritize quality of life over salary, no one wants to feel undervalued.
Aviation job seekers often place more emphasis on cash compensation than long-term incentives, but creative packages can make an offer more attractive to the right candidate.
<h3>6. They Want a Culture They Can Believe In</h3>
Culture often decides the outcome. Candidates look for trust, support, and a shared commitment to safety and professionalism. They want to work where people feel heard, respected, and empowered to do their best work.
Positive safety culture, engaged leadership, and well-run departments not only attract active job seekers but also appeal to passive candidates who may be open to the right opportunity.
<h2>Advice for Hiring Leaders</h2>
Despite what some analysts may say, I believe that we’re still leaning more toward a job seekers’ market. And while the intensity is not what it was in the past couple of years, it will be a while before the balance truly flips.
As employers seeking the best of the best, we need to continue to evolve to meet the needs of the job seeker. The most sought-after talent still has choices, and they’ll gravitate to teams that show clarity, respect, and a culture they can believe in.
As someone who’s in the people business, I encourage you to stay vigilant in all six areas above. Even in a softer market, the habits you build now will position you to attract and keep top talent when competition heats up again.
Sheryl Barden, CAM, is the CEO of Aviation Personnel International, the longest-running recruiting and HR consulting firm exclusively serving business aviation. A thought leader on all things related to business aviation professionals, Barden is an NBAA CAM Fellow and formerly served on NBAA’s board of directors and its advisory council.
The opinions expressed in this column are those of the author and are not necessarily endorsed by AIN Media Group.

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