“Upon the Tata Group’s acquisition of Air India, the average age of non-flying staff was around 54 years and the cabin crew averaged in their late 40s. Currently, the average age of non-flying staff has decreased to about 35, while the average age of cabin crew is now 29,” Wilson mentioned, adding that this significant reduction is a strategic move to infuse fresh talent and contemporary skills into the airline.
Wilson credited this transformation to several factors, including extensive recruitment initiatives, voluntary separations, and the amalgamation of new teams following the merger of four airlines under the Air India brand. “The previous iteration of Air India had not brought in new non-flying staff for nearly 20 years due to reduced operations and budget constraints,” Wilson clarified. “We needed to introduce new blood and innovative ideas to thrive and succeed.”
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This modernization of the workforce is crucial to enhancing service standards and adhering to new flying regulations established by authorities. These guidelines require greater crew availability, which has prompted the need to hire about 1,500 pilots since the transition to privatization. Wilson pointed out that bringing on new pilots was essential to uphold flight schedules and expand services in light of the growing fleet and route network.
The arrival of younger pilots and cabin crew also bolsters Air India’s operational effectiveness and customer experience objectives. Wilson detailed the initiative to hire new staff equipped with advanced skills while also leveraging the knowledge and experience of longtime employees who facilitated the transition.
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This cultural change within Air India has been driven by a strong sense of mission and pride among staff members. Wilson noted that many employees view their positions as part of a national effort to revive a historic 92-year-old airline that represents India on the global stage. “The faith in Tata and affection for the Air India brand have fostered unity throughout this transformation,” he remarked.
Air India’s workforce modernization extends beyond age demographics; it aims to align the company’s capabilities with its ambitious growth strategies. With nearly three times the fleet size compared to three years ago and intentions for further expansion, maintaining a dynamic and well-trained workforce is imperative.
Looking ahead, Wilson expressed optimism that Air India’s ongoing recruitment and training initiatives will enhance the airline’s operational dependability and customer service excellence, both essential for achieving profitability and sustainable growth.
