Interview with eMagine's Founder & CEO on the 'Future of Aviation Recruitment'

“eMagine, in collaboration with industry leaders such as Boeing Aerospace and Airbus, delves into the dynamic trends and challenges within the GCC aviation sector. Founder Anthony Kiamtia shares insights on digitization, the impact of nationalization efforts, and the transformative potential in an exclusive interview with Aviation 360 Editor Megha Mary Mathews.”

eMagine has collaborated with prominent figures in the aviation sector, providing experts for projects across government and non-government initiatives in various countries. Let’s delve deeper into the updates and insights within this domain.

“eMagine has worked with the likes of Boeing Aerospace, Airbus, Thales and Saudia. We also have a division which focuses on the defense sector which has been extremely busy within the last 18 months as the GCC states strengthen this sector.”

To begin, could you share the market trends you’ve identified within the GCC region?

“The GCC has been on a bit of a boom since Covid. The biggest trend I have seen is the digitization of the economies. The Khaleej was traditionally stacking them high and stacking them cheap at times with the labour market. However due to the rise of technology and the introduction of things such as open banking, CBDC programs, Crypto, the rise of FinTechs and digital payments as BNPL and also the change in consumer behaviour digitization at the forefront for GCC companies.

Within the aviation industry consumers now expect a seamless journey from arrival at the airport to their destination so we are seeing initiatives in Dubai Airport for example whereby you can just breeze through passport control with facial recognition technology and improved IFE on board.

When hiring digital talent, you are often competing globally which has helped to put upward pressure on salaries and this in turn is increasing the GDP per capita in places such as Dubai and Riyadh which is causing a knock on effect to sectors such as real estate and schooling.”

Given the redefined concept of ‘Nationalization’ in countries like Saudi Arabia, what challenges and opportunities do you foresee in the aviation market?

“The concept of nationalisation or Saudization in KSA is a commendable one, the GCC economies as a whole should be admired for pushing the private sectors to help transfer knowledge and expertise to the nationals.

Specifically for the Aviation sector I feel there are 3 main challenges.

Skill Gap: One of the immediate challenges is the potential skill gap in the aviation sector. While nationalization efforts are commendable for boosting local employment, there may be a transitional period where the demand for skilled professionals in aviation outstrips the supply of trained Saudi nationals. The aviation industry is highly technical, requiring specialized training and certifications that may not be readily available locally.

Training and Development: Closely related to the skill gap is the need for substantial investment in training and development. To ensure the success of nationalization, there must be a concerted effort to build or expand educational and training institutions focusing on aviation. This includes not only pilots and engineers but also air traffic controllers, maintenance staff, and other critical roles.

Cultural and Organizational Adaptation: The shift towards a more localized workforce may require adjustments in organizational culture and management practices. Companies will need to navigate the integration of international best practices with local cultural norms, which can be a delicate balance to maintain operational efficiency and employee satisfaction.

For me as mentioned I am a fan of nationalisation and the opportunities far outweigh the challenges, I see them as follows:

Economic Diversification and Growth: Nationalization supports the broader economic goals of diversification. By creating more jobs for Saudis in the aviation sector, it can stimulate economic growth, increase the disposable income of more citizens, and reduce the country’s unemployment rate. This, in turn, can create a more stable and prosperous domestic market.

Development of Local Expertise: In the long run, the focus on nationalization can lead to the development of a robust local talent pool. Investing in education and training specific to the aviation industry can help Saudi Arabia not only meet its workforce needs domestically but also become a regional hub for aviation expertise.

Innovation and Sustainability: With a renewed focus on local talent, there’s an opportunity for innovation in the aviation sector. National talents may bring fresh perspectives and innovative solutions to the table, driving sustainability and efficiency in operations. Moreover, the push towards nationalization can accelerate the adoption of new technologies and sustainable practices in aviation, aligning with global trends towards greener and more sustainable air travel.”

Saudi Arabia is making substantial investments to establish itself as a global aviation hub, and the introduction of the new airline, Riyadh Air, appears to have the potential to disrupt the aviation industry. How do you perceive this situation from a recruiter’s standpoint entering this market?

“As a consumer I am really looking forward to Riyadh Air providing some healthy competition and hopefully this will raise the already impressive airlines we have here such as Emirates, Etihad and Qatar.

As a recruiter it represents a transformative moment for the aviation industry in the region. This ambitious move not only signifies the kingdom’s commitment to expanding its footprint in the global aviation market, however as a recruiter there are opportunities and challenges:

Opportunities

Expanding Job Market: The establishment of Riyadh Air and the broader ambition to become a global aviation hub will significantly expand the job market within the aviation sector in Saudi Arabia. This includes a wide range of positions, from pilots and cabin crew to ground handling, engineering, IT, customer service, and executive roles. For recruiters, this creates a substantial pool of positions to fill, offering opportunities to tap into both local and international talent markets.

Attracting Global Talent: Given the scale and ambition of these projects, there’s an opportunity to attract top-tier talent from around the world. Recruiters can leverage this to build diverse and skilled teams, bringing in international expertise to complement and enhance the local workforce. This global talent infusion can also facilitate knowledge transfer and elevate operational standards to match global best practices.

With nationalization policies in place, there will be a significant emphasis on training and development programs. Recruiters can play a crucial role in identifying candidates not only with immediate skills but also those with potential for growth. This aligns with long-term talent development goals and ensures a pipeline of skilled professionals ready to take on leadership positions within the KSA Aviation sector in the future.”

Challenges

Competing for Talent: As the aviation sector expands in Saudi Arabia, competition for skilled talent, especially in specialized roles, will intensify. As recruiters we need to be strategic in our approach, working closely with our clients, helping to offer competitive packages and emphasizing career development opportunities and the chance to be part of a landmark project in global aviation.

Skill Gaps and Training Needs: The ambitious scale of the project means there will likely be gaps between the existing skill levels of the local workforce and the needs of the new and expanding airlines. Addressing these gaps through targeted recruitment and comprehensive training programs will be a critical challenge for recruiters.

Cultural Integration: Saudi is changing however for international recruits, integrating into the local culture and adapting to the business environment in Saudi Arabia will be essential. Recruiters will need to ensure candidates are not only a technical fit but also a cultural fit, capable of thriving in a diverse and dynamic environment.

Regulatory Compliance and Nationalization Targets: Balancing the recruitment of international talent with compliance to nationalization policies (Saudization) will require careful strategy. We (recruiters) must navigate these regulations effectively, ensuring that hiring practices align with government policies while still meeting the operational needs of the airlines.”

In the realm of recruiting for the Aerospace and Defense sector, what are some discernible gaps you’ve identified where candidates may not align with industry requirements?

“Recruiting for the Aerospace and Defense (A&D) sector presents unique challenges due to the highly specialized, dynamic, and sensitive nature of the work involved.

First and foremost, it is a technical skills gap, for example the Aerospace & Defense sector often requires advanced engineering and technical expertise due to it being at the forefront of technological innovation, requiring advanced knowledge in aerospace engineering, avionics, propulsion systems, and cybersecurity. There is often a gap between the cutting-edge technical skills needed and the available talent pool, particularly in emerging technologies such as unmanned systems, artificial intelligence (AI), and quantum computing.

Also, we have challenges with Security Clearance and eligibility, many positions need this which can be a lengthy process, and not all candidates are eligible due to various factors, including nationality, dual citizenship, or past legal issues. This requirement can significantly narrow the field of eligible candidates.

Finally, I would say soft skill deficiencies often involve large, complex projects with multi-disciplinary teams. A gap frequently observed is in strong project management and leadership skills necessary to lead these initiatives successfully. Candidates may possess the technical expertise but lack the ability to manage projects, lead teams, or communicate effectively across different parts of the company.”

Could you provide insights into your plans for expansion?

“We are currently expanding in Dubai as well as Saudi Arabia, we have engaged with a local partner there to help us deliver projects and with the recent government rules changes, most notably the Regional HQ license, which requires companies to have a regional HQ in Saudi with a minimum of 15 employees with at least 3 at C-Level this is creating a huge demand for eMagine Solutions as many of our consultants have extensive experience and have lived in Saudi Arabia.”

What strategies have you implemented to effectively execute projects for major players in the aviation industry?

“For large scale nationalisation projects we have worked with Universities to help identify specific technical talent who can work in the Aviation, Aerospace or Defense industry. This involves hosting open days and mock interviews to help familiarise them with eMagine. We have also conducted large scale international hiring, working with our clients on identifying a particular country or region and conducting open days. And finally we have worked with clients on administering competency based tests via our ‘Who’ as opposed to ‘What’ model allowing for a more successful hiring process.”

What key advice do you offer to your industry peers and candidates within your field of expertise?

“I would advise anyone looking for work or looking for people in this sector to embrace innovation and flexibility. The advancements in technology are crazy. Staying ahead requires a willingness to adapt to new technologies and methodologies. And be open to adopting practices from other industries that could drive efficiency and innovation.

For the companies and recruiters to invest in talent development. The skills gap in the sector is a significant challenge. It’s crucial to not only attract but also retain and develop talent. So offer continuous learning opportunities and career development paths.

Foster partnerships, as we mentioned earlier collaborating with academic institutions, government bodies, and other industry players can help address some of the sector’s challenges, such as the skills gap and innovation.

Prioritizing cybersecurity and data protection, with increasing reliance on digital technologies, the risk of cyber threats also rises, it is essential to safeguard sensitive information and maintain trust.

Adopting sustainable practices, sustainability is becoming increasingly important in the A&D sector. Developing and promoting environmentally friendly technologies and practices can not only reduce the environmental impact but also align with the growing demand for sustainable solutions from governments and customers. It is also a major factor for Hiring Gen-Z workers, they genuinely care about the environmental and sustainable practices of their employer.

For candidates, continuous learning and adaptability, the sector sector is dynamic, with continuous advancements in technology. If you want to go far like any industry you should commit to lifelong learning, seeking out opportunities to acquire new skills and knowledge, especially in emerging technologies relevant to the sector.

Also work on your soft skills, technical expertise is crucial, but so are soft skills such as leadership, communication, and project management. These skills are often what differentiate candidates for leadership and high-impact roles.

Network and engage with the industry: Building a professional network within the Aviation sector can provide valuable insights, mentorship, and job opportunities. Attend industry conferences, join professional associations, and engage with online communities related to your field of interest. Even things such as Air Shows where of course we met up most recently in Dubai.”

How can both local and emerging international companies position themselves prominently in the GCC region, emphasizing economic opportunities?

“The GCC with its strong growth and robust economies are exciting not just local but international companies.

Positioning both local and emerging international companies prominently in the Gulf Cooperation Council (GCC) region, with its diverse and rapidly evolving economic landscape, requires a nuanced approach that respects local business practices, regulations, and cultural norms while leveraging the region’s unique opportunities. Here are strategies to consider for companies aiming to establish or expand their presence in the GCC:

Understand local market dynamics and conduct thorough market research: helping you understand the specific needs, preferences, and challenges of the GCC market is crucial. This includes awareness of the economic diversification efforts away from oil dependency, such as Saudi Arabia’s Vision 2030, and how these could impact demand in various sectors. It’s a bit like China whereby company’s would send an exec with a million dollars to set up an office and win contracts and not achieve their ROI.

Align with vision and development plans, it is always easier to work alongside the government than against it. Many GCC countries have outlined long-term development plans focusing on diversification, innovation, and sustainability. Companies should align their offerings and business strategies with these visions to be part of the region’s growth story.

Developing a strong digital presence, utilizing digital platforms to market products and services is crucial in the GCC, where there is a high level of internet penetration and social media usage. A strong online presence can enhance a company’s brand visibility and in turn engagement, also for markets like Saudi you have to appreciate the overwhelming majority of internet searches are in Arabic.

You also need to build strong local partnerships, partnering with local businesses can provide valuable insights into the local market, facilitate easier navigation of legal and regulatory frameworks, and offer access to established networks. Finally, I would advise them to invest in local talent and technology. If a company can develop a skilled local workforce and invest in cutting-edge technology, they have a great chance to achieve significant growth. As a bonus, initiatives that focus on training and employing local talent can also support nationalisation efforts, making companies more attractive to both the government and the local population.”

As aviation professionals entering 2024, what are some perspectives or approaches that we must reconsider?

“I think in 2024 there are 4 main trends for the industry. The first I would say is sustainability, many airlines are investing in more fuel efficient planes and we are starting to see electric and hybrid planes gaining momentum. I think Advanced IFE is also going to big, in 2022 the market (for IFE) was $5.9 billion, it will 12.29 by 2030, there is still huge growth there and I was recently at the Dubai Airshow and Thales were demoing an IFE whereby you can connect your Bluetooth headphones straight to the screen, so no more losing those Bluetooth transmitters. What I am excited about with IFE is augmented reality and virtual reality experiences. With biometric travel, as mentioned earlier at Dubai airport now you can have a seamless travel experience, I think this will be rolled out at more airports. This and facial recognition are already reducing the need for manual checks and are speeding things up. And personalised and data driven services, we are seeing this now with Airlines with customised offerings such as seat preference to meal choice. Predictive AI is helping airlines with maintenance issues and ensuring the planes spend more time in the sky than the MRO. I am actually quite excited by how the industry is going to look in 2025.”