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Purpose This article aims to examine the challenges of recruiting and retaining employees in the hospitality and tourism industry by interviewing a practitioner from the aviation sector in the United States. Design/methodology/approach An exploration of the challenges of recruiting and retaining talent in the aviation industry was done through a qualitative approach, utilizing a semi-structured interview. The interviewee is a Chief Executive Officer (CEO) who is referred to by the alias, Reed, who shared insights focusing on leadership, compliance and human resources issues. Findings The research revealed two key findings. Firstly, Reed’s company faced financial constraints and constantly shifting tasks, requiring clear communication and the recruitment of versatile employees. Secondly, managing time zone differences and employee locations posed challenges, despite strong support from Reed’s personal connections and partnerships. To navigate these issues, Reed emphasized transparency, immediate communication, fostering a welcoming work environment and prioritizing core operations. Originality/value This study addresses the recruitment and retention challenges faced in the less explored US aviation and helicopter industry, in the context of start-up environments. Most existing literature on workforce instability, skill shortages and talent management tends to concentrate on more familiar sectors like hospitality and tourism, leaving a significant gap in research related to the aviation industry. By examining human resource issues in aviation start-ups, this research provides original insights that contribute both theoretically and practically to the field.
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Stored only when both papers are in the corpus — 3 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.