In order to achieve the assignment’s objectives, first studied the labour market in which TC competes for qualified and capable CAIs was studied. We have used the following framework, as demonstrated in Figure 2: Comparison Framework, was used which depicts a number of variables within the labour market, and which we examined in responding to all the requirements of the terms of reference. The comparison framework has allowed the drawing of valid comparisons between the CAIs and occupations of similar scope and responsibility since multiple variables were considered. The variables which were examined included, but were not limited to:
Working Conditions.The specific requirements of the job in terms of working hours, schedule, location of work, travel, overtime, schedule of vacation;
Job Complexity. The complexity of similar occupations in regard to level of supervision, responsibility, effort, and direct consequences of decision-making;
Certifications.The level of certification required and/or education level; and
Experience. The level of experience, required time, type, and systems.
All of these variables influence compensation levels and, hence, recruitment and retention practices of employers. By using these variables as a basis of comparison, it was possible to ensure the most valid correlation possible.
Once a basis for comparison had been established, a number of secondary sources were reviewed, as listed in Appendix ‘A’,to gain a better understanding of the trends in the aviation industry and to collect supplementary compensation data. The recruitment and retention practices were then documented that have been developed for the CAI community by TC and drew a comparison with other employers in the aviation sector. Issues of recruitment, retention and compensation levels were also assessed through aviation industry interviews and a salary survey administered to the industry. The differences were then delineated. A complete list of site visits and interviews undertaken with TC, private sector aviation operators, training and instruction organizations is found in Appendix ‘B’.
It should be noted that while the measurement of total compensation often includes salaries and benefits, it is inherently difficult to assign a net worth to employee benefits as their costs or value depend on factors such as demographic characteristics (age, gender, and service) and experience. These factors may vary from one group to another. An effort was made to document benefits and frame the comparison between TC and other sector employers with a discussion of ‘relative value’. The concept of ‘relative value’ refers to an assessment of the adequacy and competitiveness of the benefits provided by TC relative to those provided by other employers in the aviation sector.
A gap analysis among all the factors of this framework led to a recommendation to TC for a directional approach to improve the Department’s competitiveness in the labour market and its ability to recruit and retain licensed aviation personnel and to respond to the increasing demands of the industry.