Optimizing Talent Management in Aviation: A Fuzzy Analytic Hierarchy Process Approach

Abstract

Talent management is crucial for ensuring the aviation industry remains competitive, efficient, and compliant with evolving technologies and regulations. This study applies the fuzzy analytical hierarchy process (F-AHP) to evaluate and prioritize key talent management strategies in aviation, focusing on enhancing human capital. Based on expert interviews and pairwise comparisons, five critical strategies were identified: skill development, employee retention, leadership development, safety compliance, and innovation capacity. The results highlighted Skill Development as the most important strategy, followed by Employee Retention, underscoring the need for continuous training and effective retention programs to maintain a highly skilled workforce. While Leadership Development, Safety Compliance, and Innovation Capacity were also deemed important, they ranked lower in comparison to more immediate operational needs. Supported by Human Capital Theory, the study offers practical recommendations for HR professionals in aviation, such as prioritizing continuous training and retention, while also addressing the challenges of promoting innovation within regulatory constraints. Limitations include the small sample size and subjectivity in expert judgments, suggesting that future research should expand the scope to validate these findings and explore the financial implications of implementing these strategies.

Keywords

• Aviation Management
• Human Resource Management
• Talent Management
• Fuzzy AHP

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