US wage survey article.

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Salaries are up a bit, but not enough. Meanwhile, longer hours and fewer qualified mechanics are pushing up the stress meter.

By Kathleen Kocks, Contributing Editor

The results are in, and the findings are loud and clear. If employers want to improve the jobs of their aviation maintenance professionals, pay them more money. And if employers want to benefit their company, seek input from maintenance professionals.

The desires for better compensation and for being involved in the company's strategy were two among many very clear messages from the 907 responses to this year's edition of Aviation Maintenance's Annual Salary Survey.
Sketching the respondents

The respondents are distributed all over the United States and work for all types of aviation companies (Chart 1). As is the case in the entire U.S. aviation maintenance profession, mechanics who work for air carriers constitute the largest group of respondents.


Chart 1
Scanning response by job title, we received excellent feedback from the core group of Airframe & Powerplant (A&P) mechanics, technicians, and specialists (51 percent of respondents), plus hearty representation from maintenance directors (19 percent), and from IAs/inspectors (14 percent). With such response, we are confident our survey findings for these job titles accurately depict the state of the profession.

As in years past, this survey's responders are well-educated, with 38 percent having completed vocational school and 45 percent college (Chart 3). One responder who commented about desiring better compensation observed, "We should be making salaries comparable to pilots; most of us are better educated than them."It's an intriguing thought to ponder - and certain to ruffle the wings of the nearest pilot.


Chart 3
In terms of certificates held, only 6 percent of respondents have no certificate. The vast majority hold A&P certificates (55 percent) and a remarkable 37 percent hold two or more certificates.

Responders are also very experienced, with nearly half of them having in excess of 20 years in the industry (Chart 2). However, a large gap exists between the 20-years-plus crowd and the remainder of our respondents. This data is yet another disturbing indicator that there will not be enough aviation maintenance professionals to fill the shoes of those who will retire in the next few years.

The growing shortage of aviation maintenance professionals is definitely on our respondents' minds. Six percent of them called for "more help" and complained about high workloads and long hours. This is a notable increase over the comparatively insignificant number of comments on either topic in our past two surveys.


Chart 2
As in other industries, job hopping is alive and thriving in the aviation maintenance world. When you consider that almost half of our respondents have in excess of 20 years experience, it is noteworthy that a full 30 percent have only been with their current employer for one to five years. Many respondents also complained about high turnover; a repeated causal factor given was the lack of good wages.

We compared compensation by education level, certificates held, industry experience, and company seniority, and we found that experience and seniority have the largest influences on compensation (Chart 6). Our most experienced respondents make 65 percent more than the least experienced, and the most senior on the job make 33 percent more than the newest employees.


Chart 6

While one expects experience and seniority to have big influences on compensation, one also expects education to have a similar influence. This simply isn't the case.

The most educated respondents (post-college) are only making 21 percent more than the least educated (high school). Even more alarming, the most certificated mechanics (having A&P, IA, and FCC licenses) are only making 8 percent more than the least certificated (no certification).

Calculating compensation

From the standpoint of salary, most of our respondents (32 percent) earn between $15 to $20 an hour, equating to $31,200 to $41,600 annually (Chart 5). Aviation department managers for corporate flight departments pull down the best compensation by a long shot; these fortunate respondents average nearly $70,000 ($33.65/hour) annually.


Chart 5
In fact, our best-paid respondent is in this category, making a tidy $100 per hour. On the other side of the spectrum, our least paid person is a government worker earning a meager $5.50 an hour.

As a group, however, the low men and women on the wage totem pole are A&Ps, technicians, and specialists working for FBOs, averaging about $13.90 an hour ($28,900 annually). The accompanying salary charts reveal the full story by job title, employer, and U.S. region.

In terms of raises, the average boost for those people fortunate to receive them was a healthy 6.2 percent (Chart 7). But the full picture is not as rosy: 33 percent of our respondents received no raise and two percent suffered a cut in pay, reducing the overall average raise rate to 3.8 percent. As in years past, many respondents complained about the lack of raises to simply keep up with inflation. It's a legitimate gripe.


Chart 7
Manufacturers gave the best raises this year, at 5.1 percent. Government and military groups doled out the least, at 2.6 percent. Every type of employer was well represented in the "Scrooge" category that gave no raise.

Using the survey's comments section, respondents were very vocal about wanting to make more money. We wondered: How much does it take to make them feel adequately paid? To get our answer, we correlated wages with responses to our question "Do you think you are fairly compensated for the work you do?"

Bottom line: The satisfaction level hovers around $25 per hour ($52,000 annually). At less than that amount, the majority of respondents answered "no" to the above question. At above that amount, most respondents answered "yes" to the question (Chart 9).


Chart 9
Looking at benefits, most aviation maintenance personnel receive the typical package of health insurance, paid vacation, and some type of retirement plan, be it a 401K or pension (Chart 4). Nearly all of the 29 percent who receive free or reduced airfares are employed by an air carrier.

Nearly all the respondents who receive no benefits work for companies with fewer than 50 employees. About half of these respondents also are part-time workers.

A desire for better benefits was voiced by 16 percent of respondents. Most comments hit upon better health coverage, lower employee contribution to medical plans, company matching for 401Ks, better retirement, and more vacation. The median for days of paid vacation is 15, with one lucky fellow receiving 50 days a year.

A surprising number of respondents asked for paid sick leave. One respondent, a full-time A&P/FCC-certificated professional employed at a repair station, noted that he receives no paid sick leave.

The union label

This year's survey also had a stronger representation from unionized mechanics, equivalent to about 29 percent of respondents. According to the U.S. Department of Labor's Bureau of Labor Statistics, almost half of all aircraft mechanics are covered by union agreements. Principal unions are the International Association of Machinists and Aerospace Workers (IAM), the Transport Workers Union of America (TWU), the International Brotherhood of Teamsters (IBT), and the Aircraft Mechanics Fraternal Association (AMFA).


Chart 4
Of our unionized respondents, the vast majority are employed by airlines, followed by government agencies, manufacturers, and repair station/completion/overhaul firms. Comments about unions ran pro and con, with opinions coming from both sides of the camp.

"It is becoming the consensus of my fellow engineers that better wages and recognition of our worth to the company will only be possible by unionizing," remarked one fed-up respondent.

"Get rid of the union," demanded another. A key complaint about unions was the lack of communication between them and management. Another sentiment expressed was that some unions don't adequately help mechanics. In fact, several respondents called for a union for aviation maintenance personnel only, mentioning the AMFA.

To determine whether unionized respondents are better off than their non-union peers, we did a little extra number crunching. The differences among the two groups participating in our survey may surprise you.

The average union hourly wage is $22.27, compared to $21.48 for non-union. The average union raise is 2.9 percent, compared to 4.2 percent for non-union. The average union vacation is 19 days, compared to 15 days for non-union.

As to benefits, union respondents fare much better in health insurance (98 percent union versus 89 percent non-union), 401K plans (84 percent versus 70 percent), paid vacation (95 percent versus 88 percent), profit sharing (30 percent versus 24 percent), pension (75 percent versus 35 percent), and free airline travel (58 percent versus 15 percent). The only benefit non-union respondents have the upper hand in is bonuses (10 percent union versus 24 percent non-union).

However, when asked if they feel they are fairly compensated for their work, 38 percent of union workers said yes, compared to 49 percent of non-union workers. And asked to rank their working environment between one (bad) and 10 (best), union workers averaged a 6.6 rating, with non-union averaging a 7.2 rating. For whatever reasons, non-union respondents are a happier gang.

Comments worth hearing

Nearly 77 percent of our respondents provided comments to the question "What would make your job better?" Many answers prove that today's aviation maintenance professional's career concerns don't begin and end with a paycheck or a time clock.

Although the largest percentage of comments called for more money (35 percent), our aviation maintenance professionals also are seeking improved efficiency, better management, more tools, more training, better workspace, more recognition, fewer hours, more help, and incentives to make their job better (Chart 10).


Chart 10
The number of suggestions to improve the company's operation were remarkable. Improving team work and communication with management and among departments was cited again and again. Our respondents clearly recognize the inefficiencies around them and want to help eliminate them, but also feel alienated from pitching in.

"I'd like to see an open door to speak to management about how to improve production," said one respondent. "At the same time, management needs a better understanding of the FARs and our liability as mechanics."

Many respondents want to see improvements in marketing and sales efforts to bring in business, and to improve shop rates and profit margins to keep the business healthy.

Others called for improvements in maintenance scheduling and preparation. "More planning and less blind-panic reacting to surprises would be nice," one remarked. "It would be nice to not always be rushed to get the work done," said another.

As usual, complaints about managers not understanding the needs and workings of the shop floor were abundant.

"I have the responsibility, but no authority because I'm being micromanaged by those on Mahogany row," complained one respondent. "Get me the tools I need to do the job, and raise the pay so qualified people will stay."

Yet respondents were also blunt in their suggestions about and impatience with some coworkers. "Management needs to treat people like adults and fire those who don't perform. Get rid of the deadwood and insist on higher standards from mechanics," advised one respondent.

Having tools and spare parts quick to hand was another suggestion. "We need to eliminate the bean counters who insist on zero inventory, which results in unnecessary downtime because we don't have the parts here to repair the airplane," said a respondent.

Calling in computer power was another oft-repeated request, as a way to reduce time spent on paperwork of all kinds. Numerous respondents pointed to the benefits of using CD-ROM versions of aircraft maintenance manuals or parts-tracking software to help them expedite their work.

If there are two things aviation maintenance professionals love, they are tools and training. In many cases, requests for more tools and training were listed before requests for better compensation.

Our survey shows training is abundant, with 62 percent regularly receiving initial and recurrent training. Conversely, 24 percent receive no training from their employer.

If we were giving out grades for training, corporate flight departments would receive an "A," since 90 percent of respondents employed by them receive initial and recurrent training. Meanwhile, air-taxi and charter operators would be sent to the principal's office, since more than 50 percent of respondents employed by them receive no training.

The chasm in training practices between the two employers is ironic, since both operate in similar people-carrying capacities.

Cleaning up hangars

If employers want a relatively easy way to give their aviation maintenance team a morale boost, do something about the workspace. From the numerous comments, one can visualize hangars resembling something like a medieval dungeon.

Take a good look at your hangar and haul out the trash, wash the floor, paint the walls, install new lights, and for Pete's sake, get some heating or cooling put in.

But more importantly, help lift the spirit by acknowledging jobs well done. Like all humans, aviation maintenance personnel like to hear "thank you" and "good job" when the compliment is earned. The sentiment that they are not recognized as highly trained, skilled, and conscientious professionals continues to sound loudly in comments from respondents.

"Respect from management would be nice," remarked a respondent. "Management needs to realize the potential of people who feel appreciated. When people feel appreciated, they will bend over backwards for the company."

Regardless of whether they are repairmen, A&Ps, or IAs, these people carry the burden that their work must be perfect. If not, people can die. That alone is a significant responsibility and one deserving a sound pat on the back.

In closing the book on this year's salary survey, here is an excerpt from a chapter in the Department of Labor's 1999 Occupational Handbook describing the aircraft mechanic's profession. The text is directed to young people trying to determine their future, and it is written in a style that describes the daily working conditions of aircraft mechanics. It reads:

Chart 8

"Mechanics usually work in hangars or in other indoor areas, although they may work outdoorsósometimes in unpleasant weatherówhen the hangars are full or when repairs must be made quickly. Mechanics often work under time pressure to maintain flight schedules or, in general aviation, to keep from inconveniencing customers. At the same time, mechanics have a tremendous responsibility to maintain safety standards and this can cause the job to be stressful."

The handbook also outlines the hours of classroom training mandated, the years of experience required to gain certifications, and the increasing knowledge aircraft mechanics must possess in areas like mathematics, physics, chemistry, electronics, computer science, and mechanical drawing, as well as the growing list of new aircraft technology in composites, avionics, and turbines. It also speaks of new certification standards that make ongoing training mandatory.

And it states a well recognized truth, "Aircraft mechanics have a comparatively strong attachment to the occupation, reflecting their significant investment in training and a love for aviation."

Annual Wages By Employer


Corporate
Flight
Department
Regional Airline
Major Airline
FBO
Repair Station/
Completion/
Overhaul
Air Taxi/
Charter
Manu-
facturer
Military/
Government
School/
Training Facility
Maintenance Director $69,330 $42,740 $62,380 $39,670 $46,090 $48,730 $29,410 $43,970
–
Aviation Department Manager $135,200 $33,800 $75,500 $57,200 $62,440
–
$44,720 $67,600 $53,040
Service Manager $49,170 $39,870 $51,110 $43,370 $45,910
–
$51,170 $48,190
–
Avionics Manager $72,010
–
$61,300
–
$35,110 $41,600
–
$50,860
–
IA/Inspector $52,670 $36,230 $55,700 $37,070 $39,540 $45,450 $45,910 $47,690 $31,200
A&P/ Technician/ Specialist $48,510 $34,320 $45,280 $28,910 $33,110 $31,530 $38,630 $36,800 $18,280
Engineer
–
$42,120 $58,990
–
$68,290
–
$49,210 $59,450 $71,760
Training Manager
–
$51,190 $54,660
–
–
–
$52,000 $41,080 $49,570
(Numbers rounded up to nearest $10; to determine flat hourly rate, divide number by 2080)

Annual Wages By FAA Region


New
England
Eastern
Southern
Southwest
Central
Great
Lakes
Northwest
Mountain
Western
Pacific
Alaska
Maintenance Director $57,550 $56,410 $50,500 $53,560 $57,620 $55,200 $56,080 $58,800 $11,480
Aviation Department Manager $135,200 $84,360 $64,270 $83,200
–
$37,920 $50,230 $52,270
–
Service Manager $59,590 $51,650 $44,620 $48,010 $45,640 $44,450
–
$72,280
–
Avionics Manager
–
$69,280 $52,000 $50,860
–
$60,320 $39,020 $56,990
–
IA/Inspector $44,390 $48,940 $40,600 $37,630 $55,450 $45,490 $40,500 $43,220
–
A&P/ Technician/ Specialist $45,300 $41,970 $39,120 $38,170 $35,940 $41,250 $36,000 $40,810 $47,090
Engineer
–
$56,160 $59,820 $58,990 $47,860 $54,950 $52,120 $57,550
–
Training Manager
$52,000
$54,160
$44,100
$33,840
–
$53,890
$64,520
$54,640
$100,880
(Numbers rounded up to nearest $10; to determine flat hourly rate, divide number by 2080)

Information about Aviation Maintenance