the industry to meet dramatically changing market demands with respect to growth, globalization,
technologies, and supply chain relationships, and to respond constructively to the reducing number of
Canadian youth available to enter the workforce. Through this HR Strategy and Integrated Strategic
Initiatives, Canada’s aerospace industry is responding to these business challenges of today’s dynamic
global marketplace. Through twelve (12) industry workshops across Canada, two (2) Organizing Team
meetings and two (2) Steering Committee meetings held from August 2007 to March 2008, over 220
industry representatives and other stakeholders have defined three (3) Strategic HR Thrusts: “Entry –
Enhancement – Transition” and defined seven (7) Integrated Strategic Initiatives.
Through the two primary ‘clusters’ of Strategic Initiatives, a ‘quantum shift’ in the effectiveness of the
industry’s HR processes for selection, training, development, and mobility of our people is now within
Implementation of these progressive “competencies‐based, outcomes‐driven” HR practices will help
make the Canadian aerospace / aviation industry compellingly more attractive as a sector that Canadian
youth, and Air Cadets especially, will prefer and choose, where our current employees can grow and
advance, and that will be a desirable and accessible destination for new Canadians and those from other
sectors and non‐traditional groups, including women and Aboriginal people.
This truly ‘game changing’ HR strategy and these seven (7) ground‐breaking strategic HR initiatives
constitute a highly valuable contribution to the overall industry plan to reinvigorate our market and
technology leadership in specialized niches over the next 10 – 20 years.
This Canadian Aerospace Human Resources Strategy Development (CAHRSD) project was designed by
the Canadian Aerospace Associations Human Resources Alliance (CAAHRA) to achieve a shared HR vision and to define integrated strategic initiatives that would enable each province / region to meet current
and emerging human resources challenges, for the betterment of all of Canada’s aerospace industry.
The Canadian Aviation Maintenance Council (CAMC) provided helpful cooperation in securing project
resources through HRSDC, participation at the CAHRSD meetings, and overall support for this initiative.
The CAAHRA member associations who have partnered to drive and support the CAHRSD project are as
follows:
a) Aerospace Industry Association of British Columbia (AIABC)
b) Aviation Alberta (AvA)
c) Saskatchewan Aerospace and Defence Industries
d) Manitoba Aerospace Human Resources Coordinating Committee (MAHRCC)
e) Ontario Aerospace Council (OAC)
f) Centre for Aerospace Manpower Activities in Québec (CAMAQ)
g) New Brunswick Aerospace and Defence Association (NBADA)
2
h) Aerospace and Defence HR Partnership for Nova Scotia (HRP‐NS)
i) Prince‐Edward Island Aerospace Human Resources Sector Council (PEI AHRSC)
j) Aerospace and Defence Industry Association of Newfoundland and Labrador (ADIANL)
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Er Reema Chordiya [ BE, MBA ]
Manager HR
www.AeroSoftCorp.com
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence :
Gtalk : Reemac.AeroSoft@gmail.com
Y! Messenger : Reema.AeroSoft@yahoo.com
Rediff Bol : Reema.AeroSoft@rediffmail.com
MSN : Reema.AeroSoft@hotmail.com
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