In our last article, we explored the global SQEP gap—the growing shortage of suitably qualified and experienced personnel—and the training innovations emerging to address it. Simulation, modular programmes, and mission-specific training pathways all play a vital role in developing people for high-stakes operational roles.

But none of these solutions matter if we get the first step wrong. Before we can train or qualify anyone, we must first select with purpose.

To explore this further, I reached out to Matt Dobson, Chief Aircrew Officer at Babcock Australia and New Zealand, for an industry perspective on the role of robust selection in specialist aircrew recruitment. His insights underscore a critical truth: no amount of world-class training can overcome a poor recruitment decision.

As Dobson puts it, “We would rather have a gap than the wrong person in the gap.”

Selection: Getting It Right the First Time

“Selection isn’t just about who can perform—it’s about who can adapt, who can be trusted, and who brings the right mindset to the team.”

In high-stakes environments where safety and trust matter most, selection is the foundation of operational excellence. No matter how advanced your training system or how modern your aircraft, a poor selection decision will ripple through your entire organisation. It’s better to hold a vacancy than to rush and place the wrong person.

Historically, the aviation and rescue sectors have leaned heavily on flying hours as a benchmark of suitability. But experience can be a blunt tool. It’s not the number of hours that counts—it’s the quality of those hours. One hour of dynamic vessel transfer training in rough weather is far more valuable than ferry flight hours when it comes to mission readiness.

Technical ability may open the door, but what earns someone a seat on the aircraft—and keeps them there—is mindset, attitude, and behaviour.

*Soft skills are no longer secondary; in our world, they are the hard skills.*

This shift is exemplified in Babcock’s modern selection model. Their process combines structured assessments with behavioural insight, peer feedback, and scenario-based interviews. This blend ensures candidates are evaluated not just on what they know, but on how they think, respond, and interact. They’re not just looking for someone who can do the job—they’re looking for someone who can grow within the job.


Dobson’s team canvassed instructors and experienced aircrew to define the key traits needed for operational success:

       Composure under pressure

       Sound judgement in dynamic environments

       Self-awareness and accountability

       Intrinsic motivation

       Team cohesion and communication


These attributes aren’t measured in logbooks—but they define who thrives in high-pressure team environments.

There’s an uncomfortable truth many organisations face: the pressure to fill roles can lead to compromises in selection. But filling a roster gap with the wrong person costs far more than holding that space a little longer to find the right one. A good selection team will know that a poor fit can lead to increased training remediation, team friction, and ultimately attrition. And in safety-critical sectors, it can lead to far worse.

That’s why our selection panels should be staffed with experienced, fair, and consistent leaders—people who understand both the technical requirements and the human context. They can see beyond rehearsed answers or polished CVs. They know what to look for in terms of attitude, cultural fit, and readiness.

What often gets overlooked in selection is the team perspective. It’s not just about the individual. It’s about how that individual will function in a high-trust, high-pressure environment with others.

Some of the best candidates aren’t the loudest or most confident at assessment centres. They’re the ones who stay grounded when the stakes rise. The ones who listen, support others, and seek feedback. In real-world missions, those traits can matter just as much as ticking every technical box.

In rescue, HEMS, or tactical aviation, you are only ever as strong as your weakest link. And that link is rarely technical—it’s usually behavioural.


Robust selection doesn’t slow you down—it sets you up to scale faster, with fewer setbacks. Selecting better reduces the need for remediation, increases retention, and helps embed a high-performance culture. That’s especially important now, when global experience levels are thinning and competition for talent is fierce.

By shifting the emphasis from “can they do the job today?” to “who will they become in the role?”, organisations are future-proofing their capability. Training then becomes a force multiplier—not a patch for poor choices.

This is where the SQEP journey truly begins. If we get selection right, training becomes an accelerator, not a crutch. The right people don’t just pass courses—they shape culture, improve safety, and enhance team capability for years to come.

In the end, your culture, performance, and safety record will reflect not just how you train—but who you choose to train.

*Invest in your selection process—because who you choose today shapes who your team becomes tomorrow.*