BackBack to menu

Forgotten password

Enter your email address. We'll send you a link to reset your password

Jobs in Aviation Ltd - Privacy Policy

Why do we have a Privacy Policy?

It is really important to us that we keep any personal information that you give to us safe and secure and whilst we realise that it is not the most interesting of subjects, we would encourage you to read our Privacy Policy as it gives you important information about your personal information and your rights.

Our website provides a platform that can be used by job seekers to find jobs and for employers to advertise vacancies and look for suitable candidates. You can set up your own account and have complete control of the personal information that you give us and what we do with it.

We will always be open with you and so we have written this policy to tell you:

  • What personal information you can give us
  • How we may use your personal information (if you agree)
  • Who we work with to provide your account and our website
  • Where we keep your personal information
  • How long we keep your personal information
  • How we keep your personal information safe
  • Your choices and rights

This website is owned and operated by Jobs in Aviation Ltd. When you have any comments or queries about this website please contact us at and a HUMAN will reply.

We last updated this Privacy Policy on 13.04.18.

Personal Information you give to us

Setting up an account or using our website

You may provide us with the following information about yourself:

  • your name and address
  • your contact details including email address and telephone number
  • other information to allow us to provide the services you have requested
  • your CV/details relating to your qualifications and experience
  • what sector you are interested in
  • what jobs you are applying for and have applied for previously

Other times you can give us personal information

You can give us information when you:

  • Set up an account on our website
  • Apply for a position that we are advertising on behalf of an employer
  • Submit a CV to our website
  • Sign up for our newsletter (blog notifications)
  • Sign up for a job alert email
  • Save a job
  • Comment on a blog
  • Contact us via email or by telephone for any reason


Cookies are text files that sites store on users' computers. They make sites easier to use. They don't do anything to your own computer (they can't run software or send viruses).

As said, our cookies are used to improve your experience of our site.

We don't follow or track your own personal movements on the site. It provides us with information that isn't personally identifiable. And it also allows us to make your experience of the site better. For instance, when you hit Apply and have to register, you might want to land back on the page you started on.

Remember that you may be able to set your cookie preferences via your browser. But be aware that many sites may not work properly, or as easily, once you do this.

To find out more read our Cookies Policy.

How we may use your Personal Information

With your agreement, we may use your personal information:

  • to process your request to be added to our CV database
  • to pass on to an employer where you have told us you wish to apply for a specific position
  • to pass on to employers looking for candidates like you where you have given us permission to do so
  • to pass on to recruitment agencies who are seeking to fill positions that you have indicated to us that you are interested in and you have given us permission to do this
  • to fulfil any contracts you have entered into with us
  • to tailor the services that we offer to you with your needs and interests
  • comply with our legal obligations
  • to tell you about changes to our services or website
  • to help us develop our website to make it better for all users
  • to get your feedback on our website and services
  • to administer our website (such as troubleshooting, data analysis, research)
  • to keep our website safe and secure

Our legal basis for using your information

The law only allows us to use your personal information in certain limited circumstances. We have listed these below and what information they allow us to process.

1. With your consent

With your agreement we may:

  • set up an account on our website
  • process your request to be added to our CV database
  • provide your details to an employer where you have told us you wish to apply for a specific position
  • provide your details to employers looking for candidates like you
  • to pass on to recruitment agencies who are seeking to fill positions that you have indicated to us that you are interested in and you have given us permission to do this

2. When we have a contract with you

We may use your information to comply with a contract that we have entered into with you:

  • to provide the services you have requested
  • to administer and provide the website (such as troubleshooting, data analysis & research)
  • to tell you about changes to our website or our services
  • to help us (or our software developers) improve the website

3. Where it is necessary for our legitimate interests

We may provide you with marketing information about our own products and services similar to those that you have purchased or enquired about (unless you tell us to stop).

4. To comply with a legal obligation

We do this when we have to comply with legislation such as tax laws.

Our Marketing

We may provide you with information about products, services, special offers, and other news where we feel these may interest you.

Depending on what contact information you have given to us, we may contact you by email or post. We will only do this where you have consented to receiving such information from us.

You can opt out of such marketing at any time and If you wish to do so, please email us at

Working with other organisations

Employers and Recruitment Agencies

With your consent we will make available your 'CV Profile' with hiring employers and recruitment agencies. If you want to see the current list of employers and recruitment agencies, please see here.

When you submit your information you are given a choice as to whether you want your details to be visible to companies advertising on our website, our options are:

  • By selecting hiring organisations to contact you we will allow employers and recruitment agencies to view your CV Profile if they are looking for candidates for positions that you have indicated to us that you are interested in.
  • By selecting to 'Hide' this option your information will only be visible to the company whose job you have applied for and yourself and the staff of Jobs in Aviation Ltd for administrative purposes.

We are not a recruitment agency and we provide our website and services to you free of charge to allow a simple and easy way to access your future job. As such we do not have any control over how an employer or recruitment agency deals with your information once they have downloaded it from our database and they make their own decisions as to what to do with your personal information. We do ensure that any organisation who accesses your information has signed up to terms and conditions requiring that they deal with your information safely and securely and that they comply with the General Data Protection Regulation and any subsequent UK legislation.

If you have indicated to us that you wish to apply for jobs overseas, then we may provide your information to organisations who are not subject to the same data protection legislation that we have in force in the UK. In these cases, we only deal with organisations who have agreed to deal with your information in line with GDPR and UK legislation.

Other third parties

In order to provide your account and our website we may have to allow our trusted partners to have access to your personal information. These organisations include:

  • Our business partners, suppliers and sub-contractors for the performance of any contract we enter into with them or you
  • Our website developers who need to see your information in order to keep our website up and running

We work with the following organisations:

What laws we may have to comply with

We may have to disclose your personal information to third parties:

  • If we sell our business in which case the personal information that we hold will be part of the transferred assets
  • If we are required by law, or in order to enforce or apply our terms of use. This includes exchanging information with other organisations for the purposes of fraud protection and credit risk reduction

Third Party Privacy Policies

Our site may contain links to websites owned by other organisations. If you follow a link to another website, these websites they will have their own privacy policy.  We suggest that you check the policies of any other websites before giving them your personal information as we cannot accept responsibility for any other website.

Where we keep your Personal Information

Storage of Personal Information

We are committed to ensuring that our suppliers have appropriate technical, administrative and physical procedures in place to ensure that your information is protected against loss or misuse. All personal information you provide to us is stored on our secure servers or on secure servers operated by a third party located in the EEA.

All third parties who provide services or software to us are required to sign a contract requiring them to have appropriate technical, administrative and physical procedures in place to ensure that your information is protected against loss or misuse.

Retention of information

We will store your CV Profile (name, email, employment history etc) for as long as you wish us to.

At any time you can login to add to it, edit it or remove it completely.

After a year of first registering a process will start to regularly remind you that you are storing your file with us.

As soon as there has been a period of 12 months since you last logged in we will:

  • a. automatically 'Hide' your CV Profile (even if you originally consented to it)
  • b. email you*
  • c. make it clear how you can add to your CV Profile (to add new qualifications, update your recent employment records etc), edit your details or remove everything completely
  • * if your email no longer receives we'll delete your records since you won't be able to log in to do it yourself or receive our notices that it needs updating

Plus, we will email you 6 months after you last logged in to remind you to hide your CV Profile if it is still visible.

And we will stay in touch to remind you that you are using the site to store your CV Profile for future easy use throughout your entire career.

If we do not have hear from you (if you do not login), we will delete your account after 5 years.


If you chose to send us information via email, we cannot guarantee the security of this information until it is delivered to us.

Your rights

Access to your information

You have the right to access information that we hold about you. If you wish to receive a copy of the information that we hold, please contact at or write to us at the address above

Changing or deleting your information

You can ask us at any time to change, amend or delete the information that we hold about you or ask us not to contact you with any further marketing information. You can also ask us to restrict the information that we process about you.

You can request that we change, amend, delete your information or restrict our processing by emailing us at

You can also login to see all the information you have given us about your career profile to do the above yourself, at any time.

Right to prevent Automated decision making

You have a right to ask us to stop any automated decision making. We do not intentionally carry out such activities, but if you do have any questions or concerns we would be happy to discuss them with you and you can contact us at

Transferring Personal Information

You have the right to request that your personal information is transferred by us to another organisation (this is called "data portability"). Please contact us at with the details of what you would like us to do and we will try our best to comply with your request. If may not be technically feasible, but we will work with you to try and find a solution.


If you make a request to us under this Privacy Policy and you are unhappy with the response, you can ask for the request to be reviewed under our internal complaints procedure. Our internal complaints procedure allows your request to be reviewed by Managing Director who will do their best to try and resolve the issue.

If you have been through the internal complaints procedure and are still not happy with the result, then you have the right to complain to the Information Commissioner's Office. They can be contacted as follows:


Telephone: 03031231113


Information Commissioners Office
Wycliffe House, Water Lane
Wilmslow, Cheshire, SK9 5AF

Changes to our Privacy Policy

We review our Privacy Policy on a frequent basis to check that it accurately reflects how we deal with your information and may amend it if necessary. You should check this page regularly to see the most up to date information.

How to Contact us

We welcome questions, comments and requests regarding this Privacy Policy which can be sent to


Share this article

How Essential Is Crew Resource Management To Flight Safety?

How Essential Is Crew Resource Management To Flight Safety?

Carl Rackman discusses the importance of Crew Resource Management (CRM), and the danger of negative attitudes towards this.

Written by Carl Rackman

Every six months, for every airline pilot, there comes a period of tension; Mandatory flight tests are required for all operational pilots. One is an annual proficiency check to renew your flight crew licence, and the other is a workout and training detail devised by the airline (or operator).

Of the two, I always found the operator check to be the most challenging, but also the most rewarding. It was designed to address the trends of incidents both in the airline and worldwide. Called Line-Oriented Flight Training (LOFT), it provided some very practical and realistic scenarios to cover some of the more obscure incidents and knowledge gaps that were prevalent across a particular fleet.

It was during these LOFT sessions I discovered first-hand the limits of my own abilities, and those of the other crew I trained with. Some of these limits were in the technical knowledge of obscure subsystems, some were in our thinking capacity under pressure, and some were in our limitations as humans.

I was encouraged that our raw flying skills were never shown to be deficient. Once a training detail was completed, we often had some time left to “practice manual flying skills”, which often meant playtime!

Thanks to the high fidelity of modern simulators, I’ve flown the Boeing 777 at street level down the London Mall to Buckingham Palace, under the Golden Gate and Verrazano Narrows bridges and close by other landmarks like the Corcovado in Rio and the Eiffel Tower. On one memorable outing, I landed on the deck of the aircraft carrier USS Constellation in San Diego Harbour! Despite the obvious fun aspect, it leaves you feeling very confident about your ability to fly and handle the aircraft.


Human Or Pilot Error?

Occasionally, there is a high-profile incident or accident where the media blame “pilot error”, a term I absolutely loathe. It’s not just my sense of “family pride” that is challenged, but the blanket assumption that follows; The crew were “bad pilots”.

The term “incompetent” is bandied around, and the crew’s reputation is dragged through the dirt without any sense of compassion for the fact they may be dead, and their loved ones must watch their name being publicly trashed.

I prefer the term “human error”.

Egregious departures from standard procedures and common airmanship have occurred, but whilst not every human error is a pilot error, every pilot error is a human error.

This is why so much airline training has been focused on human performance and limitations. Flying, like surgery, is a complex and hazardous operation that requires high skill levels, combined with sound operating procedures and teamwork, to be successful.

The process of taking an aeroplane from a terminal building parking position, to a different one on the other side of the world is fraught with risk. The art of piloting, if there is one, is to manage and minimise those risks to the point that they no longer threaten the operation. At each step, strong communication is proven to be the key to this process.

The concept of crew resource management (CRM) is relatively new. It was first mooted in the 1970s in response to a sharp spike in aircraft accidents. One of the key problems identified by the pioneers of CRM was the alpha-beta relationship between flight crew.

Flight crews invariably consist of two pilots sharing the operating seats. The commander, or Captain, occupies the left-hand seat, with the co-pilot, or First Officer, occupying the right.

The experience gap between crew members can be huge. When I first began flying airliners, I had a grand total of 200 flying hours of which just 1.5 were on the Boeing 737 I was about to fly with 140 passengers aboard! My training captain was a grizzled veteran of charter and Far East flying with 20000 hours.

This gradient of knowledge and experience is not unusual. In the past, it could often translate into a steep gradient in perceived authority. The experienced captain often behaved with an autocratic sense of overbearing authority, which other crew members were afraid to challenge, particularly the newly-minted first officer. This “silverback” attitude was a contributing factor in some of the worst flying disasters in history, most notably the Tenerife collision in 1977 which remains the worst civil aviation accident in history, resulting in 583 fatalities.

Aviation was by no means the only industry deficient in this regard. Stories abound from the medical profession of theatre staff looking on silently as a surgeon amputates the wrong limb, even though everyone else in the room recognises the mistake. Accidents as diverse as the Space Shuttle re-entry disaster were found to have human organisational errors at their heart. CRM programmes attempted to address this.

It was a rocky ride to sell CRM to the hardened, highly-competent autocrats of the flight deck fraternity. I remember one story that made the rounds from the early days of CRM training, when it moved decisively from the classroom to the flight simulator.

For many pilots of a certain vintage, it was dismissed as “touchy-feely nonsense”, the preserve of effete, pony-tailed HR managers with bonuses to earn.

One such pilot was undergoing a simulator proficiency check. The session was being monitored by a young manager from the HR department who had to “tick the box” for CRM content. At one point, an engine fire broke out. The captain turned around in his seat to make eye contact with the flight engineer; “John, I love you and I want to have your babies. Now put the ******* fire out!”


Captain Al Haynes

Such was the state of play by the late 80s. Then something happened that changed the perception of CRM forever.

On a beautiful July day in 1989, United Airlines flight 232 took off from Denver’s old Stapleton airport enroute to Chicago O’Hare. It was a short hop for the widebody DC-10 with 296 passengers and crew aboard.

Captain Al Haynes was a veteran pilot with 30,000 flying hours, of which 7000 were on the DC-10. The first officer and flight engineer were also experienced crew, and the flight also carried a route check captain.

Barely an hour into the flight, the tail-mounted third engine suffered a catastrophic failure which sent parts of the compressor flying through the upper airframe, severing all three hydraulic system lines and causing an almost complete loss of hydraulic pressure. The flight control surfaces and third engine throttle were jammed in place, trapping the aircraft in a gradual right turn.

Upon hearing the extent of the damage, the United Airlines control center alerted its management team that the incident was non-survivable, and would result in the catastrophic loss of the aircraft and all occupants.

But Al Haynes and his crew worked the problem, talking through the system failures and exploring solutions. They worked together as a team, asking relevant questions and assigning tasks to specific people.

For the next 44 minutes, they battled the odds to nurse their crippled aircraft to a runway approach at Sioux City using only the left and right throttles to control the flightpath.

The aircraft crashed on landing, but the crew were among the survivors (over half the occupants survived) and were universally praised for their handling of what should have been a complete loss.

Once the details of the investigation began to circulate, particularly the CVR recording, pilots and trainers around the world began to perk up. Al Haynes himself would say of his CRM training:

“But the preparation that paid off for the crew was something that United started in 1980 called Cockpit Resource Management…All the other airlines are now using it. Up until 1980, we kind of worked on the concept that the captain was THE authority on the aircraft. What he said, goes. And we lost a few airplanes because of that. Sometimes the captain isn't as smart as we thought he was. And we would listen to him, and do what he said, and we wouldn't know what he's talking about. And we had 103 years of flying experience there in the cockpit, trying to get that airplane on the ground, not one minute of which we had practiced, any one of us. So why would I know more about getting that airplane on the ground under those conditions than the other three. So, if I hadn't used [CRM], if we had not let everybody put their input in, it's a cinch we wouldn't have made it.”

Suddenly CRM was not an additional luxury. It was the essential difference between success and failure. Airlines scrambled to implement practical and workable CRM training to follow United’s example.


CRM Implementation

United Airlines was at that time the world leader in CRM training. They had made the step of taking it seriously following the loss of a DC-8 near Portland, Oregon in 1978. It ran out of fuel as the crew discussed a possible landing gear problem which turned out to be a faulty microswitch.

In the thirty years since Sioux City, CRM training has evolved to the point where the airline industry leads the world in this kind of creative thinking about how professionals communicate in complex technical environments.

Airline CRM professionals are a recognised part of the training industry, offering consultancy with the oil and chemical industry, medical profession and other critical technical roles.

On my last simulator check, two trainers from the nuclear power industry were sitting in the back of the simulator as observers. They watched us dealing with a LOFT exercise that involved a seized engine compressor, and a diversion from the Atlantic Track System into Reykjavik during snowy conditions. We applied all the sound measures of timekeeping, fuel management, diversion management, communication with crew, passengers and ground controllers, airline control centre and passenger services. We used as many resources as we could, including auto flight systems, flight management computers, VHF and HF radio, ACARS and sat phone communication, crew members, and of course, splitting the workload between us to ensure that the aircraft remained under control. We used mnemonics to help us manage the problem (DODAR and Plane, Path People), and by the time we landed successfully, my throat was dry, not from tension, but from talking.

After our debriefing, we had a Q&A session with the nuclear engineers, as they were seeking to apply some of the same principles to their own human factors training. The first thing that either said after the debriefing was that they were amazed there was so much communication.

Their main takeaway from watching pilots work a complex problem was that you had to communicate effectively.

The 21st Century airline pilot is an information manager. The electronic wizardry that captures the imagination of the public, is like the refinements one finds on modern cars; Power steering, satnav and head-up displays all have their analogues in the modern flight deck, but like a driver (self-driving cars notwithstanding!), the pilot still has to fly. In addition, they must think and process to a degree that was unimaginable thirty or forty years ago.

It’s not enough to be the strong silent leader anymore. One of the command skills I was taught was that if the flight deck goes quiet during problem-solving, check your crewmate. It’s usually a sign of overload or confusion.

The art of asking open questions, checking workload assignments and being ready to question and review decisions you’ve made, are at the heart of CRM.

That said, CRM is not a solution to the human error problem, it simply introduces specific training in avoiding and mitigating it.

Recent studies suggest that the positive effects of traditional CRM training may have plateaued, and in fact there is a rising trend in CRM-related incidents. There remain many human reactions, personality traits and good old fashioned mistakes that defy even good CRM.

If we are honest, there are still some pilots who remain impervious to it. It has often been said in training that the people most likely to benefit from implementing CRM, are the ones least likely to perceive any benefit.

Sadly, these attitudes are often found out only in the crucible of real-life tragedy.

CRM is not so much touchy-feely anymore. It’s more lifey-deathy.


Notable Incidents Where Crew Communication Or Problem-Solving Management Was A Significant Factor

Source: Aviation Safety Database

• Antillean Airlines 980, ditched in the sea off the Virgin Islands 2 May 1970. 23 fatalities, 40 survivors

• Pan Am/KLM disaster, Tenerife Los Rodeos 27 March 1977. 583 fatalities, 61 survivors

• United Airlines 173, crashed near Portland, Oregon 28 December 1978. 10 fatalities, 179 survivors

• Eastern Airlines 401, crashed in Florida Everglades 29 December 1979. 101 fatalities, 75 survivors

• Saudia 163, fire after successful emergency landing at Riyadh 19 August 1980. 301 fatalities, no survivors

• British Midland 92, crashed near East Midlands Airport, UK 8 January 1989. 47 fatalities, 79 survivors

• United Airlines 232, crashed at Sioux City, Iowa 19 July 1989. 111 fatalities, 185 survivors

Related jobs


SR Technics


Excel Technical Consulting

Lynn CNC Machinist Training Program

Lynn, Alabama, United States
GE Aviation

Flight Test Control Engineer

Shanghai, China
GE Aviation

Training Coordinator


Lead Manufacturing Training Specialist

Asheville, North Carolina, United States
GE Aviation