The automotive industry is today facing multiple unknowns and uncertainties. This situation is making it challenging to predict evolving talent implications over the long term. Hence we would in my view, need to deal with the following trends and challenges from a change management perspective:
- New skill-sets needed from the auto workforce - The Indian automotive industry is likely to witness increased demand for skilled workforce in the coming years. The skills many of them the new ones, such as cognitive, digital, systems thinking etc will need to be integrated with the core business model. Therefore, upskilling and re-skilling will define the agenda for the HR function in the automotive sector.
- New jobs in the Automotive Industry - The Way and the pace at which Electric Mobility program shapes up in our country, will be a key determinant of the changes in nature and quantum of the jobs in future. New jobs that are anticipated to get added are expected to revolve around Analytics, Digital Technologies/Applications, IoT etc. Jobs will also undergo changes to keep pace with the changing market scenarios. With the newer technologies and skills changing the value chain in the industry, hiring for the auto industry will need to bridge the technology- talent gap by developing & attracting more domain experts with requisite skills.
- Reinvention of the corporate learning landscape – It is being stated by many in the industry that over next 5-7 years, a significant number of jobs would require new skill sets. It’s been true in the past as well but the pace of change is accelerating. Corporate L&D departments need a major re-haul to meet such demands.
- An agile organization - Given the pace of change in the industry, the organizations would have to be more agile and need to respond to market forces faster. There are too many unknowns adding to the complexity going forward. This is going to be a major change management challenge for major automotive companies who have developed set processes, structures, systems over the years and have a way of working which is more suited to a stable environment/Eco-System.
- Re-defining EVP for Gen Y and Z employees – Gen Y & Gen Z now form a significant percentage of the workforce and this is just the beginning of faster changes in demography with likely compression of the definition itself of the generation to maybe three to five years. To engage multi-generational & diverse workforce and having the best of all the generations, the companies will have to redefine & evolve their Employee Value Proposition and keep them dynamic and flexible.
- Changing workforce productivity metrics – With technological & digital enhancements in addition to the new skill sets, the work processes & measures of productivity could see a significant change in future. We are already witnessing some of these changes especially in determining the manning norms both on the shop floor and in the executive and managerial roles.
In conclusion, it must be pointed out that the multiple disruptions and changes facing the automotive industry today could have a significant impact on how the industry restructures itself in terms of technology, people and culture. It is, therefore, necessary for companies to prepare to change and not necessarily predict these changes and take necessary measures so that their talent hiring process stays relevant.