The challenges of automation and outsourcing leading to redundant current roles coupled with the parallel shift in role requirements leading to the need of new talent attraction are like multiple powerful waves that will simultaneously hit the industry in the upcoming years.
Naturally, there are “business-as-usual” levers to fill the 260.000 roles until 2030. While these still require vigorous campaigns and a little extra effort, roles can be filled by: (1) recruiting graduates with adequate skill profiles (~90.000), (2) recruiting and retaining apprentices (~35.000), (3) actively attracting suitable talent from other sectors than automotive (~35.000), and (4) most importantly, traditional reskilling of current employees into e.g. battery engineering, software development, and artificial intelligence to reduce the downsize effect (~40.000).
Our model projects that 200,000 roles can be filled with these usual levers when utilized with a little extra effort. Yet, this means that out of 260,000 required roles, approximately 60,000 positions - every 5th position – still cannot be filled in Germany. So, how does one successfully maneuver through the stormy talent waters and close this talent gap by 2030?
We advocate for a capability driven, strategic combination of six countermeasures - our 6B approach: Build, Buy, Bind, Borrow, Bot, and Bargain.
The "build" and "buy" measures focus on optimizing workforce by re- and upskilling of existing talent and acquiring of external talent through extra high recruitment effort, both to increase the supply of required talent. The other measures aim to reduce the demand for new talent. The "bind" measure seeks to retain more high-potential talent by enhancing workplace attractiveness. The "borrow" measure involves partnering with agencies and external talent providers to bring in workers temporarily or part-time focusing on strategic outsourcing. The "bot" measure fully leverages automating processes previously done manually, seizing the potential of digital tools and artificial intelligence. Lastly, “bargaining” involves the negotiation on decelerating regulatory requirements, focusing on a capability-driven transformation that would rectify the workforce transformation.
Our analysis clearly concluded that the urge to course correct is present today. Only with proactive, balanced and holistic talent management, automotive player can win the upcoming fight for talent and sustainably build a workforce that is equipped to set sail by 2030 and beyond.
