​​Strengthening Automotive Leadership to Secure Top Talent

Adopting new tech is only a small part of the puzzle, as leaders need to prepare and equip their teams to thrive in a future where change is the only constant, adapting to handle current challenges whilst managing future innovations and market shifts.

Odgers Berndtson’s leadership experts from the U.S., India and France consider the prospects and challenges created by this evolution and its influence on talent.

Aligning technology and talent

U.S. and France

Leadership in the automotive and mobility industries must extend beyond traditional management to become champions of change and innovation. This involves developing and implementing strategies that seamlessly integrate AI and other emerging technologies into their business models.

Future-proofing talent involves several key management strategies designed to prepare the workforce for imminent challenges and opportunities: 

• Robust upskilling and reskilling programs: Automotive companies need to provide ongoing education and training programs that focus on new technologies like AI, machine learning, and data analytics. These programs should be tailored to meet the needs of diverse roles within the organisation, from engineers to executives, ensuring that all employees have the skills necessary to contribute to and succeed in a technologically advanced environment.  
• Emphasising soft skills development: The rapid pace of technological change demands that employees not only have technical skills but also strong soft skills. Emotional intelligence, adaptability, problem-solving, and effective communication are essential for managing through transitions and leading change. These skills help foster a culture where innovation is encouraged and valued.  
• Creating a culture of continuous learning: To future-proof talent, companies must cultivate an environment of ongoing learning and development. This involves embracing a learning ecosystem with digital platforms, collaborative learning environments, and cross-functional projects. Continuous learning and adaptability culture should be integral to both hiring and current team development. 

For new hires, leaders should prioritise candidates with a demonstrated aptitude for learning, agility and innovative problem solving. Data from the selection process should be used to support onboarding and ensure new hires can navigate and embrace change. 

For current employees, leaders should invest in succession planning to identify future leaders, and in leadership and talent development programs. These programs should prioritise psychological safety, which will ensure team members are comfortable raising concerns and challenging the status quo.

Change-leadership in automotive mobility  

Leaders in the automotive sector must embody the role of change leaders. This involves a proactive approach to navigating both the operational demands of their roles and the strategic imperatives of transformation. Leaders such as this must effectively communicate the vision for change, align team efforts towards innovation, and create an inclusive culture that supports diverse ideas and approaches.

Leveraging technology for personalised development  

AI and analytics can play a pivotal role in identifying individual learning needs and gaps. By utilising data-driven insights, organisations can create personalised development plans that are aligned with both current roles and future career pathways. Virtual and augmented reality technologies can further enhance these learning experiences, providing realistic simulations and scenarios that challenge employees and develop their skills in a risk-free environment. 

India

Over the past few decades, India has become one of the largest automotive markets and the third largest manufacturer globally. The Indian government is actively promoting EV adoption with initiatives including the Faster Adoption and Manufacturing of Electric Vehicles (FAME) scheme. 

India is currently home to the fourth-highest percentage of EV-skilled automotive workers, according to a recent LinkedIn study. However, the Society of Indian Automobile Manufacturers (SIAM) EV Skill Gap Study highlights the need to add 30,000 EV-ready workers per year till 2030, for the country to be self-sufficient.

The leadership challenge is to re-skill existing leaders and build a pipeline for new talent. Immediate needs include partnering with educational institutions, establishing EV-focused skill development centres, and expanding search efforts internationally. Indian local players are developing their internal talent to position themselves as a strategic partner with customers at the prototype development stage rather than the traditional supplier model. Fostering agility and continuous innovation will ensure long-term success.

Adopting Industry 4.0 practices, such as AI and IoT integration, enables companies to adeptly manage changing environments. Leaders must navigate supply chain volatility amid global disruptions.

Odgers Berndtson partners with automotive and mobility companies to tackle industry challenges and seize opportunities. We leverage our global network to source and develop leaders who can navigate technological shifts, market disruptions, and consumer demands. We provide strategic advice on building talent pipelines, enhancing leadership, and fostering innovation and learning.

In addition, we support clients in mapping short and long-term strategies for required capabilities, talents, and skills. We assist with workforce planning, organisational design, and provide tools to attract, recruit, and develop talent.

Our LeaderFit and leadership assessments for selection and development, executive and team coaching, and leadership development programs are designed to help leaders ensure that their talent pools are competitive, adaptable, and agile in a rapidly changing landscape. 

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Get in touch. Follow the links below to discover more, or contact our dedicated leadership experts from your local Odgers Berndtson office here.