What does automotive talent really want?

What does automotive talent really want?

According to the latest findings from the Kelly Global Workforce Index (KGWI), almost three quarters (70%)  of employees working in the automotive sector haven’t had a career development discussion with their employer in the last year, and 48% feel they don’t have a clear career path available to them.

The survey also showed that when given the choice between advancing to a higher level in their organisation or acquiring new skills, an overwhelming 76% would opt for new skills- higher than the UK average.

Yet businesses are failing to meet the demand for skills, with over a third of employees admitting they are dissatisfied with the career development resources offered by their current employer.

With 43% feeling that they don’t have the opportunity to grow or advance their career at their current employer, many are taking matters into their own hands. 19% admitted that they have either sought out or paid for training themselves in the past year and as many as 65% disclosed that they will look for a new job in the next year.

In the candidate-driven market, what can employers in the automotive industry do to retain talent?

Commenting on the findings, Clive Driver, Lead Consultant, Automotive, Kelly Services said: “Businesses must ensure that in order to encourage retention they offer the skills, training and support employees need in order to help them progress their careers in the long term. This is clearly not happening in many UK businesses; employees are eager to learn new skills but aren’t always being given the opportunity to do so and as a result, many are looking for jobs elsewhere.”

Make career development a win-win

Employers that take the initiative of helping employees to better understand their career paths need to ensure that the resources they deploy are properly suited to those they intend to help.

  • Employers should fully evaluate existing career development programs to test suitability to employees’ needs and the organisation’s human capital needs.
  • Career development must be a structured part of regular performance reviews.
  • Consider a career future-proofing exercise to get workers to consider how their jobs will change and the training, which they need.
  • Develop a knowledge-capture program to harness the skills and expertise of gifted or longstanding or expert employees so that corporate knowledge can be retained and passed on to less experienced staff.

For more information on career development resources download the report here.