Aftermarket May 2022

MAY 2022 AFTERMARKET 57 www.aftermarketonline.net experiences in bringing together the whole team, from the factory across to the pit lane, offered some lessons for the broader automotive sector: “We had to find a way to get across the line. I was part of the race team, going from race to race. You would see us on television. The majority of our team were in the factory, not in the same country, but they wore the same uniform as me. “You can retain staff and even bring in staff by tapping in to what motivates people. What I wanted was for the people in the factory to feel like I felt when I put on my uniform. I was proud and passionate about what I did, and I wanted these people to feel the same. The emotional attachment to what we are doing is by far the biggest trigger. Some companies look at this as millennial woo-woo, but if you can find that, if you are doing something that affects people, that emotional attachment will be one of the biggest factors in attracting people, but also engaging them. You will get more out of them, which is what we did at McLaren. Connecting to that resource gave us the biggest prize you can have in the sport.” Diversity When much of the automotive sector is white, male and appears to be able-bodied, one way to lessen the skills gap would be to widen involvement. With this in mind, the IMI recently published the final Report from its Diversity Task Force, which pointed to a dearth of diverse role models in the automotive sector as a vital issue. The Diversity Task Force is led by IMI President, Professor Jim Saker, who was up next, along with the IMI’s Careers and Student Membership Manager Jo Hollingdale. They went on to discuss the report, and what it might mean for the sector. “Let’s not put up barriers,” observed Professor Saker. “How do we make our sector more attractive? Let’s start from the research. We are massively under-represented in women and ethnic minorities. We are also over- represented in people with disabilities, particularly invisible ones such as ADHD and Dyslexia etc. This came as a surprise.” There was some precedent though: “I had worked at Loughborough University for over 25 years, and a lot of students were like this. They are attracted to our industry as it is not seen as being academic.” Focus On what those working in the industry can do to make it more attractive, Jo opined that it is a matter of catching them early enough: “We need to get them young, so we are really focused on secondary schools, but research has shown that gender stereotypes are set at primary school. So, one school presentation won’t cut it.” On what else can be done, Jo said: “It is going to be uncomfortable. You have to see it to be it. We need to have those diverse role models.” Professor Saker added: “We need to be more evangelistic about our industry. It’s a fantastic place to work. At the moment we are regarded the same as burgers. What do you want to do? Burgers or cars. When I started the degree I was pilloried in the press as Arthur Dailey goes to college. We have to change the perception.” This was an event for the sharing of ideas, and during the Q&A section of the segment, Dave Reece, founder of School of Thought, the organisation that works to raise the profile of the automotive aftermarket within schools and colleges, had this to say on general outreach work being performed by the overall industry: “You are three years behind us. We were at the British Motor Show with the IMI and the RMI, where was the rest of the industry?” Making a comparison with the skills shortage, he added: “This is our pandemic. If we don’t deal with it we are all going south fast.” Transitions and re-skilling Last up before the proceedings would begin to draw to a close was Independent Workforce and Campaigns Consultant Tom Hadley. He observed: “Data and research matters more than ever. There is no shortage of data, the question is what data to rely on. “This is a new era of transitions and re-skilling. There is more mobility than ever across the job market. This is an opportunity for the automotive sector to attract new people, but it also provides new opportunities for people to leave the automotive sector. What about the global picture? The stakes are high. The number one reason for people leaving roles is under-staffing. If you get the recruitment right though, people will want to stay.” On options for how to attract and engage staff, he asked the audience, and the floor was opened up. Ideas thrown up included relegating HR, coaching and improving staff benefits along with training, as well as flexible working patterns and employee ownership. Offering his own view, Tom said: “We need to get better at listening. It is about having one-to-ones with staff. Getting the basics right.” On how the industry can work together, he added: “There is definitely something in employers, further education colleges and government working together. It is about creating a coalition of change.” Summing up As the morning came to a close, James Osborne was back to wrap things up: “If recruitment is one of those things that keep you awake at night, put together a plan, collaborate with those outside your business, and proactively go and do something about it.” The last word went to Gavin White: “Hopefully this is just the start. This is not a subject that is going to go away. Let’s get out there and do something about it.” This is not a subject that is going to go away. Let’s get out there and do something about it ”