Recruit and retain 46 www.aftermarketonline.net FEBRUARY 2025 Motor industry talent must take centre stage Azlina Bulmer, managing director of the Institute of the Motor Industry, on what is being done to attract and retain diverse new talent in the auto sector as it aims to demonstrate its critical role in the UK’s industrial strategy ambitions On first glance of the Institute of the Motor Industry’s (IMI) latest vacancies tracker, and aftermarket specialists could be forgiven for believing that automotive is winning the recruitment crisis battle. Analysis of the October 2024 data from the Office of National Statistics shows motor trades vacancies at 19,000, the lowest since October 2021. However, overall job postings reported in the IMI’s Labour Market Report (July 2024), decreased by 38% year on year, with 51% of these positions for vehicle technicians, mechanics and electricians. This begs the question, with an obvious automotive skills shortage on our hands, why stop recruiting? The answer is complex. Industry insiders are all too aware that a lack of access to qualified and continuously trained automotive experts presents a serious risk to road safety and social mobility in the UK. However, a mix of employer apathy following failed recruitment campaigns, combined with understandable caution due to prevailing economic headwinds, both of which have not been helped by the government’s recent Autumn Statement announcement of an increase in employers’ NI contributions. So, what are the challenges employers continue to face, and what can be done to attract and retain more skilled, talented staff to the automotive workforce? Despite this negative recruitment picture, there is plenty being done behind the scenes by the IMI, and the sector as a whole. In particular, great strides are being taken to demonstrate how the automotive aftermarket offers a fantastic career choice for job seekers, whether they are school leavers, graduates, or those at a professional crossroads. A prime example is the IMI’s nationwide digital campaign, ‘There’s More to Motor’, which shares the authentic voices of those working in the sector, with aftermarket positions really standing out. The campaign dispels the myths that the sector is just about dirty garages and grease under the fingernails. Advances in automotive technology mean gleaming workshops are showcased, alongside the wide range of skills that can be developed, from traditional mechanical and technical capabilities to AI and computing. With stories shared on the ‘There’s More to Motor’ YouTube channel, the campaign is doing a great job of attracting talent that would not have otherwise considered working in automotive. Everyone appreciates the time and investment that goes into attracting new recruits, but this is just half the battle. Working on staff retention from the minute new employees walk into a business is also critical. This is why the IMI goes above and beyond to celebrate technical skills through the IMI Skills Competitions. Underlining the fact that new recruits are rightly taking enormous pride in their work, 2024 saw the largest ever number of nominations, drawn from across the UK and representing diverse groups. Notably, for the first time, two women became medallists, both in refinishing, with a woman winning that category. It is vital that the sector continues to empower individuals by recognising their skills and showcasing their abilities to demonstrate the rewarding career opportunities the sector offers. Statistics regarding the IMI Skills Competitions underscore the importance of this. The programme has a massive impact on those taking part, with 90% of previous entrants saying their career progression improved after competing, and 86% saying their personal and employability skills improved. Central to the IMI’s response is the evidence that automotive is a significant contributor to the economy with huge growth potential, particularly in green technologies and digital transformation. To make this vital contribution, government investment in skills is a must. In particular, incentivising training and upskilling, expanding apprenticeship programmes, collaborative skills initiatives, early education and engagement, incentives for lifelong learning, improving talent attraction and retention and professional standards and regulation.
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