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P3
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to professions – notably fi nancial services – where higher immediate salaries may be on offer. As a result, automotive manufacturers are disproportionately dependent on older workers, many of whom are approaching the end of their careers.
Skill requirements are changing. Broadly speaking there’s a greater requirement for IT expertise but relatively little in-house competency. All this has the potential to create skill gaps and thus undermine the ability of companies to compete.
The changing shape of automotive industry is also raising people management issues. As demand grows in emerging markets, production will inevitably move closer to the new customer base, creating a requirement not only for overseas workers but also for skilled staff who are willing to work on international assignments.
Businesses within the automotive sector are, of course, taking action to attract skilled staff and address skills shortages now and in the future. The industry also offers in-house training programmes and apprenticeships. However, these initiatives have cost implications at a time when businesses are seeking to get more productivity and optimise their cost of production.
Joining the dots
People issues have the potential to affect every part of an organisation and we see many examples of fragmented decision making and people initiatives being managed out of silos – whether that be in the HR Function, Finance or other operational business units. It is this ‘silo’ based approach that can encourage a focus on single issues rather than a more effective integrated and joined up approach to addressing the needs of the business.
Added to this, we have found that many organisations currently rely on intuition or widely held beliefs and assumptions to manage their workforce issues. The problem with both of these starting points is that decisions about people management are neither fully holistic nor evidence based. This in turn causes issues such as talent not being available when and where it is needed; or problems with disengagement and reduced productivity / performance.
At KPMG we apply an evidence based methodology we have branded P3
(People
powered performance). As part of our approach, we collect data across a wide range of aspects relevant to a workforce and review effectiveness through fi ve key lenses – namely Capability, Connectivity, Capacity, Cost and Compliance. This evidence-based starting point is resonating with organisations because it gives them genuine
© 2013 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member fi rm of the KPMG network of independent member fi rms affi liated with KPMG International Cooperative, a Swiss entity. All rights reserved.
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