ABM_1 - Flipbook - Page 35
1.
Future world of work:
Automation tends
to transform, not
eliminate jobs
urgency becomes even more acute.
Leaders must map their talent
taxonomy, identify future-critical roles,
and invest in upskilling and reskilling
programs while simultaneously working
on transitioning knowledge from
experienced professionals to younger
generations.
This knowledge transfer cannot be
an afterthought, it's foundational to
continuity and innovation.
Equally critical is building diverse and
inclusive talent pipelines.
To compete for the best minds across
all demographics, automotive companies
must create environments where all
types of talent can thrive.
Diversity and inclusion aren't just
ethical imperatives, they're strategic
necessities that expand the talent pool,
drive innovation, and ensure companies
can attract the full spectrum of skills
needed for transformation.
This means embedding upskilling
and reskilling into the employee
experience, rather than relying on
external hiring to close every gap.
And it means broadening the lens
on where and how talent is sourced,
partnering with workforce specialists
like ManpowerGroup to access global
talent pools and design new, borderless
workforce models.
The future of the automotive industry
will hinge on the same qualities that have
always defined its greatest innovations:
foresight, precision, and the courage to
move first.
The ‘Automotive World of Work 2025
Outlook’ is clear: the industry doesn't
have a talent problem, it has a talent
investment problem. The technology is
ready, the markets are moving, and the
race is on.
The next competitive advantage
won't come from who can automate
fastest, but who can humanise
transformation best.
In the end, the future of mobility isn't
autonomous. It's human. i
Q4 2025 AUTOMOTIVE BUSINESS
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