Electric car demand has approximately quadrupled in a year, generating an urgent need for Tech skills at automakers. So how can they attract and retain elite talent?
Companies are doing everything from reducing their carbon footprints to boosting their usage of renewable energy, and the automotive sector is no different with its venture into electric vehicles (EVs).
The urgent difficulty now confronting automakers seeking to become green is locating the personnel to scale their expansion.
These are five factors to consider when recruiting elite tech talent.
Create an appealing culture.
For legacy organisations with firmly established principles, creating a new culture may feel like turning an ocean liner, but their success is dependent on their ability to develop the correct messaging and convince people that they are as cutting edge, if not more.
Recognize that you are a technology firm.
Traditional business leaders must drastically and fast shift their attitudes to recognise that they are no longer in charge of automobile companies, but of technology companies that create vehicles. This includes developing a tech-friendly organisational architecture that allows them to be agile and respond rapidly to changing market dynamics.
Provide opportunities for long-term professional growth and development
The need to adapt to new regulatory demands is a benefit for EV business recruiters, who can ensure a long-term space for new recruits to grow and develop over time in a profession that is only expected to rise in the near future. Given the present state of uncertainty produced by the downturn, this is precisely the type of protection that professionals seek and that businesses should take advantage of.
Get creative with compensation
In the EV arena, combining the pay scales of long-standing automotive engineers with freshly hired software developers, who normally command higher compensation, is a difficulty. Providing four-day workweeks or flexible hours can help to reduce stress while also lowering burnout and enhancing retention. Equity-based remuneration can be another tempting incentive, especially for firms hoping to expand fast in the coming years.
Build and communicate purpose
Especially for the workforce currently graduating from high school and university, green energy firms can provide the purpose that generation requires as motivation to join a company. We’re seeing that the younger generation are driven much more by purpose than just money and status.
Conclusion
This talent pool is hungry for the opportunities that green energy firms can provide, so the task for organisations now is to effectively communicate a sense of mission – and communicating that joining them could provide both the ability to work with best-in-class technology and literally save the planet from the looming threat of climate change.
