By Joe Giacomin, Managing Director, Automotive
(248) 453-0092 | jgiacomin@asgteam.com
Not Attracting and Landing Top Talent? It Might Be Time to Ask “Why”
Have you discovered there isn’t an unlimited supply of superstars waiting in the wings to join your company? Don’t fret; you’re not alone. When you search for a candidate who is qualified, financially attainable, geographically desirable, compatible with superiors, contemporaries, and customers, and motivated to move for the right reason(s), the result is what we call a very short list.
Experience has taught us that people generally don’t leave their current employer because of compensation. True, financial considerations may play a supporting role, but money alone is almost never what drives a departure or motivates someone to accept a new position.
This is where organizations at either end of the spectrum need to look inward and ask: “Why do some of our best people choose to leave?” And for the acquiring company: “Why should a successful person want to leave their company and join ours?”
There is a lot written and discussed about the newer generation of employees – how they view their career, lifestyle and what they seek in company culture. Candidates who desire a more flexible approach to their career, the job function and environment in…or out of workplace, can be regarded (especially by people and companies which maintain a long standing, traditional approach to business) as lacking motivation, sincerity and loyalty to a particular organization.
For better or worse, times have changed. Advancements in technology allow employees, if they choose, to be connected to their work 24/7, whether they’re in the office, at home, in the supermarket, or yes, even at the beach. 
Most of the new wave employees are highly competent and capable of covering a lot of ground. When measuring work completion against plain attendance and conformity, flexibility often improves productivity.
So, what is a company to do to ensure they acquire their share of the very best people? Start by being open-minded. Look for ways to make things work – a win-win, if you will. Most qualified candidates have already proven themselves – otherwise, you wouldn’t have wanted to hire them in the first place. And guess what? True professionals take pride in doing their best and succeeding to their highest level.
In past issues of this publication, I’ve addressed various aspects of the hiring process: what seems to work best and what may need improvement or possibly an overhaul. I’ve often stated that the job candidate is watching you: your people, your process, and your policies. It’s best to make your own assessment, because nobody understands the organization better than the people steering it. While looking inward isn’t always comfortable, the key is to be honest and to remember that a top performer may appear nonconforming but will do a great job for somebody. Better that it be your company and not the competition.
Plugged-IN
Wouldn’t installation of an EV charging lane within every gasoline station be a logical move toward solving the current infrastructure challenge? Petroleum and electricity are natural competitors…presenting an obvious roadblock, but there must be a financial model to satisfy both factions.
Even without tax incentives, electric vehicles are gaining acceptance, and as consumers become more confident with the daily routine of ownership (charging access/ease of operation leading the list) the EV evolution will continue to unfold.
Meanwhile, propulsion options remain available. A friend just purchased a gasoline-powered 2026 Mustang GT convertible, with that legendary 5.0-liter V-8, for his summer fun car. What a sweet ride. Varooom!!
I spoke with a longtime colleague in the automotive supplier sector. He is essentially retired, although he continues to conduct business on a limited basis…serving the plastics industry. We discussed how the auto business has changed. He was quick to point out that supplier personnel he is in touch with “just aren’t having that much fun anymore.”
He misses the days that a sales representative made frequent visits to engineers and buyers at an auto company –often with a new product, material, or application. This was typically followed by a gathering at a local eatery.
It was during these exchanges where learning took place, decisions were made, and commerce moved forward. In present times, the automotive business is “homogenized”. If a live phone call takes place, it’s considered progress. Note to up-and-comers: Try talking to people more often.
The America first strategy is working. Within our automotive recruiting practice, assignments with foreign-based companies are expanding. During a recent intake call with a European executive finalizing specifications for a North American position, he was enthusiastic about recent policies that encouraged his company to build facilities in the United States. He was positive about the wide-open market for his products and growth potential he envisioned for his company. This is a positive report we don’t always hear about.
