Rethinking Engineering Team Structure

ManpowerGroup Ireland Named in Top 100 Companies Leading in Wellbeing Index 2026

ManpowerGroup Ireland Named in Top 100 Companies Leading in Wellbeing Index 2026ManpowerGroup Ireland is proud to announce that we have been recognised as one of the Top 100 Companies Leading in Wellbeing Index 2026, an initiative led by Ibec in association with Business & Finance Media Group and The KeepWell Mark.This prestigious index celebrates organisations across Ireland that are leading the way in building healthy, supportive, and high-performing workplaces. Inclusion reflects a strong and ongoing commitment to employee wellbeing, mental health, and positive workplace culture.At ManpowerGroup Ireland, we believe that our people are at the heart of everything we do. Creating an environment where employees feel supported, valued, and empowered is not just a priority—it’s fundamental to how we operate as a business.Being recognised in this year’s index highlights: Our continued investment in employee wellbeing initiatives Our focus on mental health awareness and support Our commitment to fostering an inclusive and positive workplace culture This achievement is a testament to the collective efforts of our teams across Ireland, who contribute every day to building a workplace where people can truly thrive.As we look ahead, we remain committed to strengthening our wellbeing strategy and continuing to support our employees in meaningful and impactful ways.We are honoured to be recognised among organisations that are setting the standard for workplace wellbeing in Ireland.

Rethinking Engineering Team Structure

Rethinking Engineering Team StructureWhy scaling engineering today requires more than hiring — and a more flexible approach to how teams are built.Engineering teams are being asked to deliver more — faster — during a period of uneven but real demand spikes. The Bureau of Labor Statistics projects faster-than-average growth rates for most engineering professions, from 5% for civil engineers to 7% for electrical and electronics engineers.On paper, the outlook is strong. In practice, many organizations are discovering that growth projections alone don’t translate into delivery capacity.The Engineering ShortageThe trouble comes when these robust growth projections meet dwindling supply. The American Council of Engineering Companies (ACEC) estimates an annual shortfall of roughly 180,000 engineers—a gap that shows little sign of closing. Several forces are driving the imbalance:Demographic shifts:As with the broader workforce, more engineers are retiring than entering the field, thinning the mid and senior level talent pipeline.Reduced access to international graduates:Visa constraints mean U.S. universities are training tens of thousands of qualified engineers who are unable to legally work in the U.S. after graduation.Burnout and retention risk:According to ACEC, 47% of engineers cite burnout as their top career concern, ranking ahead of compensation or job security. That signals not just a hiring problem, but a looming retention one.Against this backdrop, simply posting more jobs or offering higher pay often isn’t enough.Why Engineering Team Structure MattersWhen skilled talent is scarce, focusing exclusively on recruiting limits your options. Increasingly, engineering leaders are realizing that team structure itself has become a strategic lever.If your organization has historically relied on an “onsite only” model, it may be worth reexamining that assumption. Data shows that full-time onsite roles take roughly 23% longer to fill than hybrid roles, narrowing an already tight talent pool and slowing time to productivity.In other words, when demand is rising faster than supply, where and how work gets done can either constrain growth — or unlock it.The Three Models: Where Each One Works BestThere is no universally “right” team structure. The most effective models align the nature of the work with the availability of skills, rather than forcing every role into the same mold.Remote-First Engineering TeamsRemote models can be effective for digital-heavy work such as software engineering, simulation, design, documentation and quality assurance. They allow organizations to tap into broader geographic talent pools — particularly valuable for highly specialized or hard-to-find skills.However, remote teams require mature governance, strong documentation, and deliberate collaboration norms to avoid communication breakdowns or quality drift.Hybrid Engineering TeamsHybrid structures have emerged as the default for many scaling organizations. They balance flexibility with in-person collaboration, making them well-suited for teams that span both hands-on and digital work.The risk lies in execution. Without clear expectations, hybrid teams can inadvertently create “two-tier” cultures or collaboration friction. When done well, however, hybrid models often deliver the best mix of speed, resilience, and retention.Onsite-First Engineering TeamsOnsite models remain essential for roles tied directly to equipment, labs, manufacturing environments, fieldwork or regulated facilities. In these contexts, physical presence is not a preference — it’s a requirement.The tradeoff is scale. Onsite-only models restrict hiring to a narrower geographic radius and, in tight labor markets, can significantly slow growth.For tips on staffing a construction project in a geographically remote area, see Addressing Construction Labor Shortages in Rural Areas.Workforce Planning 2.0: Choosing the Right StructureRather than asking which model is best, leading organizations ask a more useful question: Which structure best fits the work we need to deliver?Key considerations for workforce planning include:The degree of hands-on or equipment dependent workSecurity, regulatory or IP requirementsCollaboration intensity across disciplinesWhere critical skills are available geographicallyHow quickly teams need to scale up or down as demand changesThis work-first lens allows organizations to blend models thoughtfully rather than defaulting to blanket mandates.Scaling Patterns That Work Across IndustriesAs demand accelerates across infrastructure, manufacturing, energy, aerospace and technology, several scalable patterns are emerging:Hub-and-spoke models, where onsite teams anchor delivery while remote specialists extend capacityHybrid product pods, supported by onsite “sprint” periods during critical build or launch phasesFollow-the-work models, where roles requiring physical presence remain onsite while digital workstreams operate remotely or hybridThese approaches recognize that scalability comes not from uniformity, but from intentional design.Making Any Model PerformTeam location alone does not guarantee results. High-performing engineering organizations invest just as much in how work flows as where people sit.That includes:Clear governance and quality standardsStrong communication rhythms that favor clarity over meetingsSecure, role-based access to systems and dataManagers who provide direction without micromanagingWithout these foundations, even the most flexible team structure can underperform.Skilled Technical Talent: A Practical Way to Relieve PressureAs engineering teams stretch to meet rising demand, many organizations are turning to skilled technical roles to relieve capacity constraints.Skilled technical roles bridge the gap between engineering and execution. Positions such as engineering technicians, automation technicians, instrumentation technicians and field technicians handle hands-on testing, troubleshooting, calibration and system support, allowing engineers to focus on higher-value design, analysis and problem-solving work.This role clarity reduces bottlenecks, speeds delivery and helps mitigate burnout —especially in hybrid and onsite anchored team structures where physical presence and equipment access are essential.Skilled technical talent is not a substitute for engineers, but a force multiplier. When integrated intentionally, technicians extend engineering capacity, improve workflow efficiency and make scaling more achievable in tight labor markets.When Demand Outpaces SupplyThe effects of accelerating demand and dwindling supply are being felt across the country. One industry report found that 51% of engineering firms have had to turn down projects due to talent shortages. And those that haven’t are facing unexpected delays and escalating costs.The Manpower Engineering DifferenceWhen demand spikes and talent is scarce, the right team structure makes all the difference. Manpower Engineering delivers integrated engineering and skilled technical teams that scale quickly, reduce risk, and keep projects on track. Talk with our experts at [email protected] about a workforce model built for your industry realities.

The Human Edge

Global future of work trendsAs we enter the expanding age of AI, automation and digital integration, the role of humans in work is evolving at an unprecedented pace. In 2026, four key forces will redefine the world of work:Hybrid super teams: Human, machine and freelance talent will reshape traditional hierarchies.Rapid relearning: Continuous skill development will be essential for effectiveness and productivity.Changing norms: Combatting the loneliness epidemic sparked by remote work, geopolitical stability worries and the effects an increased power demand has on the environment.The succession crisis: Ageing leaders will urgently seek the next generation of talent. As the pace of change accelerates, these forces are evolving more rapidly than ever before.Explore the full Report here.

Reflecting on International Women’s Day: Leadership, Allyship, and the Power of Collective Progress

Reflecting on International Women’s Day: Leadership, Allyship, and the Power of Collective ProgressInternational Women’s Day is more than a moment of celebration — it is an opportunity to reflect on the progress we’ve made, the work that still lies ahead, and the role each of us plays in shaping a more inclusive future.Recently, I had the privilege of attending a global webinar hosted by ManpowerGroup, bringing together inspiring voices from across our international community to celebrate this year’s International Women’s Day theme: “Give to Gain.”The session featured a panel of global leaders including Valerie Beaulieu, James Ratna Banerjee, Belén de Mendonça, Ninveh Neuman, Dirco Dekker, and Christopher Pilon, who shared thoughtful insights on leadership, allyship, and the importance of diversity in shaping the future of work.Throughout the discussion, several powerful themes emerged — reminding us that progress is not driven by individuals alone, but through collective action and shared responsibility.A Future Defined by Impact, Not GenderOne of the most compelling reflections from the discussion was a vision for the future of leadership.In time, the goal is that we will no longer speak about male leaders or female leaders, but simply leaders — individuals recognised for their ideas, their influence, and the impact they create.This vision reflects a broader shift in how organisations are thinking about leadership today. When opportunities are accessible to all, leadership becomes less about identity and more about capability, perspective, and contribution.The Strength in Our DifferencesAnother central theme from the webinar was the value of diversity and the strength that comes from embracing different perspectives.Diversity in the workplace is not simply about representation — it is about creating an environment where individuals feel confident bringing their authentic selves to work and where different viewpoints are welcomed.When organisations actively foster inclusive cultures, teams become stronger, more innovative, and more resilient. By learning from each other’s experiences and perspectives, we unlock new ways of thinking and better solutions to the challenges we face.Simply put: we achieve more together.The Responsibility We ShareThe conversation also highlighted the importance of collective responsibility in advancing gender equality.Progress does not happen passively. It requires action from individuals at every level of an organisation — from leaders to colleagues and allies.This can take many forms:Speaking up when we see gender biasAdvocating for equal opportunitiesSupporting and amplifying the voices of othersCreating environments where everyone feels valued and heardThese everyday actions may seem small, but collectively they play a vital role in shaping more inclusive workplaces.Representation, Belonging, and Building ConfidenceRepresentation was another powerful topic discussed during the webinar.When individuals see leaders who reflect diverse experiences, backgrounds, and perspectives, it sends a powerful message: there is space for everyone to succeed.Representation fosters a sense of belonging — and belonging builds confidence.Confidence encourages people to share ideas, pursue opportunities, and contribute fully to the organisations and communities they are part of. In this way, representation does not just impact individuals today; it creates momentum and hope for future generations.Creating the Future Through Today’s DecisionsPerhaps one of the most important reflections from the webinar was the reminder that future generations depend on the decisions we make today.Every action taken to challenge bias, promote inclusivity, and advocate for equality helps build a stronger foundation for the next generation entering the workforce.Progress may not always happen overnight, but consistent action and intentional leadership can create lasting change.Allyship Beyond a Single DayWhile International Women’s Day provides a valuable opportunity to recognise and celebrate progress, the webinar reinforced that meaningful change requires ongoing commitment.Allyship is not defined by a single day or month. It is demonstrated through consistent action — through listening, learning, advocating, and supporting others throughout the year.The theme “Give to Gain” perfectly captures this idea: by supporting one another, championing inclusivity, and investing in equitable opportunities, we create stronger organisations and more empowered communities.Moving Forward TogetherThe insights shared during the webinar served as a powerful reminder that building inclusive workplaces is a shared journey.By celebrating diversity, embracing differences, and working together with purpose, we can create environments where everyone has the opportunity to thrive.International Women’s Day is a moment to reflect — but it is also a call to action.Because when we give our support, advocacy, and commitment to equality, we all stand to gain.

ManpowerGroup Ireland Q2 2026 Employment Outlook Report

Ireland Records Strongest Second-Quarter Hiring Outlook in Over a DecadeIreland’s labour market continues to demonstrate resilience, with employers reporting strong hiring intentions for Q2 2026.The latest ManpowerGroup Employment Outlook Survey reveals a Net Employment Outlook of 36%, highlighting a continued upward trend in hiring sentiment among employers.Key highlights from the report420 employers across Ireland participated in the survey36% Net Employment Outlook for Q2 2026Hiring expectations continues to improve compared with both the previous quarter and last yearMany organisations expect to expand their workforce in the coming monthsThese findings reflect continued optimism among employers despite an evolving economic landscape.Industry outlookThe report highlights notable differences in hiring expectations across sectors.Key insights include:Construction & Real Estate reporting the strongest hiring outlookSignificant improvements in hiring sentiment within Public Sector, Health & Social ServicesContinued workforce demand across several industriesRegional trendsThe survey also highlights regional hiring patterns across Ireland:Munster reporting the most optimistic hiring outlookStrong hiring expectations across major economic regionsContinued workforce demand across Ireland’s key employment hubsEmerging workforce trendsIn addition to hiring activity, organisations are increasingly focusing on future workforce capabilities.The report highlights that:Employers believe AI will deliver the greatest ROI in Learning & DevelopmentOrganisations are prioritising skills development and workforce trainingInvestment in employee capabilities remains a key business priority📊 Gain full access to the ManpowerGroup Ireland Q2 2026 Employment Outlook Report here.📊

Join Us for the Zimmer Biomet Open Evening in Oranmore

🚀 Join Us for the Zimmer Biomet Open Evening in OranmoreAre you considering a new career opportunity in Galway? We’re delighted to invite you to attend the upcoming Open Evening at Zimmer Biomet in Oranmore — an exciting opportunity to explore Product Builder roles, meet the team, and experience the site firsthand.Whether you're actively job seeking or simply curious about a career in medical device manufacturing, this event is designed to give you real insight into what it’s like to work at one of the world’s leading healthcare companies.📅 Event DetailsDate: March 12thTime: 4:30 pm – 7:30 pmLocation: Zimmer Biomet, Deerpark Industrial Estate, Oranmore, Carrowmoneash, Co. Galway, H91 AE08Pre-registration is essential and can be completed via our online registration form.What to Expect on the EveningThe Open Evening has been carefully planned to ensure every attendee gets a full experience of the role and the working environment.✔️ Welcome & Check-InUpon arrival, candidates will check in at reception and receive an ID badge.✔️ Site Tour & OverviewOur team will guide you through the facility, giving you a behind-the-scenes look at the manufacturing environment. You’ll also hear short talks about the Product Builder role and what a typical day looks like.✔️ Meet the TeamYou’ll have the opportunity to meet Supervisors and members of the hiring team, ask questions, and learn about career progression opportunities.✔️ On-the-Spot InterviewsPre-registered candidates will take part in a short interview during the evening.Successful candidates will be invited to complete a DAT assessment test, which will be issued either later that evening or the following morning.Why Attend?This Open Evening is more than just a recruitment event — it’s your chance to:Gain real insight into a global medical device companySee the working environment for yourselfUnderstand the expectations and progression pathwaysMake a strong first impression with the hiring teamTake the next step in your manufacturing careerProduct Builder roles offer stability, structured training, and the opportunity to contribute to products that genuinely improve patients’ lives worldwide.Who Should Attend?We welcome candidates who:Have an interest in manufacturing or medical devicesAre detail-oriented and enjoy hands-on workAre looking for long-term career opportunities in GalwayThrive in team-based environmentsPrevious manufacturing experience is beneficial but not essential — attitude, reliability, and willingness to learn are key.How to RegisterSpaces are limited, so early registration is strongly encouraged. Find the registration link here: https://form.jotform.com/260431710339046For more information or to register your interest, please contact:📧 [email protected] look forward to welcoming you on March 12th and helping you take the next step in your career with Zimmer Biomet.

Global Talent Barometer 2026: What Workforce Sentiment Reveals

Global Talent Barometer 2026: What Workforce Sentiment Reveals — and How Employers Can Respond with ConfidenceThe 2026 Global Talent Barometer from ManpowerGroup reveals a workforce caught between rapid technological adoption and growing uncertainty about the future. For organisations adapting to the new world of work, understanding these trends is essential — not just to attract talent, but to retain, engage, and future-proof workforces.Key Workforce Trends & Statistics1. AI Adoption Outpaces ConfidenceRegular AI usage jumped 13 percentage points to 45% of the workforce — showing how quickly AI tools are becoming part of daily work.Yet confidence in using technology fell sharply by 18 percentage points — marking the first decline in overall worker confidence in three years.While 89% of workers feel they have the skills to perform their current role, 43% fear their role could be replaced by automation within the next two years — up 5% from 2025. This “confidence gap” — where workers use AI but don’t necessarily feel skilled or confident doing so — is a critical signal for employers: adoption alone doesn’t deliver value if people feel unprepared or unsupported.2. Burnout and Well-Being Are Significant PressuresNearly 63% of workers report experiencing burnout.Stress (28%) and heavy workloads (24%) are the primary contributors to lowered worker well-being. Despite steady overall well-being scores, burnout remains widespread — undermining productivity and engagement. 3. Job Hugging Reflects Uncertainty64% of workers say they plan to stay with their current employer as they wait for clearer pathways to future skills and roles.At the same time, many employees are supplementing income or passively exploring opportunities — especially younger workers.50% of all workers supplement their primary income, rising to 68% among Gen Z, showing that retention may be tied to financial security as much as loyalty. 4. Training and Development Gaps Are Undermining ConfidenceA persistent training void shows that 56% of the global workforce received no recent training, and 57% had no access to mentorship or development support.This lack makes future skills readiness a critical risk for organisations implementing or scaling AI technologies. What These Trends Mean for EmployersThe Barometer paints a picture of a workforce that is: 🔸 Technologically capable but not necessarily confident. 🔸 Cautious about change, often “hugging” roles rather than pursuing new opportunities. 🔸 Stressed or burnt out — particularly where development and support are limited.This combination creates both risk and opportunity:Risk: Talent loss, slowed adoption of new tools, disengagement, and a widening future skills gap.Opportunity: Employers who strategically invest in people — not just technologies — can build stronger engagement, productivity, and retention.How ManpowerGroup Helps Employers Navigate These ChallengesData-Driven Talent SolutionsFrom sourcing specialised candidates to strategic workforce solutions, we bring real-world labour market insights into recruitment plans — helping you build teams that are not just capable, but confident and future-ready.The Bottom LineThe 2026 Global Talent Barometer shows that workers are ready for change — but many feel unsure about where they’re headed. Organisations that intentionally close the skills-confidence gap, support employee well-being, and build transparent pathways into the future of work will outperform those that focus solely on technology adoption.Gain Access to the Full 2026 Global Talent Barometer Report Here

ManpowerGroup Ireland Q1 2026 Net Employment Outlook Report

Ireland’s Employment Outlook Remains Strong in Q1 2026Irish employers continue to demonstrate confidence in their hiring intentions, according to the ManpowerGroup Employment Outlook Survey for Q1 2026. Despite ongoing economic uncertainty globally, Ireland has recorded a seasonally adjusted Net Employment Outlook (NEO) of 31%, placing the country fifth globally and 7 points above the global average.The survey, which gathered responses from 420 employers across Ireland, highlights sustained hiring momentum as organisations plan staffing levels for the period between January and March 2026.Hiring optimism driven by growthOverall hiring sentiment remains robust, with 43% of employers planning to increase staff, while 39% expect no change to workforce levels. Only 14% anticipate reductions, and uncertainty remains low, with just 4% unsure of their hiring plans.The outlook has increased by 2 points quarter-on-quarter and is 5 points higher than the same period last year, reflecting continued business expansion as the primary driver of hiring activity.Sector highlights: Tech leads the wayEmployment outlooks remain positive across all key industry sectors, with particularly strong momentum in:Tech & IT – NEO of 49%, the strongest of all sectorsConstruction & Real Estate – NEO of 42%, reflecting continued infrastructure and development activityManufacturing – Solid hiring intentions amid steady demandFinance & Insurance also showed notable year-on-year improvement, underlining the breadth of hiring confidence across the Irish economy.Medium-sized organisations show exceptional confidenceIrish organisations with 50–249 employees reported an NEO of 48%, representing:A 15-point increase since last quarterA 20-point increase year-on-yearThis marks the highest employment outlook ever recorded for this organisation size since tracking began in Q1 2005, positioning Ireland third globally for hiring confidence among medium-sized organisations.Regional hiring trendsAll five Irish regions expect employment growth in Q1 2026. The Ulster region stands out with the strongest outlook, while expectations have strengthened in three regions compared to both last quarter and last year.This regional consistency highlights that hiring optimism is not confined to a single location, but is evident nationwide.Ireland’s position on the global stageGlobally, Ireland continues to perform strongly, ranking behind only a small number of countries including India (52%) and Brazil (54%). With a global average NEO of 24%, Ireland’s 31% outlook reflects a comparatively resilient labour market.Balancing opportunity and riskCommenting on the findings, Jonny Edgar, Managing Director of ManpowerGroup Ireland, noted that while the Irish economy remains resilient and government spending may stimulate opportunity, risks such as inflationary pressures and reliance on multinational corporate tax revenue could impact employer confidence in the future.Nevertheless, employers continue to signal optimism as they navigate a complex economic environment.Looking aheadAs Ireland enters 2026, the employment outlook suggests steady and sustained growth rather than volatility. With strong hiring intentions across sectors, regions, and organisation sizes, employers appear cautiously optimistic — balancing expansion plans with economic realities.Download the full ManpowerGroup Ireland Q1 2026 Employment Outlook Report Here

Automotive Employers Navigate Uncertain Times

Automotive Employers Navigate Uncertain TimesThe global automotive industry stands at a crossroads in 2025, shaped by profound technological change, shifting consumer behaviors, and the relentless pace of business disruption. As automakers adapt to the evolving landscape—marked by slowing but still significant electric vehicle (EV) adoption, complex trade dynamics and the growing influence of artificial intelligence—workforce trends are emerging as both a challenge and the key to future competitiveness. Drawing from the latest industry research and expert interviews, I’d like to explore the major workforce trends and hurdles employers are facing, and the opportunities that lie ahead for building a resilient, future-ready automotive workforce.Growing Impact of Global Trade PolicyFew factors have impacted the automotive workforce more dramatically in 2025 than the ongoing uncertainty around global trade policies. According to the Automotive World of Work 2025 Outlook, an overwhelming 91% of automakers report that trade policy ambiguity is directly influencing their hiring plans. Automotive industry employers are staying cautious with most saying they will keep Q3 2025 headcount flat (45%), some hiring (38%), and a handful anticipating a decrease (15%) in Q3 2025.We're also hearing this as we speak to our Tier 1 supplier and original equipment manufacturer (OEM) automotive clients. The lack of visibility regarding market trends and policy agreements has caused many to pause recruitment for new roles. So instead of bold expansion, they are focused on retaining and upskilling their current talent. Slowing EV Growth Spurs InnovationElectric vehicle (EV) adoption is still expanding, but 2025 marks a period of recalibration. The automotive industry saw global EV sales surpass 17 million units in 2024, growing by 25%. China led with 11 million units sold, while growth in the U.S. slowed to 10% (from 40% the year before). For 2025, global EV sales are forecasted to exceed 20 million, making up more than one in four new cars sold worldwide.Yet, the growth trajectory is less steep than before, particularly in Europe and North America. As government subsidies wane and economic uncertainty persists, both automakers and consumers are adopting a “wait and see” approach. When we speak with our clients, they share some reasons why. Most early adopters already have EVs. And with average new vehicle prices still near historic highs, many consumers are keeping their vehicles longer. In fact, the average age of passenger cars in Europe is now 12.5 years. At the same time, OEMs are seeing growing EV competition from Chinese nameplates, particularly in developing markets. The good news is that this competition is spurring innovation. For example, Ford is investing$2 billion to reinvent some of its assembly lines to reduce EV production costs. These changes will continue to drive the need for a skilled and agile workforce. Hybrid Technologies and the Rise of “Hybrid Skills”Hybrid vehicle sales are surging as an interim solution while the world transitions to full electrification. In the U.S., 60% of EV sales in 2024 were hybrid, and in China, 30% of new car sales were plug-in hybrids. But this isn’t the only important hybrid trend in the automotive industry today. Limited resources and growing business needs are increasing the importance of workers with a hybrid skillset. For example, automakers worldwide tell us Operations & Logistics (30%), Engineering (24%)and Manufacturing & Production (21%) are the most difficult hard skills to find. At the same time, they say soft skills such as Ethical Judgment, Customer Service, and Team Management (all at 29%) are highly valued and difficult for AI to automate. Software-Driven Transformation and AutomationThe automotive industry is rapidly transitioning toward software-defined vehicles (SDVs), where features and functions, like Wi-Fi capabilities and self-driving, are managed primarily by pay-to-use software. By 2030, companies like Stellantis and General Motors expect to generate over $20 billion annually from subscription-based services. This “software first” mindset is not only changing product development but also has far-reaching implications for workforce composition.Factory floor workers are seeing their roles change as AI-driven process automation expands into areas like production forecasting and predictive maintenance.AI is being deployed to optimize manufacturing and maintenance, delivering faster, more reliable processes.However, this comes with a degree of workforce anxiety. Nearly half (42%) of automotive employees worry that advancing technology could make their roles obsolete within two years. Upskilling, continuous learning, and thoughtful change management are essential to support employees through times of disruption. The Talent Crunch: Recruitment, Retention, and ReskillingDespite uncertainty, the need for skilled talent remains acute. Most automakers (74%) still struggle to find the skilled talent they need, and an aging workforce is exacerbating the problem. In the U.S. alone, 10,000 Baby Boomers (those born between 1946 and 1964) reach retirement age every day, and 72% of automotive employers worry about the impact on their HR strategies.At the same time, when we speak with clients, they admit it’s not necessarily an industry that is still very attractive for young people. With frequent headlines about crises, plant closures, and headcount reductions, they understand why more effort is needed to recruit young skilled technical talent. This is why they are working to attract more women and diverse talent to the sector to expand the size of prospective talent pools. Opportunity Amidst DisruptionWhile the challenges are significant, the disruption also creates opportunity. The current business uncertainty has opened access to a broader pool of skilled workers, and “buy low and develop” hiring strategies may allow bold employers to secure top talent. New business models, such as recurring revenue from software-enabled services, could create $1.5 trillion in new opportunities by 2030, according to McKinsey.Forward-thinking business leaders are leveraging skills mapping and global talent sourcing—especially for remote-capable roles—to build more resilient organizations. Continuous learning is no longer optional; it is a prerequisite for success in this era of rapid change.Our 2025 Automotive World of Work report explores how automakers will navigate the balance between tradition and innovation, caution and transformation, challenge and opportunity. Employers must strike a delicate balance—investing in new skills and technologies that will define the future, while supporting and reskilling their existing talent base.Article originally written by Julien Matalou, Global Vice President, Consumer Goods & Automotive for ManpowerGroup Global.