Auto Kontempore, Pune was the second edition in the series for Co-Creating a Sustainable Approach for Talent management in Automotive Sector. The first edition was held in Delhi in November 2017 and a consultative report was created as an outcome of the discussion conducted there through a Large-Scale Interaction Process. The present event at Pune was following up on the same to create a sustainable approach to Talent Management in the Automotive Sector.

The event witnessed the coming together of industry stalwarts on a common platform for identifying the present and prospective challenges faced by the auto and auto components sector related to talent. Participants explored issues from the widest possible perspective and endeavoured to come up with some innovative and bold solutions to the most imposing questions on talent issues being faced by the industry.


Auto Kontempore at Pune pushed the boundaries of ideas and dared to explore beyond where most industry events venture. The process started with a brief introduction by Mr. Amal Das, the convenor of the event. This was followed by context setting by Mr. Gajendra Chandel. This was followed by a true crowd-sourcing of ideas achieved through a Large-Scale Interactive Process (LSIP). The LSIP discussions were presented, augmented and further supplemented in a panel discussion at the end.

As part of the LSIP, the participants were divided into 6 groups to have a 4-step discussion process. The groups were christened as continents – Africa, America, Antarctica, Asia, Australia and Europe. In Step 1 participants made their individual observations regarding talent-related concerns faced by the industry, their impact on business and what they believe various stakeholders could do to solve or mitigate the challenges. This was followed by, in step 2, intense discussion amongst the group members. In this step Various challenges, their impact and ideas to solve them were collated at each table and curated on a separate chart sheet. Step 3 was a world café, where various continent members visited other continents and each continent presented their collated work in the earlier step to all other continent members. A lot of agreements and questioning followed this intermingling of the groups. As step 4, the continents regrouped and prioritised 3 challenges and 3 ideas to help solve those challenged. The outcomes were noted on a separate chart.

The continent leaders then participated in a panel discussion moderated by Mr. Gajendra Chandel, to discuss and present their continents and their own ideas.


Mr. Chandel, in his context setting address, pointed out the various disruptive changes facing the auto industry – fuel, automation, electric, autonomous and connected vehicles. He emphasized on how the various major automobile manufacturers are culturally different and hence their talent requirement and management practices vary vastly. Automobiles are changing with more and more embedded software in them and hence there is a huge change in the type of talent required for the industry. A subsequent challenge will be the sourcing and retaining of that highly skilled talent which will not only be a differentiator for companies, but indeed become an issue of survival.

The LSIP process discussions are summarized in the following table:

Challenge Ideas to Solve
Output from education institutes not aligned with industry requirement Systematic, robust internship programs to be created by Institutes and Industry
More Meaningful engagement of industry and academia
Seamless flow of professionals on sabbaticals from industry to academia and vice-versa
Dual Education System
Collaboration between IT industry and Auto Industry
Involve IITs as thought leaders
Radical and Rapid Technology Changes Re-skilling with tie-ups with institutes
Futuristic organization structure and roles with planning for transitions
Cloud-based sourcing of talent
Shortage of Talent Cross-functional fungibility
Inclusive workforce mindset and manager sensitization
Cloud-based sourcing of talent
Creation of an industry specific nodal talent body to influence policy making, provide training and skilling
Manage flexi-working
Skills for Future

–          New Technologies

–          IOT / Manufacturing 4.0

–          AI

–          Electrical / Mechatronics

Industry Academia collaboration

–          Mentoring by industry

–          Faculty Exchange with industry

–          Co-created courses

–          Vestibule Training

–          Vertical Integration

Industry Specific Institutions
Cultural Fit

–          New Age / Vintage

–          Indian and Multinational

–          Multi-tasking / Compliance Job Role

–          Create a strong Learning Culture

–          Mass Upskilling

–          Integrate Learning with PMS

–          Agreement with Unions to incorporate learning

–          Reinvent the working structure – Modular project-based organization design

Compliance Influence the government to introduce flexible and cost-effective workforce management practices and change labour laws
Engagement and Retention Redesign the Organisation
Use of Reward and Recognitions
Work culture that fosters innovation, creative and flexibility
Changing Demographics

–          Career Aspirations

–          Company Ecosystem

–          Diversity

–          Engagement of multi-generation talent

Empowerment / Engagement
Technology focussed skill program
Agile and inclusive policy framework
Customized HR environment
Imbibing customer needs across businesses Design Thinking
Cross-Rotation of People in functions
Analytics Usage
Talent Productivity Objective Performance Definition and Evaluation