The adoption of talent retention strategies in Industry 4.0 automotive organisations: Employees’ perspective

Abstract

Orientation: As the second largest employer in South Africa (SA), the automotive industry has a vital role to play in addressing global talent retention challenges in the era of Industry 4.0.

Research purpose: The aim of this study was to identify talent retention strategies within automotive organisations in SA within the context of Industry 4.0.

Motivation for the study: The United Nations identified 17 goals it needs to address which require the automotive industry to adopt effective talent retention strategies.

Research approach/design and method: This article reports on the quantitative component of a mixed-method study conducted in the South African automotive industry where data were collected from human resource (HR) and operational employees in automotive organisations through convenience sampling.

Main findings: The talent retention strategies need to be more effective to retain Industry 4.0 talent as a ‘one-size-fits-all’ approach is not ideal.

Practical/managerial implications: Addressing the sustainable development goals in Industry 4.0 will require the upskilling and reskilling of current employees by means of target interventions. Ensuring the development and maintenance of a talent pool is formidable for ensuring talent sustainability in the automotive industry.

Contribution/value-add: This study is a prima facie case that focusses on talent retention strategies in the context of automotive organisations in South Africa and, specifically, HR and operational employees. Also, based on the databases searched, little research was found that focussed on Industry 4.0 talent retention strategies from the perspective of the automotive industry.