Bridging the generational divide in aftermarket recruitment

The automotive aftermarket sector faces a significant challenge: a growing skills gap exacerbated by a shortage of qualified candidates and an increasingly competitive job market.

With Totaljobs’ The Age Advantage report highlighting that over half of UK businesses are not implementing strategies to increase age diversity, Glen Callum Associates (GCA), a leading automotive aftermarket recruitment specialist, is shedding light on how embracing generational trends in recruitment can help address these challenges and drive growth across the sector.

Embracing experienced professionals

According to the Office for National Statistics (ONS), the UK unemployment rate sits at approximately four percent, indicating a competitive labour market where experienced candidates are a highly valuable resource.

With Totaljobs’s report revealing that 69 percent of UK workers over 55 are open to working beyond retirement, there’s a critical opportunity for the automotive aftermarket to attract this experienced talent pool. Insights from the report indicate that older workers bring value to the workforce, from bridging skill gaps to offering mentorship.

However, age bias remains a concern, with candidates over 55 often perceiving a diminished chance of application success due to their age. Overcoming this bias and actively appealing to older candidates can be key to addressing the industry’s current skills gap​, says GCA.

With older workers, particularly those from the Baby Boomer and Gen X generations, staying in the workforce longer, companies in the automotive aftermarket have a chance to leverage seasoned professionals, whose knowledge can complement the skills of younger generations, such as Millennials and Gen Z, entering the industry.

Talent acquisition: A cross-generational approach

GCA believes it is key to understand what these various generations value in the workplace to be able to maximise their potential and create a working environment that best supports everyone.

Baby Boomers (1946 – 1964)

Baby Boomers are traditionally characterised by their loyalty and preference for stability. Many have spent decades in their careers and bring extensive experience to their roles. Again, according to Totaljobs’ The Age Advantage Report, individuals in this age group often favour roles that offer financial security and added benefits such as retirement saving plans, insurance and flexibility (with nearly two thirds of respondents prioritising this), and the ability to mentor or pass on knowledge​.

GCA advises, to attract and retain Baby Boomers, companies in the automotive aftermarket can emphasise flexible working arrangements that cater to those approaching retirement and offer opportunities for them to share their expertise.

Gen X (1965 – 1979)

Meanwhile, Gen X employees, who currently make up a substantial portion of the workforce, value both stability and independence. This generation has shown resilience in the face of an unreliable economic climate, as well as adapting to hybrid and remote work models after experiencing considerable changes to their working environments during the pandemic.

They are highly receptive to roles that value work-life balance, professional growth, autonomy and flexibility. For the aftermarket, this means creating an environment where Gen X can take on leadership roles, help drive strategy and continue their professional development in a working environment that works for their lifestyle, shares GCA.

Millennials (1980 – 1994)

Flexibility and remote working are once again huge factors for millennials, who seek purpose-driven roles that align with their values and provide a strong work-life balance, as well as continuous learning opportunities, with 45 percent rejecting potential employers who do not align with their values or beliefs, according to a 2024 Deloitte survey.

To attract Millennials, GCA advises aftermarket businesses to focus on their brand values and the positive impact their roles offer, as well as opportunities for personal and professional growth, while again considering flexible working arrangements.

Gen Z (1995 – 2012)

Representing the newest generation to enter the workforce, Gen Z is digitally savvy, values transparency and, in line with the ongoing trend across generations, seeks roles that again provide flexibility and advancement.

A survey conducted by Resource Solutions found that 71 percent of Gen Z responders ‘stalk’ potential colleagues on LinkedIn before accepting a job offer, and 72 percent view employers’ social media accounts during the job hunt. This shows they rely heavily on digital platforms to make career decisions, highlighting the importance of a strong online presence and a transparent recruitment process​.[5]

GCA recommends emphasising commitment to diversity, inclusivity and career development while maintaining a presence on the platforms where Gen Z job seekers are most active.

Could flexible working be key?

A key trend throughout the findings is the desire for flexibility, including remote or hybrid setups. However, according to GCA’s Q3 report, nearly 50 percent of all job placements in the automotive aftermarket were for office-based roles.

Emphasising flexible working arrangements – desired by nearly 70 percent of workers over 55 in Totaljobs’ report – could further appeal to all candidates across the age groups.

Kerrie Richards, Director of GCA, said: “With older workers open to new roles and continuing their career for longer, the automotive aftermarket has a unique opportunity to draw from this experienced talent pool to address immediate skill gaps and offer mentorship for incoming generations. Seasoned professionals bring invaluable industry knowledge, while the next generation brings fresh perspectives and new ways of working, particularly in digital and flexible workspaces.

“To prepare for the future, businesses must embrace both age diversity and the unique expectations of both older and younger workers. Addressing age bias and embracing inclusivity will create a well-rounded, resilient workforce capable of meeting the evolving demands of the industry."