Human resources needs to cope with the projects won is usually estimated intentionally optimistically. Why do I belive its intentionally? Because it happens all the time and there is no example I am aware of where estimates reflect even close to 60% of what is actually needed. Often, good experts are promoted to engineering group managers (EGMs), although they are the wrong choice when it comes to team development and team empowerment. If a supervisor has good hard skills but still has room for improvement in terms of managing people, he or she should be encouraged to consult HR at an early stage if any conflicts in the team cannot be resolved. The inclusion of HR for problems in the team should not be interpreted as a weakness, flaw or a negative entry in a fictitious file about the team leader, but rather as a virtue and scknowledged by HR as athe right thing to do.. This is very important for a successful and large company like Aptiv, as the organizational structures change regurarly, even if this is not surprising considering the strong position in the market.
In general, Aptiv is very successful and there is a lot of projects, which also has very positive side effects that the future is bright in terms of employees having lots of projects and work to be done. However, due to the high workload with hard deadlines, there is far too little time for the EGMs to manage their teams, to identify problems in the team at an early stage and to tackle those. As a result, there are often employees in the same team where some are overloaded and others are bored.
