Abstract

Over the past 10 years, the Canadian mining industry has continued to build momentum and prepare itself for what appears to be a remarkable transformation. Executives are facing unprecedented pressure to find sustainable and creative methods to drive shareholder value, enhance productivity, and improve the safety of the workforce – all during a time of global uncertainty and a generation of new workers that are motivated by non-traditional incentives.

Complicating our challenges in the Canadian mining industry relates to the recent Mining Industry Human Resources Council of Canada’s Labour Market Study that not only forecasts a significant labour market shortage (~100,000 new mine workers needed over the next ten years), but also cites the skills and competencies required in the workforce are dramatically changing as the industry continues to adopt and deploy new technologies and mechanized equipment.  What is important to note, is the problem is two-fold. The labour market shortage combined with the new technology skillset workers need to have has created a “perfect storm” whereby Canadian mining and mining supply companies are experiencing difficulties in finding, hiring, and retaining workers with the right skills to fill the significant and growing employment gaps.

This presentation will shed light on emerging attraction and retention strategies that leading mining companies and other skilled labour / legacy industries facing similar challenges have successfully deployed that can be leveraged by Canadian mining companies.  The presentation will also talk about building trust, developing more talent locally, and strategies to encourage students to move towards meaningful and sustainable careers in the “new world” mining industry.