Anglo faces headwinds in keeping restructuring on track
Anglo has been forced to accelerate its restructuring after successfully holding off a bid from BHP, the world’s biggest miner.
Mention the word mining and you’re bound to solicit a viewpoint that may or may not be in support of an industry that is entrenched in Canadian history. It is however one which continues to provide economic stimulus to virtually every region of the country.
The mining industry employs 308,000 workers or 1 in every 55 Canadian jobs. According to the Mining Association of Canada, the average weekly pay for a mining worker in 2010 was $1632, which surpassed earnings of workers in forestry, manufacturing, finance and construction by 72%, 70%, 56% and 53% respectively. The industry needs 10,000 new workers each year over the next decade to replace current positions and fill new ones. So despite good wages and anticipated vacancies in the upcoming decade, HR professionals, labour and CEO’s alike have their work cut out for them in finding workers.
Simply stated but not simply solved, the challenges are: juggling an aging workforce, adapting to the need for a more skilled worker, marketing an industry that’s outside the urban setting and ridding the industry of an old mining culture that in some cases still exists.
What do current and future workers need to do? Mining is not a pick and shovel industry by any stretch. The industry relies on advanced technology to make it competitive in today’s marketplace. Hence companies today are not in the market for unskilled laborers. Professional and technological savvy people are needed. That means current and future workers need to think seriously about postsecondary pursuits in engineering, geology, processing, environmental studies, trades, IT, equipment operations and the like. Coupled with that, the industry is for the most part situated in smaller communities or remote locations. This isn’t everyone’s cup of tea and my experience has been that a lot of job seekers are just not willing to permanently relocate, even for a good opportunity. I see it as an opportunity to expand one’s horizons and to experience something different.
I sometimes hear the country’s unemployment rate being mentioned in the same sentence as mining jobs. It shouldn’t be. Not everyone is interested in a mining job, is skilled enough even for entry level, is able and willing to relocate and/or is suited to the industry but for those that are, the opportunities are definitely there.
What do levels of government and educators need to do? Mining needs to be viewed and supported as a viable career choice. While we’re seeing some forward movement in this regard, the will to push ahead with new strategies in dealing with a greater exposure to the industry needs to continue. Pre-apprenticeship training in schools is becoming more prevalent. One high school I’m familiar with has such a program established. It offers students starting in Grade 10 the opportunity to gain exposure to pre-trades work in industry. That program continues to be an excellent opportunity for young people. In short, it gives the student one more option to draw from when it comes to a career path. More and more post-secondary institutions are offering opportunities for industry specific courses and programs. This is a win-win for both students and the economy.
What does industry need to do? Today’s job seekers are not simply looking for a big pay cheque. In no particular order, work/life balance, reasonable benefits, advancement and training opportunities, respect, inclusion, safe practices and sound environmental stewardship are but a few of the deciding factors for job seekers today. If the organization can’t deliver on those, it’s unlikely they will end up with a qualified, satisfied and productive workforce for years to come.
Recruitment is one factor but retention is another. It’s tough enough getting someone in the door. When they leave a year later because the organization doesn’t meet their expectations, there’s only one place to look and that’s within. Organizations today should seriously consider or practice job sharing, modified work schedules, succession planning, in-house learning and development, mentoring, housing and relocation options, outside-the-box benefits and allowances (e.g. how many mining companies provide daycare). They need strategies to source more females, aboriginals and minorities. If they don’t, it really doesn’t matter how strong the economy is or how many tons of product are in its’ mine reserves, there won’t be a productive workforce to mine it because they will all be working for a competitor who does promote those employee opportunities.
The competition for good workers is fierce so HR professionals had best be on top of their game.
To close, no article about mining should be written without acknowledging the work by industry, Government and Labour into the ongoing development of improved health and safety standards. Nothing is as important as everyone going home safe at the end of the shift.
Doug Ivey is a Certified Human Resources Professional and Registered Professional Recruiter. He is a Partner in Human Resource Mining (HRM), a consulting firm providing human resource solutions to the mining industry worldwide.
