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HUMAN RESOURCES Solving the Mining Industry's Skilled Worker Shortage By Jon Wylie The skills shortage is a critical business risk for the mining community. The Mining Association of Canada estimates that the country will need approximately 10,000 new workers each year during the next decade to replace current positions and fill new ones. Likewise in Australia, the Minerals Council predicts a shortfall of 86,000 workers. Several factors amplify this situation, including an aging workforce and the decrease in the number of graduates with advanced degrees in engineering and science. For example, the Mining Industry Human Resources Council (MiHR) found during its 2010 National Employer Survey that more than half of Canada's workers are aged 45 years or older, with more than a third of the workforce eligible to retire in the next few years. Similar statistics can be found elsewhere around the world—the reality is daunting because not only is the indus- www.e-mj.com try losing workers, it is also losing executives with vast knowledge and experience. As more and more mining workers approach retirement, the rate at which they are being replaced is insufficient. Queens University in Ontario graduated fewer than 30 students with degrees in mining engineering while Virginia Tech in the U.S. only graduated 22 last year. The mining sector simply cannot support its anticipated growth objectives based on these graduation rates. Additionally, as the career aspirations of younger workers include a desire for greater work/life balance and freedom of choice, mining jobs frequently feature many unattractive aspects including remote locations, long hours away from their families, and a stressful and demanding work environment. Fervent Efforts The shortage of skilled workers is not news to mining executives. For several years, the mining community has enacted several initiatives to combat this unnerving trend. Companies have tried to cultivate closer relationships with educational institutions by offering scholarships and hosting forums and seminars to create more awareness about the career potential within the sector. Colleges and universities are also introducing campaigns to highlight the benefits and opportunities within the mining industry. With existing mines getting older, more complex and costly, companies are searching for resources in more geographically remote locations. Workers approaching retirement often do not want to relocate at this stage in their careers, so new mines frequently mean a new workforce needs to be identified. Mining companies adopted a 'fly-in fly-out' approach that helps companies avoid relocation expenses, but it impacts productivity, increases pressures on family relationships, and further dis- FEBRUARY 2013 • E&MJ; 57