2017年-德勤全球_Deloitte_and_NORCAT_12页_466kb

报告摘要

Future of Work in Mining: Attracting, Developing and Retaining Talent

Core Content

This report from the Deloitte-NORCAT partnership explores the evolving landscape of the mining industry, emphasizing the critical role of talent strategy in navigating the Future of Work. As technological disruption accelerates, the focus shifts from traditional operational concerns to the human element, particularly in attracting, developing, and retaining skilled workers.

Main Points

1. The Future of Work in Mining

Technological Shift:
- Technology is becoming more extensive, interconnected, and affordable.
- It reduces operating costs and improves safety, such as through remotely operated equipment and real-time data analytics.
- Technology integration is essential for a company's mindset and workflow.
Generation Shift:
- The mining industry must appeal to a dynamic and tech-savvy younger workforce.
- With an aging workforce and potential labor shortages, new training programs are needed.
- Partnerships with educational institutions and organizations like NORCAT are crucial for upskilling and attracting talent.
Career Shift:
- Job-hopping and shorter career tenures are becoming the norm.
- Skills have a half-life of about 5 years, requiring continuous learning and upskilling.
- Frontline workers need to become "protean" workers, capable of self-directed career development.

2. Impacts on the Mining Organization

Automation Threat:
- Up to 50% of frontline jobs may be replaced by automation and technology.
- Organizations must adapt to ensure they remain competitive and can support their workforce through change.
Implications for Work, Workers, and Workplace:
- Work: Technological proficiency will replace transactional tasks; leadership must ensure talent strategies align with business goals.
- Workers: Employee needs are changing; new talent strategies must address unmet needs and attract diverse skill sets.
- Workplace: The workplace will become more fluid, with remote and virtual work increasing; digital technologies will play a key role in enhancing productivity and safety.

3. Redefining the Talent Approach

Talent Strategy Framework:
- A comprehensive and iterative talent strategy is essential for future-proofing the organization.
- The strategy should address the needs of the work, workers, and workplace, ensuring alignment and engagement.
Key Questions for Talent Strategy:
- Work: What are the business goals? How to engage different employee groups? What is the value proposition?
- Worker: What is the future employee experience? How to attract and retain top talent? How to manage partnerships?
- Workplace: How will employees interact? What level of technology is required? How to implement and iterate initiatives?

4. Leadership Requirements

Mindset Shifts:
- Leaders must think differently, embrace cognitive complexity, and be open to failure and learning.
- They must collaborate across diverse teams and react with resilience to constant change.
- Execution must be at a higher level to ensure the organization stays ahead in digital transformation.
Team Building and Leading:
- As traditional job models change, leaders need to connect and engage a diverse workforce, including contingent and remote workers.

5. Industry Perspectives

Mining leaders agree that worker safety, efficiency, and engagement are top priorities.
There is a need for new employment models that cater to the skills and expectations of the future workforce.
Challenges include upskilling existing workers, managing diversity, and adapting to new values brought by younger generations.

Key Information

The Future of Work is not just theoretical but requires actionable strategies to prepare for real-world impacts.
The open talent economy offers new opportunities but also increases competition for skilled workers.
Diversity of thought is now a CEO-level issue, not just a HR check-the-box activity.
Digital transformation is a necessity, and leadership must drive this change through innovative talent strategies.

Conclusion

To thrive in the evolving mining landscape, organizations must rethink their approach to talent, focusing on innovation, upskilling, and inclusivity. By aligning their strategies with the changing nature of work, embracing new technologies, and fostering a culture of continuous learning, mining companies can attract and retain the best talent while ensuring operational success and safety.

Contact Information

Andrew Swart – Deloitte Canada, Global Mining Consulting Leader
Email: aswart@deloitte.ca
Don Duval – NORCAT, CEO
Email: dduval@norcat.org
Kathy Woods – Deloitte Canada, National Talent Service Line Leader
Email: kawoods@deloitte.ca

Special Thanks

Magesh Pillay, Carolyn Hamer, Dominika Warchol Hann, Natacha Larocque, Aidan McColl, and Mayesha Tashnil for their contributions to this report.

About Deloitte/NORCAT Partnership

Deloitte is a leading professional services firm in Canada, offering audit, tax, consulting, and advisory services.
NORCAT is a non-profit innovation center with an operating mine, supporting the development and testing of new mining technologies.
Together, they aim to combine on-the-ground insights with global market knowledge to help the mining industry adapt to emerging trends.