A Strategic Approach to Workforce Planning in the Mining Industry

Transcription

1 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 1

2 This project is fuded i part by the Govermet of Caada. The opiios ad iterpretatios i this publicatio are those of the author ad do ot ecessarily reflect those of the Govermet of Caada. Copyright 2013 Miig Idustry Huma Resources Coucil (MiHR) All rights reserved. The use of ay part of this publicatio, whether it is reproduced, stored i a retrieval system, or trasmitted i ay form or by meas (icludig electroic, mechaical, photographic, photocopyig or recordig), without the prior writte permissio of MiHR is a ifrigemet of copyright law. For more iformatio, cotact: Miig Idustry Huma Resources Coucil 260 Hearst Way, Suite 401 Kaata, Otario K2L 3H1 Tel: Fax: [email protected] Or visit the website at: Published August 2013 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 2

3 Table of Cotets About MiHR...5 Ackowledgemets...5 Project Backgroud...6 About this Research...6 About the Report...7 Ifographic Strategic Workforce Plaig Keeps Miig Workig...7 Ifographic A Strategic Approach to Workforce Plaig i the Miig Idustry...8 Strategic Workforce Plaig...9 The Cyclical Miig Idustry...10 Workforce Plaig i the Caadia Miig Idustry...12 How is Workforce Plaig Implemeted?...13 Strategic Workforce Plaig i Actio Kowledge Trasfer...17 Itroductio...18 Overview of the Program ad Process...20 Expected Impact...23 Implemetatio ad Dissemiatio...23 Key Challeges ad Lessos Leared...24 Key Resources...24 Summary Worker Deploymet...26 Itroductio...27 Overview of the Program ad Process...30 Expected Impact...33 Implemetatio ad Dissemiatio...34 Key Challeges ad Lessos Leared...34 Key Resources...35 Summary Facilitatig the Mobility of Talet...36 Itroductio...37 Overview of the Labour Market Framework...39 Expected Impact...44 Implemetatio ad Dissemiatio...45 Key Challeges ad Lessos Leared...45 Key Resources...46 Summary Successio Plaig...47 Itroductio...48 Overview of the Program ad Process...49 Expected Impact...53 Implemetatio ad Dissemiatio...54 Key Challeges ad Lessos Leared...54 Key Resources...55 Summary...56 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 3

4 5 Capacity Plaig...57 Itroductio...58 Overview of the Program ad Process...59 Expected Impact...61 Implemetatio ad Dissemiatio...62 Key Challeges ad Lessos Leared...62 Key Resources...63 Summary Educatio ad Idustry Parterships...64 Itroductio...65 Cyclical Nature of the Miig Idustry ad Traiig Challeges...66 Overview of the Program ad Process...67 Program Partership...68 Implemetatio ad Dissemiatio...69 Key Challeges ad Lessos Leared...72 Summary Workforce Parterships...73 Itroductio...74 Overview of the BC Task Force ad SMA Iitiatives...77 Expected Impact...83 Implemetatio ad Dissemiatio...84 Key Challeges ad Lessos Leared...85 Key Resources...86 Summary Orgaizatioal Assessmets ad Forecastig...88 Itroductio...89 Overview of the program ad process...90 Expected Impact...94 Implemetatio ad Dissemiatio...95 Key Challeges ad Lessos Leared...95 Key Resources...96 Summary...96 Coclusio...97 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 4

5 About MiHR The Miig Idustry Huma Resources Coucil (MiHR) is the atioal HR coucil for the Caadia mierals ad metals idustry. MiHR is the recogized idustry leader i the idetificatio ad aalysis of huma resources (HR) issues facig the idustry ad a catalyst for developmet ad implemetatio of solutios. The Coucil cotributes to the stregth, competitiveess, ad sustaiability of the idustry by brigig all stakeholders together to address skills ad labour shortages ad HR issues. Ackowledgemets MiHR is grateful to all of the orgaizatios that provided resources ad materials to project activities. These geerous cotributios ad participatio made this research possible. MiHR would also like to thak the idividuals that cotributed to the completio of surveys ad iterviews, ad provided expertise ad isight. The MiHR project team also ackowledges the geerous voluteer cotributios of the project steerig committee members ad their orgaizatios for their hard work, expertise ad guidace i the developmet of this research ad the completio of the case studies ad report. Steerig Committee Orgaizatios Cameco (committee chair) Vale Teck IAMGOLD Goldcorp Baffilad The Govermet of Yuko Lauretia Uiversity Case Study Cotributors Cameco Teck Vale Goldcorp The Govermet of Yuko BC Miig HR Taskforce Saskatchewa Miig Associatio Glecore Xstrata BHP Billito Cambria College Cosultatio Services KPMG Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 5

6 Project Backgroud Employmet i miig is tightly tied to ecoomic cycles: employmet growth is see durig boom times ad employmet reductios, durig recessios. Recet ecoomic ucertaity has led to cost-cuttig measures ad challeges i retaiig key idustry talet. Despite loomig skills shortages, employers fid it difficult to pla for the log term ad to strike a balace betwee immediate eeds ad logerterm treds. Further, educatioal istitutios are affected by fewer opportuities for their studets ad graduates, ad studets get discouraged whe faced with a sudde lack of idustry opportuity. Retaiig experieced workers is icreasigly challegig durig ecoomic dowturs, as workers ted to prefer more stable employmet as their career progresses. I additio, local commuities ca be sigificatly affected durig a ecoomic dowtur, especially if regioal employmet is largely depedet o miig. To maage the effects of the ecoomic cycle, while balacig the log-term skills shortage, there is a growig eed for miig idustry stakeholders to collaborate i the itegratio of more flexible ad proactive workforce plaig strategies. I recet MiHR cosultatios, stakeholders ackowledged that workforce plaig is typically a short-sighted reactio to ecoomic cycles ad established the eed for tools ad resources to help them develop proactive, log-term strategies. Furthermore, they expressed deep cocers that decisios ad actios take i dowturs compoud existig labour force issues ad threate to udo the hard work the idustry has doe over the past decade to attract ad build the future workforce. Stakeholders also stated that they are missig tools ad resources to help them react quickly, i respose to ecoomic pressures, without losig sight of future workforce eeds. MiHR s stakeholders have idetified employmet volatility as a primary cocer ad have expressed a eed for timely, reliable ad relevat labour market iformatio ad resources for workforce plaig. About this Research The purpose of this research was to support proactive plaig through the collectio ad dissemiatio of workforce plaig tools ad resources curretly i use by Caadia miig idustry employers. I additio, this research provides the foudatio for the developmet of a collaborative idustry-wide strategy to smooth employmet volatility ad strategically maage the workforce through ecoomic cycles. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 6

7 The research icluded a literature review of preset practices i miig orgaizatios; a employer survey of strategic workforce plaig iitiatives ad practices; ad stakeholder cosultatio sessios. Participats were asked to idetify the workforce plaig resources, tools ad strategies their orgaizatios use to mitigate the effects of the ecoomic cycle. Key workforce strategies were idetified ad through cosultatio with a idustryled project steerig committee, several importat topics were determied. Case studies were developed to highlight the cotext ad applicatio of the selected workforce plaig strategies ad iitiatives. Case studies iclude discussio of the strategy or iitiative; orgaizatioal cotext; examples of the tools ad resources used by workforce plaers; ad the lessos leared i executio of the iitiatives. The case studies illustrate examples of the desig ad executio of iitiatives withi the operatioal cotext of the compay or orgaizatio. Miig idustry employers ad other miig-related orgaizatios ca use the case studies to guide them as they build their ow strategies ad iitiatives. The idustry the beefits from the experieces ad leadership of their peers i the selected workforce plaig topics. About the Report This report begis with a discussio o key issues ad provides some theoretical groudig i workforce plaig from the academic literature. This is followed by a discussio of workforce plaig i the idustry ad a orgaizig framework for strategies ad iitiatives used i miig. Case studies are the preseted for key topics withi the orgaizig framework. Fially, a summary ad idustry call to actio for ogoig collaboratio ad cooperatio are preseted. Ifographic Strategic Workforce Plaig Keeps Miig Workig The ifographic foud o the followig page summarizes the eed for strategic workforce plaig i Caada ad the eight tools that are outlied i this report. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 7

8 STRATEGIC WORKFORCE PLANNING KEEPS MINING WORKING EMPLOYERS REACT TO ECONOMIC CONDITIONS WITH EMPLOYMENT ADJUSTMENTS The miig idustry is... Miig GDP Employmet...HIGHLY SENSITIVE TO ECONOMIC CYCLES AND CHANGES Ifographic IN COMMODITY PRICING A Strategic Approach to WorkBut we kow that our miig idustry force Plaig i eeds to build a log-term workforce the Miig Idustry NEED TO HIRE 145,870 THINGS ARE CHANGING! 53% OF MINING HR MANAGERS MENTIONED RETENTION AND DEVELOPMENT AS A KEY PRIORITY DURING ECONOMIC DOWNTURN WORKERS BY ,180 HIRES WILL REPLACE RETIRING WORKERS Strategic Workforce Plaig is a proactive tool that eables HR practioers to build log-term strategies that maage the workforce through the miig cycle BY CONNECTING HR STRATEGY AND PRACTICES TO BUSINESS STRATEGY, STRATEGIC WORKFORCE PLANNING ENSURES THAT CANADIAN MINING COMPANIES HAVE: 7. Workforce parterships 6. Educatio ad idustry parterships 8. Orgaizatioal assessmet ad forecastig Strategic Workforce Plaig 4. Successio plaig 5. Capacity plaig > THE RIGHT PEOPLE > IN THE RIGHT PLACE > AT THE RIGHT TIME > AT THE RIGHT COST 3. Mobility of talet 1. Kowledge trasfer 2. Redeployig workers

9 Strategic Workforce Plaig People strategies are top-of-mid for busiess leaders i miig ad are part of soud busiess strategies. Demographic shifts i the Caadia labour market have resulted i skills ad labour shortages that threate busiess potetial ad growth. I miig, these treds are compouded by ecoomic cycles, volatility ad a agig workforce. Icreasigly, miig compaies are shiftig towards strategic huma resources (HR) maagemet, workforce plaig, workforce optimizatio ad HR aalytics. Workforce plaig i miig is evolvig from short-term, eeds-based staffig ad recruitmet plaig ito a itegrated, strategic fuctio that eables orgaizatios to mitigate busiess risks. By measurig workforce characteristics ad forecastig eeds, strategic workforce plaig has helped orgaizatios to proactively ivest i the retetio ad developmet of their workforce, i efforts to offset skills gaps. This esures the right kowledge, skills ad abilities are i place at the right time to meet overall busiess objectives. Strategic workforce plaig ca be desiged to softe the impacts that the ecoomic cycle ad fluctuatig commodity prices have o the idustry s labour force. It allows for more effective ad efficiet use of workers ad for workforce maagemet decisios that meet both immediate ad log-term eeds. Advaced workforce aalytics are desiged to help idustry predict what type of ecoomic obstacles lie aroud the corer ad proactively pla workforce eeds over a loger time horizo. The Caadia miig sector is comprised of a wide variety of orgaizatios from small compaies with flat corporate structures ad lea operatios, to large multiatioal orgaizatios with complex orgaizatioal desigs ad extesive resources. Despite differeces i structure, all orgaizatios i the miig idustry are competig for the same skilled labour. This competitio amog employers ca be expesive ad ofte, oly shuffles talet already employed i the idustry. To address log-term issues, a coordiated idustry approach to workforce plaig is essetial for attractig ad retaiig critical talet. This report illustrates the eed for timely, itegrated ad collaborative workforce plaig i Caadia miig, to allow the idustry to smooth out employmet treds durig booms ad busts. Workforce maagemet strategies used durig various phases of the ecoomic cycle are idetified ad explaied, usig a costruct of practical short-, medium-ad log-term strategies. Eight case studies were developed to give a overall view about the practices used i strategic workforce plaig so that peers i the idustry ca review ad cosider the strategies i their ow plaig. These case studies also illustrate a compedium of tools ad resources used by workforce plaers. The report cocludes with a idustry call to actio for collaborative workforce plaig strategies. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 9

10 The Cyclical Miig Idustry The Caadia miig idustry is a pillar of the Caadia ecoomy, employig early 235,000 workers i exploratio ad developmet, miig ad quarryig, support services for miig, ad mieral processig. However, labour ad skill shortages pose a cosiderable threat to the sustaiability ad growth of the sector. Accordig to MiHR s 2013 atioal miig labour market outlook, more tha 145,000 workers will be eeded by 2023 to fill ew positios ad replace workers leavig the idustry. Ecoomic Cycles Explaied I a market-based ecoomy, ecoomic cycles are a iheret reality, ad miig is both a cyclical ad capital-itesive idustry. Typically, periods of high growth result i icreases i et employmet, ad durig a recessio or ecoomic dowtur, employmet losses esue. Ecoomic growth ad ew developmet are major factors i determiig demad for commodities i the iteratioal market. I recet years, coutries such as Chia, Brazil ad Idia have udergoe periods of high ecoomic growth that have resulted i a high demad for commodities. This iteratioal demad for commodities ofte results i higher prices, followed by high output, iducig a cyclical patter i the idustry. A declie i demad for commodities ofte results i a decrease i price ad total output resultig i job losses withi the idustry. There is a strog correlatio betwee ecoomic cycles ad employmet i Caadia miig. Volatility i commodity prices creates a cyclical patter of employmet i the idustry. Research at MiHR has show that idustry employmet levels are sesitive to ecoomic fluctuatios, which i tur are strogly affected by commodity prices. Figure 1: Metals ad Mierals Price Idex ad Gross Domestic Product 1, ,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 1,000 Miig GDP MMPI Source: Miig Idustry Huma Resources Coucil, 2013; Statistics Caada, 2011; Bak of Caada, 2012 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 10

11 Figure 2: Gross Domestic Product ad Employmet i the Caadia Miig Idustry ( ) % Chg Emp % Chg GDP Source: Miig Idustry Huma Resources Coucil, 2013; Statistics Caada Employmet i Caadia miig is volatile, makig log-term workforce plaig a particular challege. Coupled with market volatility, the idustry faces several labour market challeges that highlight a icreasigly acute labour ad skills shortage. The mai labour challeges for the sector are a agig workforce ad a lack of diversity specifically a uder-represetatio of wome, Aborigial Peoples, youth ad ew Caadias. Most of miig s projected hirig requiremets stem from the eed to replace retirig workers ad other workers leavig the sector. Employmet volatility, alog with the lack of workforce diversity ad a agig workforce, exacerbates the projected skills gaps. I miig, workforce plaig geerally aims to maximize productio ad miimize costs i respose to immediate pressures. Workforce plas, therefore, take a operatioal perspective, rather tha a strategic HR maagemet perspective. I order to softe the impact of ecoomic cycles o idustry employmet ad to meet future labour eeds, the idustry eeds to develop couter-cyclical workforce plaig strategies. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 11

12 Workforce Plaig i the Caadia Miig Idustry Workforce plaers ad huma resources (HR) maagers i the miig idustry traditioally operate uder short-term plaig horizos (usually less tha two years) a practice drive maily by the cyclical ature of the idustry ad the eed to remai imble i makig workforce adjustmets i respose to chagig ecoomic coditios. However, i recet years, the idustry s workforce plaers have bee developig ad implemetig more proactive log-term strategies. The purpose of this research was to examie these strategies ad provide a framework for peer orgaizatios to develop their ow practices. As a part of this research, MiHR admiistered a survey to idustry stakeholders focusig o strategic workforce plaig ad the impact of ecoomic variability o their plaig horizos. Sevety six percet of the survey participats cited commodity prices as the mai reaso for the variatio i employmet. MiHR s survey of idustry stakeholders also foud that most compaies do ot have a coordiated workforce plaig program to aticipate ecoomic cycles but they do react to chages i the ecoomy. Participats stated that, o average, these reactios result i a 25 per cet chage i the workforce, with icreases durig boom cycles ad decreases durig bust cycles. Figure 3: Factors Drivig Workforce Adjustmet Chage i commodity price Stage of miig or exploratio activities Retiremet of workers Seasoality of workers Local Competitio Do t Kow Other Source: MiHR Workforce Plaig Survey, Workforce plaers i miig orgaizatios use differet strategies to couter the effects of the ecoomic cycle. MiHR s survey respodets idicated that reallocatio of workers; forecastig ad aticipatig labour eeds; ad workforce adjustmets were the top-three strategies used by their orgaizatios. However, some respodets also described usig outsourcig or cotractig; short-term hirig; ad strategic parterships to meet their eeds. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 12

13 Workforce plaers i the idustry traditioally adopt strategies that are liked with specific stages of the ecoomic cycle. Durig ecoomic slowdow, plaers emphasize reallocatig of workers, reducig shifts, reducig the workforce ad outsourcig the work whereas durig booms, compaies emphasize retaiig ad developig employees to icrease productivity. Figure 4: Strategies Used by Compaies durig Dowturs i Ecoomic Cycles Reallocatio of workers Forecastig labour eeds Workforce reductios Outsourcig Short term hirig Strategic Parterships Other Source: MiHR Workforce Plaig Survey, Efforts to exted plaig horizos ad implemet loger-term strategies are carefully balaced with busiess realities. For example, durig a dowtur, busiess priorities shift, ad HR departmets must alig with ad support cost-savig measures. Survey participats idicated that idustry is gaiig a broader uderstadig of the labour shortages it will face. As a result, approaches to cost savigs are chagig. Fifty three percet of the survey participats oted that retetio ad developmet are ow key priorities durig dowturs a strategy oce see as couter to cost-savigs i the short term is ow see as part of a loger-term solutio. Talet maagemet, workforce plaig ad aligig HR goals to corporate targets are essetial for maitaiig competitive advatage i a market with a cotractig labour pool. Workforce plaig is a cotiuous process ad HR departmets are icreasigly ivolved i orgaizatioal strategy. Miig compaies are itegratig, redesigig ad implemetig ew strategies to better maage their talet to balace short-term eeds with log-term pressures. How is Workforce Plaig Implemeted? There are umerous ways to implemet workforce plaig i a orgaizatio. It geerally ivolves aalysis of the curret ad future goals of the compay; the work eeded to reach those goals; the competecies of the workforce that will be eeded to accomplish the work; ad developmet of a pla for buildig the workforce to esure orgaizatioal success. Proactive plaig i a cyclical idustry also ivolves exteded plaig horizos ad puts the curret state of the orgaizatio i the cotext of log-term goals. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 13

14 Numerous models ad techiques are available to assist orgaizatios i the executio of a strategic workforce pla. Most models are based o maagig the curret stock of talet ad usig a suite of aalytic tools to determie the optimal allocatio of labour required to meet curret ad future busiess goals. Some techiques make use of sophisticated software while others focus o short-term logistical plaig. However, as show by fidigs from other idustry sectors ad the iteratioal miig commuity, most orgaizatios do ot implemet complicated approaches or processes for workforce plaig. I most cases, the mechaisms used to make busiess decisios are also effective for HR decisio makig; for example, the busiess techiques used i aligig strategies ad likig goals; optimizig risk ad retur; market aalysis ad cosumer research; performace optimizatio; ad portfolio diversificatio are all techiques highly applicable to workforce plaig ad HR maagemet 1. May orgaizatios have developed their ow tailor-made workforce strategies to address specific goals. The primary approach accetuates the value of adaptig prove busiess tools, also kow as metrics, to maage talet i HR. Oe particularly valuable model is the performace-based techique i talet maagemet. This approach defies the performace-optimizig capabilities of tested busiess tools, such as Kao Aalysis, riskretur aalysis ad costrait aalysis. Implemetig these pre-developed cocepts ito HR plaig will ehace the retur o improved performace (ROIP) i the workforce. Strategic workforce plaig is a systematic process that idetifies, builds ad sustais workforce ad skills requiremets to esure that busiess or operatioal goals are met. Formig a effective ad resposive workforce pla ivolves careful aalysis of metrics to track progress ad maage people requiremets to alig with busiess outcomes. I miig, it also ivolves predictig chagig ecoomic coditios ad remaiig imble ad resposive to these chages. Similar to other busiess processes, workforce plaig ca be implemeted usig differet models ad techiques. However, the basic structure of the strategy is similar across orgaizatios. As illustrated i Figure 5, workforce plaers alig operatioal goals with workforce eeds; collect ad aalyze workforce data ad metrics; idetify ad collect data o operatioal eeds; idetify curret ad future workforce ad skills eeds to achieve goals; idetify gaps betwee curret ad future talet requiremets; ad create relevat ad resposive strategies for attractig, recruitig, retaiig ad developig the orgaizatio s workforce. 1 For a excellet discussio o busiess tools i the cotext of HR maagemet, see Joh Boudreau s Retoolig HR: Usig Prove Busiess Tools to Make Better Decisios About Talet, Harvard Busiess School Publishig, Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 14

15 Figure 5: Illustratio of a Strategic Workforce Plaig Cycle Create strategies for retaiig ad attractig talet Idetify gaps Defie the operatioal ad HR goals of the orgaizatio Strategic Workforce Plaig Idetify the curret workforce eeds ad forecast the future demads Collect data related to exteral factors ad cyclical variables affectig HR Collect iteral data ad defie operatioal eeds Source: Miig Idustry Huma Resources Coucil, 2013 Strategic Workforce Plaig i Actio The miig idustry i Caada is actively egaged i a variety of workforce plaig strategies. The case studies i this report illustrate how various orgaizatios have implemeted workforce plaig iitiatives ad tools. Resource allocatio ad time horizos play a crucial role i the success of a workforce strategy. Some tools are more useful for a short-term correctio; others are more helpful over a log-term plaig horizo. May of the tools ad strategies refereced i the case studies have implicatios for both short- ad log-term plaig of a miig orgaizatio s workforce. The highlighted iitiatives ad tools are characterized based o the legth of time for a expected impact at the described orgaizatios, ad o the amout of time ad resources required for implemetig the strategies. Strategic Workforce Plaig coects HR strategy ad practices to busiess strategy: esurig a compay has the right people i the right place at the right time ad at the right cost to execute its busiess plas. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 15

16 Short-term Strategies: These workforce plaig tools ad strategies have bee implemeted to have a impact o the immediate eeds of a orgaizatio ad are useful for mitigatig a sudde short-term chage i the labour market. Volatility i commodity prices ca result i a chage i demad; i tur, a decrease i demad affects productio levels. Miig orgaizatios are usig tools such as redeploymet of workers ad coordiated vacatios to softe the impact of these chages. These short-term strategies support ot oly orgaizatios operatioal goals but are also helpful i retaiig skills ad talet. Medium-term Strategies: These plaig tools ad strategies have bee implemeted to meet workforce plaig eeds i the oe-moth to oe-year plaig horizo. These strategies target pre-plaed chages i the workforce. They are more focussed o buildig capacity i the orgaizatio s workforce for respodig to chages i the exteral ecoomic eviromet. They iclude capacity-buildig by ivestig i traiig ad educatio of the workforce, ad successio plaig for key skill sets, to retai competitive advatage. Log-term Strategies: These workforce plaig tools are implemeted to meet workforce eeds i a loger tha two-year plaig horizo. These strategies are more focussed o aligig log-term orgaizatioal goals with HR strategies. These iclude orgaizatioal assessmets ad forecastig, itegrated plaig, ad developig log-term workforce parterships. Figure 2: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Workforce plaig is a cotiuous, iterative ad log-term process that complemets other orgaizatioal goals ad iitiatives. Every orgaizatio has its ow uique eeds; therefore, there is o stadard formula for success or a golde-egg workforce pla. However, the iitiatives illustrated i this report provide a uique perspective o the ladscape of workforce plaig i Caadia miig, ad offer miig idustry employers a opportuity to lear from the examples of their peers whe developig their ow workforce plas. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 16

17 1 Kowledge Trasfer Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 17

18 Itroductio Kowledge trasfer is a importat workforce plaig tool that miig compaies ca use to maitai ad improve the quality All iformatio ad ad skill level of their workforce. Kowledge trasfer programs statemets i this case are the systematic documetatio, orgaizatio, creatio, capture are based o a series of ad distributio of kowledge to esure its availability for future iterviews performed with users. The loss of kowledge whether from retirig employees experts i the miig idustry or orgaizatioal dowsizig is a sigificat issue for may coverig their experiece compaies. I the techical ad potetially hazardous eviromet i creatig ad utilizig of the miig idustry, kowledge loss ca be very detrimetal to workforce plaig tools operatios ad risk maagemet. Risk maagemet is a primary ad couter-cyclical cocer of all compaies i the miig idustry, especially i relatio strategies uless otherwise to techology, the eviromet, ad health ad safety. Kowledge idicated. trasfer, particularly related to risk maagemet, ca couter some of the drastic effects felt whe ecoomic cycles or demographic treds cause chages withi the orgaizatio. This cosequetly improves safety, makig it easier to idetify key kowledge ad skills ad to track whether this kowledge is cocretely embedded i the workforce. Usig kowledge trasfer effectively ca help compaies pla to fill importat seior positios through iteral promotio usig appreticeship-style rotatios to esure future leaders are fully equipped with a soud kowledge of the busiess across departmets. Similarly, itegratig kowledge trasfer ito every aspect of traiig, safety ad maiteace ca reduce the abrupt learig curve for employees i ew positios ad validate that key cocepts are well uderstood. These programs aid compaies to idetify kowledge that is critical for operatioal excellece, safety ad evirometal compliace ad to build it ito every level of the busiess from basic traiig upwards. These programs also help to shape future leaders makig kowledge trasfer a itegral compoet of executive successio programs. Mature kowledge trasfer programs will regularly review ad update program tools, to esure they capture the curret scope of each occupatio or task, as well as up-to-date health ad safety cotrol measures. Programs should also have a method or schedule for re-verificatio ad if ecessary, retraiig employees o critical operatios or tasks. Miig orgaizatios ca use kowledge trasfer i cojuctio with other workforce plaig tools to create a workforce prepared for cyclical fluctuatios. For example, a defied kowledge trasfer program will become part of iductio ad basic traiig esurig that all employees have a cocrete grasp of the kowledge required to perform their occupatios safely. By stadardizig the kowledge trasfer process, compaies ca more easily track each worker s skills ad coordiate traiig for employees o ew tasks ad processes as eed is idetified through capacity or successio plaig. Give the expected shortage of employees i the miig idustry ad the realities of agig workforce demographics, kowledge trasfer programs are becomig a critical tool. These programs eable orgaizatios to capture kowledge from retirig ad other exitig workers ad the to trasfer that kowledge to the curret ad future workforce. Kowledge trasfer programs also help icrease employee egagemet ad reduce safety icidets, as employees feel more accoutable for processes leared through these programs. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 18

19 Situatios that cause compaies to implemet kowledge trasfer programs are may ad ca iclude: Evidece that a sigificat portio of the workforce does ot fully uderstad critical operatios ad/or processes or the reaso for doig them Successio plaig idicatig a eed to prepare employees (ofte youger oes) for the move ito supervisory roles i which they require high-level kowledge of the fuctios of multiple departmets Sigificat safety, evirometal, regulatory or techological chages affectig operatios ad employee roles ad resposibilities Repeated experiece of kowledge loss i the trasitio of key roles Kowledge trasfer fits ito the suite of workforce plaig programs as a short-term tool, as show i Figure 1. Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Kowledge trasfer programs couter some of the challeges related to shiftig demographics ad a iterally mobile workforce (commoly due to uioized employees cotractual rights to trasfer). Buildig traceable documetatio of workforce skills has prove to be a key success factor for may miig compaies workforce plaig programs. Compaies that have this documetatio ca better maage traiig ad reviews, track skills i a highly mobile workforce ad offer trasparecy to workers. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 19

20 This study aalysed the kowledge trasfer program at Teck Caada s largest diversified atural resources compay, with operatios across North ad South America. The case provides several key isights ito how to capture the beefits of kowledge trasfer, as well as how to overcome some key implemetatio challeges. Overview of the Program ad Process At Teck, the kowledge trasfer program was established by the Superitedet, Maagemet Systems i the Operatios Admiistratio Departmet at the request of Huma Resources. The Operatios Admiistratio Departmet is resposible for overseeig a umber of areas, icludig traiig i multiple departmets, maitaiig Iteratioal Stadards Orgaizatio (ISO) systems, documet cotrol ad evirometal-regulatio compliace. Teck realized that its curret method of traiig which relied o providig iformatio ad checkig a box to cofirm the employee had bee give this iformatio was o loger sufficiet. The compay recogized a eed to validate learig by havig employees demostrate or explai each traiig compoet. The program developed for the uioized workforce was based o creatio of a tool called Verifiable Learer Objectives (VLOs). VLOs are essetially a checklist of key learer objectives for a occupatio or process which focus o Hazards, Risks ad Cotrol Measures of Safety, Eviromet, Operatioal Cotrol or Geeral Kowledge, Equipmet, Tools Use, Supportig Documets/Procedures ad Record Keepig. A example of the cocept ad format ca be see i Figure 2. Key aspects of the VLOs are: Stadardized Templates These templates keep the process focussed ad replicable across varyig operatig eviromets ad esure that all bases are covered i the developmet of ew VLOs. Cover all Traiig Activities The VLOs are used by istructors as a traiig tool, by experieced operators for o-the-job traiig ad eve i some classroom traiig. VLOs are divided by fuctio or busiess area, ad a large or complex process may have more tha oe VLO associated with it. Some VLOs iclude tests ad quizzes o certai learig aspects. Clear ad Measurable The objectives use the phrases ca explai ad ca demostrate for each step, task ad process. Simplicity ad Orgaizatio The VLOs ru cosistetly through the VLO documet, which provides a overview with the key objectives, ad validates ad lists all of the more complex job aids, istructios ad other elemets required for each traiig thereby helpig the istructor to gather all ecessary tools. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 20

21 Build Accoutability Both the employee ad the istructor/traier are required to sig off o each task o the list. A supervisor the sigs off o the completed process VLO, to esure the employee receives credit for completio. The importace of comprehesio is impressed upo employees; they are ecouraged ot to sig but to ask for further iformatio ad explaatio, if they do ot feel they fully uderstad the task or step. This approach is buildig a culture of accoutability i the ew workforce. Figure 2: Verifiable Learer Objective Template Verifiable Learer Objective # ad Title Course # Area: Name Empl # Sectio 1 - Safety, Health ad Hygiee Hazards/Risks Uderstads ad ca explai, the sigificat safety hazards/risks ad associated cotrol measures withi job/activity: Activity (or Task withi job where hazard/risk is most prevalet) Hazard Risk Cotrol Measure Iitial Whe Complete Employee Istructor Sectio 2 Evirometal Hazards/Risks Uderstads ad ca explai, the sigificat safety hazards/risks ad associated cotrol measures withi job/activity: Activity Hazard Risk Cotrol Measure Source: Based o iformatio provided by research participats to KPMG, The VLOs were developed with the help of a expert cosultat who suggested that Tellig is t traiig to express the importace of employees beig able to demostrate their uderstadig of the objectives at every stage. I the begiig of the program s developmet, a few VLOs were created without a official stadardized format, to pilot the idea. Today, there are over 400 stadard format VLOs. The guidelies that led to successful VLO creatio were: Keep the documet as a checklist of key kowledge ad capabilities, ad avoid duplicatio of process. Fid a efficiet ad widely applicable template to allow for ease of use ad updatig across all areas. Each VLO is reviewed by the Superitedet, Maagemet Systems ad the staff members that report to the Superitedet. Ay ew ideas or eeds are icorporated ito ew ad existig VLOs i a timely maer. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 21

22 A software system for trackig both the VLOs ad employees kowledge certificatio has played a sigificat role i the success of the kowledge trasfer program at Teck. The high mobility of the uioized workforce (stemmig from a right to trasfer jobs, i the collective agreemet) creates challeges with capturig the capabilities attaied ad required by each employee i a processitesive eviromet. Teck s software system keeps a record of all VLOs completed or credited to each employee allowig electroic segmetatio ad reportig to pait a clear picture of the workforce, i real time. The system also tracks the VLOs themselves, promptig regular reviews of each oe, every three years. It also flags VLOs that are liked to processes that have udergoe a sigificat chage. Teck took a similar approach to prepare employees to step ito supervisor positios. The compay developed the Shift Leader Developmet Program, which uses Learer Outcomes. Learer Outcomes use a similar checklist ad format to that of the VLOs, to support appretice or rotatioal-type sessios through key departmets, such as Safety ad Health, Eviromet, Reliability, Maiteace ad Productio Facilities. The mai differece is that while VLOs have very specific objectives, Learer Outcomes are more focussed o a high-level uderstadig of what is ivolved i each departmet ad process. The rotatio i each departmet has a specified duratio, desigated target group, pre-requisites, recommeded supportig courses ad a metor-type relatioship. Each rotatio covers Learer Outcomes i categories such as: Risk Assessmet Safety Meetigs Icidet Ivestigatios ad Follow Up Provicial Workers Safety Regulatios Reportig Systems Critical Parts Project Maagemet Safety Health Protectio Program Maagig Ergoomic Requiremets The metor i each departmet iitials each activity oce it is completed with the traiee. At the ed of the rotatio, the traiee has a feedback sessio with the Busiess Area Superitedet to discuss the completed Learer Outcomes. The Superitedet validates that the traiee has leared all of the cocepts by sigig off o completed modules. A evaluatio of the program ad the traiee s performace is also completed at this meetig ad ay cocers from either side are discussed; the evaluatio is the filed through the Developmet Coordiator. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 22

23 Expected Impact The primary goal of the kowledge trasfer program at Teck is compay-wide stadardizatio of kowledge ad compliace. Some of the impacts wholly or partially attributed to the implemetatio of VLOs have bee: Reduced Number of Safety Icidets The compay reduced the umber of safety icidets occurrig o site, as well as reducig major disruptios to operatios ad product o-coformity. Culture of Accoutability This was achieved through the sig-off process, which has led both learers ad istructors to take traiig more seriously. Employees have a greater appreciatio of the busiess perspective ad the critical eed to demostrate the results of traiig. New workers have foud the traiig records particularly rewardig, as they provide a visual represetatio of everythig they have leared. Testig the System The use of scheduled tests allows the compay to verify kowledge retetio ad idetify areas that eed requalificatio. The VLO is used to retest the items o the checklist; for may processes, a test is sufficiet to verify that the employee has retaied kowledge of a process that has ot udergoe major chages. This approach is more cost-efficiet tha requalificatio. Idetificatio of Need to Revisit Stadard Operatig Procedures (SOPs) Creatio of the VLOs showed the compay that the desire to streamlie SOPs had led to loss of the reasoig behid some processes. The why of a process usually stems from best practices, cost or other stadard measures ad metrics, but uderstadig the origial ratioale ca be critical to employees retaiig the process rather tha developig other habits. By revisitig SOPs ad traiig materials to iclude the why, the compay hopes to provide iformatio that will compel people to chage their habits ad retai the prescribed processes. Track the Kowledge Implemetatio of software trackig for the VLOs ad employees has allowed the compay to maipulate this data to access real-time iformatio o the kowledge, capabilities ad traiig of their workforce. This permits ehaced plaig, preparatio or admiistratio of a highly mobile workforce, ad better idetificatio of areas of cocer. Networkig This has bee achieved through creatio of Learig Outcomes ad the rotatioal format of the Shift Leader Developmet Program, which allows soo-to-be supervisors to meet key people i the orgaizatio ad begi to develop their etworks. Implemetatio ad Dissemiatio Teck s kowledge trasfer program was developed at oe site usig some outside expertise, but mostly relyig o existig traiig materials, job aids ad istructios. From this material, the compay extracted key objectives ad captured them i the VLOs, thus optimizig use of existig documetatio. The objective was to create a tool that clearly orgaized these materials ad shifted the focus from simply tellig the traiee what to do, to esurig that the traiee could demostrate or explai what they eeded to do for each process. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 23

24 VLOs were developed gradually ad as the umber icreased (there are over 400 VLOs today), critical eeds for ehacemets were idetified ad implemeted for example, the requiremet for a stadardized template. The regular review of VLOs has also bee a key to success. These reviews esure that ew employees are traied with the most up-to-date iformatio, as well as idetifyig all employees that will eed to be iformed whe a process does chage. The program has gaied recogitio across the miig sector ad other operators have expressed iterest i developig similar kowledge trasfer programs as may miig idustry employers face comparable challeges with kowledge preservatio ad workforce reewal. Key Challeges ad Lessos Leared The pricipal challege the compay faced was the attitude of some seior employees, who were reluctat to sig the VLOs for fear of beig held accoutable should a problem occur. Compay leaders explaied to employees that i reality, they had always bee accoutable ad that without verificatio of their kowledge of how to perform their duties safely, they would ot be allowed to perform their job. By approachig this as a frak coversatio about the busiess imperative rather tha threateig disciplie the compay was able to help employees recogize the eed for this type of itervetio ad the value i it. It is importat to ote that this program was developed over time ad evolved with experiece. The ogoig creatio ad update of the VLOs is a process of cotiuous improvemet, ad requires the collaboratio of a large umber of stakeholders ad dedicated resources. Key Resources Key resources that ca have a major impact o the successful developmet ad implemetatio of a kowledge trasfer program iclude: Key Kowledge Workers It is importat to utilize the expertise/skills of those employees who hold a wealth of kowledge i specific domais, by havig them review ad validate traiig materials, as well as extract the learig objectives that are critical to safe ad efficiet executio of each process. These idividuals will be key leaders i the iitial implemetatio providig traiig for istructors ad actig as o-the-job traiers. Leadig Practices The practices used i developig ad updatig VLOs ca also be used to iform employees o the ratioale behid processes. Electroic Trackig Give the volume of processes ad employees at ay give site, may compaies will sigificatly beefit from the automatio that ca be achieved with a electroic system. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 24

25 A Orgaized Repository for Materials Holdig materials i a cetralized locatio provides istructors with a guide or checklist for materials required for each traiig. Havig a accessible repository for job aids, istructios ad traiig tools will icrease efficiecy ad decrease the likelihood that items will be missig whe eeded. Access to Supportig Persoel ad Specialists Persoel are available to help address ay ucertaities ad help itegrate the process by leadig workshops, attedig sessios ad drivig aalytics. Summary Kowledge trasfer programs ca help miig compaies address may challeges associated with a cyclical idustry. These programs help orgaizatios to preserve the kowledge of exitig ad trasferrig workers, thus reducig kowledge loss durig dowturs i the idustry. This kowledge ca the be trasferred to ew or returig employees, as the workforce is reewed. Kowledge trasfer programs beefit workers by ehacig their kowledge of specific jobs, while also assistig orgaizatios o a broader scale as learig outcomes o safety ad evirometal resposibility get itegrated ito all aspects of the busiess. Kowledge trasfer programs ca complemet ad support other couter-cyclical workforce plaig tools, such as capacity ad successio plaig by creatig a catalogue of existig skills withi the workforce ad a tool to quickly trai employees with stadardized kowledge to fill gaps i the workforce. The clarity of kowledge trasfer programs, such as the VLO ad Shift Leader Developmet Program at Teck, gives less experieced employees easy-to-follow documetatio to aid their developmet ad performace, as they are promoted to high-resposibility positios due to retiremets or dowturs. The program s electroic compoet supports realtime trackig of each employee s skills. The software also has a automated maiteace system for verifyig, validatig ad updatig program compoets as required by chages i compay processes. As the miig idustry cotiues to see marked levels of retiremet i the comig decade, it is clear that kowledge trasfer programs will be a essetial tool i successful workforce plaig. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 25

26 2 Worker Redeploymet 2 Worker Deploymet Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 26

27 Itroductio Redeployig workers is a critical workforce plaig tool that miig compaies with multiple operatios ca use to build strategies for maagig fluctuatios i both ecoomic ad productio cycles. At a orgaizatioal level, workforce eeds evolve with chages to compay structure or slowdows at the ed of a mie s life. I additio, miig is sesitive to shifts i the broader ecoomy ad these shifts greatly affect workforce forecasts. Durig a ecoomic dowtur, orgaizatios must streamlie their workforces ad durig upswigs, orgaizatios race to icrease their workforce to capitalize o growth opportuities. Through redeploymet, miig compaies ca offer employees relevat employmet opportuities at specific locatios based o curret ad forecasted workforce eeds. All iformatio ad statemets i this case are based o a series of iterviews performed with experts i the miig idustry coverig their experiece i creatig ad utilizig workforce plaig tools ad couter-cyclical strategies uless otherwise idicated. Whe this strategy is used, the compay typically supports the employee to some degree i the trasfer ad relocatio. The compaies iterviewed for this report highlight a umber of beefits associated with movig employees to differet locatios to fill job vacacies. Redeploymet helps improve the effectiveess of successio plaig ad kowledge trasfer. It also reduces exteral hirig costs; improves access to resources for rampig up or dow productio; ad allows orgaizatios to retai kowledgeable skilled workers. Whe mies close, may compaies istictively tur to immediate layoffs to reduce operatig expeditures but redeploymet ca be a valuable alterative. I additio to the labour ad skills beefits previously described, this strategy also lesses the impact of mie closures o local commuities, miimizes morale problems ad builds loyalty withi the workforce. Redeploymet is also widely used to develop employees movig ito key positios that require i-depth ad/or broad kowledge. Examples iclude maagers of multiple operatios, operatioal specialists ad employees o the executive track. It is commo for compaies i various idustries, icludig miig, to require maagers to work at more tha oe productio site, so they uderstad the complexities of multiple operatios. This approach allows a compay to reduce requiremets for Subject Matter Experts (SMEs) employees specializig i a particular topic, area or process. These experts are ofte the hardest ad most expesive staff to recruit. Buildig redeploymet ito the career path of key positios, otably those that require kowledge across multiple operatios, ca help compaies icrease the use of mobility ad decrease employees resistace to relocatio, as the cocept becomes more familiar. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 27

28 Relocatig workers is a complex process ad may factors ifluece a employee s willigess to move. The compaies iterviewed for this report idetified the followig primary factors: Age ad Family Situatio Age ad family situatio are closely liked. Compaies fid that as workers age, their willigess to move sigificatly declies. Family cosideratios ca create further barriers to worker relocatio, with the eed to cosider spousal employmet, ew housig, ew schools ad other commuity ad family resources. Job Type ad the Exteral Labour Market Employers iterviewed for this case study discussed the factors they believe affect workers willigess to relocate, as well as their ow views o redeploymet as a viable strategy. From the workers perspective, iterviewees idetified a umber of key factors, icludig: how i demad the ew positio is; expectatios of mobility withi their curret role; ad the types of career opportuities available at other sites. The employers iterviewed geerally believed that job type is a major factor i a compay s ability to redeploy workers. Some skills are more trasferrable, more i demad ad more specialized ad the ature of the relevat skills will ofte dictate whether redeploymet is a optio or if the compay will simply recruit locally for positios. The labour market also has a major impact o how a compay uses redeploymet. For example, a compay will likely redeploy egieerig ad other skilled professioals that are difficult to fid but ot geeral trades people, such as drillers or mechaics. As the labour market becomes more costricted, however, all certified labour is becomig icreasigly scarce. I cases of a mie closure such as Xstrata Zic s May 2013 closure of its Bruswick zic/ lead mie it is becomig more commo for employers to support iter-provicial or iteratioal certificatio for their certified miig ad processig employees, -so they ca be eligible to apply for comparable positios at other sites. Additioally, some job types require idividuals to work across multiple operatios, which ca help ecourage redeploymet. For example, egieers at Goldcorp must work at three or four types of miig operatios (shaft miig vs. surface miig vs. others) to be eligible for a seior egieerig positio at the compay. Opportuity Iterviews suggest that a worker s willigess to move is heavily iflueced by the opportuities offered at the ew site. Geerally, a employee has a greater icetive to relocate whe the ew positio provides a promotio, a clear career-track advacemet ad/or icreased resposibility. A higher salary ad beefits are importat eticemets as well ad employees are also attracted to relocatio opportuities that are closely tied to successio plaig. Idetifyig workers at differet locatios as potetial successors to more seior employees across multiple operatios allows compaies to broade their redeploymet strategies. Of course, the situatio is differet i the case of site closure, especially i a small or remote commuity give that the opportuity of cotiued employmet i the employee s field is slim to oe without redeploymet. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 28

29 Locatio Iterviews suggest that a ew site s locatio also cotributes to a worker s willigess to move. A worker cosiderig a ew locatio relative to their curret locatio assesses a umber of attributes; these may iclude accommodatio, commuity services, access to major cities, proximity to home, weather, cost-of-livig ad reputatio. Some miig compaies have struggled to relocate workers to operatios i isolated, rural commuities ad i areas with severe weather. I such cases, compaies ca ecourage more employees to move by properly advertisig the locatio of redeploymet usig testimoials from curret ihabitats ad others who have moved, for example ad by providig opportuities for site visits. Redeploymet is a shorter-term complemet to may other workforce plaig iitiatives. It ca help compaies retai workers as operatios scale back productio ad as capital projects are completed or to leverage expertise from previous projects o ew oes. Certaily, compaies eed to cosider the costs associated with redeploymet. Vale a compay that uses redeploymet frequetly i its workforce plaig program maitais that miig compaies ofte overstate the costs of physically relocatig employees (e.g., pre-decisio site visits, accommodatio search support, movig expeses, cost-of- livig adjustmets or hardship pay ad spousal career-cousellig) ad should more frequetly cosider redeploymet as a plaig strategy. Vale, Goldcorp, BHP ad Xstrata, were iterviewed as part of this case study. Situatios that cause compaies to tur to tools such as redeploymet to address workforce challeges are varied ad may iclude: Operatioal Shut-dows If operatios eed to be shut dow due to ecoomic coditios, compaies use redeploymet as a way to retai employees through a dowtur, thereby reducig hirig costs whe the ecoomy turs aroud. Ramp-dows As operatios scale back over the life-of-mie pla or as capital projects are completed, compaies use redeploymet as a way to reduce headcout; staff ew projects ad operatios; retai high performig workers; reduce the eed to recruit exterally; ad reduce the egative impact of massive job loss i a commuity. Role-based Needs There is a shortage of workers i certai roles i the labour force, makig redeploymet oe of the best ways to esure a compay has a strog supply of talet to fill these roles (e.g., egieers ad other professioal staff ad fiace professioals). Developmet-based Needs As idividuals progress i their careers, they might be required to have multi-site experiece so they ca move ito more seior roles (e.g., executives at headquarters, egieers ad geeral maagers). Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 29

30 Implemetig a redeploymet process is a importat part of buildig a strategic workforce plaig program. Redeploymet ca be most effective whe itegrated with a comprehesive plaig program that ca idetify idividuals ad potetial vacacies, ad optimize strategic use of persoel. Although iterviews suggest that redeploymet ca support log-term skills ad workforce-capacity developmet, it ca be used as a reactive, stad-aloe tool for miig compaies facig a workforce surplus or deficit. I this report, worker redeploymet is categorized as a short-term tool i the workforce plaig portfolio of Figure 1: Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 This case study profiles the use of redeploymet by several global miig compaies with multiple operatios. It offers a umber of examples to help miig compaies uderstad the impact of redeploymet ad how to overcome some of the key challeges that arise whe redeployig workers. Overview of the Program ad Process The compaies iterviewed have all historically used redeploymet i reactio to vacacies, the eed for a particular skill set at aother site, or to cope with a mie closure. A worker might be eligible for redeploymet if a project or operatio is scalig back or if they wat to move ito a more seior positio; however, these objectives were ever itegrated ito the compaies formal plaig processes. As workforce plaig programs have developed at these compaies, redeploymet has emerged as a vehicle to achieve the primary goal of workforce plaig i geeral placig the right idividual, i the right place, at the right time. To develop a comprehesive approach to redeploymet, miig compaies first must esure that redeploymet is cosidered i successio plaig, so that it is perceived ad used as part of regular operatios. If successio opportuities are ot cosidered across operatios, redeploymet will oly be used as a last resort. Reactive redeploymet teds to be i respose to sigificat ad sometimes uforesee labour ad skill gaps, for example, whe a critical job caot be filled at oe operatio or as a desperate measure to retai top talet i a sudde dowtur. Redeploymet i this urget cotext may frame it as a egative respose to a busiess crisis causig compaies to miss out o the full potetial of the tool as a employee-developmet opportuity. Ideally, strategic use of redeploymet is hadled by a more cetralized HR group for a regio or for the etire compay so that opportuities are visible across multiple operatios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 30

31 Oce redeploymet is itegrated ito successio plaig, each employee s willigess to move should be documeted i a cetralized records system. This is best doe i a huma-capital maagemet system; if a appropriate system is ot available, HR represetatives ca gather the relevat iformatio from project maagers ad create a cetral record-keepig system. The most effective way to capture willigess to move iformatio is from each employee, buildig o a existig process such as performace reviews, to esure compliace. Additioally, compaies ca use a cetralized records system to capture other idicators, such as requests for trasfers ad secodmet opportuities. The typical process for trasferrig a employee is as follows: A Need is Idetified This ca be from a iteral job postig or from HR idetifyig a potetial gap i the workforce whe udertakig successio or capacity plaig. Cadidates are Idetified Potetial cadidates may be idetified through successio plaig, i respose to job postigs or amog employees affected by a slow-dow i their work program the, they are evaluated to select qualified cadidates for differet job opportuities. Geeral Maager/Supervisor is Cosulted The employee s curret supervisor ad HR discuss the opportuity ad the idividual to further assess the employee s qualificatios ad willigess to relocate ad to determie whether a specific local opportuity would be a better fit for this employee. HR Meets with the Employee HR coducts a sit-dow iterview with the employee to discuss the opportuity, determie their iterest i the ew role ad locatio, ad to cotiue to evaluate the employee s suitability for the ew positio. A decisio is geerally made at this stage o whether to make a formal offer. Site Visit ad Trasitio Support Employees ad family members may be take for a site visit to lear more about the operatios ad the commuity. The compay may offer services (some exteral) to help locate accommodatio, provide employee ad spousal career cousellig, ad support the acquisitio of geographic skill-certificatio requiremets. Travel Arragemets ad Costs Determied Movig expeses ad other relocatio costs are evaluated, typically with help from the local HR/attractio team. If relocatio is temporary (such as fly-i/fly-out), the per diems ad retal housig are cosidered. Formal Traiig ad Employee O-boardig If the employee is takig o a ew role, the traiig ad developmet team will esure employees receive the appropriate traiig ad metorship. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 31

32 These steps allow compaies to react quickly to gaps that emerge, usig baked iformatio o employees skills ad iterest i relocatio. Usig relocatio to fill gaps idetified i successio plaig ad productio forecastig allows compaies to capture the full- beefits of worker redeploymet. Redeploymet i the case of a complete operatios closure (e.g., the Xstrata mie closure) ca provide some uique elemets ad opportuities, icludig: Creatio of a Labour Force Adjustmet (LFA) Committee to assist with the coordiatio of activities relatig to huma resources required for the closure. The LFA Committee is composed of members from each iterest group ad ca iclude compay represetatives, o-uioized represetatives, uio represetatives ad govermet represetatives; it is also beeficial to iclude idepedet exteral resource. The LFA Committee has a madate to support employees i a smooth adjustmet process that addresses their eeds, as well as those of the commuity. The committee also oversees sub-committees with specific resposibilities i such areas as eeds assessmet, evaluatio, trasitio cetre, lobbyig for trades recogitio, peer helpers, partership ad fiacial issues. Parterig with Govermet For fud-matchig to support employees i certificatio, up-skillig or educatio for their future goals ad employability; ad To gai access to resources such as career ad employmet cousellors who ca perform assessmets ad deliver tests, to help employees defie career paths, idetify educatio requiremets for their chose career, ad hoe skills i job searches ad resume writig. Parterig with No-Govermetal Bodies such as the MiHR Coucil to help create employees portfolios of Prior Learig Assessmets ad Recogitio (PLAR) to documet competecies required for atioal certificatio through the Caadia Miig Certificatio Program (CMCP). Creatig these portfolios requires o-the-job assessmets ad ca iclude a umber of collaborators, such as local colleges ad certifyig istitutios. Circulatig Job Postigs from other sites withi the compay, as well as sedig lists of the umbers ad types of certified employees to other sites. Hostig Job Fairs as i the case of a job fair coordiated by Xstrata. The compay s HR Departmet ivited Xstrata compaies from all over the world to come to the site of the mie that was scheduled to close. Employees were able to meet ad share their resumes with global represetatives over a 10- week period. Prior to the fair, HR circulated job postigs from other operatios ad collected resumes from iterested employees. The HR team also coducted a survey to gauge the level of employee iterest i specific jobs ad locatios; this helped orgaizers determie the amout of time each operatio would sped at the career fair. The evet icluded opportuities for i-perso iterviews with employees who had previously applied for circulated job postigs. Aother fair coordiated by HR ad the Labour Force Adjustmet Committee, ad held i tow ivited idustry-relevat compaies from across Caada. This more traditioal three-day career fair was ope to employees oly o the first two days, while members of the public were also ivited for the fial day. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 32

33 Hostig Iformatio Sessios that recogize the cocers of a diverse workforce. These sessios ca focus o various topics, icludig: the psychological impacts of job loss ad stress maagemet; fiacial plaig for differet stages of life; ad isurace plas for post-retiremet. As with other aspects of workforce plaig, the key to success i worker redeploymet is advace plaig, as everythig from buildig cohesio withi the LFA committee to govermet relatios ca take a sigificat amout of time. I additio, as log as the operatios cotiue eve ito shutdow employees will be eeded at work. This meas that educatioal edeavours must take place outside workig hours, ofte ecessitatig parttime erolmet ad loger time- frames. Expected Impact The primary ways that compaies are beefittig from redeploymet are: Icreased Flexibility Redeploymet is used to cushio the impact of ecoomic slow-dows, while retaiig workers; it allows employers to fill key workforce gaps usig employees already committed to the compay ad familiar with certai processes. Improved Successio Use of redeploymet icreases the umber of cadidates cosidered for job opeigs ad promotios, improvig the quality of the talet pool that is cosidered for a positio, ad ot allowig promotio to be a fuctio of locatio. Better Developmet Opportuities Redeploymet provides employees with access to ew types of challeges ad resposibilities at differet locatios, ad exposig workers to differet operatig cultures, dyamics ad coditios. It also offers opportuities for richer kowledge trasfer, as redeployed workers brig ew experiece ad kowledge that beefits employees already workig at the site. Reduced Turover Redeployig people based o promotio or workforce eeds helps compaies geerally retai employees for loger periods of time, ad i particular, keeps more seior ad skilled workers egaged i their work. Reduced Hirig Costs Redeployig curret employees ito job vacacies reduces the eed to recruit from outside the compay. This, i tur, reduces the ramp-up time for ew positios, which ca rage from 6- to12 moths for ew employees. Buildig Iteral Capacity Employees with experiece at multiple sites withi oe orgaizatio are i a stroger positio to suggest process improvemets ad stadardizatio, ad to build beeficial relatioships betwee operatios. Stakeholders iterviewed for this case study report that supervisors are ofte relocated for this reaso to brig ew kowledge ad leadig practices to a differet divisio or operatio. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 33

34 Shutdow with Miimal Layoffs I the lead-up to a operatio shutdow, compaies that support employees to fid ew positios, acquire traiig ad higher-level certificatios, or to prepare for retiremet ca miimize the eed for employee layoffs, thereby reducig the impact o the commuity ad stress o govermet programs. Implemetatio ad Dissemiatio Implemetig a formal redeploymet process ivolves two key compoets: Idetify Key Roles ad Positios It is importat for employers to idetify ad publicize the specific roles i which redeploymet is ecessary for career progressio. This trasparecy will help compaies maage employee expectatios ad reduce the effort required to lobby employees to cosider a trasfer, ad strategically develop employees for more seior roles Lik Redeploymet to Other Workforce Plaig Tools It is crucial to itegrate redeploymet strategies with other plaig processes particularly with successio plaig. Capturig willigess to move i the employee record system will help HR idetify cadidates for relocatio ad will reduce the ofte legthy trasfer process. Capacity plaig must also be closely tied to redeploymet; this allows HR represetatives to idetify emergig workforce gaps ad operatios that will have a surplus of labour due to decliig productio levels. Projectig the supply ad demad of labour withi the compay will facilitate developmet of redeploymet opportuities. Key Challeges ad Lessos Leared The compaies iterviewed o this topic have experieced sigificat challeges whe redeployig workers to differet operatios. Commo challeges have icluded: After legthy egotiatios ad preparatios deliberatio, the idetified employees would ot be willig to trasfer. Dual-career families are the most difficult to move, as it is ofte difficult to fid comparable employmet for a spouse i a ew locatio. Older workers with families were early impossible to relocate, uless it was madated i their job descriptio. Employees had limited chaels through which to express their willigess or desire to move; typically they could oly do so i respose to iteral job postigs. There was o clear process to idetify redeploymet opportuities ad to facilitate the discussio with employees; most opportuities were ad- hoc ad required immediate aswers. There was o clear owership or authority for redeploymet decisios, which led to sigificat push back from supervisors if HR idetified a employee for a trasfer. Persoal agedas of differet factios of the LFA Committee at times hidered cooperatio ad slowed dow or halted the Committee s ability to move forward with plaig or to make decisios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 34

35 Other challeges were associated with keepig o top of requiremets to post jobs aroud a geographically large site; coordiatig a 10-week iteral career fair; persuadig exteral compaies to commit to career fairs; ad maagig last-miute cacellatios i fair participatio. Employers ca mitigate these challeges by providig employees with clear aveues to express their willigess to move; usig redeploymet to help successio ad capacity plaig; ad by havig a realistic uderstadig of the timelie required for each iitiative. Key Resources The primary resources supportig effective redeploymet plaig ad executio iclude: Data Capture Method/System Havig a system that collects ad maitais iformatio o employees willigess to relocate is a importat way for compaies to reduce the typical legthy, back-ad-forth coversatios that ca stall redeploymet. Developed Workforce Plaig Tools (e.g., successio plaig, capacity plaig) Havig established workforce plaig processes allows redeploymet to be treated as a practice, ot a stad-aloe program. Iteral HR Departmet Usig HR as the cetral repository of iformatio o redeploymet opportuities ad o employees available to relocate ehaces redeploymet plaig. Govermet ad No-Govermet Bodies Accessig exteral experts, frameworks ad materials, programs ad fudig helps support employees i the trasitio to ew opportuities ad locatios. Job Cousellig ad Relocatio Services Providers Usig a career cosultacy to coordiate logistics, idetify optios for family members (such as schools ad housig), ad moitor to esure the family s quality of life is ot reduced by the move helps smooth the employee s trasitio to a ew locatio. Summary Redeploymet of workers is a critical workforce plaig tool for miig idustry employers. Compaies ca use this tool i umerous ways to address a job vacacy at aother operatio; to expad successio optios for employees; ad to aid i the ramp-dow of operatios due to a mie closure or ecoomic slow-dow. Although there are may barriers to relocatig workers, compaies ca address them, for example, by usig relocatio services to support employees ad their families, ad by developig a clear process for relocatio. Some compaies embed redeploymet ito the career path of positios that are difficult to fill, primarily professioals ad subject matter experts. By usig redeploymet to regulate the supply ad demad of labour across their orgaizatio, miig compaies ca more easily address workforce plaig issues. Although redeploymet ca be used as a stad-aloe, shortterm tool ad is ofte ot well-itegrated ito other types of plaig its value as a log-term tool will oly icrease. As the miig workforce ages ad talet becomes more difficult to source, redeploymet will o doubt become a more importat tool i the workforce plaig programs of may miig compaies. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 35

36 3 Facilitatig the Mobility of Talet 3 Facilitatig the Mobility of Talet Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 36

37 Itroductio Capitalizig o govermet worker mobility programs is a importat workforce plaig tool for miig compaies seekig to couter All iformatio ad the impacts of both ecoomic ad productio cycles. Miig s statemets i this case iheret ties to specific geographic locatios preset challeges are based o a series of faced by very few other idustries a complete lack of choice i iterviews performed with where to establish base operatios. Because mieral deposits are experts i the miig idustry frequetly located i remote regios, ofte with extreme climates, coverig their experiece extractig ad processig ore bodies are complex udertakigs i creatig ad utilizig from may perspectives icludig i the areas of trasportatio workforce plaig tools ad techology. Huma resources, however, are ofte the most ad couter-cyclical challegig aspect of all. strategies uless otherwise idicated. Mobility programs are ofte led by regioal/provicial govermets ad supported by idustry ad labour groups, with the goal of attractig workers to a particular city, regio or provice. Ulike atural migratio i which people move ito areas that are well-developed with high-icome potetial the areas that beefit from govermet mobility programs ted to be remote ad less developed, ad the skills targeted ted to be more specific. This case study demostrates that govermets or o-govermetal agecies ca provide icetives ad assistace to support employee relocatio but talet mobility remais a cosiderable challege, especially whe dealig with rural locatios with extreme weather. As oted i a recet MiHR study etitled Maagig the Skills Shortage: Techology ad the Caadia Mier, techological advaces are makig it possible to develop miig operatios i eve more remote ad challegig sites. Developig more permaet settlemets i these locatios may simply be impossible; therefore, it is critical for miig compaies to icrease access to a mobile group of workers. Both govermet ad idustry have a stake i buildig strog regioal workforces. Govermets beefit from icreased taxes, improved employmet statistics ad a larger workig populatio. The miig idustry faces heavy competitio for local talet, as the workforce ages across the coutry. Icreasig available talet i certai regios will reduce (although ot always elimiate) the eed to overpay employees i certai roles, hire cotractors, or use temporary workforce programs such as fly-i/fly-out. By brigig together major idustry stakeholders, compaies ca work together to brig additioal workers to miig regios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 37

38 Oe of the regios usig mobility to improve compaies access to labour is Yuko, oe of Caada s three orther territories. Stakeholders from Yuko were iterviewed as part of this case study. I the last few years, the Yuko ecoomy has take o a ew mometum. Accordig to Statistics Caada, gross domestic product i Yuko i 2011 grew by 5.6%, compared to 2.6% overall i Caada. Fuelled by ew exploratio, this accelerated growth i the territory has created a icreased demad for skilled labour. I 2008, the Govermet of Yuko, i partership with a umber of key labour market stakeholders, icludig miig compaies, eergy compaies ad labour represetatives from First Natios ad other groups, developed the Labour Market Framework. This program is desiged to sustai growth i Yuko by fillig curret ad aticipated future gaps i the labour market by attractig workers with i-demad skills from across Caada ad the world. I October 2008, the Govermet of Yuko hosted a symposium ad drafted five framework strategies 2 to support ecoomic growth over the ext 10 years (see Figure 1). Figure 1: Yuko Labour Market Framework Strategies The framework strategies: Comprehesive Skills ad Trades Traiig Strategy Natioal Recruitmet Strategy* Immigratio Strategy Employee Retetio Strategy* Labour Market Iformatio Strategy The four pillars: Traiig ad Developmet Recruitmet Retetio Labour Market Iformatio *These are ow combied ito oe strategy Source: Yuko Govermet, figure recreated by KPMG, The strategies are iter-depedet to optimize results. Examples of how the strategies overlap iclude: Programs that eable immigrats to itegrate ito the labour force are also skills traiig iitiatives that promote recruitmet ad retetio; ad Recruitmet ad retetio require developmet of suitable traiig programs, which are desiged accordig to the eeds idetified through labour market iformatio. The overarchig purpose of the Labour Market Framework is to provide data to support the implemetatio of the five workforce strategies. The strategies cotribute to mobility i differet ways, from attractig workers to Yuko to improvig learig ad employmet trasitios. A large portio of the Labour Market Framework deals with employee retetio. Usig traiig ad developmet to retai employees is a essetial aspect of buildig a strog local workforce. I this case study, we focus o the mai drivers of mobility, but also ackowledge some of the ways i which Yuko is strivig to retai ad build the workforce it has. 2 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 38

39 Mobility fits ito the set of medium-term iitiatives amog workforce plaig programs (see Figure 2). Mobility ca support several log-term iitiatives by helpig employers meet may of the labour requiremets idetified through forecastig ad itegrated plaig at a orgaizatioal level. Mobility ca also support medium-term iitiatives, such as successio plaig, by providig a deeper pool of workers to fill vacacies i the workforce. Figure 2: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Overview of the Labour Market Framework The Labour Market Framework was developed usig the followig priciples: Adaptable respods to chages i the ecoomy through iovatio ad flexibility Iclusive embodies a holistic approach that cosiders the iterests of idividuals, workers ad employers Builds o stregths ad successes recogizes the positive activities already uderway i Yuko to attract, retai, educate ad trai people for the labour market, while remaiig ope to ew ideas Accoutability focusses o results Collaboratio emphasizes parterships These priciples guided developmet of the objectives ad strategies withi the five pillars of the framework. Idetifyig the key iitiatives that drive mobility withi each pillar provides a clear uderstadig of how a mobilitypromotig program ca be desiged for other provices or territories. The two areas that most directly facilitate mobility are recruitmet ad immigratio. Recruitmet Recruitmet is a key lever for mobility. Attractig the right workers to relocate to the Yuko is the most importat strategy for buildig a strog workforce. Yuko developed a Natioal Recruitmet Strategy that is supported by may of the other iitiatives developed i the framework. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 39

40 Some of the key challeges that Yuko faced i recruitig talet were: Competitio with other jurisdictios for employees Attractig employees to rural commuities Itegratig uder-represeted workers, icludig wome ad miorities, ito the labour force To facilitate Yuko employers ability to recruit suitable employees, the program outlies two key goals: Providig employers with the tools ad iformatio to assist with recruitmet Employig studets ad specialized workers; creatig etry-level positios, ad hirig idividuals from uder-represeted groups i the workforce to build a iclusive, skilled ad resposive workforce To support these goals ad address challeges, six objectives were created with associated implemetatio plas ad tactics to improve recruitmet: Figure 3: Yuko Natioal Recruitmet Strategy Objectives Objective Ratioale Key Outputs Expected Results 1. Icrease awareess of Yuko as a desirable locatio to work ad live 2. Icrease the rate of Yuko studets returig to work i the Yuko after leavig for school 3. Icrease the recruitmet of uder-represeted groups such as Aborigial people, persos with disabilities, visible miorities, youth, older workers, Social Assistace recipiets ad wome i trades Recogizig the value Yuko has to offer potetial workers i terms of locatio i or ear a pristie wilderess, a outdoor lifestyle ad higher wages. By promotig Yuko as a desirable place to work ad live, it is expected more people will move to Yuko to help address the territory s labour shortages. Yuko cotiues to lose graduates to other jurisdictios that provide icetives i areas such as traiig, assistace with studet debt ad career developmet. Securig the skills ad talets of Yuko studets is critical to addressig the labour market eeds of Yuko employers. Icreasig the employmet of uderrepreseted groups i the territory s workforce provides Yuko employers a opportuity to secure workers ad develop a iclusive ad diverse work eviromet. l Marketig activity ad atioal advertisig campaig l Olie web-portal presece l Recruitmet job fairs ad employmet missios l Assessmet ad revisio of tax icetive systems for returig studets l Programs that employ Yuko studets l Marketig activity icreasig awareess of existig programs (e.g., wage subsidies) l Policies regardig hirig uderrepreseted groups l Programs for targeted groups Icreased awareess, equiries ad recruitmet of idividuals who view Yuko as a desirable place to work ad live Icrease the umber of Yuko studets returig to Yuko for employmet Yuko workplaces are reflective of a iclusive ad diverse workplace Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 40

41 Objective Ratioale Key Outputs Expected Results 4. Attract people to Yuko for specialized ad hardto-fill positios 5. Icrease the employmet of temporary casual workers 6. Improve Yuko employers access to iformatio/tools to support their ability to recruit employees Attractig a rage of labour, from etry-level positios to specialized areas, trades ad highly skilled labour, all of which are required to meet the demads of a strog ecoomy. Temporary workers are a recogized flexible ad multi-skilled labour resource that cotributes to the Yuko workforce ad its ecoomy. For employers, temporary workers ca become a asset durig peak times or whe there is a eed to cover for temporary staff shortages. For workers, it ca provide more flexible work arragemets ad the opportuity to balace work with other activities. Recruitmet ca be supported through access to best practices ad commuity-based tools. These offer a host of solutios ad approaches for assistig Yuko employers with maagig the recruitmet of their workforce. Source: Yuko Govermet, figure recreated by KPMG, l Best practices discussios for usig web-portals for jobs l A developed practicum program l Log of busiesses willig to place studets l Established list of temporary casual workers for various occupatios l Mechaism for delivery of best practices i recruitmet Specialized ad hardto-fill jobs are filled more quickly Casual ad temporary workers are readily accessible Yuko employers have icreased iformatio ad optios available for recruitmet These recruitig tools all cotribute to improvig the mobility of workers withi Yuko ad to attractig workers from other locatios to seek employmet i the territory. The tactics for recruitmet are closely tied to the tactics used to leverage ad maage immigratio. Immigratio Immigratio is also a key driver of mobility. Attractig immigrats to relocate to Yuko, usig recruitig tools ad addressig the key challeges they face ca help build a strog local workforce. Yuko developed a Immigratio Strategy that focuses o core challeges ad opportuities specific to immigratio: Labour force itegratio: icludig laguage skills, foreig credetial recogitio ad Caadia work experiece The regioal characteristics of Yuko s labour market eeds: icludig diversity, populatio structure ad geography, all of which affect which jobs are eeded i the short, medium ad log terms The primary goal of the Immigratio Strategy is to support a resposive ad sustaiable approach to Yuko immigratio by developig immigratio-related policies ad supportig itegratio of ew Caadias ito Yuko s labour force. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 41

42 To support the goals ad address challeges, six objectives were created with associated implemetatio plas ad tactics to improve immigratio: Figure 4: Yuko Immigratio Strategy Objectives Objective Ratioale Key Outputs Expected Results 1. Be resposive to idustry ad busiess labour force eeds through improvig ad moitorig the Yuko Nomiee Program 2. Assist more immigrats to egage i Yuko s labour market opportuities by providig better iformatio ad services 3. Esure that settlemet services are provided for all ewcomers, icludig temporary foreig workers ad participats i the Yuko Nomiee Program 4. Provide immigrats with the resources ad traiig they eed to seek further educatio for workig i their chose field or obtaiig better employmet 5. Support immigrat commuities withi Yuko by helpig them icrease their capacity, their profile ad the services they offer their members The Yuko Nomiee Program helps local employers recruit ad retai mucheeded skilled ad semiskilled workers. The cotiued support ad refiemet of this program helps local employers avigate through skills shortages whe they occur. Iformatio ad services that help people immigrate to Yuko beefit the territory. Better access to iformatio about ivestmet ad existig skill shortages will make the trasitio easier for immigrats. Providig better access to laguage traiig ad other settlemet services for all immigrats is cetral to makig effective use of their skills ad expertise. Newcomers eed assistace i settlig ito life i Caada to realise their full potetial i Yuko workforce. Providig immigrats with the resources ad traiig they eed to egage effectively i the labour force. Workers who are fully egaged i the labour force improve the ecoomy s capacity for diversificatio ad cotribute to the territory s tax base. Yuko s immigrat commuities make a importat cotributio to settlig ad retaiig immigrats. Immigrats who adapt to life i Yuko ad itegrate ito the labour force are more likely to be retaied. l Cotiuatio ad ehaced delivery of Yuko Nomiee Program l Aual reviews to assess program eeds ad to esure sustaiability of immigratio to Yuko l Icreased foreig ivestmet i Yuko l Sustaiable umber of applicats for immigratio programs l Maitaied ad expaded immigratio web portal ad olie applicatios l Icreased awareess about immigratio services ad diversity issues l Improved laguage traiig programs l Cross-cultural employmet skills traiig l Formal agreemets with Foreig Credetial Recogitio Assessmet programs l Improved capacity of immigrat servig groups Icreased use ad satisfactio with the Yuko Nomiee Program Icreased uptake ad awareess of Yuko immigratio programs All ewcomers have access to settlemet services Immigrats workig i chose occupatio Icreased support ad capacity for immigrat commuities Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 42

43 Objective Ratioale Key Outputs Expected Results 6. Icrease immigrat retetio rates by Yuko curretly retais a large percetage of its immigrat workers, l Survey of the immigrat Icreased retetio promotig the beefits ad maitaiig this tred is desirable. populatio of immigratio Retaiig immigrats esures the l Promotioal ad celebratig campaig about the effective use of settlemet resources multiculturalism eed ad beefits ad immigrat skills. of immigratio Source: Yuko Govermet, figure recreated by KPMG, These strategies cotribute to improvig the immigratio process, as well as supportig the recruitmet strategies. Immigratio from other coutries ad withi Caada is the primary source of ew talet for Yuko ad the immigrat talet pool will be critical i helpig miig compaies maitai productio levels ad replace retirig workers. To support the optimal itegratio of immigratig workers, appropriate placemet programs, social programs ad traiig opportuities must be established. It is also importat to validate that the local workforce is also beig moitored ad provided equal opportuities, to reduce ay potetial egative reactio to a major wave of immigratio. Drivig the acceptace of immigrats is a primary goal of this strategy; by developig materials for employers ad creatig marketig campaigs that celebrate ad promote immigratio, the strategy aims to drive retetio rates. Additioal Strategies I additio to the primary levers of mobility (recruitmet ad immigratio), the labour market framework has three other key strategies that improve the mobility of workers to Yuko. Retetio Programs are i place to provide employers with the proper iformatio ad tools to retai employees. These types of programs support the mobility of workers, as it ca be marketed that employers are retaiig ad promotig employees as well as creatig a stable commuity base which are all attractive to prospective employees. A survey by the Yuko Bureau of Statistics showed that oly 20 per cet of curret employers use retetio practices, such as beefits, icetives ad employee programs. Icreasig the use of these programs will help boost Yuko s competitive edge, by addig icetives for workers to choose to pursue careers i the territory. Labour Market Iformatio Labour market iformatio (LMI) idetifies treds ad patters that are essetial for iformig the decisio makig of all stakeholders from studets decidig o educatioal pursuits, to govermets plaig traiig programs ad busiesses forecastig requiremets for occupatioal skills. The LMI also helps build a registry of olie job seekers ad job vacacies, allowig workers cosiderig employmet i Yuko (e.g., skilled professioals) to research job opportuities. LMI programs are also importat for idividual compaies; they ca publicize their recruitig eeds to a broader talet pool, without the eed for major ivestmets i job- fairs, cotracts with recruitmet firms ad other more costly recruitig tools. This database of hirig eeds ca be adjusted as ecoomic coditios fluctuate allowig compaies ad policy makers to expad or costrict broader recruitig efforts based o ecoomic cycles. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 43

44 Comprehesive Skills ad Trades Traiig Skills ad trades traiig helps mobility by improvig learig ad employmet trasitios. Some workers may ot have the ecessary skills to fill a workforce eed. Through these types of services, immigrats ad local workers ca seek traiig i Yuko ad esure they will be able to trasitio effectively ito the workforce icreasig Yuko s attractiveess by further reducig barriers to mobility ad the potetial for egative worker experieces. Each of these strategies improves employers access to workers from outside of the provice. The strategies complemet oe aother to improve the etire mobilizatio process from attractig potetial workers to facilitatig the move ad buildig the competecies of the local work force. Expected Impact Icreased mobility of workers will beefit employers ad employees (icludig immigrats) i a umber of ways: Employers Recruitig ad retaiig eough staff to meet the employer s seasoal ad permaet eeds Developig workplace laguage, safety ad cross-cultural supports for ewly immigrated employees Icreasig workplace diversity, which ecourages iovatio ad builds a more accommodatig ad productive workforce Assessig ad recogizig foreig educatio through more effective services, i order to have access to idemad skills Employees/Immigrats Access to higher-payig ad higher-skilled jobs Access to potetial tax icetives, debt assistace, traiig opportuities ad career developmet opportuities Havig their potetial assessed, before they arrive i Caada, to better itegrate ito the workforce ad miimize risks ad surprises Fidig ad keepig jobs that use immigrats i-demad foreig educatio ad traiig Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 44

45 Access to laguage traiig before ad after immigrats become permaet residets; ad Beig able to participate fully i Yuko society, through the support of safer workplaces ad commuity ivolvemet Implemetatio ad Dissemiatio Each set of strategies ad the associated objectives have bee desiged with a set of sub-activities that desigate the key stakeholders; resources required; timelies for implemetatio; ad key metrics/idicators of success. The strategies use the four-step implemetatio process show i Figure 5 below: Figure 5: Workforce Strategy Implemetatio Process Implemet Adjustmet of Actio Pla Moitor Evaluate Source: Yuko Govermet, figure recreated by KPMG, It is crucial that performace is measured ad timelies are clearly established, so that adjustmets ca be made i areas where targets are ot beig met. This cycle allows for ogoig, accurate data to be collected ad for adjustmets to be made as eeded, to reflect chagig labour market eeds ad coditios. Accoutability is also a extremely importat factor i implemetig these types of programs, so that all ivolved parties are beefittig ad cotributig equally. These programs will guide the directio of labour market developmet for the ext 10 years, makig their executio a key factor i the success of Yuko s ecoomy. Key Challeges ad Lessos Leared The first challege that the Labour Market Framework faced was pre-existig laws ad regulatios related to immigratio policy. Makig chages to these laws/regulatios to alig them with the framework was extremely time-cosumig; it was difficult to move ahead with the other strategies, without the proper icetives ad programs i place to support mobility. The best way to tackle this type of issue is to make policy chage a first step i the program ad to properly documet ad justify all of the required chages. Aother challege for Yuko was a shortage of available housig ad livig accommodatio for ew workers. The lack of availability has drive up housig prices i recet years, which has become a sigificat barrier to attractig workers to move. The framework aims to overcome this i two mai ways: 1. Buildig i a umber of credits ad icetives for immigrats, both iterprovicial ad iteratioal, so that the price of livig is ot as high ad 2. Workig with govermet ad other stakeholders to idetify key areas to develop movig forward. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 45

46 Fially, Yuko faced the challege of overcomig the perceived stigma of livig i the North. It was a priority to esure the framework icorporated plas to effectively promote the lifestyle, culture ad uiqueess of livig i Yuko. A key compoet of the recruitmet strategy has bee developmet of websites ad other promotioal material to combat egative stereotypes. The objective is to help potetial workers grow comfortable with livig i what would be cosidered a remote locatio, ad to better appreciate the beefits of the activities, ifrastructure ad social programs available i Yuko. Key Resources The Labour Market Framework relies o several key stakeholders for its desig ad implemetatio. Each strategic objective idetifies three key resources to support executio: Stakeholders idetifies the party or parties resposible for seeig through the iitiative Resources ca be fiacial resources or ackowledgig the eed to improve or leverage pre-existig programs Timelie determies the timelie for the iitiative (whether it is ogoig or available by a certai date) The Govermet of Yuko also used a major symposium ad a series of follow-up meetigs to put together the pla. Havig a umber of govermet employees lead iitiatives, documet key messages, ad maage websites or portals facilitated both the creatio ad implemetatio of the various strategies. Compaies ca beefit from ivestigatig the resources available from their muicipal, provicial or federal govermets. Simply accessig govermet job postigs ofte provides sigificat opportuities; compaies ca tap ito iformatio o workers researchig or ivolved i the immigratio process, as well as those explorig iter-provicial or atioal certificatio requiremets. This provides access to potetial employees already cosiderig a move, allowig compaies to overcome the first hurdle of mobility a much more affordable optio tha devisig ad executig a idepedet search for workers. Summary Facilitatig the mobility of talet is critical for miig compaies that face a shortage of skills ad labour due to ecoomic boom cycles, agig demographics ad/or geographic skills shortages. Employers seekig to fill gaps idetified through workforce plaig tools ca sigificatly improve their access to iter-provicial ad iteratioal talet pools by developig customized recruitmet strategies for a particular regio ad for maagig the immigratio process. As the shortage of labour itesifies ad idividual compaies battle for workers i a ever-cotractig market, it will become eve more importat for govermets, idustry ad labour groups to collaborate to idetify specific labour eeds ad devise short- ad log-term solutios. The model of Yuko s Labour Market Framework highlights the beefits that employers, employees ad govermets stad to gai. Without coordiatig efforts a bled of promotig job vacacies, helpig people to move ad providig advatageous regulatory coditios the full potetial of mobile workforces will ot be realized. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 46

47 4 Successio Plaig 4 Successio Plaig Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 47

48 Itroductio Successio plaig is a importat workforce plaig tool for miig compaies seekig to maitai ad improve the quality ad All iformatio ad size of their workforces. It ca be used to couter ecoomic cycles statemets i this case makig it easier for employers to idetify key persoel ad are based o a series of positios, whe it becomes ecessary to ramp- dow or ramp- up iterviews performed with productio. experts i the miig idustry coverig their experiece Compaies that make effective use of successio plaig ca fill i creatig ad utilizig importat seior positios by promotig from withi, thereby reducig workforce plaig tools the eed to recruit exterally i a very competitive labour market. These ad couter-cyclical programs allow compaies to idetify future workforce eeds ad to strategies uless otherwise develop curret employees to fill those eeds. The best successio idicated. plaig programs review the workforce o a regular basis, to assess each employee s performace i their curret positio, as well as their future potetial to fill subject-matter expert (SME) or leadership roles. Compaies are able to idetify both strog ad poor performers ad to create idividualized developmet plas for every employee. This case study is based i part o iterviews with represetatives of Teck, which is Caada s largest diversified atural resources compay, with operatios across North ad South America, ad a secodary major global miig orgaizatio. Various situatios lead compaies to implemet successio plaig programs, icludig: Examiatio of demographics, idicatig a loomig ad potetially cripplig exodus of key talet for which o pipelie of replacemets exists Iability to recruit exterally for certai roles due to costraied labour market, geographic locatio or level of direct site-specific experiece required Mergers ad acquisitios betwee compaies with differet cultures, creatig a eed for a commo performace maagemet system ad trasparecy i opportuities withi the ew etity Repeated experiece of kowledge loss i trasitio of key roles Lack of recogitio or lack of trasparet developmet opportuities for recogized high performers, causig missed opportuities ad potetial attritio Miig orgaizatios ca use successio plaig i cojuctio with other workforce plaig tools to better alig their iteral workforces with busiess objectives. For example, a successio pla ca be icorporated ito capacity plaig for a miig operatio ad ito the orgaizatio s overall recruitmet program. Give the agig miig workforce ad projected talet shortages, it is all the more critical for compaies to use successio plaig to improve iteral mobility ad to reduce the eed to use the exteral market for hirig eeds. Successio plaig programs also help reduce compay-wide turover, by promotig employee egagemet ad skills developmet, which i tur, icreases motivatio. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 48

49 Successio plaig fits ito the mix of workforce plaig program as a medium-term tool, as show i Figure 1. Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Successio plaig programs couter some of the challeges ad costs of recruitig employees exterally. Ecouragig existig employees to build log careers i a compay has prove to be a key success factor i the workforce plaig programs of may miig employers. Logevity i the workforce helps compaies facilitate the growth ad mobility of talet. This report aalyzes successio plaig programs at two global miig compaies, each with over 12,000 employees ad multiple operatig properties. Each has effectively used successio plaig, ad their experieces offer several key isights ito how to capture program beefits ad how to overcome some key challeges. Overview of the Program ad Process The successio plaig programs at both compaies were established by HR directors i charge of talet, learig ad developmet. Both directors sought to fill a umber of seior positios that were either vacat or soo-to-be vacat. Both also recogized the opportuity to pursue this task as a compay-wide iitiative. Both programs were iitially piloted for seior positios oly, ad oe pilot was limited to specific operatios. The process was the rolled out across differet operatios ad dow the orgaizatioal hierarchy, as its merits were prove. A example of oe of a roll-out strategy icluded: 1. Trai maager-level employees o the specific termiology ad defiitios (e.g., potetial vs. performace), so that the correct groups could be established to evaluate each level of employee. 2. Begi resource plaig at the regioal level, so that high performers could be idetified for broader leadership positios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 49

50 3. Esure that each mie has a process i place, so that mobility, trasfers ad opportuities ca be idetified for all employees. The process was purchased from a third party (Lomiger Iteratioal), ad focuses o four critical compoets: 1. Evaluatio 2. Validatio 3. Developmet Plaig 4. Ogoig Review Each employee is evaluated primarily o what is called learig agility defied as the ability to lear how to deal effectively with first-time situatios or chagig coditios. The framework used to measure learig agility is show i Figure 2: Figure 2: Example of a Successio Plaig Process Situatioally resposive Politically agile Self-aware/persoal improver Comfortable with complexity/ambiguity People Agility Skilled commuicator/ coflict maager Tikerer/ever satisfied Fids solutios to tough problems Reads broadly Curious Metal Agility Learig Agility Chage Agility Takes the heat of resistace Itroduces ew slats Leads chage Results Agility Has drive/persoal presece Beats the odds/resourceful Adaptable/flexible Builds high performig teams Source: Recreated from Talkig Talet process created by Lomiger Iteratioal: A Kor/Ferry Compay Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 50

51 After determiig each idividual s learig agility, the process uses a tool called the Performace/Potetial Matrix to segmet the workforce (commoly withi a departmet). The tool helps to idetify strog performers, employees with high potetial ad employees performig poorly ad/or icosistetly. Figure 3 shows the matrix ad how employees are segmeted. Figure 3: Successio Plaig Performace/Potetial Matrix The Performace/Potetial Matrix HIGH 4 High Professioal 7 High Professioal Plus 9 Cosistet Star PERFORMANCE 2 Solid Professioal 1 Lower Performer 5 Key Performer 3 Icosistet Performer 5 Future Star 6 Diamod i the Rough LOW POTENTIAL HIGH Source: Recreated from Talkig Talet process created by Lomiger Iteratioal: A Kor/Ferry Compay A alterative measuremet approach is for compaies to build ideal competecies ad profiles for differet levels of employees. Oe compay uses leadership success profiles to assess the potetial of a employee to reach the ext level. The competecies evolve through the levels; Figure 4 shows the competecies for the supervisor level. Figure 4: Leadership Success Profiles Supervisor Level Assessmet Delegatio Performace Coachig Drive Busiess Results Commitmet Safety Persoal Awareess Modellig Leadership Learig Agility Disciplie Excellece Compay Values Safety Commitmet Busiess Plaig Orgaizatio & Mobilizig Resources Strategic Aligmet Teamwork Respect Workig With & Leadig Others Leadership Commuicatio Developig Others Source: Recreated from the Teck Competecy Model Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 51

52 Out of this segmetatio ad evaluatio of the workforce, supervisors develop a successio ad actio pla for each employee. These plas idetify potetial promotio opportuities for strog employees ad focus o improvig the performace of employees who are ot meetig expectatios. This iformatio is captured at both the idividualemployee level ad for the orgaizatio, providig a roadmap of successio across the compay. Figure 5 shows how the iformatio ca be collected ad displayed o a iteral performace maagemet system. Figure 5: Successio Plaig Liked to Performace Maagemet 1 Pool Successor: Geeral Maager 10 directs (269 total) i SUPT MINE OPERATIONS: i SUPT MINE ENGINEERING: 3 Named Successors: 3 Named Successors: 1 Pool Successor: Superitedet Mie Operatios 4 directs (24 total) 3 Pool Successors: Superitedet Egieerig 5 directs (20 total) i GEN FMN OPERATIONS i SR FOREMAN MINE SERVICES i SR FOREMAN DRILLING & BLASTING i SR FOREMAN MINE SERVICES 2 Named Successors: 1 Successor: 2 Successors: 1 Successor: 2 Pool Successors: Geeral Forema Mie Operatios 3 directs (3 total) 2 directs (2 total) 5 directs (15 total) Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 52

53 Leged First Name Last Name Title Readiess 3-5 years 1-2 years Withi a Year Ready Now Impact of Loss High Medium Low Leadership Developmet Performace Tred Tredig Up Tredig Dow Key Talet Key Talet F Performace Potetial Readiess Risk of Loss High Medium Low F X E Leadig for the Future Leadig for Excellece Emergig Leader Highlight key positios Key Positio Not Key Positio No Permissios Source: Teck Workforce Maagemet System, Executig the actio pla for each employee is the resposibility of supervisors ad progress is measured at the ext evaluatio sessio. The icetive for supervisors to ivest this time is liked to their ow evaluatio, where their leadership ad metorship abilities are assessed. This process is coducted quarterly or semi-aually ad is simplest, if it is ru i cojuctio with the existig performace-evaluatio cycle. These programs have had a sigificat impact to date; the compaies say their maagers are much more aware ad ivested i the developmet of their employees. The process has bee used to idetify replacemets for key positios i a agig workforce ad to highlight areas where depth of talet is weak, sigallig a eed for employers to develop employees iterally or recruit exterally. Expected Impact Compay-wide employee professioal growth is the primary goal of this type of successio plaig iitiative. Oe compay has ackowledged that eve losig some employees to better ad more seior positios at other miig compaies demostrates a degree of success i improvig the calibre of their workforce. As a log-term goal, the compay hopes to fill betwee per cet of seior vacacies iterally which will sigificatly drive dow recruitig costs ad icrease their competitiveess, as the etire idustry faces talet scarcity. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 53

54 The key ways that a successio plaig program has beefitted these compaies are: More Targeted Recruitig Compaies have a better uderstadig of workforce eeds, allowig them to foresee the eed to recruit for particular roles further i advace ad to idetify ew sources of talet if specific shortages posed a sigificat threat to sustaiig operatios. Compaies ca also idetify situatios where vacat positios ca be left ufilled. Decreased Turover Compaies beefit from improved retetio of their employees. Oe of the compaies reports that turover has decreased from 25 per cet to below 10 per cet over the past two years, which is largely attributable to this program. Improved Performace Maagemet Employees have a clearer uderstadig of what is expected of them ad how to get to the ext level i their career. Itegrated HR Systems (IT) By stadardizig outputs across the orgaizatio, compaies ca better lik their HR iformatio techology systems (such as performace maagemet ad stadard workforce demographics), which ca improve overall busiess plaig. Better Idetifyig Uderperformace Due to HR Issues Compaies acquire iformatio to help them better assess whether a operatio s uderperformace is liked to huma resources issues. For example, oe compay s warehouse was sigificatly uderperformig compared to all of its other warehouses. The evaluatio from successio plaig showed that the warehousig staff group was made up of poor ad icosistet performers. I respose, the compay relocated a umber of high-performig employees from a better-fuctioig warehouse operatio. The ew employees were able to itroduce ew kowledge ad best practices to the operatio, icludig processes to maage ivetory ad workflow. Implemetatio ad Dissemiatio To implemet their successio plaig programs, both compaies piloted the programs at a specific operatioal locatio ad limited the iitial scope to seior maagemet ad maager-level employees. This helped the compay to fill immediate eeds i seior positios, while also familiarizig employees with the process, so they could coduct it withi their departmets. The process is to gradually progress dow the orgaizatioal chart as it begis to have a material impact o employees progressio ito ew roles. For a compay with global operatios, this top-dow implemetatio approach is critical to effective successio plaig. Departmet maagers must first participate i evaluatio meetigs ad see how developmet plas are put together, so the process ca be sustaiable without excessive oversight from corporate represetatives as may operatios i global orgaizatios are located great distaces from cetralized corporate fuctios. Key Challeges ad Lessos Leared Oe of the biggest hurdles that compaies have to overcome is the potetial implicatio of labellig employees throughout the process. It is critical for the compay to explai to employees that performace categories (e.g. lower performer ) ca chage ad are used oly to improve plaig ad developmet. Esurig that results ad materials are kept cofidetial must be a priority. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 54

55 Aother challege for some compaies is to esure maagers have the skills ad are supported i costructive discussios ad assessmets of employee performace. I the case of oe orgaizatio, corporate HR represetatives atteded the first formal evaluatio sessios ad led participats to use clear examples to support their evaluatios. With high-quality participatio from maagers, the program was able to itegrate multiple assessmets of employees ad the compay was able to develop ew perspectives o the workforce primarily i terms of idividual potetial. Gaiig buy-i from employees is aother challege for compaies. Iitially, employees have a umber of questios about the fairess ad accuracy of the process, ad they may also express some fear ad frustratio with the idea of such frequet reviews. Compaies ca address these employee cocers by clearly commuicatig the beefits of the process, which iclude promotios, trasfers ad persoal developmet. Key Resources A umber of third-party vedors ca provide compaies with a stadard successio plaig program. Usig existig models is geerally the best way to itegrate a strog ad cosistet program, providig compaies with: Stadard defiitios of key HR termiology Leadig practices i successio plaig Prepared materials (hadbooks, mauals, forms, etc.) for distributio to differet types of employees Access to supportig persoel ad specialists to help explai ay ucertaities ad help itegrate the process by leadig workshops, attedig sessios ad drivig aalytics This approach simplifies the desig phase of the program ad allows compaies to pilot the process i a short period of time. Usig a third-party framework ad materials sets clear expectatios throughout the orgaizatio; helps maagemet-level employees improve resource plaig i their departmets; ad helps employees to uderstad how they will be evaluated. The processes are also clear ad easily customizable to the eeds of a orgaizatio. As most orgaizatios are establishig these programs i reactio to exteral treds that are already posig challeges, speed of implemetatio becomes a key success factor. As such, fidig a existig program with the appropriate tools ad support services is the best startig poit for most orgaizatios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 55

56 Summary Successio plaig is a importat workforce plaig tool that helps compaies to evaluate workers effectively ad fill job vacacies iterally. Developig a strog pipelie of workers is critical to adaptig to chagig busiess coditios, which is clearly, a importat issue for the miig idustry. Effective successio plaig helps compaies to uderstad where they are short o talet ad to retai high performig workers through cotiued developmet, promotio ad attetio. Successio plaig is oe of the most valuable workforce plaig tools, as it provides the basis for may log-term tools, such as forecastig, ad makes use of several short-term workforce plaig tools, icludig redeploymet ad kowledge trasfer. Successio plaig ca also highlight where uderperformace is liked to HR issues; detailed evaluatios of the workforce allow compaies to idetify employees with strog developmet potetial ad to uderstad the limitatios of others. The successio roadmap is a critical elemet as miig compaies work to reduce the risks associated with retiremets, facilitate trasitios betwee roles ad maage their people more effectively. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 56

57 5 Capacity Plaig 5 Capacity Plaig Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 57

58 Itroductio Uderstadig a orgaizatio s capacity is critical to formig a couter-cyclical strategy. Capacity is the potetial output of a All iformatio ad compay, which depeds largely upo ad ca oly be achieved statemets i this case with the optimal umber ad type of employees. Capacity are based o a series of plaig is the process of determiig the productio capacity, size iterviews performed with ad compositio of the workforce a orgaizatio eeds to meet the experts i the miig idustry demad for its product. coverig their experiece i creatig ad utilizig Capacity plaig is aother importat workforce plaig tool. It workforce plaig tools helps miig compaies aticipate labour shortages ad surpluses, ad couter-cyclical so they ca forecast hirig eeds. Capacity plaig ca be used strategies uless otherwise to couter ecoomic cycles allowig a miig employer to idicated. strategically icrease or decrease its workforce to reach a particular level of capacity. Use of this tool reduces the eed to make reactive gut decisios ad istead supports data-drive plaig i real- time. Whe applied capacity plaig eables, miig compaies to uderstad the impact of rampig up or dow their workforce i varied ecoomic ad commodity drive scearios. From a log-term perspective, capacity plaig eables orgaizatios to uderstad the value of retaiig experieced ad kowledgeable workers through a recessio i the iterest of meetig productio targets i the future. This case study profiles Cameco ad Goldcorp, both major global miig compaies. Various situatios ca cause compaies to tur to tools such as capacity plaig to address workforce challeges. These situatios may iclude: A wave of retiremets, foresee or uforesee, exacerbatig the tight labour market ad icreasig the eed for specialized skills Immiet risk of operatio stoppage due to the departure of persoel from key role(s) cosidered critical to safety or compliace Idetificatio of skills, labour or kowledge gaps, i either productio or professioal workforces, due to a highly competitive market for their services (e.g. trades, egieers, chemists) Chages to productio plas or targets put the focus o labour as a major capacity iput Capacity plaig is closely liked with forecastig, a log-term workforce plaig tool. Capacity plaig looks iterally at the make-up of the workforce by utilizig demographic iformatio such as job type, geder ad age, ad aligs this workforce projectio with the level of productio that a particular operatio aticipates, based o a basic life-of-mie pla. Forecastig, o the other had, looks both iterally ad exterally to accout for labour market treds, ecoomic coditios ad other factors that might impact the supply of labour ad desired productio for a operatio. Capacity plaig is coducted primarily at the idividual mie-site level; however, Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 58

59 collectig capacity plas for a group of sites allows a compay to better use the iformatio for programs such as successio plaig ad sceario aalysis. These programs ca utilize tools such as redeploymet to cope with gaps ad surpluses idetified through capacity plaig. Figure 1 shows where capacity plaig fits i a strategic workforce plaig portfolio: Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Iterviews with a umber of miig compaies egaged i capacity plaig revealed several leadig practices ad key resources. These successful approaches are highlighted i this case study, to help other compaies establish ad use capacity plaig withi their workforce plaig. Overview of the Program ad Process Capacity plaig highlights the labour eeds of a particular operatio. Seior HR persoel ca use capacity plas, ofte at a regioal level, to support successio plaig ad to idetify the eed to fast-track high potetial employees -ito specialist roles (e.g., a chemical process specialist). By usig a plaed approach, compaies ca avoid havig to poach a specialized professioal o short otice from aother regioal site. Recruitmet departmets also use capacity plas to idetify emergig workforce gaps that caot be filled iterally. The first step to capacity plaig is to collect iformatio from employees, typically at the mie-site level. I oe example, Goldcorp piloted capacity plaig at a sigle mie site to establish the best way to documet iformatio about its employees. Makig use of pre-existig huma capital maagemet systems, the compay asked workers to fill i the required iformatio. Compaies ca use various types of systems ragig from simple admiistratio ad payroll, to complex multi-level systems icludig skill logs, evaluatio, ad schedulig ad beefits admiistratio. The process was gradual ad deliberate, ad gaiig buy-i from site maagers was crucial. After a sap-shot of the mie-site workforce was completed, the Goldcorp operatio idetified a umber of key positios that were curretly vacat or required successio plaig to mitigate the risk of future vacacy. I this case, most of the positios were maagerial ad egieerig positios, which the orgaizatio has foud to be the most competitive jobs for which to recruit. Whe dealig with these types of jobs, it is critical to closely lik the gap aalysis with successio plaig to optimize iteral promotio ad miimize reliace o a cotiuously cotractig labour market. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 59

60 Accordig to the stakeholders iterviewed, the four mai areas of capacity plaig are: Documetig the Workforce capturig the curret demographics of the workforce to uderstad where gaps might emerge (for example, due to life-stage chages such as startig a family or retirig) ad/or to idetify shortages of juior employees i certai skill-sets, as well as documetig key employee skills to idetify high-potetial employees Compaies ca use several methods to capture workforce iformatio. While may compaies use a huma capital maagemet tool to stadardize compay iformatio, Cameco istead coducts a survey of departmet leaders that icludes a workforce review ad adjustmet. This etails aggregatig iformatio about employees; idetifyig areas that are strogly ad poorly staffed; ad prioritizig areas of eed for talet sourcig strategies. Idetifyig Key Positios highlightig positios that must be filled for operatios to cotiue, ad quatifyig the risks from pedig retiremets ad shortages of skilled replacemets Idetifyig key positios is critical to capacity plaig. Miig compaies should idetify specific roles that are critical to sustaiig operatios, icludig those required by legislatio. It is also importat to plot the likelihood of curret employees leavig ad the impact/risks posed by these departures. Several compaies choose to aggregate this iformatio as show i Figure 2 below: Figure 2: Capacity Plaig - Workforce Risk Assessmet ILLUSTRATIVE ILLUSTRATIVE Likelihood Number of Employees Almost Certai (5) Likely (4) Possible (3) Impact Moderate (3) Major (4) Extreme (5) Source: Cameco, figure recreated by KPMG, Likig Workforce Capacity with Productio usig a productio pla (by toage) to determie future labour eeds ad comparig that with the compay s curret ad projected workforce Projectios are typically doe at the site level, matchig geeral hirig levels ad subsequetly, breakig dow skills eeds by positio. Ofte, productio plas will ot be attaiable with the curret workforce, so the two factors have to be aalyzed together. This type of forecast helps tie together successio ad productio. A example of a higher-level correlatio of predicted productio ad mapower ca be see i Figure 3. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 60

61 Figure 3: Illustratio of Workforce Capacity ad Productio 1,600 1,600 1,400 1,400 1,200 1,200 Toes Milled 1, , Mapower OP&SP Toes Compay Mapower Total Mapower Source: Based o iformatio provided by research participats to KPMG, Facilitatig Plaig at a Regioal level breakig dow operatioal silos to use redeploymet ad crosssite successio to fill workforce gaps Capacity plas are most effectively used at a regioal level to fill gaps by redeployig workers ad by uderstadig how the orgaizatio s overall workforce eeds are affected by the eeds of each operatioal site. Facilitatig coversatios amog sites allows workforce plaig requiremets to be discussed, established ad prioritized. Before Cameco implemeted regioal capacity plaig, the costricted labour market i Saskatchewa combied with a large proportio of mature employees had produced cosiderable competitio for resources betwee sites. Whe the compay bega sharig labour force iformatio across sites, maagers were able to see the bigger picture ad to better uderstad the beefits of collaboratig to create capacity plas. Expected Impact Capacity plaig provides several distict beefits for miig compaies: Efficietly Idetifyig ad Fillig Workforce Gaps Compaies ca more readily idetify where additioal resources are eeded ad ca respod i various ways with successio plaig, redeploymet, cacellatio or delay of capital projects, or scaled-up recruitmet. Without capacity plaig, retiremets i just a few key positios ca cripple a operatio. With capacity plaig, compaies regularly documet ad aalyze potetial gaps due to retiremet, promotio ad other causes, stregtheig their ability to pla appropriately. Icreased Resposiveess Improved ties betwee operatioal ad workforce plaig meas each departmet has a better uderstadig of their role ad the key decisios to be made. Accurate adjustmets ca be made more effectively i respose to chages i the ecoomic climate or to uexpected fluctuatios i the productio schedule. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 61

62 More Targeted ad Effective Recruitig With a better uderstadig of their curret ad projected workforces, compaies ca predict the eed to recruit for particular roles much further i advace. They ca also idetify ew sources of talet whe particular shortages pose a sigificat threat to sustaiig operatios. For example, orgaizatios may target specific educatioal programs to recruit for key positios or they may recruit workers of various ages, to avoid a mass exodus of employees that become eligible to retire at the same time. Compaies ca also closely moitor importat positios ad maage the risks of attritio. Implemetatio ad Dissemiatio It is critical for compaies to prove the beefits of capacity plaig by implemetig their program i a staged roll-out, with a iitial pilot at oe site or regio. Both compaies profiled for this case study bega collectig iformatio for oe sectio of a operatio ad the gradually expaded the collectio of HR iformatio across the site. As this data was collected, HR persoel collected the operatios forecast for the mie ad bega to ehace this iformatio with the highest-level forecast of the required umber workers i the comig years. The ext step was to forecast how may workers they expected to have i each of those years. This was doe by first applyig stadard hirig ad attritio rates to the curret workforce ad the updatig this data with iformatio collected i the huma capital maagemet system. Both compaies pla to iitially roll-out capacity plaig for each operatio ad the to coduct aalysis across sites at the corporate level. The ultimate goal for both is to itegrate capacity plaig with the remaider of their workforce plaig iitiatives. Key Challeges ad Lessos Leared The compaies say the primary challege was to demostrate the importace of workforce capacity plaig across the operatio. Some operatioal areas are skeptical of the beefits of HR iitiatives ad typically use oly a life-of-mie pla to assess how may staff they will eed. Ofte, it takes a wave of cripplig retiremets (as recouted by oe of the mie-site maagers iterviewed) to ispire compaies to explore solutios to prevet similar egative impacts i the future. Compaies have foud that the best way to prove the beefits of capacity plaig is to clearly illustrate the risks of ot plaig ahead. With the pedig wave of baby boomer retiremets, the threat of wideig gaps betwee workforce capacity ad requiremets is very real for the miig sector. By illustratig the potetial impact of these gaps o operatios ad by usig existig systems to collect strategic iformatio HR leaders ca make capacity plaig a priority for their operatioal couterparts. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 62

63 Key Resources Cameco ad Goldcorp idetified three primary resources used for capacity plaig: Workforce Iformatio Employee iformatio ca be collected through a survey completed by supervisors or by usig a existig huma capital maagemet system; the system must capture the curret age, teure ad expected retiremet or exit timelie for each employee i the compay. HR Aalysts These idividuals help to erich workforce data with their uderstadig of critical operatioal roles ad expected successio, which helps compaies to determie clear gaps ad surpluses based o productio requiremets. Operatios Aalysts These aalysts provide operatioal forecasts for each site ad work with HR to determie the talet required to achieve productio targets. Summary Capacity plaig is a importat tool for miig compaies. It eables them to idetify gaps i the workforce so they ca take actio to address those gaps both ow ad i the future. Capacity plaig helps miig idustry employers mitigate risk; armed with kowledge about workforce gaps, they ca reduce the egative impacts of shifts i workforce compositio o their ability to meet productio targets. Miig compaies employ agig workforces whose departure represets a great loss of experiece ad kowledge. If left uchecked, this talet loss will threate operatioal sustaiability. Compaies ca use capacity plaig to determie whether their curret workforces will be able to meet productio targets, ad to assess the busiess impacts of future retiremets ad trasitios. Oce compaies idetify specific capacity challeges, they ca make use of targeted recruitig, successio, deploymet ad other workforce plaig programs to reduce risks ad develop a strog couter-cyclical strategy. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 63

64 6 Educatio ad Idustry Parterships 6 Educatio ad Idustry Parterships Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 64

65 Itroductio Alog with other sectors i the Caadia ecoomy, the miig idustry is facig a demographic challege. Impedig retiremets of baby boomers ad a shortage of skilled workers are creatig a sigificat gap i the workforce. Evidece shows that shortages of skilled workers drive up wages i the labour market ad create sigificat operatig pressure o orgaizatios 3. I order to mitigate these pressures, orgaizatios eed to build log-term parterships with educatioal istitutios to icrease the size ad qualificatios of miig s future workforce. Offerig appreticeship ad traiig programs i collaboratio with traiig istitutios helps potetial employees develop job-ready skills ad esures that miig idustry employers have timely access to a pool of skilled labour. All iformatio ad statemets i this case are based o a series of iterviews performed with experts i the miig idustry coverig their experiece i creatig ad utilizig workforce plaig tools ad couter-cyclical strategies uless otherwise idicated. Buildig parterships is ot oly a tool for haressig iovatio ad research, but it also allows miig orgaizatios to proactively ivest i the future labour force durig ecoomic dowturs. Similarly, ivestig i local parterships fosters a sese of commuity, ad stroger ties with local educatio providers traslate ito local hirig. Aecdotally, orgaizatios that hire locally have lower turover tha those that hire from the outside. Orgaizatios that egage i research ad educatio parterships build loyalty, as they ivest i learers ad employees. Parterships ca rage from iformatio sharig about required skills ad programs to active idustry egagemet i curriculum ad traiig developmet, co-op placemets ad doatig equipmet for traiig. This case study highlights the impacts of idustry ad educatio parterships o buildig log-term huma capital strategies, ad o facilitatig iovatio ad research withi the idustry. Figure 1 highlights how educatio ad idustry parterships (also kow as itegrated plaig) fit withi the broader suite of workforce plaig programs. Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, Refer to Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 65

66 The miig idustry is oe of the leadig employers of highly skilled workers ad egieers. The techical ature of miig idustry jobs, alog with the critical eed to esure health ad safety withi miig work eviromets, provides a strog impetus for idustry ad educatioal parterships. These parterships also forge symbiotic relatioships betwee educators ad employers that help the idustry meet localized ad regioal traiig eeds. Through effective commuicatio, participatio, kowledge sharig ad sometimes, fiacial cotributios, miig orgaizatios ca ifluece learig outcomes to meet their operatioal eeds. Educatioal istitutios ca use these relatioships to fid traiig opportuities for their graduates ad to refie traiig programs to esure they are resposive to idustry eeds. Cyclical Nature of the Miig Idustry ad Traiig Challeges The cyclical ature of the miig idustry poses a uique challege for educatio ad traiig istitutios. Chagig market coditios ot oly affect erolmet rates but also alter requiremets for ew traiig. As illustrated i Figure 2, research has show that ulike other post-secodary programs, appreticeship traiig is pro-cyclical rather tha couter-cyclical, ad ew registratios ted to be sesitive to the volatility of the busiess cycle. Figure 2: Appreticeship Registratios ad Employmet Idices, 1977 = Employmet Appreticeship Registratio Uemploymet Rate Source: Table 1, Statistics Caada, Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 66

67 Accordig to Statistics Caada, i 2008, there were early 98,000 ew registrats for appreticeships across Caada. I 2009, whe the ecoomy slowed, ew registratios dropped by 13 per cet. Durig dowturs, idustry brigs i cost-cuttig measures, ad ofte, these measures have traslated ito budgetary cuts that impact co-op ad traiig positios. These traiig cuts traslate ito skills gaps as fewer opportuities for appreticeship ad traiig mea fewer graduates. Due to the legth of miig-specific traiig programs, studets erolled durig a recessio frequetly graduate durig a time of ecoomic boom. Iroically, this also meas that the size of the graduatig class durig a boom is smaller tha classes graduatig durig a ecoomic slowdow. Additioally, durig a idustry boom, orgaizatios ca fid themselves i a situatio where there are more jobs to fill ad fewer skilled workers available to fill them. These ecoomic shifts have created a coordiatio problem betwee idustry eeds ad the umber of studets supplied by differet programs. Overview of the Program ad Process Sudbury district 5 is home to base metal miig giats such as Vale ad Xstrata. Accordig to the 2006 cesus, 7 per cet of Sudbury s populatio is attached to the miig, oil ad gas extractio sectors. Sudbury also has a thrivig miig support services sector. Availability of skilled labour is essetial for maitaiig a competitive advatage i the market ad also for sustaiable log-term growth i the sector. Retiremet of baby boomers, outward migratio from the Sudbury district ad expaded miig productio have resulted i a cotractio of the available labour pool. I the late 1990s, a umber of miig orgaizatios i Sudbury recogized the eed for a ew model of appreticeship to fill the itesifyig gap i skilled tradespersos. Traditioally, orgaizatios were takig o appretices for traiig accordig to their ow operatioal eeds. Compaies were also restricted i the umber of appretices they could acquire each year because of Otario govermet guidelies regardig appreticeship ratios. Skills shortages i Sudbury s labour market also meat that salaries became highly competitive amog compaies ad skilled persoel were more frequetly chagig jobs. I the face of skills shortages ad iter-city labour mobility, local orgaizatios also recogized that differet skillstraiig programs were ot cosistet. Although most of the orgaizatios were traiig their ow appretices, the quality of this traiig varied. Idustry was lookig for a program that could deliver quality traiig accordig to local eeds, with a stadard curriculum. The result was developmet of the SkyTech program. 5 District implies the Statistics Caada defiitio of district. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 67

68 The SkyTech program at Sudbury s Cambria College was established primarily to provide skills-based traiig to studets from Sudbury ad Norther Otario. Its madate has bee largely focused o localized traiig eeds; the program addresses ot oly the skills shortage i the trades but has also helped to attract ew talet i trade-related fields. A partership betwee the College ad idustry icreases the employability of the ew graduates, makig it a attractive program i terms of job prospects. The program was built o a partership model, i which stakeholders from govermet, educatio ad idustry come forward to develop skills-based traiig programs that cater to local eeds. From its iceptio, oe of the program s major goals has bee iovatio i learig. Over the last few years, SkyTech has bee cotiually upgradig its programs to meet the uique eeds of Norther Otario. With help from various idustry parters ad govermet fudig, SkyTech has developed mobile traiig programs with labs fitted i a trailer that ca easily be moved to remote traiig sites. Program Partership Strog idustry ivolvemet i SkyTech provides much-eeded fudig for traiig equipmet ad operatioal costs, while also offerig leadership, visio ad directio. Collaborative iteractios amog the stakeholders help to idetify gaps i educatio ad traiig. At Cambria College, the SkyTech board cosists of represetatives from the followig parters: Vale Ico Xstrata Nickel Domtar Ic. Mie Mill/Caadia Auto Workers Uio Otario Power Geeratio Otario Public Service Employee Uio, Local 655 Uited Steelworkers of America Cambria College Toromot Cat idustries Limited Figure 3: SkyTech Program SKY TECH PROGRAM Cambria College Idustry Studets Govermet ad Labour Uios Source: Cambria College, recreated by MiHR, Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 68

69 Stakeholders i the program iclude miig orgaizatios, labour uios ad represetatives from educatio ad govermet. The graduates from the educatioal program the move o to appreticeship positios with the idustry parters. Implemetatio ad Dissemiatio As illustrated i Figure 4, the traditioal appreticeship traiig model commeces with o-the-job traiig. A willig tradesperso who is authorized by the Otario Miistry of Educatio ad Traiig takes o a appretice to trai teachig them practical skills while providig some paymet for the work. A aspirig appretice is resposible for fidig their ow appreticeship. After fulfillig the competecy requiremets by udergoig o-site traiig, appretices move to a traiig college to acquire the academic hours they eed to write the fial Certificate of Qualificatio (C of Q) exam. Durig their erolmet period i a educatioal istitutio, the appretices o loger work with the orgaizatio that brought them o. This model was a huge hurdle for employers i skills-strapped orther Otario. Compaies productivity was egatively affected whe they lost a appretice returig to school. For appretices, the cost of school ad the loss of wages ofte deterred them from goig back to school. Amplifyig the idustry-wide skills shortages, regioal skills shortages ofte result i appretices takig more time to complete their academic requiremets. Figure 4: Traditioal Appreticeship Program Miimum 48 moths Secodary School Diploma Fid a employer/ Sposor for appreticeship Level 1 Trade School Traiig Level 2 Trade School Traiig Level 3 Trade School Traiig Write C of Q Trade Qualificatio Complete YEAR ONE YEAR TWO YEAR THREE YEAR FOUR TRADE QUALIFICATION IS COMPLETE Three levels of trade school of approximately 8 weeks each Source: Cambria College, recreated by MiHR, As illustrated i Figure 5, the SkyTech program uses a differet model of work-itegrated traiig, which is desiged to miimize iterruptios to workplace schedulig ad productivity. Studets start with i-class educatio ad the complete a co-op positio, facilitated by the College s co-op coordiator ad sposored by a SkyTech parter. The etry requiremet for the program is a high school diploma, ad studets complete some appreticeship requiremets while also completig their college diploma. Studets complete their two semesters at school ad the they apply for their first co-op placemet earig their basic level of i-school appreticeship after the first co-op. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 69

70 Figure 5: Cambria College Two-year Appreticeship Diploma High school Graduate Cambria College Post Secodary Sequece Academic Semester 1 Academic Semester 2 Completio of level 1 i school traiig Graduatio from certificate Co-op Placemet Semester 3 Completio of level 2 (itermediate) i school traiig Semester 4 Graduatio Co-op Placemet Completio of level 3 i school traiig YEAR ONE (Register for Appretice with MTCU) YEAR TWO Two-year program, with co-op terms ad four semesters Complete the remaiig hours for competecy ad write C of Q Source: Cambria College, recreated by MiHR, Studets complete oe school term ad a secod co-op to acquire the itermediate level of appreticeship. Fially, after completig their last school term ad third co-op placemet, studets ear their fial or advaced level of i-school traiig alog with their diploma. After three co-op terms ad i-class traiig, studets do ot eed ay additioal academic traiig. Usig a model that itegrates school terms with work terms has bee beeficial to both studets ad the idustry. SkyTech sposors guaratee quality co-op positios that help studets meld theory with experiece ad the model helps esure that studets are work-ready whe they graduate. Co-op studets are evaluated twice durig a placemet first at the midway poit ad the at the ed of the placemet. The assessmets are completed by the employer ad/or a supervisor that is overseeig the traiig. Before the studet begis a co-op term, the College s Co-operative Placemet Coordiator esures the employer is approved to provide the work placemet. At ay time, if a employer is ot satisfied with the co-op studet s job performace, the placemet may be termiated i other words, the employer is ot obligated to keep the studet for the full duratio if the placemet is ot workig out. However, before releasig a co-op studet, a employer will iform the College which the arrages a meetig with the studet ad employer to see if the difficulties ca be addressed. I some cases, the problems ca be resolved but if ot, the co-op studet is let go ad as a result, fails the co-op. Although a employer may termiate a co-op studet s employmet, the studet does have the right to appeal the decisio through the College. There have bee cases where studets have bee termiated, ad later had the decisio reversed by the Appeal Committee. I these circumstaces, the studet would complete aother placemet at a differet work locatio. SkyTech has also itroduced a 13-poit matrix, through which studets are ecouraged to develop ad demostrate key aspects of work performace. Fial evaluatios are based o studets academic performace ad o their score o the 13-poit matrix a tool that is focussed o cultivatig soft skills i graduates, i such areas as plaig, orgaizatio ad commuicatios. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 70

71 Figure 6: SkyTech Work Performace Evaluatio 13-POINT EVALUATION BY FACULTY Criteria Defiitios POINT CRITERIA SCALE AND DEFINITIONS 1 Wears Persoal Protective Equipmet (PPE) 2 Use of had tools ad equipmet i a safe maer 4 Wears Persoal Protective Equipmet (PPE) 3 Has received oe or two remiders to wear PPE 2 Has received more tha two remiders to wear PPE 4 Always uses had tools ad equipmet properly, idetifies ad reports ad damage with a proactive attitude 3 Uses had tools ad equipmet correctly 2 Has used had tools ad equipmet iappropriately 1 Requires repeated remiders o proper ad safe use of had tools ad equipmet 3 Attedace 4 Always atteds classes 3 Missed up to two classes, with otificatio AND valid reaso 2 Ofte leaves early 1 Missed more tha oe without otificatio 4 Puctuality 4 Never late 2 Late oce or twice 1 Late more tha twice 5 Assigmets/projects o time 4 All i by due date 3 Oe late with acceptable reaso 2 Two - three times late, o reaso 1 More tha three times late 6 Work ethics 4 Exceeds expectatios 2 Meets expectatios 1 Does ot meet expectatios 7 Plaig ad orgaizig 4 Prioritizes for higher effeciecies 2 Utilizes time effectively 1 Does ot make effective use of time 8 Iteractio with others 4 Is a role model 2 Always iteracts appropriately 1 Iteracts iappropriately 9 Good housekeepig practices 4 Cleas ow area ad assists i other areas 3 Cleas ow area 2 Needs remidig to clea ow area 1 Leaves area without cleaig 10 Works well o ow 4 Works well o ow 3 Works well with miimal supervisio 1 Needs additioal oe-o-oe supervisio to work effectively 11 Attitude 4 Respects authority ad reacts positively to feeback 3 Accepts costructive criticism 2 Idifferet to feedback 1 Defesive to feedback 12 Follows istructios ad stadard practices 4 Follows istructios/stadard practices, exhibits critical thikig 3 Follows istructios/stadard practices 2 Reluctat to follow istructios/stadard practices 1 Does t read or follow istructios/stadard practices Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 71

72 13 Writte ad verbal commuicatio skills 4 Uses appropriate trade-related writte ad verbal commuicatio skills 2 Needs improvemet i either writte OR verbal skills 1 Has difficulty commuicatig Please ote: A score of 0 o ay of the 13 poits meas that the criteria is ot applicable. Source: After the third co-op term, employers ca formally hire the studets with the kowledge that they have completed their i-class traiig. This ew model shortes the traiig period ad allows ew appretices to more quickly joi the job market. Key Challeges ad Lessos Leared Developig a successful partership with a educatio provider ca help miig orgaizatios address their traiig eeds i a more strategic way. A crucial first step for compaies is to forecast their workforce ad traiig requiremets for future operatios. As people ofte make their traiig ad educatioal decisios based o the latest ecoomic idicators ad busiess ews headlies, a dowtur i miig productio ca lead to sigificatly lower studet erolmets i miig traiig programs. However, whe idustry ivests i co-op placemets ad o-site traiig, it ca help to reduce the egative impacts of a dowtur ad play a role i the attractio ad retetio of studets i miig educatio programs. Compaies may well fid educatioal parterships ad traiig supports to be operatioally challegig durig a dowtur; as they implemet cost-cuttig measures, orgaizatios may questio the affordability of appreticeships, work placemets ad other supports. The decisio to cut these positios, however, should ot be take lightly. Whe co-op placemets ad appreticeship positios declie i a idustry like miig, studets ted to move to other sectors ad re-capturig this lost talet requires sigificat future ivestmet i recruitmet ad reskillig. Miig employers are wise to remember that ivestig i traiig is a ivestmet i the future. Summary Educatio ad idustry parterships are essetial for developig log-term solutios for miig workforce traiig. These relatioships support developmet of work-itegrated learig iitiatives that help compaies meet specific requiremets for workers with specialized skills, ad help umbers of employers i local commuities ad regios expad much-eeded talet pools. These types of parterships also support workforce plaers i developig strategies for mitigatig the cyclical risks associated with miig. By offerig appreticeship traiig ad co-op placemets, orgaizatios ca ot oly icrease access to ew talet but ca also build strog commuity ties. I additio, HR plaers ca also alig their successio plaig goals with work-itegrated traiig, by focussig o specific skills. SkyTech is a successful example of a idustry-educatio partership that has produced tailored educatio ad traiig programs to meet the eeds of the local market. By ivestig ad participatig i iitiatives like SkyTech, workforce plaers ca esure their orgaizatios have timely access to a fresh talet pool with the skills ad idustry kow-how they require. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 72

73 7 Workforce Parterships 7 Workforce Parterships Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 73

74 Itroductio As the miig idustry grapples with log-term labour shortages, idividual orgaizatios are burdeed with overcomig the HR All iformatio ad challeges faced by the idustry as a whole. These iclude a lack of statemets i this case idustry awareess ad widespread miscoceptios about miig are based o a series of operatios ad careers; geographic barriers; ad difficulties with iterviews performed with accessig diverse labour pools. These sector challeges affect experts i the miig idustry idividual orgaizatios ability to attract ad retai their workforces, coverig their experiece however; miig idustry employers do ot eed to face these i creatig ad utilizig workforce challeges aloe. workforce plaig tools ad couter-cyclical There are may examples of regioal ad atioal associatios, strategies uless otherwise taskforces ad other groups, whose work provides valuable material, idicated. programs, resources ad support to help idividual compaies couter both ecoomic ad productio cycles. These iitiatives iclude dissemiatio of iformatio about miig careers; retetio ad recruitmet strategies developed i close collaboratio with policy makers; ad developmet of idustry awareess campaigs. Because mieral deposits are frequetly located i remote regios, accessig huma resources to support the extractio ad processig of ore bodies ca be a complex udertakig; i fact, this is ofte the most challegig aspect of miig operatios. Miig orgaizatios ca reduce these labour pressures through meaigful egagemet with local commuities; by esurig that accurate career iformatio is readily available; ad by supportig educatio ad idustry parterships. Dissemiatig correct iformatio about the opportuities i miig ad the commuities that surroud these ofte-remote sites is oe of the first steps towards icreasig the umbers of people cosiderig a future i this diverse ad potetially lucrative idustry. Numerous target audieces exist for this type of iformatio campaig, icludig studets, members of groups traditioally uder-represeted i miig, residets of uderemployed regios ad immigrats. It is time-cosumig ad ofte ot as effective whe these types of campaigs are udertake by idividual compaies, rather tha executed as a coordiated multi-stakeholder effort. Workforce parterships are a vehicle for these types of collaboratios. Workforce parterships are broad sector parterships ivolvig diverse stakeholders with iterests i the miig idustry. Parters ca iclude compaies, labour represetatives, professioals, suppliers, educators, employmet orgaizatios ad govermets that tackle curret ad future issues facig the idustry. Ofte, these issues are liked to the availability of labour ad always, they impact compaies ability to operate ad pla for the future; therefore, workforce parterships have a direct impact o workforce plaig. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 74

75 Workforce parterships are uique, i that they brig together a variety of perspectives, ideas ad resources. These parterships are itegral to couter-cyclical strategies because their diverse membership isulates them from the type of reactive shifts i priorities that are ofte ecessary for the survival of a idividual compay. By providig a log-term, big picture perspective, workforce parterships ca strategically tackle systemic idustry issues that are larger tha ay sigle orgaizatio ad the parters ca work together to create equally large, log-lastig ad future- orieted impacts. The programs, tools ad relatioships developed by these multi-stakeholder alliaces beefit the idustry as a whole, create strog etworks ad provide ew opportuities, particularly for smaller compaies. This case study explores iitiatives from the BC Mieral Exploratio ad Miig Labour Shortage Task Force (the BC Task Force) ad the Saskatchewa Miig Associatio (SMA). Established uder the provicial Labour Market Partership Program i 2007, the BC Task Force is a broad sector partership ivolvig idustry, labour uios, career iformatio ad employmet service providers, educators, traiig providers ad govermet agecies. The madate of the task force is to develop a busiess pla ad HR strategy to address skills shortages, as well as recruitmet ad retetio challeges cosidered immiet with the sigificat ecoomic growth i British Columbia s miig idustry. The provice has idetified a eed for the BC idustry to hire 10,000 to 13,000 ew workers betwee 2011 ad 2021 to allow compaies to cotiue to operate ad potetially expad existig mies. These figures do ot accout for exploratio activities or the opeig of ew mies i the provice. The SMA is a ot-for-profit idustry-fuded orgaizatio that represets miig ad exploratio compaies. The associatio is membership-based ad orgaized accordig to member commodity ad activity level with five sectios: Potash, Uraium, Metallic Mierals, Idustrial Mierals, ad Exploratio. The SMA aims to provide value to its membership base through iitiatives such as expert committees, parterships i reports with orgaizatios such as MiHR, ad advocacy. This case study demostrates that may opportuities exist for parterships amog compaies, associatios, educatioal istitutios, govermet ad other stakeholders. It also demostrates that a lack of kowledge ad miscoceptios about the miig idustry may be oe of the largest barriers to resolvig the loomig labour shortage. Creatig opportuities for the etire sector to discuss challeges ad braistorm solutios o how to dissemiate iformatio is a excellet startig poit. The parters ca also work together to advocate for ew or more targeted educatioal programs ad govermet support. Further to these efforts, it is vital to get idustry represetatives ito schools, commuities ad employmet-iformatio sessios to iteract with the ext geeratio of workers ad those who shape them. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 75

76 Icreasig iterest i the miig sector is i the iterest of all stakeholders. This ca be achieved i a umber of ways: by developig public awareess programs, traiig qualified idividuals, developig sustaiable miig commuities ad creatig jobs. As always, however, the questios that echo loudest are, who, how, where ad how much? Icreased taxes, lower levels of uemploymet, ad demostrable employmet opportuities for immigrats ad other uder-represeted groups are clearly sigificat wis for the govermet. O the other had, compaies beefit from the simple ability to operate or expad their busiesses, ad educatioal istitutios beefit from the reveue of specialized programs, higher erolmet ad positive placemet statistics. So, who should ivest i the people ad resources to create ad execute the programs? How ca compaies curb the atural competitive istict to grab the available talet for themselves, i favour of elargig the talet pool for everyoe? Ad who should bear the resposibility of trackig programs success? This is where the marriage of diverse stakeholders ito a workforce partership ca provide great value. By brigig expertise, outside-the-box thikig, ew etworks, govermet ad corporate fudig, uderstadig of treds, cohesio ad ultimately, creativity to a pervasive ad log-stadig challege, workforce parterships ca create positive results for all ivolved. Fudig by govermet programs or idustry membership, as well as parterships with o-govermetal orgaizatios such as MiHR, geerally allow the outputs of these parterships to be published ad made available o govermet ad/or idustry-associatio websites. Idustry professioals ca access these reports ad lear about what others i the idustry are doig. These professioals ca the icorporate the iformatio ito their workforce plaig models ad itroduce ew program opportuities to their executives. Because of the size, spectrum ad variety of stakeholders ivolved i workforce parterships, these types of iitiatives touch upo may other workforce plaig tools. They also take a sigificat amout of work ad time to form ad implemet. For these reasos, workforce parterships fall ito the log-term category of the plaig toolbox, as see i Figure 1. Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 76

77 Overview of the BC Task Force ad SMA Iitiatives The log-term strategic visio of the BC Task Force is: A growig, vibrat ad safe British Columbia mieral exploratio ad miig idustry supported by a positive image, a egaged ad highly skilled workforce, a resposive educatio ad traiig system, ad sustaiable ad aticipatory HR strategies ad practices to match labour demad. The BC Task Force idetified ad developed five categories i which to pursue log-term strategic HR goals: image ad career promotio; attractio ad recruitmet; retetio ad turover; educatio ad traiig; ad sustaiability. The missio of the Saskatchewa Miig Associatio (SMA) is: Providig a foudatio for growth through a safe, resposible miig idustry. The SMA pursues this missio by positioig itself as the voice of the idustry at the forefrot of miig issues ad public policies that directly impact members bottom lies through exteral advocacy of govermets ad the public, as well as coordiatig umerous iteral committees comprised of experts. Oe of the largest differetiators betwee the two workforce parterships is that the BC Task Force is largely govermet-fuded, while the SMA is idustry-fuded through memberships. I additio, the BC Task Force is focussed o the issue of labour shortages i BC, while the SMA takes a broader approach to may miig idustry issues. Uderstadig labour shortages ad which positios will be most affected helps compaies to adapt ad survive by adjustig their workforce plaig. However, takig actio to resolve the problem supports more tha survival; it allows compaies to pla more cocretely ad operate optimally. The iitiatives udertake by the BC Task Force ad the SMA to tackle loomig labour shortages are umerous ad wide-ragig. I geeral, these iitiatives ca be classified by their iteded audiece, key cotributors ad/or purpose. Geeratig ad Dissemiatig Research The realizatio that Caadia miig was facig a sigificat labour shortage led the sector to geerate a umber of resposes, opiios ad further questios. The jourey towards comprehesive solutios ievitably produces eve more questios; therefore, iitiatives desiged to delve deeper ito root causes ad potetial solutios are at the foudatio of may of the workforce parterships prevalet i the idustry. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 77

78 Both the BC Task Force ad the SMA are ivolved with a sigificat umber of research iitiatives to support compaies ad other stakeholders i workforce plaig. I particular, their regioal labour market iformatio (LMI) studies provide both high level ad job-by-job projectios of talet surpluses ad deficits. These LMI studies provide clear ad cocrete iformatio for idividuals seekig to uderstad where they will eed to mitigate shortages through their workforce plaig strategies. Examples of these iitiatives iclude: BC Wome i Miig Study This 2011 study explored the umbers ad roles of wome i the provice s miig idustry. The fidigs, produced i a documet titled Wome: A Umied Resource showed that wome are a itegral compoet of BCs miig labour shortage. Female participatio i the geeral BC labour force is 62 per cet, while wome s participatio i the miig idustry is oly 16 per cet ad participatio i actual miig operatios is just 5 per cet (see fidigs i Figure 2). This type of research provides valuable isights that help compaies to develop strategic iitiatives to target specific areas of weakess or opportuities. Figure 2: Wome i Miig Workforce Participatio - BC 62% 16% 5% Female labour force participatio i BC Female miig idustry participatio i BC Female miig operatios participatio withi BC s idustry Expert Committee Coveed by the SMA, this committee meets approximately six times per year ad icludes idustry experts from eviromet, taxatio, safety, geotechical, public relatios ad HR. These experts brig a wealth of kowledge ad isights to discussios o curret idustry issues. The committee, ad particularly the HR idividuals, cotributed sigificat data to MiHR labour market studies that ivolved the SMA. Two Labour Market Studies with MiHR SMA s ivolvemet was iitiated by the associatio s iterest i MiHR s 2006 report, which sigalled a loomig crisis i miig labour. Curious to lear more about the forecasts, the SMA cotacted the study s authors ad leared that the roots of the problem lay i shortages of expertise ad upcomig waves of retiremet. The associatio developed a strategic pla to develop a qualified workforce, with traiig idetified as a key iput. Questios remaied, however, about what type of traiig was eeded, how much ad whe. These ligerig questios highlighted the eed for iformed advocacy, promptig the SMA to approach MiHR about gettig ivolved i the 2008 Labour Market Study. The positive ad collaborative way i which associatios across Caada work together has bee beeficial, as has the ability to share the costs of studies that would likely be uaffordable for a sigle orgaizatio. MiHR had kowledge about the demad side of the labour equatio ad had addressed it i previous studies; however, the 2011 Labour Market study was the first oe to icorporate iformatio o the supply side of labour Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 78

79 through use of Statistics Caada data o graduatig studets ad miig idustry uptake of graduates. This evolutio made the study that much more comprehesive. It also supported a targeted focus o educatio, with the goal of aligig supply ad demad i the future. For professioals ivolved i workforce plaig, this type of labour market iformatio (LMI) provides a widow o projected surpluses ad deficits at the idividualoccupatio level which allows plaers to clearly uderstad the relatioship betwee their curret ad future workforce eeds, ad the talet that is or will be available i the labour market. MiHR Labour Market Iformatio BC This study aimed to gather iformatio specific to the BC miig idustry, ad to idetify potetial opportuities ad threats particularly relevat i the BC cotext. This study laid a solid foudatio for outreach to various stakeholders, icludig the BC Aborigial Mie Traiig Associatio (BCAMTA), to eable collaboratio o relevat, high-impact iitiatives. Workig together, the two associatios ca share skills, resources ad potetially fudig to support ew or existig HR projects. The BCAMTA has bee a key cotact for the BC Task Force, which helped the Aborigial traiig orgaizatio to develop its website, which has geerated very positive reviews ad high traffic. The BCAMTA seeks to idetify, recruit ad trai Aborigial people to work i the miig idustry i BC. To date, results iclude the employmet of more tha 500 cadidates 65 per cet of whom were trasitioed from uemploymet ad 42 per cet of whom are uder 35 years of age. Additioally, over 1,200 potetial job cadidates have bee idetified, represetig 150 bads. Attractig New Talet to the Sector Sigificat miscoceptios ad a lack of awareess about career opportuities cotiue to plague the miig sector. Although tacklig this issue is a potetially dautig edeavour, its importace is paramout. Through workforce parterships such as the SMA ad BC Task Force, a variety of iitiatives have bee udertake to build career awareess for the idustry. Icreasig career awareess is a sigificat strategy for the miig sector, as it works to develop a positive image ad a broad, skilled ad sustaiable talet pool. As a workforce plaig tool, this strategy helps esure a predictable ad sustaiable labour supply for the sector by creatig a more resposive educatio ad traiig system ad reducig barriers to idividual compay recruitmet efforts. Explore for More BC This website dedicated to BC s miig idustry was created through a licesig agreemet with MiHR. The site provides iformatio o careers, educatio, traiig, resources ad research, ad idustry evets, as well as o the BC Task Force itself. It targets everyoe from iterested idividuals, educators ad studets, to compaies ad professioals; it covers idustry iformatio for BC, as well as some Caadia evets. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 79

80 A Career i Miig is More tha You Thik Pamphlet This product was developed usig material from ad i partership with MiHR. The pamphlet, available olie as well as i hard copy, cotais overview cards about the BC idustry, as well as career profiles. It has met with great success; more tha 7,000 copies have bee haded out i BC aloe. Miig Your Future: TV Mii-series This series aired i 2012 ad profiled 24 jobs i the miig idustry. The program showcased the diversity of opportuities available i the miig idustry; the sector s focus o safety ad the eviromet; ad opportuities for uder-represeted groups such as wome ad Aborigial people. The seaso cosisted of eight episodes that covered jobs stemmig from direct ad idirect employmet; located i cities ad remote sites; ad o the cotiuum from exploratio through to operatios. The series was viewed by 1.5 millio people ad is still available for viewig olie. The program was so successful that a secod seaso that will expad to cover North America is curretly i productio. The BC Task Force has bee able to step back after helpig to lauch the program ad to allow it to proceed uder its ow mometum. The first seaso is also beig packaged ito DVD sets for distributio to BC high schools ad employmet agecies, to complemet other iitiatives. The Career Educatio Society of BC will help to dissemiate the DVDs, as well. Newspaper Iserts Developed with Media Plaet, a successful commuicatios firm, these iserts aimed to educate urba populatios about the miig idustry. The eight-page pamphlets were distributed with the Vacouver Su, ad covered topics such as career profiles, job opportuities ad resources, idustry iformatio, evirometal iitiatives ad iformatio sources. Lobbyig Govermet ad Other Istitutios The labour shortage issue does ot have a sigle or simple solutio, ad caot be addressed with short-term fixes. A multi-proged approach, icludig diversificatio of the labour pool, requires a log-term perspective ad the support of multiple stakeholders most otably govermet ad related istitutios, which have uparalleled ifluece o the developmet of the ext geeratio ad a uique ability to reach the geeral populatio. Workforce parterships allow compaies to cotribute to discussios ad iitiatives that will shape workforce solutios, without puttig all the resposibility o the shoulders of the compaies. By egagig multiple ad diverse stakeholders, parterships such as the BC Taskforce ad SMA build solid etworks that outlast idividual mies, professioals ad orgaizatios thereby creatig sustaiable programs ad tools that produce strog, log-term results. Jobs BC This provicial govermet program covers the full spectrum of iformatio related to employmet from career exploratio ad job postigs, to traiig ad educatio; it also coects people with work cetres ad groups with similar characteristics. The BC Taskforce has become ivolved i the program, offerig support, cotet ad likig resources. The site takes a uique approach, by supportig idividuals at every stage of the work ad career process usig a variety of media, icludig iteractive tools based o data collected from idustry ad educatioal statistics. For example, the career pathfider tool ivites people to eter a occupatio or educatioal program; it the provides statistical iformatio ad related liks, so they ca lear about what others i those fields are doig ad explore opportuities flagged as similar to their search terms. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 80

81 Attract New Immigrats to Miig Areas This group was idetified as a potetial source of qualified skilled labour for the miig sector. Most ew immigrats to BC settle i the Lower Mailad Regio, rather tha spreadig out ad explorig orther miig regios that offer umerous employmet opportuities. To explore ways to attract more immigrats to miig, the BC Task Force bega by coductig focus groups with selected groups of immigrats who possessed skills that could be applied to the miig idustry. The objective was to better uderstad why ew arrivals to BC did ot pursue opportuities i other regios ad i miig, specifically. The fidigs were the relayed to groups cosistig of miig professioals ad ew immigrats who had successfully foud employmet ad moved to miig regios. These idividuals used the focus-group feedback to tailor their speakig poits for videos, i which they speak about their experieces ad about miig, i geeral. The objective is to use these videos to iform ew immigrats about the idustry ad its career opportuities; they are distributed through various chaels, icludig govermet programs ad employmet agecies. Lobbyig Govermets for Fudig Govermet fudig for educatioal programs ad more appreticeship positios is critical but ca be challegig to secure. Makig use of iformatio comig out of research studies ad idustry associatios adds credibility to lobbyig iitiatives ad demostrates where resources ca be directed to make the most impact. The SMA was able to use the MiHR Labour Market studies to demostrate to the Miister of Advaced Educatio ad the Appreticeship Commissio that more fudig was required for appreticeship programs to prepare the ext geeratio of workers i specialized trades. Research ad data-backed material allows stakeholders to advocate i a cosistet ad credible maer at all levels, ad to clearly establish the case for priority fudig. This was particularly importat durig the lead-up to govermet fudig cuts. Cosultatio Cosultatio has bee a key factor for the SMA i its efforts to uderstad all sides of the labour situatio ad to haress the power of multiple stakeholders to costruct solutios. The associatio has cotacted a rage of stakeholders icludig post-secodary istitutios o the topic of programmig; First Natios groups o workforce skills developmet ad educatios; ad compaies o their eeds ad participatio i the cross-idustry Saskatchewa Labour Market Task Force, alogside the costructio ad oil ad gas idustries. Participatio i Related Idustry Evets ad Bodies Etities such as the Saskatchewa Labour Market Task Force ca provide the miig sector with valuable isight, parterships ad visibility. The participatio of the SMA, alogside the costructio ad oil ad gas idustries, demostrates the ifluece ad visibility that iitiatives such as Labour Market studies have achieved for miig i Saskatchewa. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 81

82 Appreticeship Program for Secodary-school Studets This was aother idetified area of deficiecy i the developmet of a labour pool. Whe the subject was iitially raised, stakeholders gave a umber of reasos as to why this type of program did t exist; most of them cetred o regulatios that restrict mies from employig idividuals uder 18 years of age. This lie of reasoig was foud to be full of miscoceptios ad i reality; it was etirely possible for mies to have traiees. May compaies, however, did have cocers about youg people i the mies due to perceptios about child labour ad other potetial red flag issues. The BC Task Force broached the subject with compaies, uios, ad health ad safety professioals, ad developed a program that is curretly beig piloted. From idetificatio of the gap to the actual pilotig of the program took two years. Creatig Opportuities ad Educatioal Touchpoits Developig sustaiable solutios to labour shortages requires a loger-term perspective that looks well beyod the curret workforce. Because of this requiremet, programs that reach studets all the way from kidergarte to uiversity are critical to success. Outreach to youger studets is a effective strategy; programs that begi to itroduce cocepts about miig at a early stage build kowledge ad should ultimately icrease iterest i miig careers. Creatig a loger ad deeper pipelie of labour for the idustry will sigificatly improve the predictability of the labour market. As more educatioal programs are created, their statistical outputs ca be fed ito research, such as MiHR s Labour Market studies; i tur, this will improve iputs to the type of labour-supply forecastig that is so importat for workforce plaig. Ivolvemet with Educatioal Istitutios Likages with educatioal istitutios provide opportuities to apply the kowledge gaied from idustry research to the developmet of educatioal offerigs tailored to future labour force eeds. The SMA has used the learig from the Labour Market studies to support the desig of targeted work-ready programs at the Saskatchewa Istitute for Applied Sciece ad Techologies (SIAST). Oe example is the Miig Egieerig Techologist course, which was implemeted over a twoyear period followig the release of the 2008 Labour Market report takig i its first group of studets i SIAST has recogized the moumetal amout of work the SMA has doe to help the miig idustry address curret ad upcomig HR issues particularly i advocatig the importace of relevat traiig-toemploymet i the post-secodary system by appoitig SMA s executive director to the SIAST board ad havig the executive director serve as board chair from 2010 to Targeted Educatio to Secodary-school Studets This type of iitiative brigs miig ito the picture at the precise time whe may adolescets are, for the first time, seriously cotemplatig their future professios. The BC Task Force ucovered the fact that may career cousellors had limited or o kowledge about the miig idustry; cosequetly, studets were ot iformed about the may career opportuities available i miig. To overcome this problem, the task force came up with the Plaig 10 course. To develop the course, career cousellors ad teachers visited mies ad miig professioals came to the schools to speak to studets about their experieces. Videos of these speakers were used to develop course material ad implemet a curriculum that would both iform ad excite studets about the miig idustry. The course icluded positive bradig of the idustry ad iformatio about miig jobs ad educatio. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 82

83 Established Miig Camps for Youg People Camps were set up for childre ad youth of all ages from kidergarte to post-secodary school. The goal was to expose the youg people to the miig eviromet through various activities, depedig o the age group. For example, participats i the Grade 8 miig camp live i the orth for oe week, durig which they have the opportuity to tour mies, explore skills used for various miig occupatios ad iteract with idustry professioals. The BC Task Force has take a approach commo to may such programs, by creatig ad pilotig the programs ad measurig success by the degree to which they are adopted ad cotiued by others. Spreadig the Word ad Recogizig Progress The work udertake by these groups is ofte ivisible to those ot directly ivolved. As a result, may idividuals both withi the miig idustry ad i affiliated areas such as educatio ad employmet cousellig may be missig opportuities to be ispired to develop their ow projects ad to cotribute to these wide-reachig iitiatives. The results ca oly be positive if compaies are give the chace to lear about programs they ca access ad support; if educatioal istitutios see how ew program structures ca directly beefit their studets; ad if govermets ad o-govermetal orgaizatios gai more access to iformatio ad statistics to help them better uderstad the curret ad future state of the idustry. Sposored ad Ivolved Presece at Cofereces Workforce parters ca raise awareess about their efforts ad results by sposorig ad participatig i cofereces ad other evets that reach their target audieces. These ca iclude gatherigs of miig HR professioals or idustry-wide cofereces, such as the AME BC Mieral Exploratio Roudup Coferece, which brigs together 8,000 miig represetatives. The BC Task Force has used such veues to profile the beefits of idustry-educator collaboratio ad to highlight iovative approaches. Oe example is the appreticeship programs i BC i which the schools admiister the program, while idustry fuds the admiistratio ad provides the appreticeship placemets. Miig Diversity Award This award is give to a orgaizatio, idividual or compay that demostrably improves diversity through attractio, recruitmet, retetio ad/or career progressio. The purpose is to highlight excellece i HR practices, which is critical for miig compaies at a time whe the eed to retai ad recruit employees is paramout. Expected Impact The varied iitiatives of the BC Taskforce ad the SMA have yielded positive impacts for may differet stakeholders withi the miig idustry; these iclude: The success of supported programs (for example, the BCAMTA website), which are ow fosterig creatio of additioal iitiatives ad the quatifiable improvemets achieved i such areas as employmet placemets ad educatioal erolmets Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 83

84 The TV mii-series, which has proved very popular, with the secod seaso ruig o its ow A log list of ew programs; icreased egagemet of multiple stakeholders; ad the provicial govermet s reewal of the BC Task Force s madate The 2008 Labour Market study supported the SMA s efforts to advocate for a specialized Geological Egieerig program at the Uiversity of Saskatchewa, a program which is ow fuded. After the release of the 2008 study, the SMA s executive director was appoited to the board of the Saskatchewa Istitute of Applied Sciece ad Techology (SIAST), givig the associatio further ifluece i idustry ad educatio-related areas. SIAST used the 2011 Labour Market study to develop ew courses aimed at supplyig traied workers to the miig idustry. These programs are full with waitig lists demostratig the success that ca occur from traiig people for specific occupatios, rather tha traiig for traiig s sake. Saskatchewa s Miister of Advaced Educatio has recogized the plaig value of the Labour Market study idetifyig it as a model for the type of studies eeded to facilitate chage. Other tagible outcomes of this stream of work ad SMA s lobbyig efforts iclude higher umbers of appreticeship ad traiig positios, due to icreased govermet fudig for these programs. The Iteratioal Miig Istitute for Iovatio shifted from a sigle-pillar focus o research aloe, to a twopillar focus o both research ad educatio/traiig. The Istitute made the shift i respose to workforce requiremets clearly idetified i the two Labour Market studies, as well as i Caadia ad Wester Caada research reports that showed similar demads i other regios. These examples illustrate the wide rage of opportuities ad successes workforce partership make possible. It is importat to ote that these successes beefit all of the cotributig stakeholders. For example, compaies clearly beefit from a broader, deeper ad better educated workforce; govermets beefit from corporate taxes, royalties, salary taxes ad better employmet statistics; ad educatioal istitutios beefit from tuitio fees for ew programs ad higher employmet rates for their graduates. Implemetatio ad Dissemiatio Both the BC Task Force ad the SMA bega with ad cotiue to rely upo the work of oe or more committees to achieve their program successes. It is ever a easy task to covee a committee, particularly with multiple stakeholders. The BC Task Force subcommittees have autoomy ad assiged leaders that allow them to pursue iitiatives i a idepedet maer (see Figure 3). The task force cotiues its critical work o iovatio ad ew-program developmet but the ext importat step is to build parterships that will support broader iformatio campaigs to positively brad the miig idustry ad to raise awareess of the iitiatives already uderway. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 84

85 Figure 3: BC Taskforce Subcommittee Structure Fiace Committee Task Force Chair Task Force Coordiator Task Force s 21 Orgaizatios Bradig Sub-Committee Diversity/Wome Sub-Committee Educatio & Traiig Sub-Committee Udergroud Miig Sub-Committee Cooperatio betwee the SMA ad MiHR was essetial for the 2008 Labour Market study. The model was primarily desiged by MiHR, with the SMA s HR Committee providig iput to refie model. The associatio helped MiHR to tailor key elemets of the research to Saskatchewa s somewhat uique mieral resources through the use of a commodity basket that icluded potash ad uraium, for example. Workforce parterships rely heavily upo the participatio of key idustry professioals ad o idustry evets to coect with employers, HR ad operatios maagers, ad others who stad to beefit from partership programs. Through these coectios, workforce parters also acquire resources (e.g., iformatio that ca be fed ito LMI studies) ad key parters for programs such as appreticeships. Idustry evets provide parters with excellet opportuities to exchage ideas, dissemiate iformatio, develop relatioships ad wide etworks. Parters ca share their successes i workforce plaig ad talet maagemet with may key audieces juior ad major miig compaies, ew ad seasoed miig professioals, policy makers, educators, recruiters ad may others. Clearly, etworkig is the uderpiig of workforce parterships. Key Challeges ad Lessos Leared The first challege for workforce parterships is to uite the parters aroud commo goals ad a commo missio which ca be difficult whe dealig with may stakeholders with frequetly coflictig purposes ad priorities. Clearly, may parters have bee able to overcome such challeges; workforce parterships have become best practice i the miig idustry because they have bee able to orgaize aroud addressig a urget eed. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 85

86 Aother challege is a lack of cosistecy i messagig ad bradig. The BC Task Force, for example, has recogized the critical eed to dissemiate iformatio about its membership ad iitiatives. To address this requiremet, Task Force members have made presetatios to key groups, such as corporate HR associatios, to explai how HR professioals ca cotribute to ad beefit from its programs. As is true for all disciplies, the methodology for creatig miig labour market studies is cotiually beig refied ad collectig cosistet data from multiple sources remais a sigificat challege. For example, the SMA faced cosiderable difficulty with data collectio, due to icosistecies i the characterizatio ad codig of jobs from oe compay to aother. As labour market studies ad other forms of research cotiue to grow i umber ad importace, stakeholders will eed to address these reportig icosistecies. Key Resources Compaies lookig to lear more about the opportuities available through workforce parterships should tur to their regioal ad/or atioal associatios. Idustry associatios ad professioal etworks ca provide valuable iformatio o key resources ad o programs, research projects ad other iitiatives that miig compaies ca support or access. Key resources for workforce parterships are wide-ragig ad iclude: Provicial ad federal govermets Educatioal istitutios of all levels Idustry orgaizatios, associatios ad experts Compaies ad miig professioals Further iformatio ad materials ca be foud o websites of the BC Task Force ( ca/) ad SMA ( Summary The future success of the miig idustry will deped o the availability of talet to operate existig mies, ad to locate ad develop ew mieral deposits. Failure to deal with the icreasig competitio for skilled professioals i a shrikig labour market could spell disaster for a idustry so crucial to the Caadia ecoomy. The cyclical ature of the idustry leads idividual orgaizatios to costatly shift priorities to survive. Most miig compaies caot at the same time carry the torch of a log-term strategic visio for keepig the etire idustry o course, i the face of critical labour shortages. Workforce parterships allow compaies to joi forces to meet the idustry s urget talet requiremets. Workforce parterships foster developmet of solid labour market iformatio ad career-awareess programs bolsterig idividual compaies efforts to desig ad implemet more effective workforce plaig programs. Because actio at the compay level has limitatios, the idustry eeds to take a power i umbers approach by buildig strog workforce parterships. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 86

87 The examples profiled i this case study demostrate that workforce parterships ca achieve extraordiary ad far-reachig successes. The coordiated efforts of govermets, educators, associatios ad compaies ca lead to creatio of a log-term strategic visio ad cocrete actio to foster labour-pool growth, skilled ad egaged employees, ad superior HR practices for the miig ad mierals idustry. The achievemets of the BC Task Force ad the SMA are may: recruitmet of ew employees; sydicated educatioal televisio programmig; ew uiversity programs ad certificatios; ad more fudig for appreticeships ad job placemets. These parterships have also take the log-term view by workig to geerate iterest i miig careers amog youg people of all ages. The success of these workforce parterships should serve as a ispiratio to all stakeholders. The ext major priority will be ehaced commuicatios to raise awareess about these parterships ad their accomplishmets. The goal is to fid broader audieces ad more participats, to etrech these programs ad exted their reach well ito the future. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 87

88 8 Orgaizatioal Assessmets ad Forecastig 8 Orgaizatioal Assessmets ad Forecastig Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 88

89 Itroductio Orgaizatioal assessmets ad talet forecastig measure a compay s workforce eeds by depictig plausible future outcomes ad cosiderig the optimal workforce structure. This assessmet ad forecastig process is coducted to esure a orgaizatio has a detailed uderstadig of today s orgaizatioal capacity ad how differet busiess scearios will ifluece workforce eeds i the future. This tool icorporates the outputs from capacity plaig, successio plaig ad departmetal budgetig to help compaies make key workforce decisios. I additio, these decisios are cotiuously evaluated ad refied based o labour forecastig iformatio. This process of aalyzig ad forecastig the talet that a compay will eed to achieve its strategic busiess objectives, helps compaies make better decisios i volatile ecoomic coditios. All iformatio ad statemets i this case are based o a series of iterviews performed with experts i the miig idustry coverig their experiece i creatig ad utilizig workforce plaig tools ad couter-cyclical strategies uless otherwise idicated. Cameco, oe of the world s largest uraium producers with four major mie sites i Caada, was iterviewed as part of this case study. Situatios that cause compaies to tur to tools such as assessmets ad forecastig ca iclude: Facig a overheated labour market where reactive actios i the absece of predictive data are o loger sufficiet; approachig expected growth with o clear pla of how, who ad where to recruit to meet both curret ad future requiremets Fidig themselves uable to get ahead ad relyig o just-i-time operatig models, which ca lead to icreased tesio betwee departmets Orgaizatioal assessmets ad forecastig are log-term workforce plaig tools ad provide the cotext for may medium-term tools such as successio ad capacity plaig. By uderstadig what the supply ad demad of workers will be for each operatio i the short, medium ad log terms, a miig compay ca make iformed decisios today i terms of more targeted recruitig efforts, leveragig attritio to reduce the workforce, ad matchig productio targets with huma resource eeds. Forecastig is oe of the most commo tools used by HR professioals to pla their orgaizatio s workforce. Forecastig ca vary from simple raw-data aalysis to very complicated models but at its foudatio, the slicig ad dicig of data helps orgaizatios to discover treds ad challeges. This iformatio ca be used to support developmet of strategies such as successio plaig to maximize the employee performace ad egagemet across the workforce, ad to mitigate foresee talet gaps. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 89

90 This plaig tool fits ito the log-term category of strategic workforce plaig program, as show i Figure 1: Figure 1: Time Horizos of Workforce Plaig Strategies Strategic (2+ year plaig horizo) Operatioal (1 moth to 1 year plaig horizo) Tactical (immediate term eeds) Log-term tools iclude: Medium-term tools iclude: Short-term tools iclude: Orgaizatioal assessmet ad forecastig Workforce parterships Educatio ad idustry parterships Mobility of talet Successio plaig Capacity plaig Kowledge trasfer Redeployig workers Source: Miig Idustry Huma Resources Coucil, 2013 Overview of the program ad process Cameco structures its huma resources forecastig program aroud its fiscal caledar; it forecasts both oeyear out ad o a loger-term horizo, ad the shares the results with seior maagemet. Cameco has a staged approach to workforce plaig, which progresses from iitial strategic plaig through to tactical recruitmet plas. As illustrated i Figure 2 at each stage, a specific fuctio (e.g., corporate plaig or HR) is resposible for iitiatig the plaig process ad for egagig the operatioal departmets i that process. Figure 2: Cameco Workforce Plaig Fuctioal Resposibilities Stage Resposibility Ivolvemet 1. Corporate strategic plaig Corporate plaig Seior maagemet 2. Corporate idetificatio of key priorities Huma resources Seior maagemet 3. Critical positio review Huma resources Operatios HR ad others 4. Operatios strategic plaig Geeral maager of operatio Operatios seior maagemet 5. Corporate workforce plaig meetigs 6. Completio of persoel assumptios 7. Operatio workforce plaig meetigs Workforce plaig Workforce plaig Workforce plaig/hr Departmet heads Workforce plaig Operatios seior maagemet 8. Compilatio of workforce plas Workforce plaig Operatios 9. Block requisitio ad recruitmet plas Workforce plaig/talet acquisitio Operatios Source: Cameco, figure recreated by KPMG, Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 90

91 These stages are ru over the fiscal year, begiig with key quick chages i the first quarter (Q1) ad culmiatig i the preparatio of detailed workforce plas for seior maagemet by Q4. The process overview is provided i Figure 3: Figure 3: Cameco Workforce Plaig Q1-Q4 Q1 Strategic maagemet sessio #1 Idetify key priorities ad required talet Review critical positios Q2 Operatios strategic plaig Corporate departmet workforce plaig meetigs Stadig maagemet sessio #2 (covey key messages) Q4 Prepare itegrated pla for Sr. Maagemet at budget meetigs Persoel plas are approved Recruitmet pla is completed Calibrate corporate wide high potetial employee list Q3 Complete first draft of persoel assumptios by departmet ad locatio Coduct detailed workforce plaig at every operatio Idetify ad calibrate high potetial employees Source: Cameco, figure recreated by KPMG, Q1ad Q2 (egagig busiess uits) To iform developmet of a robust orgaizatioal assessmet ad forecastig pla, Cameco distributes a departmet-level survey i Q1 to establish the each departmet s key workforce priorities for the fiscal year. Maitaiig the quality of the data collected is itegral to the process, as Cameco utilizes this data to make budgetig decisios. Cameco also has its departmet heads fill out the priorities survey at the same time that they are asked to prepare budgets for the upcomig year. This egages departmet heads whe the iformatio is top-of-mid ad also helps them uderstad what chages might be comig for their workers i the year ahead. The structure of the survey questios is provided i Figure 4. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 91

92 Figure 4: Cameco Workforce Plaig Priority Survey Sectio Objectives Key Iformatio Gathered A. Aual Departmet Priorities Determie how the strategic pla has impacted the divisio B. Operatios ad Capital Impacts Determie how other operatios, capital projects ad acquisitios impact the divisio C. Workforce Review ad Adjustmet Provide a overview of the departmet as it stads today D. Skills, Competecies or Kowledge Chages Idetify the skills, competecies ad kowledge that will be importat for the busiess uit i the ext five years E. Employee Developmet Determie key employees ad positios i each departmet to help develop employees appropriately F. HR Supports Idetify what useful programs, sessios or material could be provided by the Corporate HR team to help each divisio/busiess uit G Cotractors ad Cosultats Cofirm the eed for cotractors ad evaluate each cotract ad how it will be affected by busiess chages H. Summary Additioal talet maagemet cocers or requests Source: Cameco, figure recreated by KPMG, l l Three mai priorities for each departmet List of top three chages that will impact resources ad how l Resource requiremets i oe year ad six years l Demographic iformatio for the departmet l Idetify strategies to address chages l List of potetial retiremets, the probability of each departure ad the associated risk to the busiess l List of positios that eed to be replaced ad those that eed ot be l List of aticipated chages that will affect the types of employees required l Top three expected chages i busiess activity i both the short ad log term l List of skills ad competecies required raked by level of importace i the short ad log term l List of techological chages that will impact resources l List of high potetial employees based o idetified characteristics l List of critical positios at each site/ divisio l List of potetial successors for critical positios ad those with potetial retiremets (feeds ito successio plaig) l List of areas where HR ca cotribute (org redesig, traiig sessios, exteral trasfers for employees, etc.) l List of cotractors to replace or ramp-dow l Areas where cotractor use should be icreased or decreased l Overview of service agreemets l Areas that were ot covered or require additioal explaatio Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 92

93 From this survey, the HR departmet completes a series of ext steps, the results of which are coveyed to each busiess uit ad departmet: Summary of Persoel Needs This is preseted at the begiig of the budget process to idetify the potetial impact of each persoel pla. Produce Requisitios for New Persoel ad New Positios After the plas are discussed, HR gets approval for ew positios ad the hirig of ew employees, which are agreed upo durig the budgetig meetigs. Forward Requisitios to Talet Acquisitio These eeds are built ito the aual recruitmet pla ad a compesatio specialist will coduct a ratig of ew jobs, if required. At the same time, busiess uits ad departmets have aother set of resposibilities that iclude completig the ecessary paperwork ad articulatig the busiess case for each additioal perso to be hired. Q3 ad Q4 (draftig operatioal plas) I the secod half of the year, the group focuses o developig operatioal plas for each locatio. At the begiig of the period, a series of Talet Roudtables are held with vicepresidets, geeral maagers ad HR leaders, where workforce gaps are discussed at legth. Four meetigs are held to discuss differet employee levels withi the orgaizatio. Successio plaig is discussed at legth at these meetigs. Each potetial employee for a operatio is ru through a stadard assessmet that evaluates: 1. The willigess to lear 2. Busiess acume 3. Iterest to move roles 4. Performaces 5. Esurig they have bee i their curret role for oe year at miimum Also discussed at these meetigs is the talet acquisitio strategy for fillig additioal gaps. The outputs of the meetigs are distributed with operatios leaders (with the exceptio of sesitive successio plaig iformatio) to help iform the operatioal pla of each locatio. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 93

94 The resource pla is held alogside the capacity/ productio pla for the period, to esure targets ca be effectively met withi budget. Operatioal ad huma resource forecasts are coducted with the help of stadig bodies, such as the Saskatchewa Miig Associatio (SMA) ad MiHR s labour market forecastig tools, to build i a uderstadig of the exteral market ad the potetial challeges it might provide. Expected Impact For Cameco, a period of expected growth made strategic workforce plaig a priority. Resourcig was goig to be a sigificat challege, especially i 2007, which was marked by a extremely overheated labour market ad a time of mass expasio for may miig compaies. Cameco felt the eed to better uderstad how its labour requiremets would evolve at each operatio through the cycles i the miig idustry. The compay also wated to have a objective ad stadard process to forecast ad assess labour eeds i a variety of possible future scearios, thereby creatig the ability to craft a couter-cyclical strategy. The key beefits that Cameco has experieced from orgaizatioal assessmets ad forecastig are: Better use of workforce plaig programs such as successio plaig, capacity plaig ad recruitmet plas Icreased visibility of operatioal ad resource plas across operatios ad better sharig of best practices More rigourous approaches to successio, recruitmet ad addig ew positios Improved retetio due to better employee developmet through idetificatio of high-potetial idividuals ad critical roles Improved bech stregth for key positios at each operatio to reduce the risk ad impact of retiremets ad attritio Perhaps the most importat impact of implemetig a assessmet ad forecastig process is that compaies are better able to respod to chagig ecoomic cycles because each year, time is set aside for makig adjustmets usig stadardized historical ad forecasted data. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 94

95 Implemetatio ad Dissemiatio The approach that Cameco used to successfully implemet this program was to closely tie assessmet ad forecastig meetigs to budgetig, to esure widespread buy-i from departmet heads. The program was desiged to limit the time commitmet for both the survey (takig approximately 1.5 hours to complete) ad the meetigs (roughly two hours per quarter), so that departmet heads could provide valuable iput without becomig frustrated with a additioal set of tasks. Sice issues of resourcig eeds ad retiremets are top-of-mid durig the budgetig process, the iformatio gathered is more accurate ad the risks of losig employees to retiremet become more cocrete for each operatio. I additio, the program was rolled out i phases, begiig with two operatios i Norther Saskatchewa i 2008, ad movig eterprise-wide i The biggest obstacle for HR has historically bee that operatios leaders have ot bee willig to cosider workforce plaig, whe i the throes of meetig budget ad productio targets. By havig this program strogly edorsed by seior maagemet at plaig sessios, HR expects to secure buy-i from operatioal uits, which will help the compay ru a more plaed ad deliberate operatio. Key Challeges ad Lessos Leared The key challege i implemetig a orgaizatio ad assessmet process is maitaiig process stadards across the orgaizatio. Usig a clear ad objective framework esures that the data collected is comparable, cosistet ad accurate. The survey ad resource-request forms are a few of the tools beig used to collect cosistet ad maageable data from all operatios. This program has bee operatig i times of growth sice it was lauched; maitaiig the success of the program i slower ecoomic times will be a sigificat challege. I times of ogrowth, ot all resource requests will be approved, capital projects will be slowed dow ad some operatios might face temporary closures. The program will be eve more critical as operatios vie for resources. The survey outputs will help idetify which decisios must be made, regardless of the ecoomic climate, ad which huma resource challeges must still be addressed through ivestmets. The program will reduce the risk of foregoig ivestmets today that might pose sigificat challeges i future years (e.g., ot hirig ew employees i critical positios that face a wave of potetial retiremets). The compay will maage the expectatios of operatios leaders ad rely o forecasts to make decisios. It also hopes the reliace o demostrable facts ad data poits will reduce resistace to plaig. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 95

96 Key Resources The key resources Cameco used to implemet this program were: Existig Workforce Plaig Programs chagig pre-existig programs to use the output from operatioal ad resource forecasts such as successio plaig ad recruitmet Survey for Departmet Leaders the survey provides a objective way to collect data that ca be compared across locatios New Talet/Resource Meetigs developig the ew meetigs outlied above with differet departmets to discuss key employees ad the risk/impact of retiremets Resource Request Tools ad Templates esurig that all resource eeds are ru through a stadard process to help make objective decisios Summary Forecastig helps compaies to tie together their busiess ad huma-capital eeds for upcomig years. By first lookig iterally at the risk ad likelihood of retiremets, compaies ca determie if they eed to source more talet to maitai a specific level of productio. Compaies ca the weigh exteral factors, amely the state of the ecoomy ad the availability of labour, to determie if adjustmets should be made to productio levels, which will affect the eed for resources. Forecastig is a iterative process; by likig resource forecastig with the budgetig process for the comig year ad beyod, a compay will improve the visibility of operatioal ad resource plas. Forecastig helps tie together various strategic workforce plaig iitiatives. Miig compaies ca adopt a similarly rigid forecastig approach to quickly adapt their operatioal ad resource plas to the state of the ecoomy ad use other workforce plaig tools, such as redeploymet or kowledge trasfer to make these adjustmets. I this way, miig compaies ca create a couter-cyclical strategy that prepares them to face the whole spectrum of possible ecoomic shifts. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 96

97 Coclusio Caada s miig idustry is grapplig with shiftig demographics, agig workforces, volatile ecoomic coditios ad skills gaps ad the eed for proactive plaig has ever bee greater. The case studies illustrated i this report show that a successful strategic workforce pla is strogly liked to a orgaizatio s busiess ad other strategic goals, ad to the exteral ecoomic eviromet. Workforce plaig requires HR departmets to be equal strategic parters that forge meaigful alliaces betwee a compay s busiess goals ad people strategies. Ecoomic cycles ad volatility are a iheret reality i the miig idustry. As stakeholders, orgaizatios ca either be reactive to chage or ca be decisio makers ifluecig a compay s future success. Strategic workforce plaig provides the tools to build huma capital, mitigate the cyclical risks to workforces, create sustaiable plas for retetio, idetify risks from the exteral labour market ad strogly support larger busiess strategies. While proactive workforce plaig strategies help idividual orgaizatios survive the ebbs ad flows of ecoomic cycles, collectively, they hold much promise for esurig the etire miig idustry thrives over the log term. Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 97

98 Maagig through the Cycle A Strategic Approach to Workforce Plaig i the Miig Idustry 98