Australian mining companies are facing a challenging future securing and retaining skilled and competent frontline leaders to advance the industry into the next decade.
The mining industry is growing rapidly and demand for frontline leaders is strong. Many frontline leaders are new to their role, potentially new to their employer, in new or expanded roles or stepping up to fill a temporary vacancy. This is not likely to change in the foreseeable future. A recent survey from global employee engagement company Reward Gateway found 42 per cent of employees surveyed were either looking for a new job or would be this year!
At the same time, expectations on frontline leaders are becoming more exacting. In addition to their historic responsibility for crew safety and production, we are seeing emerging expectations in driving improvement, managing stakeholders and leading change to name but a few.
Research also highlights the increasing expectation from crew members of their leaders. The Reward Gateway research found that after “fair pay” and “flexible working”, employees also wanted:
- Employee reward and recognition
- Trusted leadership
- A manager who cares about their employees
- A culture of open and honest communication
- Financial, physical and mental wellbeing support
The enormity of the challenge is explored in research released earlier this year by management consultants McKinsey & Co, which said frontline leaders have a significant role to play in helping their employees find their sense of purpose.
“The COVID-19 pandemic has people everywhere re-evaluating their lives and work, and many now expect their jobs to be a significant source of purpose in their lives,” the McKinsey report said.
“Employers – ready or not – will need to help meet this need or be prepared to lose talent to companies that will.”
COVID lockdowns are reshaping workplaces. The trends towards hybrid work and hesitancy to travel far from home is reducing the potential pool of leaders for often remote mining workplaces.
Even when current borders restrictions end, it is not clear that large pools of labour will be available for mine site recruiters.
The challenge for the mining industry is to attract and retain frontline leaders who have the competency and skills to take the mining industry forward.
What response can mining companies take? Attraction and retention research highlights the crucial role that professional development plays in a candidate’s consideration.
The prospect of recognisable career paths can be one of the factors that encourages existing employees to stay, even though a combination of the skills shortage and the aspirational changes delivered by COVID have given employees the upper hand in the jobs market and the reason to look elsewhere.
Through their consulting engagements the Directors of Rock Solid Leadership, Alan Tait and Andrew Kite, have identified the dilemma that many mining companies now find themselves in. Companies need to attract top talent and they recognise the importance of development to upskill their leaders, however they have neither the time to release leaders for training nor suitable development programs to leverage.
In response, Rock Solid Leadership has developed a frontline leaders program designed for the modern mining workplace. The program has been created in consultation with industry to respond to the realities of mining life. It is tailored to the business and its objectives and includes in-field coaching with a tangible action plan, linked to the program content, on-site, practical experience and real-time feedback from supervisors and coaches.
“Promoting from within provides such a valuable opportunity for a business to show they have confidence in their workforce to take the next step in their career progression,” Mr Tait said. “It is how you manage the career transition from technical specialist to frontline leader that can set your company apart.
“By investing in professional development, you demonstrate that you value effective leadership. You will nurture the talent you have identified for future leadership, and you will show your employees you value them and the unique way you do business.”
Filling the frontline leader capability gap will need concerted effort. Tailored professional development will play a critical role in attracting and retaining frontline leaders who are skilled to perform in the modern mining industry.
- https://www.rewardgateway.com/press-releases/how-to-keep-and-attract-top-talent-through-recognition
- https://www.mckinsey.com/business-functions/organization/our-insights/help-your-employees-find-purpose-or-watch-them-leave