Attracting and Retaining Professionals in Mining and Metallurgy ? A High Tech Industry

The metals industry has enjoyed a resurgence in prices and demand for its commodities during the global surge in economic activity that began in 2005. This success has brought with it an unprecedented demand for professionals in all sectors of our economy. Nowhere is that more true than in the mining and metallurgy sectors. However, this welcome improvement follows on the heels of almost two decades of challenging markets for the mining and metallurgy. Our sector's protracted economic slump created a paucity of demand for professionals that had several consequences. Our industry came to be viewed as a low ?tech, uninteresting place to work. Low demand for professionals encouraged students to seek other career options. Reduced demand for graduates, coupled with diminished program funding by our sector, resulted in dramatic shrinkage in university mining and metallurgy programs. This paper explores the lessons to be learned from our recent economic history and discusses some strategies for addressing our image issue. Attracting and retaining good employees is also strongly influenced by a company's reputation and record as a good employer. This reality is very well illustrated by the findings of an international survey undertaken by Towers Perrin in 2005 of 86,000 employees of mid-sized and large companies in 16 countries. The key findings related to attracting and retaining employees are presented. These findings are also discussed in the context of their specific applicability to the mining and metallurgy industry.