A mining and metals perspective: Human Capital Trends 2019 Bookmark has been added
A mining and metals perspective: Human Capital Trends 2019
Reinventing mining and metals organizations around a human focus
Our 2019 Global Human Capital Trends survey highlights the acute pressures forcing businesses to learn to lead the social enterprise—and reinvent themselves around a human focus. From the intersection of traditional and new leadership to rewards and talent mobility, explore the key trends impacting the mining and metals sector.
- Trends in mining and metals
- It's now mainstream
- Leadership in the 21st century
- Putting meaning back
- Closing the gap
Top human capital trends in mining and metals
Explore the findings from our 2019 Global Human Capital Trends survey from a mining and metals perspective. This year's survey included more than 1,100 respondents from the energy, resources, and industrial's sector across 100 countries—154 of which were mining and metals respondents from 40 countries.
The 10 individual trends in the 2019 report align to the theme of "Leading the social enterprise—Reinvent with a human focus," and are organized around three futures: The future of the workforce, the future of the organization, and the future of HR. Of the 10 trends in the full report, five are of utmost importance to the survey's mining and metals respondents—and digital technology is the common denominator among them all:
The future of the workforce
- The alternative workforce: It’s now mainstream
- Leadership for the 21st century: The intersection of the traditional and the new
The future of the organization
- From employee experience to human experience: Putting meaning back into work
- Rewards: Closing the gap
The future of HR
- Talent mobility: Winning the war on the home front
For more information on each trend, including specific discussions on how mining and metals organizations can put these trends into action, download the full report.
The alternative workforce: It's now mainstream
Mining and metals organizations that want to grow and access critical skills for the future will need to look strategically at all types of work arrangements—especially since younger generations are less willing to work at mine sites' remote locations. Industry respondents ranked the alternative workforce trend lowest for overall readiness (21 percent), but also ranked it low in importance (41 percent). Companies have much to learn as they move beyond managing contractors and freelancers to optimizing and leveraging the alternative workforce deliberately and well.
Leadership in the 21st century: The intersection of the traditional and the new
In the 2019 survey, three-quarters of mining and metals survey respondents said that 21st century leaders face unique and new demands: They must take a nuanced approach to pursuing traditional business goals and draw on critical new competencies—from leading through change to understanding new technologies. Mining and metals organizations should be developing and deploying skill-building programs that will help their leaders effectively engage with stakeholders and manage the workforce of the future.
From employee experience to human experience: Putting meaning back into work
Improving what is often called the "employee experience"—building on an understanding of workers' aspirations to connect work back to the impact it has on the organization and society as a whole—was rated as important by 84 percent of mining and metals survey respondents. Mining and metals organizations need to clarify their business goals and the role that their talent strategy should play to deliver on them. They need to identify the workers of the future by considering what the employee experience will look like and the role that innovation will play in that experience.
Rewards: Closing the gap
Mining and metals companies are exploring an array of perks and rewards to motivate their people, but efforts are falling short of the mark. According to survey respondents, business leaders don't understand what their employees truly value, nor do they provide appropriate rewards and benefits. Only seven percent of respondents said that their rewards strategy is highly aligned to their company strategy, and 36 percent indicated that they do not understand what their employees value. Mining and metals companies need to close the gap and develop rewards that align with more agile models for performance measurement. Will they be able to address workers' legitimate expectations and needs?
Talent mobility: Winning the war on the home front
Even as the mining and metals industry anticipates a massive generational shift triggered by older workers' retirements, it's seeing declining interest in mining-related disciplines among younger generations. Organizations in this increasingly tight talent market can no longer expect to source enough people with the capabilities they need, they must move and develop people internally. But, many companies will need to establish a new set of norms to accomplish mobility well.
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