Danny Parys| April 22, 2024 |
PHOTO: ADOBE IMAGES
If you are interested in the future of Canada’s mining labour force (there are dozens of us!) you will most certainly be familiar with one of the industry’s most notorious statistics: 70% of those between the ages of 15 and 30 would not consider a career in mining. The worst of all industries surveyed, below even oil and gas.
And it gets worse. For mining companies that have been able to attract young people into the industry, retention is a growing challenge. According to a recent Deloitte survey, 46% of Gen-Z, individuals born between 1996 and 2012, that are currently working in the mining and energy sectors say that they plan to leave their jobs within two years. That is a problem.
As the projected demand for minerals continues to increase, Canada’s mining industry is expected to see its labour crisis worsen. With over 20% of mining professionals over the age of 55, a wave of retirements is expected to exasperate an already tight labour market and the Mining Industry Human Resources Council estimates that over 80,000 jobs will go unfilled in the sector by 2030. To cope with such drastic labour shortages, mining companies need to get serious about filling the talent pipeline. That means attracting Gen-Z, colloquially known as “Zoomers,” into the industry quickly. Zoomers will make up 30% of the labour force by 2030, and unfortunately for Canada’s miners, they have an overwhelmingly negative view of the mining sector. When it comes to persuading young people to join the industry, miners are losing the PR battle.
For a majority of Zoomers, a career in the mining industry has likely not even crossed their mind. For those that have considered it, typically an erroneous perception of what working in mining looks like prevails. And it is no surprise. A quick glimpse at the news headlines tend to show the worst that the industry has to offer. It is no wonder than when Gen-Z think of mining, they think of an industry that is old-fashioned, with no regard for environmental or social responsibility. Mentioning mining to Gen-Z is more likely to evoke images of pickaxes and coal covered faces rather than autonomous hauling systems, up to date ESG plans, and critical inputs for the green tech revolution.
Those that do enter the industry tend to do so because they have family members that have worked in the sector. Take a quick survey of any mining engineer program student body (of which there are fewer every year), and you will find many second and third generation mining professionals. Rare are those that come to the industry without a nudge from friends and family. Relying on the off chance that someone’s uncle will persuade them to pursue a career in mining will not be a winning talent attraction strategy for Canada’s miners.
So, what can be done?
For miners that are serious about attracting Zoomers into their workforce, it will be important for them to understand how Gen-Z differs from past generations. Expelling negative stereotypes will be critical as millions of Zoomers are expected to enter the workforce in the coming years. Gen-Z is projected to be one of the most educated generations, with the majority expected to complete college or university programs. At the same time, Zoomers are expected to contend with a precarious economic future. Unsurprisingly, Gen-Z tend to place a high value on job security and stability when compared to past generations. Gen-Z are also likely to be one of the most environmentally conscious generations, with 50% of Zoomers saying they want to work in an industry that has a positive impact on climate change. An important statistic for miners to know when they communicate their employee value proposition to students deciding on a career path.
Perhaps one of the most interesting ways Gen-Z may differ from past generations, is regarding how they view work-life balance. As mental health continues to be a growing concern, Zoomers are prioritizing flexible working environments and a strong work-life balance. Miners should take note and look at developing working environments that better reflect Gen-Z’s values. Particularly as studies indicate mine workers struggle with mental health more than the average Canadian worker, a potentially off-putting data point for young people considering a career in mining.
While the content of the message is important when it comes to educating Gen-Z on a career in mining, the mining industry needs to be deliberate regarding when and where they deploy their message. Deemed “digital natives” because of being the first generation that has grown up with digital technology, it should be no surprise that Zoomers are not opening a morning newspaper to learn about the world. Miners need to meet Gen-Z where they are: online. On average, Gen-Z spend six hours a day on their phone. It should come as no surprise that Gen-Z make up 60% of Tik-Tok’s 1 billion users and that 85% of Gen-Z say social media influences their purchasing decisions. If HR leaders want to educate young people about a career in mining, a strong social media presence will be critical. It might not hurt to brush up on the latest Tik Tok dance moves.
While university career fairs have their place, if the first time a student encounters the mining industry is at a post-secondary level, it may already be too late. By then, many students have already began making careers choices. At the post-secondary level, mining companies are likely to just be competing to attract students that have already considered a career in mining. When it comes to attracting young people into the mining industry, education needs to begin earlier. Mining companies should instead take a page out of the tech industries play book. In Canada, the information and technology industry expected critical talent shortages and at one point projected over 180,000 jobs to go unfilled. To combat this, the tech industry organized collaborative efforts to educate school age children about a career in tech. By developing after school programs, industry funded coding summer camps, and actively engaging with students with a predilection for math and science, the industry was able to inform students from an early age about the possibility of a career in tech. By the time students graduate high school, it may be too late to educate them about what a career in mining may look like, and negative preconceptions may already be ingrained. Miners therefore need to get into the classroom earlier if they want Gen-Z to consider a career in mining.
As it stands, the talent pipeline for Canada’s mining industry is weak, and lack of new workers is putting the future of the industry at risk. At the same time, Gen-Z, likely to be the most educated generation, are beginning to make up their minds about their future careers. If Miners want to attract a new generation to consider a career in mining, they will need to take the time to understand what Gen-Z values, and how to best communicate to them. If they do not, Gen-Z may forget about mining altogether, and Canada’s miners will continue to contend with a dwindling talent pool.
Danny Parys is a senior consultant at Calross Consulting, a recruitment and HR consulting firm that specializes in the mining and metals sector.
If you are interested in the future of Canada’s mining labour force (there are dozens of us!) you will most certainly be familiar with one of the industry’s most notorious statistics: 70% of those between the ages of 15 and 30 would not consider a career in mining. The worst of all industries surveyed, below even oil and gas.
And it gets worse. For mining companies that have been able to attract young people into the industry, retention is a growing challenge. According to a recent Deloitte survey, 46% of Gen-Z, individuals born between 1996 and 2012, that are currently working in the mining and energy sectors say that they plan to leave their jobs within two years. That is a problem.
As the projected demand for minerals continues to increase, Canada’s mining industry is expected to see its labour crisis worsen. With over 20% of mining professionals over the age of 55, a wave of retirements is expected to exasperate an already tight labour market and the Mining Industry Human Resources Council estimates that over 80,000 jobs will go unfilled in the sector by 2030. To cope with such drastic labour shortages, mining companies need to get serious about filling the talent pipeline. That means attracting Gen-Z, colloquially known as “Zoomers,” into the industry quickly. Zoomers will make up 30% of the labour force by 2030, and unfortunately for Canada’s miners, they have an overwhelmingly negative view of the mining sector. When it comes to persuading young people to join the industry, miners are losing the PR battle.
For a majority of Zoomers, a career in the mining industry has likely not even crossed their mind. For those that have considered it, typically an erroneous perception of what working in mining looks like prevails. And it is no surprise. A quick glimpse at the news headlines tend to show the worst that the industry has to offer. It is no wonder than when Gen-Z think of mining, they think of an industry that is old-fashioned, with no regard for environmental or social responsibility. Mentioning mining to Gen-Z is more likely to evoke images of pickaxes and coal covered faces rather than autonomous hauling systems, up to date ESG plans, and critical inputs for the green tech revolution.
Those that do enter the industry tend to do so because they have family members that have worked in the sector. Take a quick survey of any mining engineer program student body (of which there are fewer every year), and you will find many second and third generation mining professionals. Rare are those that come to the industry without a nudge from friends and family. Relying on the off chance that someone’s uncle will persuade them to pursue a career in mining will not be a winning talent attraction strategy for Canada’s miners.
So, what can be done?
For miners that are serious about attracting Zoomers into their workforce, it will be important for them to understand how Gen-Z differs from past generations. Expelling negative stereotypes will be critical as millions of Zoomers are expected to enter the workforce in the coming years. Gen-Z is projected to be one of the most educated generations, with the majority expected to complete college or university programs. At the same time, Zoomers are expected to contend with a precarious economic future. Unsurprisingly, Gen-Z tend to place a high value on job security and stability when compared to past generations. Gen-Z are also likely to be one of the most environmentally conscious generations, with 50% of Zoomers saying they want to work in an industry that has a positive impact on climate change. An important statistic for miners to know when they communicate their employee value proposition to students deciding on a career path.
Perhaps one of the most interesting ways Gen-Z may differ from past generations, is regarding how they view work-life balance. As mental health continues to be a growing concern, Zoomers are prioritizing flexible working environments and a strong work-life balance. Miners should take note and look at developing working environments that better reflect Gen-Z’s values. Particularly as studies indicate mine workers struggle with mental health more than the average Canadian worker, a potentially off-putting data point for young people considering a career in mining.
While the content of the message is important when it comes to educating Gen-Z on a career in mining, the mining industry needs to be deliberate regarding when and where they deploy their message. Deemed “digital natives” because of being the first generation that has grown up with digital technology, it should be no surprise that Zoomers are not opening a morning newspaper to learn about the world. Miners need to meet Gen-Z where they are: online. On average, Gen-Z spend six hours a day on their phone. It should come as no surprise that Gen-Z make up 60% of Tik-Tok’s 1 billion users and that 85% of Gen-Z say social media influences their purchasing decisions. If HR leaders want to educate young people about a career in mining, a strong social media presence will be critical. It might not hurt to brush up on the latest Tik Tok dance moves.
While university career fairs have their place, if the first time a student encounters the mining industry is at a post-secondary level, it may already be too late. By then, many students have already began making careers choices. At the post-secondary level, mining companies are likely to just be competing to attract students that have already considered a career in mining. When it comes to attracting young people into the mining industry, education needs to begin earlier. Mining companies should instead take a page out of the tech industries play book. In Canada, the information and technology industry expected critical talent shortages and at one point projected over 180,000 jobs to go unfilled. To combat this, the tech industry organized collaborative efforts to educate school age children about a career in tech. By developing after school programs, industry funded coding summer camps, and actively engaging with students with a predilection for math and science, the industry was able to inform students from an early age about the possibility of a career in tech. By the time students graduate high school, it may be too late to educate them about what a career in mining may look like, and negative preconceptions may already be ingrained. Miners therefore need to get into the classroom earlier if they want Gen-Z to consider a career in mining.
As it stands, the talent pipeline for Canada’s mining industry is weak, and lack of new workers is putting the future of the industry at risk. At the same time, Gen-Z, likely to be the most educated generation, are beginning to make up their minds about their future careers. If Miners want to attract a new generation to consider a career in mining, they will need to take the time to understand what Gen-Z values, and how to best communicate to them. If they do not, Gen-Z may forget about mining altogether, and Canada’s miners will continue to contend with a dwindling talent pool.
Danny Parys is a senior consultant at Calross Consulting, a recruitment and HR consulting firm that specializes in the mining and metals sector.
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