EMBRACING THE MORPHOLOGY OF GENERATIONAL IMBALANCES IN THE MINING VALUE CHAIN: AN OUTLOOK OF THE 21ST CENTURY WORKFORCE (Invited Presentation)

The mining industry contends with negative perceptions related to its mineral processes contrary to the delights of the public about mining products (vehicles, and mobile devices). This continues to plummet respect for the profession for an industry indebted with growing resource demand. One may ask, what forms the basis of career decisions? - generational trade, exposure to resources, or, merely “falling into a role”. In questioning public opinion on mining, it is imperative to look at the achievements, failures, and advancements the industry promises, as well as the future of the industry from a layman’s perspective.

The World Economic Forum characterizes a 21st-century workforce as being fast-paced at maneuvering in business style and collaborating with similar companies rather than a competitive business environment. The mining industry is comfortably thriving in the 20th century - aggressively reaching for status rather than establishing a synergy with similar entities. As a case study, we could explore the mine waste recycling challenge where companies refuse to collaborate within the same mining district. Issues arising from conflicting company cultures, business codes, and trade secrets have hampered the growth of a collaborative workspace.

The question on attracting a 21st-century workforce is “are we ready to embrace a laid-back generation?”. Studies suggest an increasing rift between older and younger generations with the younger always tagged as the most laid back. Is the current laid-back generation willing to plunge into an aggressive workspace? What will compel it to? Are there any side attractions? What prepares such a generation for a rough mining terrain fit for the bold?

A 21st-generation workforce requires resilience built through practical education integrated with mandatory hands-on cooperative education that is in sync with coursework. Courses must be structured effectively with built-in coordination from theory, laboratory, and field applications. Higher education institutes must be willing to make a firm commitment to building students beyond the classroom - they should be able to produce built-for-purpose candidates for the mining industry. Relevant studies must be conducted to understand an integrate various generational needs - this should be crafted in a manner that is fit for specific company culture and business purpose.