Download 2011 Saskatchewan Mining Industry Hiring Requirements

2011 Saskatchewan Mining Industry
Hiring Requirements and Talent
Availability Forecasts
May 31, 2011
About MiHR
Who we are:
• National Sector Council for the Minerals and Metals Industry
• 18-person Board of Directors
• 100+ Industry Leaders volunteer on our project committees
• Public Private Partnership – Funded by HRSDC and industry
What we do:
• Identify national HR challenges and opportunities for the
minerals and metals industry
• Create national solutions through collaboration, partnerships
and synergy
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and Transition (ART)
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Mobility (SLM)
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• Counter-Cyclical Workforce Planning
Saskatchewan Mining Industry
Hiring Requirements and Talent Availability Forecasts
Overview of the Report
• Represents an update from the 2008 report MiHR prepared in
partnership with the SMA
• Includes:
 An introduction and economic overview
 A look at mining labour market trends
 A forecast of hiring requirements
 A forecast of talent availability
 A gap analysis of talent needs and availability
 An overview of potential methods to close the talent gap
Economic Overview
•With well developed agriculture,
oil and gas, and mining
industries, Saskatchewan is well
positioned to meet the world’s
needs
•Global recession prompted a 3.9
per cent decline in GDP, but
growth returned in 2010 and
2011
•Rebalancing of the global
economy continues and in the
short term minerals and metals
prices are expected to increase;
however over the long term,
prices are expected to moderate
Saskatchewan Mining Labour Market Trends
•
Aging workforce, average retirement age in Saskatchewan mining is 62
(compared with 59.5 in other regions)
•
•
Survey of stakeholders indicates 12 per cent eligible to retire
Decisions to retire are complex; not all eligible will retire at one time
•
Saskatchewan mining industry underperforms other sectors in employing women
(14 per cent) and new Canadians (2.3 per cent)
•
Saskatchewan mining industry is a leading employer of First Nations and Métis
peoples (11.5 per cent of mining workforce; with majority employed at northern
mine sites)
Saskatchewan Mining Labour Market Trends
Hiring Requirements Forecasts
Hiring Requirements Forecast Methodology
• MiHR hiring requirements forecast model for the
Saskatchewan mining industry provides projections for three
scenarios—baseline, contractionary, expansionary
• Model inputs include:
 Labour productivity
 A Saskatchewan-specific minerals price index
 Non-retirement separation rates
 Retirement rates
Saskatchewan Mineral Price Index and Employment
Cumulative Hiring Requirements Forecast
By Scenario - 2021
Cumulative Hiring Requirements Forecast
By Scenario - 2013, 2016, 2021
Cumulative Hiring Requirements Forecasts
By Scenario—2011 to 2021
Hiring Requirements Forecast by Occupational
Category: Baseline Scenario—2021
Available Talent Forecasts
Available Talent Forecast Methodology
• The talent availability forecast in the report is the first time
MiHR has completed a labour supply forecast for the Canadian
mining industry.
• The forecast is a stock and flow model that adjusts the labour
force each year by starting with the existing labour force, adding
new entrants and then subtracting the number of people who
leave the workforce.
• The main sources of new entrants include:
 school leavers (high school, PSE)
 net international migration
 net interprovincial migration
 and “others”, such as people changing occupations and
those re-entering the workforce after a temporary absence.
Cumulative Available Talent Forecast
66 Occupations – 2013, 2016, 2021
Cumulative Available Talent Forecast by
Occupation: 66 Occupations – to 2021
The Talent Gap and Challenge:
Baseline Scenario, 66 Occupations
Addressing the Gaps
The nature of the gaps differ among occupations, thus a multi-faceted approach is
needed to address gaps
•
In some cases, the industry must aim to attract more people from an existing pool
of talent (e.g., work with SMA to present a unified front to promote careers in
mining; adapt MiHR’s Explore for More brand for Saskatchewan).
•
In other cases, the industry must aim to grow the size of a talent pool that is
otherwise too small to meet its needs (e.g., through partnerships and support for
education and training and immigration).
•
In all cases, the industry must strive to make the best possible use of the talent
already involved with the industry (e.g., retaining mature workers and re-engaging
the retired workforce).
WWW.MIHR.CA
[email protected]
WWW.SASKMINING.CA
[email protected]
Martha Roberts,
Director of Research
[email protected]
Ross Prusakowski,
Research Analyst, LMI
[email protected]
Pamela Schwann,
Executive Director, SMA
[email protected]