Canadian Mining Industry Employment and Hiring Forecasts - MiHR

Furthermore, mining industry stakeholders will continue to work toward facilitating mobility of the workforce so that
workers with the required skills can quickly move to fill jobs at new mining projects as they come into production. 30
Efforts to recognize undesignated occupations in the sector will also strengthen the industry’s capacity to meet future
needs, by both ensuring worker mobility and attracting young talent.
Increasing Productivity
Specifically, “productivity” refers to how efficiently and effectively a company can turn its inputs (e.g. labour and capital)
into outputs, such as mining products and services. Workplace productivity can be increased through investments in
skilled labour, capital, and technological change and innovation. For example, productivity may be boosted by ensuring
that workers have the training, tools, and equipment required to maximize production. This can be achieved by
organizational investments in professional development, new technology and high standards for upkeep of equipment.
Innovation may also include developing new or improved managerial practices, enhancing working conditions and
adopting new approaches to work.
In conclusion, human resources form the backbone of an industry-wide strategy for success. There are two broad ways
in which the mining industry can meet future labour requirements: by making the best use of all available sources of
talent, and through increases in productivity. Managing and growing a well-skilled workforce will help maintain and
promote Canada’s position in the global mining industry.
30 For more information on MiHR initiatives regarding skills, learning, and mobility please refer to www.mihr.ca.
48 Mining Industry Workforce Information Network