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Human Resources authoring, archiving and accessing information. This includes the identification of the existing “knowledgesharing” systems and processes. What Technology Initiatives are in place that hinder or facilitate knowledge transfer? It is necessary to explore the methods used for storing, accessing, navigating and searching for specific data, and the “user-friendliness” of these methods. What People Initiatives are in place that either hinder or facilitate knowledge transfer? It is necessary to have adequate employee buy-in to the business and leadership communication issues and to align employees on how knowledge is shared and how “right” behaviors are recognized, encouraged and rewarded. Any organizational knowledge transfer design should be supported by training, coaching and mentoring programs. Once the needs assessment is completed and reviewed, it is important to develop an integrated plan that clearly identifies what improvements to current systems/processes/programs are needed. Then, it is essential to identify how performance management, training, coaching and mentorship programs will support the interpersonal transfer of knowledge. Kevin Schmidt, Dr. Knute Sorenson, Croft Edwards and Patrick Reilly are Senior Consultants with MRC’s Business Consulting Group. 50 MINING.com September 2008 Benefits of a structured Knowledge Transfer eMPloyee BenefitS organizational BenefitS Opportunities for accelerated career pathing Learning from and interaction with seasoned technical and managerial employees across hierarchies and functions Greater job satisfaction, due to shorter learning curves Links and References Greater leadership and technical bench strength Improved employee retention Greater leverage in attracting new talent from the competition Increase in individual productivity Increase in overall productivity and profitability Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom Demographic Changes Harvard Business School Press Knowledge Transfer Lost Knowledge: Confronting the Threat of an Aging Workforce North Carolina Office of Personnel Oxford University Press Organizational Needs Assessment Recruitment and Retention Challenges in the Mining Industry SHRM Research Talent Shortage in the Mining Industry Click here for full list of links: http://go.mining.com/sept08-a13
Environment & Communities PT Freeport Indonesia Incorporates Locals to the Work Force By Immersive Technologies The need to train local, unskilled workers is a common challenge for mining companies operating in certain parts of the world. Organizations want to be trusted by their customers, employees and the public at large, so they need to be more socially responsible. One key issue of Corporate Social Responsibility (CSR), which needs to be addressed, is the integration of ethnic minorities in the workplace and the community. At the massive Grasberg open pit copper-gold mine in Papua, operator PT Freeport Indonesia (PTFi) is successfully addressing that issue by employing locals. That goal and the operation’s scale of Grasberg, which requires a huge earthmoving equipment fleet, have added pressure on management’s efforts to improve returns from training programs focused on the large pool of inexperienced workers available in the region. The success to date of several initiatives, including an innovative operator apprenticeship program, has effectively expanded the vital labour resource available to PTFi. Its use of advanced equipment training simulators, which is already integral to the dump truck operator assessment and development course feeding an average 10 trainees a month to the mine site, has been championed by senior managers on site. They foresee the technology having an increasingly beneficial impact on operational efficiency and productivity, fleet utilization and mine safety. Indigenous Papuans account for 90% of the 1200-strong operational workforce at Grasberg. PTFi is also working to increase the number of local people operating and maintaining equipment at the mine, which is the biggest private employer in Papua, directly or indirectly providing jobs for nearly 19,000 people. Its apprenticeship training program is part of a broader local education and training effort that has impacted more than 2400 Papuan PTFi employees. 51 MINING.com September 2008 Advanced equipment training simulators. In the past 18 months, more than 300 Papuans have moved from PTFi’s “lowlands” apprentice training facility, the Nemengkawi Institute, where the company uses an Immersive Technologies Advanced Equipment (AE) Simulator to assess potential truck drivers and provide rudimentary operator training, to the mine in the highlands. This represents a dramatic scaling up of the apprentice training program, which is helped in no small part by greater utilization of the simulator technology which has allowed PTFi to refine its apprentice evaluation and induction procedures. “We have three simulators – one at Nemengkawi and two at the mine,” says George Ray, PTFi’s General Superintendent of Training. “The simulator at the lowlands facility is used first as a screening tool, then for functional testing and, finally, for a series of basic operational, emergency response and co-ordination exercises. We are seeing an 80-90% success rate with that screening process, such that the quality of trainees arriving up top has improved significantly. “The simulator gives [trainees] a good, basic understanding of the equipment and also the operating environment and mine surroundings. “We have a pool of 60 apprentices at the institute at any one time, which provides a handy buffer for us in terms of having people in the system and not just bringing them straight up to site. That initial groundwork, with the simulator and also a Cat 777 truck we have available for training purposes, means we’re not waiting six months for them to get some sort of competence level up when they get into the operating environment at the mine.” Ray, a former operations manager at Ok Tedi in Papua New Guinea, has been at Grasberg for three years. He says PTFi has adopted simulator training technology and made it an integral part of its overall training strategy in that time. Ray says that while the company’s
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Page 6 and 7: MINExpo MINExpo: September 23 - 25,
Page 8 and 9: MINExpo Mining Las Vegas and Nevada
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