1
25-094
Training Programs Can Generate Measurable Value
Katja Freitag
Metcelerate Limited, Vancouver, Canada
Robert Seitz
Metcelerate Limited, Greenville, SC
Diana Drinkwater
Metcelerate Limited, Brisbane, Australia
Jan Cilliers
Metcelerate Limited, London, United Kingdom
Claudia Castillo
Metcelerate Limited, Santiago, Chile
ABSTRACT
The talent gap in mining is not a new challenge. Mining
companies continue to seek innovative ways to attract,
develop and retain talent, and younger workers are look-
ing for opportunities to develop their professional careers.
Training provides a key value proposition for both employ-
ees and employers as it helps build a talent pipeline while
offering opportunities for learning and growth and value
creation.
In 2020, Metcelerate launched its 20-month program
for early career mineral processing engineers. The program
helps develop critical technical skills in the workplace and
is a tool to identify motivated engineers and change culture
within teams. Learners cap their skills development by exe-
cuting a technical investigation. This generates immediate
value—a win-win outcome for learner and company.
INTRODUCTION
The shortage of skilled talent has been viewed as a major risk
to mining and metals companies for most of this century
(Figure 1). It threatens the ability of companies to maintain
and improve operational efficiency, safety, and innovation,
as well as to address the evolving complexities of mineral
processing and resource extraction. With an aging work-
force, a shrinking pipeline of graduates, and challenges to
attract young professionals, this risk will persist and likely
increase.
As part of a talent strategy to mitigate this risk, train-
ing programs can provide a key value proposition to attract,
develop and retain talent. As McKinsey &Company notes,
companies that prioritize people development “become tal-
ent magnets for employees who want to build their knowledge
and networks” 1 .An environment that offers development
opportunities not only makes it more attractive for talent
to join and stay in the mining industry, but also generates
value for companies by enhancing workforce performance
and engagement.
Human Resources departments often focus on “soft
skill” training programs that address leadership, teamwork,
communication and cultural awareness. However, techni-
cal training, especially in specialized fields such as mineral
processing, is often handled in a fragmented or ad hoc
Figure 1. Over the last decade, skills/talent/workforce-
related risks regularly made Ernst and Young’s Annual Top
10 Business Risks in Mining and Metals ranking
25-094
Training Programs Can Generate Measurable Value
Katja Freitag
Metcelerate Limited, Vancouver, Canada
Robert Seitz
Metcelerate Limited, Greenville, SC
Diana Drinkwater
Metcelerate Limited, Brisbane, Australia
Jan Cilliers
Metcelerate Limited, London, United Kingdom
Claudia Castillo
Metcelerate Limited, Santiago, Chile
ABSTRACT
The talent gap in mining is not a new challenge. Mining
companies continue to seek innovative ways to attract,
develop and retain talent, and younger workers are look-
ing for opportunities to develop their professional careers.
Training provides a key value proposition for both employ-
ees and employers as it helps build a talent pipeline while
offering opportunities for learning and growth and value
creation.
In 2020, Metcelerate launched its 20-month program
for early career mineral processing engineers. The program
helps develop critical technical skills in the workplace and
is a tool to identify motivated engineers and change culture
within teams. Learners cap their skills development by exe-
cuting a technical investigation. This generates immediate
value—a win-win outcome for learner and company.
INTRODUCTION
The shortage of skilled talent has been viewed as a major risk
to mining and metals companies for most of this century
(Figure 1). It threatens the ability of companies to maintain
and improve operational efficiency, safety, and innovation,
as well as to address the evolving complexities of mineral
processing and resource extraction. With an aging work-
force, a shrinking pipeline of graduates, and challenges to
attract young professionals, this risk will persist and likely
increase.
As part of a talent strategy to mitigate this risk, train-
ing programs can provide a key value proposition to attract,
develop and retain talent. As McKinsey &Company notes,
companies that prioritize people development “become tal-
ent magnets for employees who want to build their knowledge
and networks” 1 .An environment that offers development
opportunities not only makes it more attractive for talent
to join and stay in the mining industry, but also generates
value for companies by enhancing workforce performance
and engagement.
Human Resources departments often focus on “soft
skill” training programs that address leadership, teamwork,
communication and cultural awareness. However, techni-
cal training, especially in specialized fields such as mineral
processing, is often handled in a fragmented or ad hoc
Figure 1. Over the last decade, skills/talent/workforce-
related risks regularly made Ernst and Young’s Annual Top
10 Business Risks in Mining and Metals ranking