Global Mining Summit 2017

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  • Human Capital in Mining:
    What Insights Companies Need for Increased Flexibility


    Sean Junor, a speaker at the marcus evans Global Mining Summit 2014, focuses on the human capital aspects of the mining industry.

    Interview with: Sean Junor, Manager - Workforce Planning and Talent Acquisition, Cameco Corporation


    Mining organizations need to do a better job of understanding their workforce,” advises Sean Junor, Manager - Workforce Planning and Talent Acquisition, Cameco Corporation. “They spend very little time assessing the human capital, focusing more on physical capital inputs (equipment, cost of propane or tires). That is to the detriment of the industry,” he adds.

    A speaker at the marcus evans Global Mining Summit 2014, in Las Vegas, Nevada, March 17-18, Junor talks about workforce planning and optimization.

    Cameco is trying to align its talent acquisition policies with operational planning. Why and how?

    Cameco is attempting to integrate its talent acquisition and Human Resources (HR) policies and programs with its business strategy to allow for greater flexibility for managers and business unit leaders. Also, ensuring the same processes do not need to be repeated every time. The company has integrated short- and long-term planning into the operations and business unit cycles, so they have, at least, an annual review of pressure points and potential internal problems that would give them insight to save time and resources.

    How could mining companies better identify their future talent needs?

    This starts from gaining a better insight into the internal talent. They should reexamine how they run their annual performance reviews and how much feedback they provide to employees. They must have an understanding of the performance and potential of key individuals. Equally important, they need better insight on core competencies and what is required for each role. The competencies required today are likely not the same as those the company will be leaning on in a few years. Mining work is always changing. Whether change is due to new technologies, the need to automate or increase productivity, it impacts the workplace, so the skill-set of employees must change accordingly to support that. Automation may require fewer employees, but it adds a level of complexity that cannot be handled by every entry level job.

    How can your department influence expenditure reduction?

    We look for resource optimization. The goal is to simplify, automate and standardize logical work processes. These processes can allow operational staff to spend more time on strategic or production activities.

    In addition, I believe companies have to put an increased priority on their internal talent, gain insights into what their people have as career interests and what they can undertake, so that they do not go purchase labor on the open market every time they need to fulfill a role. That often has a long time lag and proves more costly. They should leverage their investments, leadership and training capabilities to grow their own workforce.

    How should they plan their workforce for scenarios of prosperity, stasis and austerity?

    They need insight into the drivers of potential change. It could be pending retirements or voluntary turnover. If they are planning new projects, they need to be aware of the demographics of their workforce and availability of talent. That is often heavily influenced by commodity and stock prices, but when the industry is expanding, the company will be competing for the additional labor against other organizations as well as itself, as employees will have options to leave.

    What is critical for companies to consider is how employee turnover is a lagging indicator often correlated with absenteeism and engagement, and what its demography can say about the predictive nature of their workforce.

    If companies had better intelligence on these metrics for each unit, they would have a good idea of what their future workforce will look like and what support will be needed.

    Contact: Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division

    Tel: + 357 22 849 313

    About the Global Mining Summit 2014

    This unique forum will take place at the Red Rock Casino, Resort & Spa, Las Vegas, Nevada, March 17-18, 2014. Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on mine productivity, automation of the mining process, safety and how to retain a highly skilled and educated workforce.

    For more information please send an email to or visit the event website

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    The Mining Network –marcus evans Summits group delivers peer-to-peer information on strategic matters, professional trends and breakthrough innovations.


    Please note that the Summit is a closed business event and the number of participants strictly limited.

    About marcus evans Summits

    marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, case studies, roundtables and one-on-one business meetings. For more information, please visit

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