COVID-19 is fundamentally changing the workplace. In mining, the pandemic has both accelerated industry digital agendas and necessitated long-term remote-working strategies that keep workers safe and support their wellbeing. In order to maintain that momentum, Chief Human Resources Officers (CHROs) must develop targeted policies that unlock the full potential of the workplace evolution (Figure 1).

CHROs we have spoken with are basing new workforce strategies on three factors. First, the identification of all roles that don’t need to be located on-site. Second, the increased industry advocacy for flexible working (leaders are now recognizing that remote work can increase productivity). And third, de-centralization of the workforce, achieved through a hybrid model of fewer people on-site and smaller offices that become centers of collaboration and innovation.

Figure 1: Pandemic has disrupted mining workforce dramatically

A transformed mining workforce will require different skills, which are being dictated by key trends. For example, with specialized mechanical roles (i.e. machine operators) and repetitive tasks (i.e. data processing) most likely to become automated, workers with analytical skills will be in demand. Artificial intelligence, machine learning and process-automation experts will be needed to oversee new ways of working. In addition, the World Economic Forum’s Future of Jobs report identifies leadership and social influence as a main focus of mining companies’ reskilling or upskilling programs—empathy is vital to mitigating the potential negative impact of remote working on mental health, and managers need superior communication skills to manage isolated teams.¹ And finally, with remote working fatigue hitting the workforce and leaving workers susceptible to mental health issues, managers must be vigilant in checking on workers and companies must provide ongoing support as ways of working evolve.