Challenges and strategies associated with recruiting, training, and retaining mining maintenance workers

Retaining knowledgeable and capable workers in the mining industry is a well-known challenge, especially for maintenance workers. Since they are limited in quantity and their skill sets are very attractive to other workplaces. A key to maintaining an efficiently run operation is good maintenance, and without skilled maintenance personnel, operations are in dire straits. This study examines the challenges and strategies associated with recruiting, training, and retaining mining maintenance workers across various roles, including technicians, mechanics, engineers, subcontractors, and researchers. The mining industry faces significant workforce challenges due to an ageing workforce, skills gaps, and competition for talent. Our research investigates how these issues manifest differently for each maintenance role and explore implications for work system design. Forty-five interviews were conducted with relevant personnel and five workshops (42 participants) consisting of electricians, mining vehicles, mining machinery, and engineers. Our research reveals role-specific challenges and their implications for work system design, aligning with Carayon's SEIPS model (Carayon & Smith, 2006), which integrates human factors and ergonomics into system design for improved safety and efficiency. Key findings indicate that technicians and mechanics face challenges in remote work locations and physically demanding tasks, necessitating improved onsite living conditions and safety training. Engineers struggle with limited career progression opportunities, highlighting the need for clear advancement pathways and continuous learning programs. Subcontractors experience integration and job security issues, requiring better communication and engagement strategies. Researchers encounter difficulties bridging the gap between academic knowledge and practical application, emphasizing the importance of industry-academia partnerships.The study proposes tailored strategies for each role, including enhanced training programs, flexible work arrangements, and improved employee value propositions. Additionally, it suggests implementing data-driven recruitment processes, mentorship programs, and cross-training initiatives to address role-specific challenges. These findings have significant implications for work system design in the mining industry, emphasizing the need for adaptable, role-specific approaches to workforce management to improve recruitment success and employee retention across all maintenance roles.