Pride in mining eases industry-wide labour pain.

Human nature, suggests Craig Gates, dictates that we don't take action until we feel pain. While the mining sector has been adept at avoiding labour pains, there are plenty of companies in Saskatchewan hurting for workers.

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"We've all known for years this (labour crisis) has been coming, and now that we have a hot economy people are starting to feel the pain," says Gates, Vice President of Business Innovation for McNair Business Development Inc.

The theme for this year's Saskatchewan Mining Association (SMA) Mining Week, 'Exploring, Discovering and Developing Our Workforce', has been and will likely continue to be more than a theme for Saskatchewan companies. It's their first priority.

"The first thing companies should absolutely do is get their succession planning in order," says SMA Human Resources Committee Chairperson Adele Failler. "Every time there is a retirement and a senior person leaves it creates a domino effect. Current employees see an opportunity for advancement into a challenging and rewarding job."

It's much easier and much more beneficial to the company to keep a good employee rather than finding a new employee, Failler insists. An existing worker already knows the ropes--they're familiar with the company culture, they've likely been trained by the company and their loyalty to the company doesn't come with a price tag.

Communicating to employees the true and complete benefits of their job is the best way to retain workers, according to Dr. Hilary Horan, Professor of Business Administration at the University of Regina. He says 60 per cent of employees don't realize the extent of their total compensation packages and that greater understanding would lead to higher retention.

A whole new can of worms opens up when a company looks elsewhere for employees. A fresh perspective from the outside has its place, Failler says, but that is a thin silver lining in what is usually a time-consuming and costly effort.

"We've been doing the job fairs, the recruitment drives, bringing in co-op students. The mining industry has been good at recognizing the talent level that is coming out of the universities," Failler says.

Recruiting tactics have changed with the shifting labour market. Gates knows it's not easy to get the attention of the younger generation.

"Companies first have to understand what younger workers want and how they think, and second they need to change their orientation in a number of different respects," Gates says.

Salaries are not the driver they once were, Dr. Horan says. People are looking for professions and positions where they can hold their heads high and be proud of their organization

"In terms of dedicating their careers and making a difference in a place, employees are asking questions like 'Why do I want to work here?' and 'Can I be proud of this company'," Dr. Horan says. "It's no fun if you have to defend to everyone what you do."

Companies need to take every opportunity to get their name out as an employer of choice, he suggests, and the province must continue to reinforce the feeling that Saskatchewan is a good place to live and work.

"It has to be a co-ordinated strategy," Dr. Horan continues. "I'm not talking about spin. My experience is that Saskatchewan companies and people are positive, but sometimes it's hard to be overheard next to the clamor in other places.

"The attitude is high; the voice needs to be louder."

Failler agrees that people in the rest of Canada are largely unaware of the opportunities in Saskatchewan. She also believes the word is starting to get out both for the province and the mining industry.

"We have an opportunity to make an impression," Failler states. "I think the SMA has been doing a very good job at raising awareness of the industry outside of Saskatchewan and within the province."

Mining can take up the slack when other areas of the provincial economy are weak.

Jobs in forestry, for example, are transferable as they require many of the same basic skills as mining. There has also been significant migration from supplier industries to mining.

"We definitely don't want to rob our suppliers of their workers, but at the same time we don't want to deny a potential employee an opportunity in our industry," Failler says.

"When we're recruiting we focus on finding the best person for the job."

With strong commodity prices, announced expansions, new developments and a retirement wave that has not yet reached its peak, the mining sector anticipates being in hiring mode for the foreseeable future.

"I'd say in the next five years it will really hit home," Gates predicts. "That said, there is still time to be pro-active within the province and the industry."