The mining sector is known for its demanding work conditions, remote locations, and cyclical nature. Historically, mining employees have been relatively loyal, often staying with employers for long stretches due to stability and industry-specific skill sets. But that narrative is shifting. Today, more mining professionals are exploring job changes. The question is: why?
As recruiters in the mining industry, CA Mining is seeing firsthand how the landscape is evolving. Below, we unpack the main factors driving employees to reconsider their positions and, in many cases, make a move.
Employment and Economic Impact
Statista data shows that in 2023, the mining industry employed a total of 477,000 people in South Africa, contributing around 202.1 billion South African rand to the country’s GDP. This underscores the industry’s significance—not only economically but as a major employer in the region. As such, any shift in employment patterns has ripple effects across both the workforce and the broader economy.
1. Salary and Benefits Gaps
Compensation remains a key motivator. Mining employees, especially skilled professionals like engineers, geologists, and project managers, are in high demand. When competing companies offer better salaries, bonuses, or benefits packages, it becomes difficult for employees to ignore the difference.
In particular, global mining hubs like Australia and Canada are offering highly competitive remuneration packages. Employees working in African or South American operations might look abroad or to multinational companies for better compensation and perks, such as housing allowances, fly-in-fly-out (FIFO) options, and family support.
2. Burnout and Work-Life Balance
Mining is tough work. Long shifts, isolation, harsh environments, and long stints away from home take a toll. Even with high salaries, workers are reaching a tipping point where burnout outweighs the financial rewards.
There’s a growing desire for roles that offer more predictable hours, closer proximity to family, and improved mental health support. Companies that fail to prioritize work-life balance risk losing employees to those that do.
3. Career Progression and Skill Development
Many mining professionals leave their roles because they feel stuck. If there’s no clear career path, no training, or no new challenges, top talent will start looking elsewhere.
Younger generations, in particular, value ongoing learning and visible upward mobility. They want to build diverse skill sets, work across different commodities, and eventually lead teams. Employers that invest in mentorship, training, and internal promotions are more likely to retain their staff.
4. Company Culture and Leadership
Toxic management or poor communication from leadership can drive employees away, even if pay and benefits are strong. Workers want to feel heard, respected, and aligned with a company’s mission and values.
The younger workforce is also more values-driven than previous generations. If an organization lacks diversity, equity, or environmental responsibility, it may be seen as outdated or unattractive. Culture matters, and leadership sets the tone.
5. Economic and Political Instability
In regions where mining is a major employer, political or economic instability can trigger job insecurity. If governments change mining laws or increase taxes, or if civil unrest threatens operations, employees may start looking for more stable environments.
We see this particularly in parts of Africa and South America, where skilled professionals are migrating to more politically stable countries or companies with stronger global footprints that can offer mobility.
6. Technological Change and Industry Evolution
Mining is becoming more tech-driven. Automation, AI, and remote operations are changing how sites operate. While this creates opportunity, it also causes uncertainty.
McKinsey & Company reports that automation and digitalisation are transforming the mining industry, with an estimated one in 16 workers globally needing to find a different occupation by 2030. This presents a major challenge for employees concerned about job security—and a chance for proactive companies to lead the charge in reskilling and upskilling their teams.
Some employees fear redundancy if they don’t upskill. Others are eager to join forward-thinking companies that are investing in technology and innovation. The companies embracing the digital evolution and supporting their teams through the transition are more likely to attract and keep top talent.
7. Global Mobility and Remote Opportunities
Post-COVID, mobility has become more feasible. More professionals are willing to relocate internationally, and more companies are offering hybrid or remote options for non-site-based roles.
This flexibility opens new doors. A mine planner in Zambia might now consider a remote planning role based out of Perth. A procurement officer in Johannesburg might work for a Canadian firm without leaving South Africa.
8. Reputation and Employer Branding
Word travels fast. A poor safety record, negative media coverage, or bad reviews on employer rating sites can deter current employees and scare off potential ones.
On the flip side, companies with strong reputations for safety, sustainability, community engagement, and employee welfare build loyalty. They also attract experienced professionals who are disillusioned with companies that lack these standards.
9. Personal and Family Considerations
Sometimes, the decision isn’t about the job at all. Employees may change roles due to family obligations, children’s education, a spouse’s career, or a desire to live in a different region or climate.
Mining employees often make personal sacrifices. But over time, the trade-off becomes harder to justify, especially if other companies offer better work-life integration or support for family needs.
10. Contract Nature of the Work
Many mining roles are contract-based or tied to project timelines. When a project ends or enters a new phase, employees often face uncertainty or layoffs. This triggers job searches, even if they would prefer to stay.
Permanent roles, or at least transparent communication about long-term plans, help build trust and stability.
What Can Employers Do?
If mining companies want to retain top talent, they need to be proactive:
- Benchmark compensation regularly to stay competitive.
- Foster a positive culture with clear leadership and open communication.
- Invest in professional development and internal promotions.
- Support work-life balance through flexible rosters and mental health resources.
- Adapt to technology and help employees grow alongside it.
- Strengthen employer branding through ESG initiatives and community outreach.
Listening to employee feedback and acting on it is critical. People want to work for companies that value them as more than just a number.
The mining workforce is evolving. Employees have more options, more mobility, and higher expectations than ever before. Companies that ignore these changes will lose talent to those that adapt.
At CA Mining, we connect skilled professionals with the right opportunities and we help mining companies build teams that last. Understanding why people leave is the first step in helping them stay.
