6th International Mine Geology Conference

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6th International Mine Geology Conference

• Session 7 Professional Challenges
• Best practice graduate program guidelines
• Our demographic destiny
• Tuesday 22 August 2006 Don Larkin
• CEO The AusIMM

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Graduate Program Best Practice Guidelines

• Purpose
• Tool for AusIMM Student and Graduate Members
• Tool for companies (large tick off approach,
  small adoption/start point)
• Link to AusIMM Professional Development and CP
  Status
• Structure
• Part One Over Arching Principles
• Part Two Discipline Specific Aspects

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• Survey - 18 response rate (57 out of 315)
• 39 of respondents felt that their expectations
  were either only partially met or not met at all
• 60 of respondents stated that their
  expectations were either partially clear or
  unclear when commencing their program
• 88 of respondents believed that there was a role
  for The AusIMM to play as a professional
  institute in compiling a set of Best Practice
  Graduate Program Guidelines
• Quotes

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THE CHANGING STRUCTURE OF AGE
Implications of an Ageing Australia, Productivity
Commission April 2005
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The Age Chasm Drake White Paper Volume 2, No. 5

• Successfully Managing age in your Organisation
• As the population ages a fault line is
  emerging that separates the past and future
  landscapes of the Australian workforce. For the
  foreseeable future, growth in the supply of
  labour will be firmly concentrated in the group
  aged 45 years and over.
• For every new young person entering the labour
  market today, there are seven people aged 45
  years and over available. By 2010 this will
  create permanent shortages in the Australian
  Labour Market forcing organisations to
  dramatically re-think their employment practices.

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New entrants to the labour marketDiminishing
Access to Labour
1980s 1990s
2020s and beyond
Access Economics
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Need to engage more younger workers.
Potential to maintain engagementof older workers
Source ABS, 2001
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Key Risks (Drake)

• Increased competition for labour
• Expansion of skills shortages
• Increased competition for younger people
• Increasing mismatch between the available labour
  pool and the competencies and characteristics
  required
• Loss of operational knowledge, due to low
  retention rates and exit to retirement
• Loss of executive knowledge, due to exit to
  retirement
• Impaired productivity consequences
• Falling or stagnating growth
• A shifting landscape of health and well being
• Limited capacity amongst the organisations
  managers and leaders to assess and respond to the
  changed environment

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Five Key Drivers of Participation Rates
Melbourne Institute Report

• Improve Educational Attainment
• Delaying Retirement
• Improving childcare facilities
• Undertaking Welfare Reform
• Improving Health

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