SOURCE: marcus evans

marcus evans

September 05, 2012 10:42 ET

Align Talent Acquisition Strategies With Workforce Planning Processes to Be Addressed at marcus evans Workforce Planning in Mining Conference

Interview With Sean Junor, Manager, Workforce Planning and Talent Acquisition at Cameco Corporation

CHICAGO, IL--(Marketwire - Sep 5, 2012) - Human resource challenges are one of the largest threats to the future competitiveness of the Canadian mining industry. The looming retirement of the baby boom generation, the difficulty in attracting and engaging younger workers and an underrepresentation of diverse groups such as Aboriginal peoples, women and new Canadians, all contribute to the human resource challenges.

Sean Junor answered a series of questions written by marcus evans before the forthcoming Workforce Planning in Mining Conference, October 25-26, 2012 in Toronto, Canada. Sean shares his thoughts on workforce planning processes.

How are you linking talent acquisition and workforce planning disciplines to gain perspective on opportunities for collaboration?

Sean Junor: The merging of the two groups was identified as a way to link the talent planning (strategic) and execution (tactical) aspects of talent management. The team now has a better line of sight into the current and future talent requirements for their areas of responsibilities.

In addition, the merger also allows individual staff to take on new projects and responsibilities outside of traditional recruitment functions.

How do you source, identify, recruit, and select talent that meet the long term workforce plan?

SJ: Cameco currently employs multiple strategies for attraction and recruitment of talent. The amount of resources deployed to a vacancy is dependent on both the quantity and the difficulty.

Our trades and semi-skilled occupations routinely require internal support; however, not much additional support from traditional mediums (e.g., advertising, posting, etc.) is required. This is not the case with the majority of professional and technical roles. The majority of these vacancies require a multi-pronged approach using internal and external resources. Currently, close to one in six vacant positions require external support (search firms).

In addition, we use the services of some search firms for strategic recruiting services to assist with the identification of the passive candidate. Finally, we offer referral bonuses to our employees to assist with the identification of key talent for overall company success.

Can you describe your process for designing effective advertising campaigns that enhance the initial buy-in with key potential talent?

SJ: Cameco has recently overhauled our strategic recruitment advertising and marketing approach. The direct linkage for talent to corporate objectives and challenges is front and center. We are currently focused on key occupations and geographic locations and slightly tailor our message depending on the combination of the two focal points.

Our goal is to present the potential employee with a clear message of what sets Cameco apart from its competitors, what challenges exist and the overall strategic direction of the company.

In what ways are you enhancing engagement with potential key talent at Cameco Corporation?

SJ: Work has commenced with a number of employee development initiatives designed to provide clarity of internal opportunities. This work has coincided with our Double U production strategy and is designed to ensure employees link their personal growth with long-term company growth.

Job progressions have been rolled in throughout many facets of the business for the past three years. This transparent function is designed to provide both the employee and supervisor a roadmap to movement within a job family. A career development pilot project has commenced, targeting our high potential northern Saskatchewan employees, which is designed to enhance movement for a select employee group. These activities, combined with other talent focused ones, have played a role in increasing our internal movement. In 2011, our internal movement rate was over 20% for the third straight year.

Sean Junor is the Manager of Workforce Planning and Talent Acquisition at Cameco Corporation. Over the past five years, Sean's responsibilities within human resources have evolved and expanded to include targeted recruitment and strategic management of employees in an exceedingly limited pool of skilled workers.

About the Workforce Planning in Mining Conference 2012

This unique event will take place in Toronto, Canada from October 25-26, 2012. Industry leaders attending this event will benefit from a dynamic presentation format consisting of workshops, panel discussions and case studies. Attendees will experience highly interactive conference sessions, 10-15 minutes of Q&A time after each presentation, 4+ hours of networking and exclusive online access to materials post-event.

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