Earlier in my career, I worked extensively in big tech. I consulted with several Fortune 500 companies, and one thing that always stood out was the culture. I remember walking through offices buzzing with bright, ambitious talent, fueled by generous perks and a shared belief that they were building something meaningful.
That was then.
Today tech is full of layoffs and tough-love management. Earlier this month reports surfaced that thousands of Amazon employees must relocate to cities like Seattle or Arlington, Virginia just to keep their jobs. And even if they do, they’re being warned by leadership: no matter where they are or what they do, AI may soon replace them anyway.
The underlying message is clear – most people are expendable.
And it’s not just tech. Speak to anyone working in a major corporate environment and you’ll hear similar themes: endless rounds of cuts, once-praised hybrid models of working being scrapped, and stack ranking performance review systems that are quietly eliminating employees with ruthless efficiency.
Fear-based cultures are taking hold. Workers keep their heads down, hoping they’re not next. With AI already reshaping entry-level roles and shrinking opportunities for recent graduates, the promise of a stable corporate career of that kind that felt ordinary these past few decades feels increasingly out of reach.
This creates space for a different kind of employer to step forward — and mining should take note.
I recently spoke with a mid-sized mine operator looking to fill more than 100 open roles. They were seeking help to develop job-focused materials to help them attract talent. It’s just one example of a broader challenge. As the world accelerates its push for critical minerals and gold prices surge, mining faces a looming labor shortfall. As expats have warned for years, a significant portion of the mining workforce is approaching retirement, and there’s no clear pipeline of talent coming in behind them.
Meanwhile, a new generation of workers is heading to – or leaving – post-secondary schools searching for careers that offer meaning, security, and a future. But according to a McKinsey survey, 70% of youth aged 15 to 30 said they “definitely wouldn’t” or “probably wouldn’t” consider a job in mining. Only 4% said they “definitely would.” As a parent of three — one in post-secondary, two about to graduate high school — I see this firsthand. Among their peers, mining simply isn’t part of the conversation.
This despite living in a country built on resources, and where mining contributes $148 billion annually to the economy and makes up 6% of Canada’s GDP. For context, the entire ICT sector contributed $125.5 billion in 2023 — or 5.7%.
There is hope. Gen Z is starting to read the writing on the wall when it comes to the job market. Many are increasingly drawn to trades, a shift that could serve as a natural pathway into mining. And with enrolment in mining-related programs declining across North America, there’s a clear opportunity for young people to take a closer look.
But they won’t find these opportunities on their own.
The industry needs to step up. Get louder. Be bold. Be visible. It’s time to show the next generation that mining isn’t just part of Canada’s past — it’s purpose-driven, future-focused and waiting for them.
