Case Study:
A global mining company
Natural Resources
Placing a management-level executive at one of the world's top five largest copper mines
South America
A global mining company needed to hire a new General Manager to oversee one of the organisation’s most complex mining operations. This GM would have responsibility for one of the company’s top five global assets with an extremely high profile in the local area, as well as in the overall mining industry.
The new GM would be based on site, require experience with both open pit and underground mining operations, and supervise a staff of over 5,000 employees. The site also presented a very specific challenge with a location 3,500 metres above sea level (and 100km from the nearest port facilities), that happened to be close to an urban population of 10 million people. The role additionally required internal stakeholder management at executive level within the organisation, exceptional external communication with the local community and additional stakeholder management with key government officials, due to the importance of the asset within the region.
The mine had recently undergone a programme to enhance its productivity and restructure its workforce, and the candidate needed to drive a technological transformation, and visualise the future of the asset from a sustainability perspective with excellent understanding of industry regulations.
Due to the visibility of this role within the organisation and the importance of this global asset, the right candidate for this role would also have high potential to become part of the company’s senior leadership pipeline.
Parkhouse Bell has worked closely with this organisation to develop a pipeline of General Manager talent within its locations around the world. With a focus on diverse candidates who come from comparable industry backgrounds, Parkhouse Bell mapped competitor organisations, and different mining assets and commodities, for the globalisation of a pipeline that lead to around 700 mapped candidates.
When this particular role became available, we were able to focus on the commodity specific to this site, and use the talent map to deliver a short list of seven top-tier candidates to the organisation within 3-4 weeks. Parkhouse Bell created a live dashboard that showed each relevant candidate against each of the assets, and were able to compare external talent with existing internal talent when it came to leadership styles, cultural fit and industry experience.
While finding the right person was more critical than the speed of the hire, Parkhouse Bell was able to minimise both the cost and time to hire with the existing General Manager programme in place. This mitigated the organisation’s risk against their assets by making sure a crucial role was always filled, and by creating a succession programme.
Most of the candidates interviewed had specific mining experience in the exact country where the asset was located, as well as cultural ties to the region in some way.
Parkhouse Bell found and placed a candidate in the General Manager role who was the right fit for the organisation, and had progressed through high-level roles within mining for around twenty years.
This candidate eventually went on to maintain the role of GM, as well take on the role of Chief Executive of the region.
Other executive-level management within the organisation have said they were very happy with the appointment of a ‘highly valued professional’ within the industry.
CASE STUDY
A global mining company
Natural Resources
Placing a management level executive at one of the world’s top five largest copper mines
South America
The Challenge
A global mining company needed to hire a new General Manager to oversee one of the organisation’s most complex mining operations. This GM would have responsibility for one of the company’s top five global assets with an extremely high profile in the local area, as well as in the overall mining industry.
The new GM would be based on site, require experience with both open pit and underground mining operations, and supervise a staff of over 5,000 employees. The site also presented a very specific challenge with a location 3,500 metres above sea level (and 100km from the nearest port facilities), that happened to be close to an urban population of 10 million people. The role additionally required internal stakeholder management at executive level within the organisation, exceptional external communication with the local community and additional stakeholder management with key government officials, due to the importance of the asset within the region.
The mine had recently undergone a programme to enhance its productivity and restructure its workforce, and the candidate needed to drive a technological transformation, and visualise the future of the asset from a sustainability perspective with excellent understanding of industry regulations.
Due to the visibility of this role within the organisation and the importance of this global asset, the right candidate for this role would also have high potential to become part of the company’s senior leadership pipeline.
Our Solution
Parkhouse Bell has worked closely with this organisation to develop a pipeline of General Manager talent within its locations around the world. With a focus on diverse candidates who come from comparable industry backgrounds, Parkhouse Bell mapped competitor organisations, and different mining assets and commodities, for the globalisation of a pipeline that lead to around 700 mapped candidates.
When this particular role became available, we were able to focus on the commodity specific to this site, and use the talent map to deliver a short list of seven top-tier candidates to the organisation within 3-4 weeks. Parkhouse Bell created a live dashboard that showed each relevant candidate against each of the assets, and were able to compare external talent with existing internal talent when it came to leadership styles, cultural fit and industry experience.
While finding the right person was more critical than the speed of the hire, Parkhouse Bell was able to minimise both the cost and time to hire with the existing General Manager programme in place. This mitigated the organisation’s risk against their assets by making sure a crucial role was always filled, and by creating a succession programme.
The Outcome
Most of the candidates interviewed had specific mining experience in the exact country where the asset was located, as well as cultural ties to the region in some way.
Parkhouse Bell found and placed a candidate in the General Manager role who was the right fit for the organisation, and had progressed through high-level roles within mining for around twenty years.
This candidate eventually went on to maintain the role of GM, as well take on the role of Chief Executive of the region.
Other executive-level management within the organisation have said they were very happy with the appointment of a ‘highly valued professional’ within the industry.