Category: News from InterSearch local companies

Multiple Threats in Mining: Limit these with the best commercial and technical management team

– by Cheryl Zeghers, Principal Consultant – InterSearch Oman

The driving force behind what used to be Africa’s most advanced and richest economy, South Africa, was the mining industry. Lesson’s to be learnt.

Today South Africa is still the world’s richest nation in commodity wealth with mineral reserves estimated at USD2.5 trillion. Twenty five percent of the economy can be attributed to mining.  Mining started in 1867 with the discovery of diamonds and in 1886 in the Johannesburg area with the Witwatersrand gold rush. Today South Africa is the world’s largest producer of chrome, manganese, platinum and vanadium and the second largest producer of ilmenite, palladium, rutile and zirconium.  South Africa is also the world’s 3rd largest producer of coal and a major producer of iron ore.

Today there are several challenges facing the South African Mining industry:

  • Labour
  • Rising costs
  • Political uncertainty and subsequently policy uncertainty
  • Unreliable sources of power
  • A long cycle of reduced global demand (China is South Africa’s largest trading partner in commodities)
  • Ongoing human rights issues
  • Allegations of corruption
  • What is known as the “Brain Drain” caused by skilled people leaving the country and a subsequent serious skills shortage

The governments of the Middle East are actively exploring various mining ventures as a way to diversify and boost economies. Investors do not start projects like these with an intention to fail. However, refineries burn, bridges collapse, pipelines burst and the best strategies are defeated.

The main contributor to project failure are known to be human factors. Take this in combination with the various other threats to the success of mining projects (see below) and it’s no wonder investors are nervous:

  • Lack of funding
  • Fluctuating commodity prices
  • Currency fluctuation
  • Taxes
  • Regulations
  • Delays in government approvals
  • Community opposition to projects
  • Health and safety
  • Environmental
  • Expertise
  • Semi- skilled and unskilled Labour problems
  • Security
  • Political
  • Equipment
  • Power & Water resources
  • Logistics

It is widely accepted that managerial matters are the reason for 92% of failed projects. It is essential to match competency guidelines with the exact technical and commercial expertise required so that there is alignment with a specific project.

The correct management team will convince investors and create trust in the project. Investors look for management teams with solid track records, the correct skill set, a proven ability to deliver, alignment with shareholders and a solid risk management strategy in place. A bad management team can take a good resource and destroy it.

Trust equals Investment. This means trust that resources will be allocated effectively. Trust that disreputable parts of the industry have been screened out. Trust that there is financial literacy; strong strategic understanding and world-class technical skills.

Even mining giants like Rio Tinto can make mistakes but they focus on the largest and best deposits. They also retain full management control of their projects and have the best regional strength and local knowledge in place. Rio Tinto also makes sure they have world leading commercial expertise, and the very best in project management, geology and mining.

It is imperative that an employer understands whether they need a generalist or a specialist. Different project phases (e.g. exploration; pre-feasibility/ feasibility, mine planning, funding, development and building, operations) require different skills sets from experts. It is also essential to match the skill to the specific resource whether it be a metallic mineral (copper, chrome, laterite or manganese) or an industrial mineral or rock. The specific proposed mining method whether it be underground or open cast is also an important consideration.

In conclusion, the best way to limit many of the multiple threats in new mining projects is to not only focus on the right deposits but also have the very best possible management team in place. Short cuts in either of these areas could well lead to failure.

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Original Source : United Arab Emirates – InterSearch Middle East FZ-LLC

Charles Aris Inc. adds ENGAGE Talent tools to its recruiting intelligence suite

Charles Aris Inc. adds ENGAGE Talent tools to its recruiting intelligence suite

Charles Aris Inc. adds ENGAGE Talent tools to its recruiting intelligence suiteCharles Aris Inc. is proud to announce its selection of ENGAGE Talent, a sourcing platform that combines big data and predictive analytics, as the executive search firm continues to enhance its recruitment services for client organizations.

Built to deliver timely business intelligence and greater sourcing efficiency, ENGAGE software tools will enable the Charles Aris search team to quickly identify and place qualified, available and interested candidates in mission-critical roles. With more than 100 million passive candidates and eight million professionals “likely to engage” on a weekly basis, ENGAGE joins Charles Aris at the forefront of innovation in recruiting.

“This premium platform complements and, in many ways, has the potential to dramatically improve our strong suite of recruiting research tools,” said Brian Styers, Charles Aris Inc.’s senior director of knowledge management. “Our team of executive search consultants will use the predictive availability signals in ENGAGE to further refine our 14-Step Priority Search Process for the sake of clients and candidates alike.”

That alignment across organizations has impressed Charles Aris chief operating officer Allen Oakley from the start.

“What I like most about our interactions with the ENGAGE team and platform is their approach to partnership,” Oakley said. “They want to hear the voice of their consumers. ENGAGE leaders’ personal introduction of new product releases, along with proactive gathering of user feedback, speaks volumes about their commitment to ensure that partnerships start strong and stay strong as each organization evolves.”

Styers sees great value in that collaborative approach.

“The ENGAGE team is remarkably responsive. They’ve developed an innovative tool that only grows more effective as they incorporate input from our professional researchers and recruiters,” Styers said. “I’m excited about what this technology can do for our clients and candidates in the marketplace.”

ENGAGE Talent CEO and founder Joseph Hanna is optimistic about the partnership’s prospective impact.

“We are extremely honored to have been selected by Charles Aris,” Hanna said. “Partnering with a premier search firm with almost 50 years of history in the space is a strong testament to the innovations we are delivering, and to their ability to adopt and influence leading-edge technologies.”


To learn more about this partnership or product, call Brian Styers at 336-378-1818 or email him.


Original Source: USA – Charles Aris Inc.

How Your Company Can Improve Diversity in 2017

How Your Company Can Improve Diversity in 2017

How Your Company Can Improve Diversity in 2017

Addressing diversity and gender parity is top of mind for business leaders and organizations across Canada and around the world, and it makes sound business sense. Statistics show that organizations with a diverse workforce perform better, are on the cutting-edge of new technologies and ideas, maintain an engaging organizational culture and in return see a positive impact on their bottom line.

 

Why Does Diversity Matter? It Drives Performance

Research by McKinsey, in a report titled Diversity Matters, finds that more diverse companies experience financial gains.

Our latest research finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. Companies in the bottom quartile in these dimensions are statistically less likely to achieve above-average returns. And diversity is probably a competitive differentiator that shifts market share toward more diverse companies over time,” says Vivian Hunt.

The report found:

  • Ethnically diverse companies are 35% more likely to outperform
  • Gender diverse companies are 15% more likely to outperform
  • While certain industries perform better on gender diversity and other industries on ethnic and racial diversity, no industry or company is in the top quartile on both dimensions

Diversity and Gender: Women Continue to Be Underrepresented

Only 41% of the global workforce are women, and even though there has been an increased effort to improve diversity, research by Mercer, When Women Thrive, Businesses Thrive, finds that we are actually working backwards and the economic gender gap will not close for another 170 years – 52 years longer than originally projected.

“We see increased focus on hiring and promotion of women into executive ranks, but these hires appear to be ad hoc and not supported by systemic practices. Even when we examine additional opportunities to close gaps in hiring, promotion and retention that disadvantage women, the forecast still falls short of parity,” says the report.

Key findings include:

  • Only 38% of organizations says that male employees are engaged in gender diversity efforts
  • Just 28% of organizations say women are as represented in P&L roles as in functional roles
  • Only 29% of organizations routinely review performance ratings by gender to check for disparities
  • Only 35% of organizations have a pay equity analysis built on a robust statistical approach – 34% have a formalized remediation process to address identified inequities

Even with all the effort to improve gender diversity, there are still a number of glaring issues:

  • A global female labor force participation rate of 54%, compared with 81% for men
  • A significant gap in pay between women and men
  • A persistently small number of women in senior positions

How to Improve Diversity in Your Organization

“Vowing to make a company more inclusive and diverse requires understanding what many underrepresented people face in the workforce and coupling that with why organizations should be more proactive in recruiting them. This conversation is anything but new, yet most industries are making scant gains. The only way to overcome that is to analyze what the underlying problem is. Following that, they can formulate a strategy to build better, stronger, and more successful teams. It’s as easy as that,” says Cale Guthrie Weissman on Fastcompany.com.

Here are some things that you can do to take steps in the right direction:

  • Acknowledge that you have a diversity issue: Stop playing the blame game and take an internal look at your organization’s hiring, promotion, and HR practices.
  • Examine the state of your organization: Who holds leadership positions? How diverse is your organization currently? What trends exist?
  • Assess your recruitment and talent sourcing practices: Where do you look for talent?  Where else could you be looking for talent? What new approach to recruiting could you implement to attract a more diverse talent pool?
  • Understand that diversity means more than meeting a quota: Having a diverse organization is not just for appearance. If you hire to simply fill a quota, you could actually be doing a disservice to your organization by impacting performance and culture.

 

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Original Source : Canada – Four Corners Group Inc.

Candidate

Finding the right fit between Candidate and role enables business success

In a working environment in which the most Talented of Candidates have their choice of job offers from which to choose, a good fit between an organisation and their employees is a crucial part of attracting and retaining these individuals. Not only does this fit allow for a synergy between the individual and the organisation to develop, it saves the company from experiencing the great setbacks associated with hiring the wrong person for the job.

In a survey conducted amongst top CEOs, 41% acknowledged that hiring the wrong Candidate can cost a company in the thousands of Rands per hire. Finding the right fit between a Candidate and a role will not only save the company money, it can create an environment that enables these individuals to perform at their best and their inevitable engagement will ultimately translate into success for both employees and the business as a whole.

When working a role on behalf of our Clients, recruitment at Mindcor – member of the InterSearch organization in South Africa is about more than just finding an applicable Candidate. We target industry leaders and specialists that not only meet the requirements that our Clients set out, but have also been evaluated by our highly competent staff. Our recruitment methodology works hand-in-hand with our Clients to deliver the right Candidate for the job and enable their business success through people.

If you are interested in being assisted with mid-tier and executive recruitment for your organisation, please contact Mindcor on 011 551 5500 or info@mindcor.com. You can also read more about our solutions and services along with all of our current vacancies at www.mindcor.com.

Career, Recruitment, Talent

Tags: recruitment, Right Fit

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Original Source : South Africa – Mindcor (Pty) Ltd.

Charles Aris

Charles Aris Inc. adds expertise in education, aerospace and autos

Charles ArisExecutive search firm Charles Aris Inc. has added three new practice leaders to its growing business development team, diversifying its recruitment capabilities in the Automotive, Aerospace & Defense, and Education spaces.

 

Rick NoelRick Noel has joined the Charles Aris team as a practice leader focused on placing executives in the automotive industry.

Rick joined the Greensboro-based firm with 31 years of experience in engineering, operations, quality and project management – including 17 years in the automotive industry. His track record is strong: Rick previously worked with organizations such as Johnson Controls and Magna International, and spent 14 years in the industrial engineered products arena while serving in global senior leadership roles with companies such as Danaher and Actuant Corporation.

To learn more, call Rick Noel at 336-378-1818 x9137 or email him at rick.noel@charlesaris.com.


Blair BassBlair Bass has joined the Charles Aris team as an engineering and operations practice leader focused on placing executives in the aerospace and defense industries.

Blair holds senior leadership experience in business management / operations consulting. He has used his diverse background in customer service, business development, project management, IT development and deployment, operations management, inventory management, finance and sales to increase efficiency and improve profitability across functional areas.

Prior to joining Charles Aris Inc., Blair served as vice president operations in a Fortune 100 organization. Blair has also served as principal / vice president of a global consulting firm, leading its North American Aerospace & Defense practice. He has led innovation and operational improvement efforts for a wide range of multibillion-dollar and multinational corporations while focusing on leadership development and employee engagement initiatives.

To learn more, call Blair Bass at 336-378-1818 x9157 or email him at blair.bass@charlesaris.com.


Susan SchurmanSusan Schurman has joined the Charles Aris team as a private equity practice leader focused on placing executives in the education space.

Susan is a strategic thought leader with proven success in cultivating high-achieving dynamic teams. Prior to joining Charles Aris Inc., she worked in many facets of corporate training and education including recruiting and developing sales and leadership teams in both retail and direct sales markets globally. Having successfully built mission-critical teams for brands including May Company and Limited Brands, Susan moved into the corporate direct sales management world, working with Avon Products to create a standardized national recruiting and training program for its salesforce of more than 500,000.

Susan continued to expand her expertise in corporate training and development as the national director of sales and marketing for Motives Cosmetics, where her international teams in the United States, Taiwan, Hong Kong and Canada showed unprecedented sales growth.

To learn more, call Susan Schurman at 336-378-1818 x9159 or email her at susan.schurman@charlesaris.com.


  • Ashlee Wagner has promoted from senior associate recruiter to associate practice leader. Ashlee places elite strategy consultants in a variety of industries and functions.
  • Alissa Hornbuckle has promoted from associate recruiter to senior associate recruiter. Alissa places senior leaders in an array of industries and functions.

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