澳洲dissertation網：新西蘭與中國粘土采礦業研究報告-EXITO’s National China Clays Mining In

澳洲dissertation網：EXITO’s National China Clays Mining Industry Report, 2004

The Researcher.
Chris Beardsley carried out the survey and analysis work and produced the reports. She is the Director of Performance Matters Limited, a smallChristchurch based management consulting company which specializes inthe provision of management training, executive coaching, performancemanagement, survey and report writing and conflict resolution services.
Email - [email protected]
EXITO and the industries it supports are indebted to Chris for the enthusiasm and
國際商務管理dissertationprofessionalism she brought to the task.
EXITO’s National China Clays Mining Industry Report, 2004
1
EXITO’s Report on the National Survey of the New Zealand China Clays Mining Industry
Index
Page Number
1. Executive Summary
Industry Response
Purpose of Survey
Methodology
Survey Response Rate
Demographic Data – New Zealand China Clays Mining Industry
Gender
Ethnicity
Age of Workforce
Relevant Experience/Qualifications before Entering the Industry
Encouragment to take On-Site Responsibility
Training
Training and Professional Development Deficits
Future Delivery for EXITO
Recruitment and Retention
Training Issues for the Company
5
5
5
5
6
6
6
6
6
7
7
7
7
8
8
8
2. Overview
Equity of Access for Learners
Consultation
10
10
3. Methodology
Data Collection Method
Data Requirements
Pilot-Testing the Questionnaire
11
11
11
4. Response Rate
13
5. Results of the Survey
Section 1 – China Clays Miners and Operators
Part 1 - Demographic Data
Number of sites surveyed
Gender
Ethnicity
Average age
Average hours worked per week
14
14
14
14
15
EXITO’s National China Clays Mining Industry Report, 2004
2
Reasons for entering the China Clays mining industry
Relevant experience/qualifications before entering the industry
Average number of years worked in the China Clays mining industry
Percentage encouraged to take on-site supervisory roles
Future Career Aspirations
15
15
16
16
17
Part 2 – Training
The Attraction and Benefits of Training
Training Needs
Finding Out about Training
Selling Training to Employees
Training Goals
Amount of Training
Organising Training
Training Gaps
Training Attended#p#分頁標題#e#
Future Delivery for EXITO
18
18
19
19
19
19
19
19
20
20
Part 3 -Training Delivery
21
4. Results of the Survey continued
Section 2 - Managers and Professionals
Part 1 - Demographic Data
Ethnicity
Gender
Average hours worked per week
Relevant experience/qualifications before entering industry
Average number of China Clays mining companies worked in
Average number of years worked in China Clays mining industry
Reasons for entering the China Clays mining industry
Percentage of managers who worked their way up to management from the
‘coal face’
Gained a degree and started China Clays mining work at management level
23
23
23
23
23
23
24
24
24
Part 2 - Professional Development
Professional Development Needs
Support for Professional Development
Professional Development Goals and Outcomes
Organising Professional Development
Professional Development Deficits
Improving Professional Development
Training Delivery
Ways to Improve Operator Training
25
25
25
26
26
27
27
28
EXITO’s National China Clays Mining Industry Report, 2004
3
Part 3 – Recruitment and Retention
Recruitment Gaps
Future Skill Supply
Recruitment Strategies
Apprenticeships
Staff Retention
Attracting People into the Industry
Attracting Women into the Industry
29
29
29
30
30
30
30
Part 4 – Training Issues for the Company
Barriers to the Provision of Training
Training Delivery
Leadership Development
Attracting Staff to undertake Professional Development
Training Outcomes
Entry Levels
Types of Training
Unit Standards/Qualifications
Computer Training
Environmental Management and Health and Safety Training
Literacy - Core Generic Skills
Mining Engineers
Future Industry Output
Impact of Technology
Forecasted Growth for Existing Professional Occupations
Remedying Forecast Skill Shortages
Training Provision in Small Companies
Adequacy of National Infrastructures
Future EXITO Industry Training and Skills Development
31
31
31
32
32
32
33
33
34
34
34
35
35
35
35
36
36
36
36
5. Recommendations
Part 1 – Demographic Data
Gender
Ethnicity
Age of Work Force
Pay Rates and Conditions
Future Career Aspirations
Relevant Experience before Entering the Industry
Encouragement to take On-Site Responsibility
38
38
39
39
39#p#分頁標題#e#
40
40
5. Recommendations continued
Part 2 – Training
Training Needs
Training and Professional Development Deficits
Training Delivery
Future Delivery for EXITO
41
42
42
43
EXITO’s National China Clays Mining Industry Report, 2004
4
Part 3 – Recruitment and Retention
44
Part 4 – Training Issues for the Company
45
6. Distribution of Results
47
7. Appendices
Operators’ Questionnaire
Managers/Professionals’ Questionnaire
48
EXITO’s National China Clays Mining Industry Report, 2004
5
1. Executive Summary
Industry Response
It has been a pleasure to carry out the survey work with the China Clays Mining industry.
Everyone involved was most helpful. This was much appreciated.
Thank you to all participants for your commitment to the survey. You have ensured we received
data that provided many insights into the staffing and training and development needs of the
industry which will impact very significantly on future planning for China Clays industry training.
Purpose of Survey
During June and July 2004 the Extractive Industries Training Organisation (EXITO) national China
Clays Mining Industry survey was conducted throughout New Zealand.
The Tertiary Education Commission had charged all Industry Training Organisations to take a
leadership role in identifying and meeting future skill needs in the industries they represent. As a
result the Extractive Industry Training Organisation (EXITO) decided to conduct a national survey
of the China Clays Mining Industry to carry out research to enable planning of the future training
needs of the industry.
It is envisaged at the completion of this project that EXITO will be able to improve its
responsiveness to the needs of the China Clays mining industry in terms of current and future skill
needs.
Methodology
Firstly a draft questionnaire was designed and circulated to the EXITO Executive Director and
industry experts for their comment. Amendments were made based on their feedback.
Next a pilot-test was conducted. Finally the questionnaire was amended to take account of all the
pilot-test information and as a result 2 questionnaires were produced – one for operators/miners and
one for managers, professionals and technical staff.
Survey Response Rate
The design and pilot-testing of the questionnaire made it easy for respondents to participate
fully. There were very few questionnaires missing specific data. The response rate from the
miners/operators questionnaire was pleasing with a 75% return. Of the managers and
professionals we canvassed we achieved a 50% response rate.
Response rate is the single most important indicator of how much confidence can be placed#p#分頁標題#e#
on the results of a survey. When conducting a survey at least 10% of the survey population
must be included. Professional surveyors find an acceptable questionnaire response rate of
fifty percent or higher difficult to achieve. Given this we decided to conduct the survey on
site and collect in the questionnaires immediately after completion.
EXITO’s National China Clays Mining Industry Report, 2004
6
We have surveyed 62.5% of the total China Clays industry population – enough to ensure
confidence in the results.
Demographic Data – New Zealand China Clays Industry
Men made up 92% and women 8% of the China Clays operators/miners population. For the
managers/professionals population men made up 87.5% and women 12.5%.
Respondents’ ethnicity percentages differed greatly depending on whether they were
operators/miners or managers/professionals. For operators/miners Pakeha made up 16 %, Maori
69%, with very small percentages coming from other ethnic groups. For managers/professionals
Pakeha made up 88%, Maori none, with a small percentage coming from other ethnic groups.
The average age of both groups was 46 years.
Gender
Only 8% of the operators/managers workforce is made up of women. This is an area for
development. Women could be a useful source of new employees when operators/miners retire or
move on to other employment.
Ethnicity
There are no barriers to the employment of Maori within this industry - 69% of operators/miners are
of Maori ethnicity.
Over the last 20 years Maori have made very significant changes to their educational achievement
levels, particularly Maori women. One would expect to see some Maori working as
managers/professionals in this industry.
Age of Work Force
The age of the workforce is not a major issue for the China Clays mining industry. The average age
of operators/miners was 45 years and 47 years for managers/professionals. Despite this succession
planning is an important factor when employees retire or leave the workforce.
Relevant Experience/Qualifications before Entering the Industry
Almost half of the respondent group had relevant experience prior to entering the industry and just
over half did not. Given this situation what could EXITO do to train new employees who do not
have relevant experience so that they become productive sooner?
EXITO’s National China Clays Mining Industry Report, 2004
7
Encouraged to take On-Site Responsibility
53% of operators/miners are encouraged to take on-site responsibility. Some respondents are eager
to learn the skills required to move into supervisory or management roles.
Training
Operators/miners are very keen to undertake training in this industry and clearly understand the
benefits of training for themselves and the company. Given this enthusiasm to improve skill levels#p#分頁標題#e#
what can be done to take advantage of this?
Respondents also report how training is sold to them has a big impact on whether they are
motivated to participate in training. Respondents who are told to attend training are less
enthusiastic about it than those who were able to participate more in making the decision.
Respondents also report that setting training goals beforehand gives them a better idea about what
to expect, it makes them more interested and therefore increases their motivation to train.
These 2 factors provide a very cost-effective solution for managers to help raise motivation prior to
and during training.
More needs to be done to ensure that career aspirations match employee and company needs.
Training and Professional Development Deficits
Respondents report very few training and professional development deficits; however there is a
need to develop further specific training for managers/professionals.
It is apparent that trainers’ style and delivery methods are crucial to effective learning. Selecting
appropriate trainers has a large impact on motivation levels – this in turn affects the cost benefit to
companies.
Half of respondents say there is a match between their professional development needs and what the
company perceives as their needs. This is of concern as motivation levels are likely to be affected
when there is not a perceived match of needs.
Of those doing training or professional development only half said professional development added
value. The reasons for this situation need to be addressed so that maximum benefit is gained for
both the employee and the company.
Only 25% of respondents say they do enough professional development while 75% say they do not.
The reason for this situation needs clarifying so that appropriate measures can be taken to address a
perceived lack of professional development.
Future Delivery for EXITO
Respondents look on EXITO favourably but have a range of suggestions they think could improve
industry mining training.
Recruitment and Retention
EXITO’s National China Clays Mining Industry Report, 2004
8
Staff retention is not a problem within the China Clays industry. Trade skills and electronic skills
are difficult to recruit for within the industry.
Training Issues for the Company
All respondents appear to experience a range of barriers to the adequate provision of training. The
biggest problem is maintaining production while employees are in training. Further support needs
to be found to address this difficulty.
Respondents identified that leadership development skills were needed by those managing staff.
Half of managers/professionals reported that external trainers/consultants do not keep up to date
with new company standards. This needs to be addressed immediately to ensure adequate costbenefit#p#分頁標題#e#
returns for the company when using external trainers/consultants.
Respondents would like EXITO to provide more site specific training and improvements as to how
unit standards link to real on-job work.
A strong need was expressed for a group of unit standards to make up a qualification for geological
field technicians, mine surveyors and samplers.
Significant literacy problems are occurring. Funding is available from EXITO to address this.
Combining training programmes with other companies would be one way to support training
provision in this small industry.
EXITO’s National China Clays Mining Industry Report, 2004
9
2. Overview
During June and July 2004 the Extractive Industries Training Organisation (EXITO) Industrial
Minerals Mining Industry survey was conducted throughout New Zealand including, China Clays,
Iron Sands, Bentonite and Zeolite.
The Tertiary Education Commission had charged all Industry Training Organisations to take a
leadership role in identifying and meeting future skill needs in the industries they represent. As a
result the Extractive Industry Training Organisation (EXITO) decided to conduct a national survey
to carry out research to enable planning to be carried out on the future training needs of the
industry.
One site was surveyed.
The purpose of the research was to:

Identify industry skill needs for the future

Identify areas of skill shortage/skill gaps

Identify how to ensure equity of access to all learners

Identify how to extend industry training to more trainees

Gather accurate information to establish a system of training which responds to current and
future skill needs for the China Clays mining industry.
It is envisaged at the completion of this project that EXITO will be able to improve its
responsiveness to the needs of the China Clays mining industry in terms of current and future
skill needs. It will continue to have an ongoing strategic dialogue with the coal industry to:

Carry out strategic planning for China Clays mining industry training, including
establishing a Charter and Profile which have clearly-articulated missions and plans
which match identified industry needs

Evaluate current EXITO services – to enable comparison and evaluation of services rather
than making ad hoc decisions based on incomplete data and to build upon existing strengths
by identifying opportunities outlined by the industry

Increase the quality of training and identify new services which focus on identified industry
skill gaps

Provide ongoing targeted services

Allocate resources

Carry out operational planning

Continually improve effectiveness and efficiency of delivery
EXITO’s National China Clays Mining Industry Report, 2004
10
Equity of Access for Learners#p#分頁標題#e#
The current skill shortage in many industries throughout New Zealand is of concern and is the
reason the research was conducted. Consequently all avenues needed to be explored to enhance
recruitment and access to training for those groups under-represented in the China Clays mining
industry. The project researched the numbers of women, Maori and Pacific Island people in the
industry to find out how under-represented groups within the China Clays mining workforce could
take up training to help alleviate some of the current and future skill shortages.
Consultation
During initial consultation mine managers voiced concerns about China Clays operators/miners
with literacy difficulties having to complete a questionnaire. They did not want such staff to be put
on the spot. As a result the surveyor offered a choice to respondents when introducing the survey
by explaining that the process could by completed more quickly by the surveyor asking the
questions and filling in the answers or respondents could complete the questionnaire themselves.
Each participating mine manager and/or contact person has been thanked personally for their
contribution to this work and all mine managers involved will receive a copy of the final report
once the EXITO Board has released it.
EXITO’s National China Clays Mining Industry Report, 2004
11
3. Methodology
Data Collection Method
A group administered written questionnaire was used to collect the data because it was cost effective
and delivered large stores of useful information quickly and efficiently. Also questionnaires are
familiar to most people and usually do not cause apprehension. Questionnaires also reduce bias
because of uniform question presentation and no middle-person bias or influence. Questionnaires are
an excellent method to use when:

The need is to collect the same type of information from a large number of people.

The collectors of the information are more interested in what a group thinks as a whole than in
what a particular individual has to say.
The EXITO survey needs met these 2 requirements.
Data Requirements
The EXITO Executive Director and Board directed the surveyor to research specific information
based on strategies outlined by the Tertiary Education Commission. This information was to be
used by EXITO to plan for ensuring a sustainable and skilled workforce for the China Clays mining
industry.
Industry experts were initially interviewed to canvass their ideas about:

the focus and content of the research

how to conduct the research
Initially this phase took longer than planned as the list of people to consult grew. The surveyor kept
the Executive Director (EXITO) informed and together they decided when to draw this phase to a
close.
Based on industry consultation a draft questionnaire was designed. It was exceptionally long. This#p#分頁標題#e#
was due in part to the enthusiasm of the initial industry experts who had been consulted. They
came up with an enormous amount and range of questions to include – 16 typed pages in all! We
knew this would be far too cumbersome and would deter potential participants from participating in
the survey.
The questionnaire was amended based on industry feedback and as a result we produced 2
questionnaires – one for operators (including China Clays miners, operators, etc) and one for
managers, professionals and technical staff. This was a sensible solution.
Pilot-Testing the Questionnaire
The questionnaire was piloted with a cross-section of mine workers who fitted the profile of the
final group to be surveyed.
A short introduction outlining the purpose of the survey was given by the surveyor on site and face
to face with the pilot-test group. Participants’ confidence was enlisted by providing information
and answering their questions about the purpose of the survey. Minimal information was given
EXITO’s National China Clays Mining Industry Report, 2004
12
about how to fill in the questionnaire, as we wanted to find out where any problem areas occurred.
This meant that pilot-test respondents completed the survey without any special instructions.
Instead they were responding to the written text of the questionnaire, not to guidance from the
surveyor.
The questionnaire was distributed, completed and collected immediately after completion.
Respondents were timed from start to finish. After completion they were asked for their reactions
to the survey based on the following questions:

Was the survey clear and easy to understand?

Were you comfortable answering the questions?

How comfortable were you with the time it took to complete?

What other comments do you have?
The respondents’ answers were recorded. The resulting data was used to determine whether it was
the kind of information we were seeking. We considered:

Were there responses that should have been included but were not?

Were some of the questions redundant?

Were questions being answered with 'don't know'’?

Were there any questions that were too complicated?

How long did it take respondents to complete the questionnaire?
The main finding of the pilot-test was the problematic question about questionnaire length. The
operator questionnaire was 3 pages in length and could be completed within 10-20 minutes. But the
managers, professionals and technical questionnaire was still too long. Further amendments were
made and finally a 5 page questionnaire was finalised for this group.
EXITO’s National China Clays Mining Industry Report, 2004
13
4. Response Rate
Response rate is the single most important indicator of how much confidence can be placed#p#分頁標題#e#
in the results of a survey. When conducting a survey at least 10% of the survey population
must be included. We have surveyed 62.5% of the China Clays industry population – enough
to assure confidence in the results.
Professional surveyors find an acceptable questionnaire response rate of fifty percent or
higher difficult to achieve. Given this we decided to conduct the survey on site and collect
the questionnaires immediately after completion.
We were able to achieve a 75% yield with the operator/miner questionnaire. Of all the
managers/professionals we canvassed we achieved a 50% yield. Despite being extremely
busy the mine manager completed the questionnaire. We are very grateful to them all for
making the time to be involved.
The survey was conducted anonymously. Respondents were informed of the purpose of
collecting the information (i.e. the questionnaire) and that the use and disclosure of the
information would be limited to what was necessary to fulfill the survey purpose. We did not
ask for people’s names. The survey responses cannot be used to identify an individual
because no personal information has been used that would enable identification of the survey
respondent.
This was a wise decision as it encouraged survey participants to be more open – they knew their
opinions and comments were not linked to them as individuals.
The final design of the questionnaire made it easy for respondents to participate. There were few
questions missing specific data. Occasionally some people did not include their age or pay band
rate.
EXITO’s National China Clays Mining Industry Report, 2004
14
5. Results of the Survey
Section 1 - China Clay Miners/Operators
During the survey, respondents actively engaged in in-depth conversations about their work. This
meant a lot of information was gathered which was not part of the questionnaire but which was
germane to it. At other times the conversations focused directly on survey questions. When this
was the case some of the information has been included in the report. Respondent comment has
been taken ‘as is’ from questionnaires and is italicised.
Part 1 – Demographic Data
Number of Sites surveyed
one
Gender
Male
92%
Female
8%
Ethnicity
Pakeha
16%
Maori
69%
Cook Islands Maori
5%
Indian
5%
Other European
5%
Average Age
45
EXITO’s National China Clays Mining Industry Report, 2004
15
Average Hours
Worked Per Week
48
Reasons for Entering the China Clays Mining Industry
53% of respondents indicated that location was the major reason for entering the industry in that the
mine was close to where they lived. 38% said the mine offered the prospect of possible long-term#p#分頁標題#e#
employment. Other reasons included physical work, good hours, parents both worked there and
money.
Relevant Experience/Qualifications before Entering the
China Clays Industry
Yes
46%
No
54%
The relevant experience included:

Loader and forklift driving

Fitting and Turning Engineer

Machine operation – Tradesman Assistant Electrical

Forklift and truck licences

Plumbing, driving, fitting

Driving machines
EXITO’s National China Clays Mining Industry Report, 2004
16
Average number of years worked in the China Clays
mining industry
0 to 2 years:
9%
2 to 5 years
9%
5 to 10 years
9%
10 to 15 years
24%
15 to 25 years and over
39%
25 years and over
9%
Percentage encouraged to
take on-site supervisory roles
Yes
53%
No
47%
EXITO’s National China Clays Mining Industry Report, 2004
17
Future Career Aspirations
Continue work in company
73%
Develop skills and move into
supervisory role in company
18%
Find work in different
industry
9%
EXITO’s National China Clays Mining Industry Report, 2004
18
Part 2 - Training
The Attraction and Benefits of Training
Predominantly respondents believed the main purpose of training was to ensure everyone was
working safely. Other reasons given included:

To upgrade your skills on technology and machinery.

A better understanding of the job.

To understand and perform your role better.

To become competent – Upskilling

Help with the job.

Make you better at your job.

To teach the same aspects for all to follow.

For the worker to be able and confident operator.

To work more efficiently

To give extra skills and confidence in different aspects of mining.

Is the company’s responsibility to make us safe
76% of respondents are attracted to doing training. They saw many benefits in undergoing training.
Primarily these fell into 4 categories including:
1. To do the job efficiently, confidently and competently.
2. To ensure more job satisfaction for the worker.
3. To learn as much as possible so one’s skills level is increased.
4. To keep up with procedures and legislation.
Training Needs
Training needs varied widely and included the need for health and safety training, machine
operation, environmental and administration training.
46% of respondents indicate they are consulted about their training needs while 54% say they are
not. The match between the training needs of respondents and what the company perceives are
their training needs occurs for 61% of respondents.
EXITO’s National China Clays Mining Industry Report, 2004#p#分頁標題#e#
19
Finding Out About Training
The majority of respondents would go to management if they needed to find out about training.
Others would approach union organisers, the Engineers’ Union, the polytechnic or school. Two
respondents did not know where they could find out about training.
62% of respondents felt supported to participate in training while 38% did not.
Selling Training to Employees
Respondents’ reports on how training is sold to them has a big impact on whether they are
motivated to participate. They indicated a variety of ways training is sold to them ranging from
being ordered to attend, ( Just told to do it) to asking employees what they would like to participate
in. (We are asked first and given reasons for its importance.)
The respondents who were told to attend training were less enthusiastic about it than those who
were able to participate more in making the decision. One respondent said they were, Not asked,
but would participate if asked.
Training Goals
53% % of respondents participating in training indicated training goals were set with them before
they undertook training while 47% of respondents said they were not. This appears to be a very
important factor for training success as respondents report that setting training goals beforehand
gives them a better idea about what to expect, makes them more interested and therefore increases
their motivation to train.
Amount of Training
46% of respondents felt they are receiving enough training - 54% said they did not. Every one
who does training felt that it was relevant. Half of respondents said that the training they received
does fit with where they want to go in their mining careers.
Organising Training
Respondents want to do training during work hours and be consulted about what training is relevant
for them.
Training Gaps
The majority of respondents report very few training gaps i.e. areas that are not covered by training.
However the gaps that are reported are:

Computer training

Survey vehicle operation

Next step repercussions e.g. what customers receive and how they use it.
EXITO’s National China Clays Mining Industry Report, 2004
20
Training Attended While Working in the China Clay Mining Industry

Forklift, Loader, Fire Hazard, First Aid.

EXITO fire extinguisher.

Most areas of plant.

First aid.

First Aid, Forklift.

Forklift, loader, first-aid.

Machine, factory, crushing, roading, first-aid, health and safety.

Process worker operator.

Bearing course, pneumatic course, first-aid, forklift, loader driving instruction, Fire
extinguisher, mechanical seal installation, Training the Trainer instruction.

Forklift driving, forklift loading (but already knew), first-aid, fire extinguisher.#p#分頁標題#e#
Future Delivery for EXITO
Many respondents are positive about EXITO training but they want it to be more available. The
areas respondents indicated need improvement fall into 4 categories:
1. Ensure theory and practical learning is done within a closer time frame so that new learning
does not get forgotten.
2. Develop more practical training modules. (They really have to do the practical side with
everybody, not just the paperwork. The paperwork alone doesn’t mean anything.)
3. Encourage a greater uptake of apprenticeships in all trades areas now.
4. Being more accessible and available to mine sites and more frequent on-site visits.
EXITO’s National China Clays Mining Industry Report, 2004
21
Part 3 -Training Delivery
Predominantly the type of training respondents say works best is on-site, face to face practical
training where staff all have the opportunity to try things out rather than just watch a demonstration.
Other methods respondents find useful are self-paced learning (from a training booklet at one’s own
pace) theory presentations and videos. One respondent commented, Apprenticeship is the only way.
A large amount of feedback was provided on what makes an effective trainer. The qualities and
skills of trainers are a most important factor for respondents.
Trainer professionalism was seen as the most important factor which gives trainees confidence in
how and what they are learning.

The trainer should be down to earth, easy to get on with, informative but in an easy-going
way - not too pushy

Not rushing and expecting too much straight away

Not trying to push through too fast

Helping us retain what’s learnt – not rushing through

Have reasonable amount of time to learn with quality trainers in all areas

You have to do the practical learning

Give practical examples

Interesting and using an adult style, as we’ve all been there before

Good interesting presentation

The way the trainer presents the job – well thought through – well organised

Not to be too complicated

To help us be more aware of our actions

Trainers should always be prepared to learn too. Knowledge is valuable, can prepare for
anything that might come along.
Effective communication skills were identified as important.

Clear understanding and communication

Good communicator

Clarity of delivery

Easy to understand in what he is saying
EXITO’s National China Clays Mining Industry Report, 2004
22

Trainers who can talk so people can understand
Personal qualities were also important. Respondents were clear that no amount of subject
knowledge will make up for an inability to get alongside trainees and treat them respectfully.

Easy-going and respectful

Good attitude trainer/trainee#p#分頁標題#e#

Be fair and respect others

Make it enjoyable and fun
Most respondents indicate there is a short length of time between getting the training and using the
new learning. This is very positive as it means training gains are maximised.
EXITO’s National China Clays Mining Industry Report, 2004
23
4. Results of the Survey
Part 1 – Managers and Professionals
Demographic Data
Ethnicity
Pakeha
87.5
Maori
nil
Other European
12.5%
Male
87.5%
Female
12.5%
Average age
47
Average hours worked per week
40 - 50 hours
Relevant Experience/Qualifications before entering industry
50%
Average number of China Clays mining companies worked in
87.5%
worked in
one company
only
Average number of years worked in China Clays mining
industry
17.5 years
EXITO’s National China Clays Mining Industry Report, 2004
24
Reasons for Entering the China Clays Mining Industry
A wide variety of reasons was given as to why respondents were attracted into the China Clays
mining industry. They included:

Career programme at secondary school – interesting visiting mining engineer.

A slump in available jobs in 1982 prevented getting work overseas / lifestyle.

Technical work.

Office work is flexible – not specific to mining industry.

Employment in area.

Income, offered employment.

Contract money.

Redundancy – search for technical work.
Percentage of managers
who worked their way
up to management from
the ‘coal face’
Gained a degree and
started China Clays
mining work at
management/professional
level
40%
60%
EXITO’s National China Clays Mining Industry Report, 2004
25
Part 2 - Professional Development
Professional Development Needs
There is an even split about whether there is a match between respondents’ professional
development needs and what the company perceives as their needs. Half say there is a match while
the other half says there is not. Yes there is a match. The government’s reduction in funding for
geological sciences effectively precluded any employment in that sector. The current position is the
best available use of skills. As the position gives little scope for advance, and as employment
stability in this location is more important than career (and as there are few openings elsewhere for
above reason) professional development has become redundant.
The following explanations are given as to why there is not a match.
• No. Company doesn’t promote professional development actively.
• No. Lack of courses, training, professional development, experience in other operations.#p#分頁標題#e#
• No. Need more mineral / ceramic training. Almost all management leadership training has
been through organizations outside of the industry. Company has provided ‘quality
management’ training.
Support for Professional Development
75% of respondents say they are encouraged to participate in professional development while 25%
say they are not.
Professional Development Goals and Outcomes
37.5% of respondents say professional development goals are set with them prior to undertaking it.
All of those who do undertake professional development say the goals match what they actually
want from professional development.
Of those doing training or professional development the vast majority says their understanding of
what they thought they would get was the same as the actual learning they received. Of this group
75% said the professional development added value. The others commented that it only added
value some of the time. For one person it added no value.
Most respondents elected to undertake professional development themselves while 2 people did it
because they were told to.

I did it because I wanted to and without support from the company, at my cost.

When I have elected to undertake professional development it has been motivational.

Usually instructed.

Willingly accepted what was offered, additional requests supported.

Most training is by personal selection rather than recommendation.
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Only 25% of respondents say they do enough professional development while 75% say they do not.
There is a wide variety of opinion about whether or not professional development fits with their
mining careers. Two respondents say it does not. Other comments include:

Part of multi-national with potential career opportunities in 36 countries.

With only 15 years of working life left and no possibility for movement, expectation of move
to more responsibility is unrealistic.
Organising Professional Development
A small group of respondents would like professional development to be organised within normal
work time. The rest of the respondents would like it organised out of work time and have the
company pay for it.

All developments should be within normal work times.

Correspondence and block courses.

Make it available so you can keep your job at the post-graduate level. Structured so that the
company would pay and give time to course.

Along with practical experience.

Night classes.

Given more responsibility to use skills gained or to be gained.
Professional Development Deficits
Two respondents say there are no professional development skill gaps. For those who say there is
professional development skill gaps the following areas emerge:
1. Finance#p#分頁標題#e#
2. Mine manager cert - A/B grade
3. Ceramics and mineral processing

Some financial training in ‘high’ finance areas – i.e. corporate would be beneficial.

Yes – mine manager A/B grade not available; that’s not good when you are a mine
manager.

Yes. Mostly due to cost of courses. Areas required are usually covered by overseas
courses.

Yes. Ceramics and mineral processing, exposure to other methods / industries.
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Improving Professional Development
A very wide range of solutions were identified as ways to improve professional development
problem areas.

Suggestions to senior management.

Financial, project management.

Make it like other professional groups, i.e. accountants, where a certain amount has to be
done each year to retain professional qualifications.

Provide greater range of technical courses, i.e. Instrumentation etc. in Northland.

Government to be more supportive of mining instead of making it subject to conservation –
give both aspects equal and relevant value rather than favour one to the detriment of the
other. Favour geological research and development equally with conservation, not
annihilate it as it has done in the past 20 years.

Range of papers not available in north.

Interaction with other technical personnel. Too isolated where we are – no stimulation.
Training Delivery
The factors identified that make training delivery successful fall into 3 broad areas.
1. An interactive tutoring style
2. Approachable and enthusiastic tutor
3. Knowledge and understanding of the industry

Understanding of industry – one to one, face to face training.

N.Z. knowledge, i.e. legislative framework, culture.

Interactive classroom style.

Being available and the company supporting it. The tutor is irrelevant.

Sense of humour, examples by anecdote of experience etc. Varied delivery of information.

Approachable, enthusiastic tutor

Interest in the subject on my part, equal enthusiasm on theirs.

Enthusiasm, knowledge, hands on. Not chalk and talk.
There is very good take-up between receiving professional development and using the new learning.

Seamless.
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Short time.

Same time.

Initial good use, but due to common lack of relevance new learning tends to be dropped.

Immediate, if applicable to position.

Instant.

Depends on course, applicability to current work.
Ways to Improve Operator Training
A variety of ideas emerged for improving the way training is delivered to operators.

Make it more relevant to particular industry niche.

Interactive, practical.#p#分頁標題#e#

EXITO seem to be doing that but not at varsity post-grad level.

On-site courses. Specific to clays industry.

Operators need varied training in all different areas.

Fun, exciting, hands-on. Not chalk and talk.
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Part 3 - Recruitment and Retention
Recruitment Gaps
The most difficult occupations to fill within the industry are those in the trades area followed by
electronics.

Skilled tradespersons.

Good trades groups. Not many well-trained industry based tradesmen.

Electronic experts (PLC computer know-how). National shortage – lack of training in these
areas in past years.

Professional experts. We don’t pay enough.

Office work is generic.
Future Skill Supply
a. Undersupplied

Skilled technicians, electronic experts.

Engineers, fitters. Supervisory skills.

Tradesmen, electricians, engineers. Not enough apprenticeships in industry.

Technicians with good all-round computer / mining / problem solving skills.
b.) Over-supplied

Semi-skilled labour.

Labourers, technical staff.

General science and engineering.

Base operators, unskilled positions.
Recruitment Strategies
When asked to what extent the industry will need to recruit employees who are different from those
recruited in the past, to meet the demand for labour most respondents agreed there was a strong
need to attract younger people. One respondent also made the comment that, It is more a case of
industry adapting to accept persons who have enthusiasm and are willing to commit to the industry.
Half of the respondents thought it was feasible to fill short-term skill shortages by recruiting staff
from under-represented groups, other industries, out of the labour force or from overseas to remedy
short-term skill shortages while New Zealanders are receiving the formal training they need to take
up future vacancies. However this could only be done provided training, support and resources
EXITO’s National China Clays Mining Industry Report, 2004
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were made available. A respondent commented that, there is plenty of interest from overseas
mineral professionals but hard to assess suitability without trial.
Apprenticeships
Most respondents are very positive about apprenticeships.

Yes. Works well in engineering area.

Yes. Excellent – mixture of formal and on the job training.

Yes. Good.

Yes – engineers only.

Yes. Seems okay.

Yes. Having come through an apprentice system, it is very good.
Staff Retention
Staff retention is not a problem.

Not a problem on this site, but a happy, well-rewarded staff tend to develop loyalty.

We have no problem with staff retention.

Retention is good.#p#分頁標題#e#

No staff turnover.
Attracting People into the Industry
How the minerals industry is marketed appears to be a key factor in whether people are attracted
into the industry. Need more positive spin on the minerals industry – not a ‘bad’ industry but
essential. One respondent also suggested that, Greater mobility within the company could be
organised in terms of both job role and working in other company divisions. Possibly a cadetship.
Respondents say the company encourages people into the industry by providing site tours –
particularly school groups, and encourage projects on their operations and provides a positive
professional image about mining.
Attracting Women into the Industry
Ideas for attracting more women into the operator side of the industry included providing more
childcare facilities on-site and women as miners getting more acceptance from macho males. One
respondent made the comment, Employ them.
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Part 4 – Training Issues for the Company
Barriers to the Provision of Training

All respondents appear to experience a range of barriers to the adequate provision of
training. The biggest problem is maintaining production while employees are in training.
Conflict between time for production and time for training – looking to the future and
providing for must be budgeted for by senior management. Other reasons included:

Shift work / lack of interest, i.e. ‘what will it do for me.’ Unused to learning environment.

Lack of courses that are extra-mural and at the right level, company commitment, time and
money.

Distance from learning centres. Possible development of correspondence courses.

Isolation of location.
Training Delivery
There is a high degree of agreement on the factors which are critical to the successful delivery of
training. Respondents indicate the most important factors include the company’s commitment to
training and the trainer’s style and enthusiasm.

Enthusiasm and commitment of leaders.

Being available, and the company not being totally against it.

Training has to have some relevance to the trainees. Trainer’s personality and delivery
style makes a big difference.

Interest.

Enthusiasm, needs base training.
Leadership Development
Respondents identified a variety of skills related to managing people; work relationships and
leadership were needed by those managing staff. These included:

Coming down to trainee’s level. Understanding cultural factors.

People skills.

Knowledge, respect, and the support of peers and the rest of the company.

Need to fit into the culture.

Team building, group dynamics understanding.
EXITO’s National China Clays Mining Industry Report, 2004#p#分頁標題#e#
32
Attracting Staff to undertake Professional Development
The specific training needed for supervisors to make the transition from operational work to
managing staff included:

Reporting skills. Taking real responsibility – less buck passing.

Technical training,

Having the support of peers and company.

Exposure to management systems and ‘inside view.’

Need company loyalty.

Understanding people and motivation.
Attracting staff into training is done by making courses available and paying for training costs.
Other ideas included:

A way to retain their jobs.

Some elements of training for personal development as well as company benefit.

A way to up-skill.

Make it interesting and desirable.
Training Outcomes
Almost all managers/professionals respondents indicate they are getting what they want from staff
being trained. Only one respondent made the comment, Yes and no. Older staff in job for number
of years are difficult to motivate.
Entry Levels
There was a large degree of variability about the proportion of staff who are entry-level trained and
require on-job experience to be of relative value. (Compared to those who are immediately job
ready and/or able to move into more senior or highly skilled positions). The variability ranged
between 40% and 90%.
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Types of Training
Percentage of Types of Training
EXITO Training
Non-EXITO
company training
run by own staff (or
ex-staff who are now
tutors)
Non-EXITO
training run by
external consultants
25%
10%
65%
Half of the respondents indicate that external trainers/consultants keep up to date with new
company standards while the other half said they did not.
Unit Standards/Qualifications
Respondents were not positive about how well unit standards link to real on-the-job work.
Comments included:

Could be better, with more site-specific unit standards.

There aren’t very many that are relevant. I think the system is confusing for many people,
i.e. units that could be relevant are missed.

For me, none.

Vague.
Respondents had 2 views on how often unit standards need to be revised because of changes in
technology. Half of them indicated every 3 – 5 years while the other half said constantly or very
regularly.
Two thirds of respondents indicated there is a need for a group of unit standards to make up a
qualification for geological field technicians, mine surveyors and samplers. Other qualifications
respondents indicated were needed were:

Yes. Diploma in industry minerals processing.

Laboratory technical skills / computer skills.

Mine planning, resource valuation, modeling, environmental management, exploration.#p#分頁標題#e#

Laboratory technician.
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Computer Training
Respondents were in complete agreement that with the advances in computer technology all levels
of staff within the industry will need to become familiar with computers.

All staff need some computer use knowledge – just to operate machines.

Supervisors and upwards, but also operators.

All levels. Everyone here has to or should be using a computer.

Everyone - it should help personal development.

All levels of staff will need to be familiar with some form of data collection and processing
or problem-solving.
Environmental Management and Health and Safety Training
Respondents were asked to ascertain the importance of environmental management and health and
safety training in the future.
a.) Environmental Management
Respondents were asked to identify what environmental management training needs to be put in
place for the future. Most agreed that it needs to be driven by the company. Driven from H.Q.
corporate aims on sustainable development – translated into local situation. Will be driven by
senior staff on-site who are following best practice. One respondent commented that, It is well
covered by other qualifications and training courses – awareness / recommendation of what is
available and suitable. Other ideas included the need for, Practical, case studies. A realistic
education on what standards are required and increased awareness and methods.
b.) Health and Safety
Respondents were asked to identify what changes to Health and Safety training should be put in
place for the future. Again most respondents indicate it needs to be driven by the company. To be
driven by H.Q. – plus strong health and safety culture developed by wide on-site participation in
system. One respondent commented that, It is well covered by other qualifications and training
courses – awareness / recommendation of what is available and suitable. Another respondent said,
Health and Safety training is well covered at present.
Literacy - Core Generic Skills
There was agreement among most respondents that literacy problems were significant for 20% –
30% of staff. Most agreed there was not sufficient investment in training to improve core generic
skills (e.g. literacy, numeracy, problem-solving, and relationship management skills)
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Mining Engineers
Half of respondents indicate the best way to bring more mining engineers into the industry is to
increase salaries. Other ideas included:

Train within N.Z. – scholarships, cadetships.

Provide engineering courses extramurally.
Future Industry Output
The China Clay industry has planned and anticipated its production growth requirements for the#p#分頁標題#e#
next 5 years.
Impact of Technology
In answer to the question will future technological solutions substitute the human resource most
respondents agreed that it will be the operator, manual type work and office work which will be
affected.
A significant proportion of respondents agree that over the next 5 years there will be major
technological advances which will mean additional training resources will be required. The areas
they identify that will be affected are:

Processing technology.

Automation and Bagging automation.

Mineral processing design.
To keep up to date with these technological advances respondents identify the need to train internal
operators and skilled technicians, plus further trades training.
Forecasted Growth for Existing Professional Occupations
Occupation Likely Growth
(did not give percentages)
Technicians
Growth
Geologists
Static
Mining Engineers
Growth
Senior Management
Static
Computer/Electrical engineers
10% Growth
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More critical is the need for electronic and instrument staff and programme logic controllers. It is
very difficult to recruit these staff.
Respondents were asked to identify non-existent skill sets or occupations needed in the future. They
identified:

More cross-over into environmental management in all areas.

Electrical / engineering.

Managers.
Remedying Forecast Skill Shortages
All respondents indicated that training and education was the key to rectifying any forecast skills
shortages. The predominant idea was the need for; Internal and external education. Need highly
trained mining engineers to lead the charge. The ability to be able to take technical courses
extramurally without it impacting negatively on work and the encouragement of getting people into
apprenticeships was also seen as important.
Training Provision in Small Companies
A range of ideas emerged to support small companies which traditionally have more difficulty in
training staff. Ideas included:

Consolidation and combination of training programmes.

Train up one person to do their own training. If the company is really small this person
should be from their own staff.

Advertising – make certain technical courses available, 3-4 year gaps.

Use skilled and experienced staff from other companies.
Adequacy of National Infrastructures
Respondents identified the following upgrades will be needed to future national infrastructures to
ensure the viability of their industry.

Roading.

RMA overhaul. Refer NZMIA strategy.

Being able to use rail network in closer proximity to the mine.

Roading, port facilities at reasonable cost.
Future EXITO Industry Training and Skills Development#p#分頁標題#e#
By 2010 respondents identify that EXITO industry training and skills development need to:
EXITO’s National China Clays Mining Industry Report, 2004
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Produce professional N.Z. trained mining engineers / planners and ‘economic geologists.’

I think the training needs to come from within the company. A lot of money is spent on
getting trainers to come some distance to deliver training that could be delivered in-house
by dedicated staff. EXITO could offer employer subsidies to internal trainees and/or
apprentices.

Provide professional courses extramurally, that keep up with development.

Provide more emphasis on top end. Professionals to lead the industry and work to add
growth to it.

As well as the basic level, provide or support professional training to the consultant level.
Resources like the latest software, legal requirements (environmental, health and safety,
industrial relations). Use training to keep staff up to the current law and standards
required.
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6. Recommendations
Recommendations have been made but are not prescriptive. Recommendation topics include a list
of questions to prompt and extend the thinking and options generated for future training
improvements.
Part 1 – Demographic Data
Gender
Only 8% of the workforce is made up of women. This is an area for development. Women could
be a useful source of new employees when people retire or move on to other employment.
Questions to ask:
1. Why are there not more women in China Clays mining in New Zealand?
2. How could employers be encouraged to consider both genders when undertaking
recruitment?
3. What could be done differently to publicise China Clays mining careers to women?
4. What additional recruitment methods may be needed to attract women?
5. What can be learned from the women who work in the industry?
Ethnicity
There are no barriers to the employment of Maori within this industry. 69% of operators/miners are
of Maori ethnicity.
Over the last 20 years Maori have made very significant changes to their educational achievement
levels, particularly Maori women. With this greater knowledge and qualification uptake one would
expect to see this reflected in the proportion of Maori working as managers/professionals. However
this industry is sited in an isolated area and as such the range of choice when recruiting may be
much more limited.
Questions to ask:
1. Why aren’t there more Maori people working as Managers/Professionals in China
Clays mining in New Zealand?
2. How could employers be encouraged to consider selecting more widely when
undertaking recruitment?
3. What could be done differently to publicise China Clays mining careers to Maori and#p#分頁標題#e#
Pacific people?
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Age of Work Force
The age of the workforce is not a major issue for the China Clays mining industry. The average age
of operators/miners was 45 years and 47 years for managers/professionals. Despite this succession
planning is an important factor when employees retire or leave the workforce.
Questions to ask:
1. How are the knowledge and skills of very experienced operators/miners and
managers/professionals passed on to younger employees before they retire?
2. What is the impact of this (see the above question) on how training needs are planned?
Pay Rates and Conditions
Pay rates were a not major factor in attracting people into the industry,
Questions to ask:
1. How can pay rates and job conditions be used in tandem to attract professionals and
new miners into the China Clays industry?
2. How can the non-financial reasons for being attracted into the industry be
promoted to those who may wish to take up employment in the China Clays mining
industry?
3. How can the opportunity to drive large machinery be used to attract prospective
employees?
Future Career Aspirations
A large proportion of miners/operators wish to remain in the industry in the future. A very small
proportion of respondents intend to move on to other employment.
Questions to ask:
1. What can be done to encourage those employees who are unclear about their future
career direction so that they remain productive and committed miners/operators?
2. Given that miners/operators want to have much greater access to training to
develop their skills, what could be done with training provision to motivate
employees to remain in the industry?
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Relevant Experience before Entering the Industry
Almost half of the respondent group had relevant experience prior to entering the industry. Given
this how could EXITO support the industry to train new employees when they start the job so that
they become productive sooner?
Questions to ask:
1. Could specialist pre-employment programmes speed up the process of becoming a
operator/miner?
2. How could EXITO support more people to obtain the appropriate licences?
Encouraged to take On-Site Responsibility
53% of operators/miners are encouraged to take on-site responsibility. There are some respondents
who are eager to learn the skills required to move into supervisory or management roles.
Questions to ask:
1. How does the company identify who is supervisor/management material and how do
they support staff to train towards this role?
2. Is further support needed from EXITO to support the development of managers,
supervisors?
EXITO’s National China Clays Mining Industry Report, 2004#p#分頁標題#e#
41
Part 2 – Training
Operators/miners are very keen to undertake training in this industry and clearly understand the
benefits of training for themselves and the company. Given this enthusiasm to improve skill levels
what can be done to take advantage of this?
Respondents’ also report how training is sold to them has a big impact on whether they are
motivated to participate in training. Respondents who are told to attend training are less
enthusiastic about it than those who were able to participate more in making the decision.
Respondents also report that setting training goals beforehand gives them a better idea beforehand
about what to expect, it makes them more interested and therefore increases their motivation to
train.
These 2 factors provide a very cost effective solution for managers to help raise motivation prior to
and during training.
More needs to be done to ensure that career aspirations match employee and company needs.
Questions to ask:
1. What can be done to improve financial support for training?
2. How can the China Clays industry be supported to provide more training?
3. How can training be made accessible to all China Clays mining employees?
4. How can managers be encouraged to sell training collaboratively thereby ensuring
better ‘participant warm-up’ to training? What could be done by companies to change
from the ‘telling’ approach to the consultation approach?
5. How can managers be encouraged to set training goals collaboratively thereby
ensuring increased motivation during training?
6. What could be done to sell the importance of training to those who do not yet
understand its benefits?
7. How are accurate training needs established?
8. What could be done to include all staff in the process of training needs identification?
9. How will companies and EXITO connect to the new Health and Safety Council to
ensure they work collaboratively and identify appropriate training?
10. What factors need to be in place to enable small companies to take advantage of
training being offered? How could these factors be realised?
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Training and Professional Development Deficits
Respondents report very few training and professional development deficits; however there is a
need to develop further specific training for managers/professionals.
Questions to ask:
1. What needs to be done to develop new areas of specialist training for the China
Clays industry?
2. How could training/professional development in management/people skills training,
computer training and communication skills be made more available?
3. What does EXITO need to do to identify the additional training required for major
technological advances occurring over the next 5 years?#p#分頁標題#e#
4. How could EXITO support further provision of training for qualified trades’
people?
Training Delivery
It is apparent that trainers’ style and delivery methods are crucial to effective learning. Selecting
appropriate trainers has a large impact on motivation levels – this in turn affects the cost benefit.
Only half of respondents say there is a match between their professional development needs and
what the company perceives as their needs. This is of concern as motivation levels are likely to be
affected when there is not a perceived match of needs.
Of those doing training or professional development only half said professional development added
value. The reasons for this situation need to be addressed so that maximum benefit is gained for
both the employee and the company.
Only 25% of respondents say they do enough professional development while 75% say they do not.
The reason for this situation needs clarifying so that appropriate measures can be taken to address a
perceived lack of professional development.
Questions to ask:
1. Are effective induction programmes started as soon as new employees begin their
mining careers?
2. How are effective trainers identified and recruited? What is done during the
recruitment process to ascertain whether trainers possess the factors identified above
and have the relevant knowledge and experience?
3. What training and development is available for trainers to improve their
teaching/training skills and knowledge?
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Questions to ask:
4. How are trainers supported by EXITO and the industry when they are working across
a range of companies?
5. How can more professional development be made available?
6. What can be done to ensure more staff experience professional development as adding
value?
Future Delivery for EXITO
Respondents look on EXITO favourably but have a range of suggestions they think could improve
industry mining training.
Questions to ask:
1. What can be done to provide training immediately a new employee enters the China
Clays mining industry?
2. What can be done to improve the work practices and skills of more experiencedemployees?
3. How can practical on-the-job training be made more accessible to the industry?
4. How can theory and practical training be more integrated so that trainees reachacceptable levels of competence back on the job?
5. How can EXITO further promote China Clays mining careers?
6. What needs to be done to develop further unit standard qualifications for the China
Clays mining industry?
7. How can regular and on-going communication between EXITO and the China Claysmining industry be improved to ensure response levels are high?
8. What is EXITO doing to identify the skills required for computer training andenvironmental management training?#p#分頁標題#e#
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Part 3 - Recruitment and Retention
Staff retention is not a problem within the China Clays industry.
When recruiting for operators/miners, family connections often mean that new employees are foundrelatively easily. However trade skills and electronic skills are difficult to recruit for within theindustry.
Questions to ask:
1. What further strategies can EXITO implement which boost the amount of training fortrades people/electronics so that adequate skill levels are achieved relatively quickly?
2. What improvements could be made to how managers/professionals’ roles andminers/operators roles are promoted to those who are contemplating at a career in theChina Clays mining industry?
3. What suggestions for the recruitment of women have not yet been tried and what
promotion strategies have worked for the companies that do currently employ women
operators/miners?
4. What role could EXITO take to promote pan-industry knowledge about successful
recruitment, promotion and advertising practices?
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Part 4 – Training Issues for the Company
All respondents appear to experience a range of barriers to the adequate provision of training. The
biggest problem is maintaining production while employees are in training. Further support needs
to be found to address this difficulty.
Respondents identified leadership development skills were needed by those managing staff.
Half of managers/professionals reported that external trainers/consultants do not keep up to date
with new company standards. This needs to be addressed immediately to ensure adequate cost
benefits returns for the company when using external trainers/consultants.
Respondents would like EXITO to provide more site specific training and improvements as to how
unit standards link to real on-job work.
There was a strong need expressed for a group of unit standards to make up a qualification for
geological field technicians, mine surveyors and samplers.
Significant literacy problems are occurring. Funding is available from EXITO to address this.
Combining training programmes with other companies would be one way to support trainingprovision in this small industry.
National infrastructure upgrades for this industry are required.
Questions to ask:
1. How could the company and EXITO remover barriers to the adequate provision of
training?
2. What type of leadership training and development will be most effective formanagers/professionals - formal qualifications, on-the-job training, secondments, peer
support, individual coaching or mentoring?3. What needs to be done to ensure external trainers/consultants keep up to date with newcompany standards?
4. How could EXITO provide more site specific training and improvements to how unitstandards link to real on-job work?#p#分頁標題#e#
5. What could be done to develop a group of unit standards to make up qualifications forgeological field technicians, mine surveyors and samplers?
6. What could be done to expedite EXITO funding to address literacy problems?
7. How could training programmes be run in conjunction with other companies as a wayto support training provision in this small industry.
8. What type of lobbying could be jointly undertaken by EXITO and the industry toaddress the China Clays national infrastructure requirements?
EXITO’s National China Clays Mining Industry Report, 2004
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Questions to ask:
9. What can EXITO do to help support the need for tertiary trained specialists for this
industry?
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7. Distribution of Results
The results of the survey will be distributed to all EXITO Board members, those who
contributed to the survey and other interested China Clays mining industry personnel.
There may also be other interest groups who might share a curiosity about the outcomes of
the project. The spectrum of possible audiences may include:

The local press and other media

Government Departments

Professional Associations
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8. Appendices
Questionnaire for Operators
EXITO (The Extractive Industries Training Organisation) has
developed this confidential questionnaire to gather information about
the China Clays mining industry. Your answers will help us
understand how to provide the kind of training you think the industry
needs to meet the demands placed on it in the future.
Thank you very much for taking part in this confidential survey. We
really appreciate your help.
EXITO’s National China Clays Mining Industry Report, 2004
49
Part 1 - General Questions
1. Name of Company: Job Title
2. Your Age:
3. Is it an exploration company only?
Is it a mining company only?
Is it a mining and exploration company?
4. Do you work in:

alluvial mining

hard rock mining
5. Ethnicity: (mark appropriate box/es)
NZ European/Pakeha  NZ Maori 
Other European  Samoan 
Cook Island Maori  Tongan 
Niuean  Tokelauan 
Fijian  Other Pacific Island 
Indian  South East Asian 
Other Asian  Chinese 
Latin American/Hispanic  American 
Middle Eastern  African 
6. Male  Female 
7. How many hours do you work per week?
8. What attracted you into the China Clays mining industry?
9a.)Did you have ‘relevant’ experience, qualifications or licences before you started working in China
Clays mining? If yes – what?
9b.) did you work in other mining industry jobs before working in China Clays mining?
If yes – what?#p#分頁標題#e#
10. How many China Clays mining companies have you worked in?
11. Give your total time in the China Clays mining industry:
12. Have you been encouraged to take on site responsibility or supervisory or management roles?
If yes – what?
EXITO’s National China Clays Mining Industry Report, 2004
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13. Wages - what is your expectation re wages? Circle which:
$30,000 - $40,000 $40,000 - $50,000 $50,000 - $60,000 $60,000 - $70,000
$70,000 - $80,000 $90,000 or above
14. What work future do you see for yourself – what do you aspire to?
Part 2 - Training Questions
1. What do you understand about why training is done?
2. Are you attracted to doing training? What are the benefits of training for
you?
3. What are your training needs?
4. Are you consulted about your training needs? Is there a match between your training
needs and what the company perceives are your training needs?
If not please explain.
5. If you don’t know about training where would you go to find out?
6. How supported are you to participate in training?

Encouraged?

Not encouraged?
7. If training is suggested for you how is it sold to you?
8. Are training goals set with you before you do training? If not how does this
affect the training you do?
If yes, do the training goals match what you actually want from the training?
9. Do you do enough training? Is it relevant?
Does it fit with where you want to go in your mining career?
EXITO’s National China Clays Mining Industry Report, 2004
51
10. How should training be organised, to best fit in with your work and production needs?
11. Are there any training gaps – i.e. skills needed not being trained for?
http://www.mythingswp7.com/dissertation_sample/Australia_Dissertation_Sample/If yes, what are they?
12. What training have you done while working in the China Clays mining industry?
13. By 2010 what does EXITO industry training and skills development need to be doing? Please
comment.
Part 3 - Training Delivery Questions
1. What type of training delivery works best for you? – Self-paced (learning from a training booklet atyour own pace) presentations, on-site, videos etc.
2. Think about the trainer. What factors make training delivery successful for you?
3. When you have completed your training what length of time is there between getting the training andusing the new skill?
4. What are your ideas for improving the way training is delivered?
5. Have you experienced distance learning? (I.e. learning by correspondence) Was it auseful way to learn?
6. Does training delivery have the right mix between practice and theory? If not please
explain.
EXITO’s National China Clays Mining Industry Report, 2004#p#分頁標題#e#
52
Questionnaire for
Managers/Professionals
EXITO (The Extractive Industries Training Organisation) hasdeveloped this confidential questionnaire to gather information aboutthe China Clays mining industry. Your answers will help usunderstand how to provide the kind of training you think the industryneeds to meet the demands placed on it in the future.
Thank you very much for taking part in this confidential survey. Wereally appreciate your help.
EXITO’s National China Clays Mining Industry Report, 2004
53
Part 1- Background Information
1. Name of Company: Job Title
2. Your Age:
3. Is it an exploration company only?
Is it a mining company only?
Is it a mining and exploration company?
4. Do you work in:
Alluvial mining
Hard rock mining
5. Ethnicity: (mark appropriate box)
NZ European/Pakeha  NZ Maori 
Other European  Samoan 
Cook Island Maori  Tongan 
Niuean  Tokelauan 
Fijian  Other Pacific Island 
Indian  South East Asian 
Other Asian  Chinese 
Latin American/Hispanic  American 
African  Middle Eastern 
6. Male  Female 
7. How many hours do you work per week?
8. What attracted you into the China Clays mining industry?
9a.) Did you have ‘relevant’ experience, qualifications or licences before you started working in China
Clays mining? If yes – what were they and in which country were they
obtained?
9b.) Did you work in other mining industry jobs before working in China Clays mining?
10. How many China Clays mining companies have you worked in?
11. Give your total time in the China Clays mining industry:
12. Wages - what is your expectation re wages? Circle which:
$30,000 - $40,000 $40,000 - $50,000 $50,000 - $60,000 $60,000 - $70,000
$70,000 - $80,000 $80,000 - $90,000 $90,000 - $100,000 $100,000 or above
EXITO’s National China Clays Mining Industry Report, 2004
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Part 2 - Professional Development
1. Is there a match between your professional development needs and what the company perceives are
your needs? If not please explain.
2. How supported are you to participate in professional development?
a. Encouraged?
b. Not encouraged?
3a.) Are professional development goals set with you before you undertake it?
3b.) Do they match what you actually want from professional development?
4. After training or professional development did you get what you thought you would get? I.e. was
your understanding of what you would get the same as the actual learning you received?
5. Did the professional development add value? Did you elect to do it or did you
do it because you were told to? Say which.
6. Do you do enough professional development? Does it fit with
where you want to go in your mining career?
7. How could professional development be structured to best fit in with your work?#p#分頁標題#e#
8. Are there any gaps in professional development areas – i.e. skills needed which are not being
addressed?
9. What ideas do you have for solutions to any professional development problem areas?
10. Think about the lecturer/trainer/tutor. What factors make training delivery successful for you?
EXITO’s National China Clays Mining Industry Report, 2004
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11. When you have completed any professional development what length of time is there between
receiving it and using the new learning?
12. What are your ideas for improving the way training is delivered to operators?
Part 3 – Recruitment and Retention
1a. What occupations within the industry do you have difficulty filling? Consider all levels i.e.
operators, technicians, professional experts, managers.
1b. What is the reason for this?
2. What types of skills/occupations are likely to be most significantly under or over-supplied in the
future and why? a. Under-supplied
b. Over-supplied
3. To what extent will the industry need to recruit employees who are different from those recruited in
the past, to meet the demand for labour – e.g. gender, ethnicity, age, disability
4. How feasible will it be to fill short-term skill shortages by recruiting staff from under-represented
groups, other industries, out of the labour force or from overseas to remedy short-term skill shortages
while New Zealanders are receiving the formal training they need to take up future vacancies?
5. Is there the possibility to do an apprenticeship in your company? What do you think of
this system?
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6. What can be done to improve staff retention?
7. What are your own ideas for attracting people into the industry?
8. Does your company encourage people into the industry? If yes – how?
9. How could more women be attracted into the operator side of the industry?
Part 4 - Training Issues for the Company
1. What are the barriers to adequate provision of training?
2. What factors are critical to the successful delivery of training?
3. What skills related to managing people, work relationships and leadership are needed?
4. What training is needed for supervisors to make the transition from operational work to managing
staff?
5. How do you attract staff into training?
6. Are you getting what you want from your staff being trained? If not why not?
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7. What proportion of your staff are entry-level trained and require on-job experience to be of relative
value compared to those who are immediately job ready and/or able to
move into more senior or highly skilled positions?
8. Of your total training what percentage is:
EXITO training
Non-EXITO company training run by your own staff#p#分頁標題#e#
Non-EXITO training run by outside training consultants
9. Do outside trainers/consultants keep up to date with new company standards?
10. How well do unit standards link to real on-the-job work?
11. How often do unit standards need to be revised because of changes in technology?
12. Is there a need for a group of unit standards to make up a qualification for a:
geological field technician?
mine surveyor?
sampling?
other?
13. With the advances in computer technology what level of staff will need to become familiar with
computers? (Think about all levels - operators, technicians, professional experts, managers and the
interface with technology and using the intranet
14. The importance of environmental management and health and safety is increasing. What is needed
for future training in these 2 areas? a.)Environmental Management
b.) Health and Safety
15. For what proportion of staff is literacy a problem when training?
16. Is there sufficient investment in training to improve core generic skills (e.g. literacy, numeracy,
problem-solving, and relationship management skills) so the quality of employee output is assured?
EXITO’s National China Clays Mining Industry Report, 2004
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17. What is the best way to bring more mining engineers into the industry?
18. How is industry output expected to grow over the next five years?
19a.) Are there future technological solutions that will substitute the human resource?
19b.) If so, what occupations will be affected?
20a.) What major technological changes do you expect to impact upon the industry over the next 5
years?
20b.)What will need to be done
to ensure training is up to date with these technological advances?
21. What change in growth do you forecast over the next 5 to 10 years for existing professional
occupations? Occupation Likely Growth
Occupation Likely Growth
Occupation Likely Growth
Occupation Likely Growth
22. What non-existent skill sets or occupations will be needed?
23. What could be done to remedy any forecast skill shortages?
24. Small companies have more difficulty in training staff – what are your ideas to overcome this
difficulty?
25a.) How effective is the match between forecast industry needs for unskilled and skilled labour and
what the education and training delivery system currently delivers?
EXITO’s National China Clays Mining Industry Report, 2004
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25b.) How could it be improved?
26. What upgrades are needed for future national infrastructures to ensure the viability of your
industry? E.g. railways, ports, shipping services, roading etc.
Please attach any evidence you have re question 26 above.
27. By 2010 what does EXITO industry training and skills development need to be doing? Please
comment.
Questions in Italics for Managers Only#p#分頁標題#e#
1. If you are a manager did you work your way up to management from the ‘mine face’ or did you get
澳洲dissertation網management qualification/professional qualification and start China Clays mining work as a manager?
2. Total number of operators in this mine? Include all types of workers in the mine.
3. Total number of supervisory positions in this mine?
4. Total number of administration and support positions in this mine?
5. Total number of management positions in this mine?
6. What is the average age of your workers?
7. What future changes may need to be made to the role of the ITO, its structure, capabilities and
resources to support you - the industry stakeholders?