Leading a multigenerational workforce in the mining industry

Understanding generational differences is important because some mines have up to four generations of workers –sometimes in the one team.

Anton Guinea, Founder, The Guinea Group

The Australian mining industry employs over 300,000 people, which equates to 2.1% of the population. Part-time staff make up 5% of the mining industry, and 21% are female, according to the latest Federal statistics.

The average age of all mining employees in Australia is 41. That puts the average year of birth at 1982 or 1983 for Australian miners – meaning that the average generation of workers in Australian mines is Millennial.

So, why is that important?

Because Millennials (and no, they are generally not called Gen Y, but they do fit in between Gen X and Gen Z) have very different requirements from their leaders than do Generation Z employees, as do Generation X team members.

For those of you wondering what the generational intervals are, start at 1964. If you were born prior to that, you are a Baby Boomer. If you were born between 1964 and 1980, you are Generation X. If you were born between 1980 and 1996, you are a Millennial, and if you were born since 1996, you are Generation Z.

Understanding generational differences is also important because some mines, and even some teams, have up to four generations of workers – in the one team.

Let’s take our analysis one step further and look at the average age of a supervisor in the mining industry. That average age is 45. There is not much difference between the average age of the team, and the average age of thesupervisor, you might think. Or is there?

At the age of 45, the average generation of mining industry leaders is Generation X. A very, very different generation and leadership style compared to the more recent generations. Generation X miners were raised (and led early in their careers) by Baby Boomers, who were born into toughness, and who were strict at home and strict at work.

Generation X mining leaders are struggling to adapt. How do I know? As a leadership coach I speak to them most days. Not only are challenges like Psychological Safety scaring them, not only are mental health claims on the rise in mining (and other industries), but each generation of worker also requires a completely different leadership style. All on the same day. In the same team. Stay strong leaders. We’ve got you covered.

Some mining leaders are leaning into generational worker leadership (and good on them for reaching out). At our training programs we share reports, statistics, and data, but we also share good leadership, engagement and empathy strategies that will make mining leaders more effective.

Here is an overview of how to lead the different generations of workers. We’ll work backwards, as the Generation Z workers are apparently the ‘hardest’ to lead (with apologies to Gen Z readers).

Gen Z – listen intently and be willing to be flexible

According to Fast Company research, “many senior leaders feel Gen Zs come across as more frustrating than additive: demanding, questioning, and challenging their managers with nontraditional views of work.” Generation Z is the first generation to be born into a world with the internet (so they are digital prodigies). They have higher expectations of their employers, and they are advocating for work-life balance, high pay rates, and social change, all at once. At the same time, they have huge potential, they are keen to learn, and keen to grow.

They need to be nurtured, and they require a huge amount of recognition and time with their leader. They are the most influential generation in mining workplaces and other industries because they have a voice. And they are purpose-driven - they leave roles, jobs, or industries if they are not realising their potential. In short, we advise you to listen intently and be willing to be flexible.

Leading Generation Z requires patience, listening, empathy, regular recognition, flexibility, and opportunities for growth. As does leading Millennials, who often get lumped in with Gen Zs (especially in the research).

Millenials – help them find their purpose

Millennials are a ‘softer’ version of Generation Z, with many similarities. Deloitte Global recently reported that purpose is also “key to workplace satisfaction and well-being, according to nearly nine in 10 Gen Zs (86%) and millennials (89%).” In short, help them find their purpose.

Gen X – let them do their thing

Leading Generation X mining workers is somewhat easier (if you are an autonomous leader). Generation X leaders ‘get’ Gen X workers.

Gen Xs value autonomy, according to research by marshmma.com. “Allowing Gen X more control over their roles and enabling them to be creative problem solvers can motivate them to stay engaged.” They need very little recognition, are self-starters, and very entrepreneurial. Confident and trusting leaders value Gen X workers. In short, we advise to ‘let them do their thing’.

Baby Boomers – respect their contribution and knowledge

Then, there are the Baby Boomers who are either looking to retire but don’t have quite enough super yet or are not looking to retire because their work is their identity, although they could retire. Boomers are competitive. They feel like they are experienced and should be valued for it. Boomers need the most support in your team, not to be engaged but to be encouraged to get to know and understand the other generations.

Boomers have a strong work ethic and cannot understand why some want to finish early. In short, respect their contribution and their knowledge.

In summary, the mining industry in Australia has a diverse age demographic. It contains four generations of workers, all of whom require different leadership styles. The pro tip is that the leaders who really take time to internalise the information in this article and the research will create the most psychologically safe and high-performing teams because all the generations will be able to work together and relate to each other. 