North America’s mining sector is heading into one of the most significant labor shifts in its modern history. As a large share of the workforce prepares for retirement, the number of young people expected to enter mining careers continues to fall. The result? A talent gap that mines will feel long before the end of the decade.
In the United States, the Society for Mining, Metallurgy & Exploration estimates that more than half of the mining workforce could retire by 2029. That’s more than 221,000 workers.
Canada isn’t far behind. In 2023, the Mining Industry Human Resources Council (MiHR) reported one in five mining workers were 55 or older.
These departures coincide with an increase in global demand for minerals needed for the clean energy transition. A demand the International Energy Agency expects to double by 2040. In some scenarios they predict a fourfold increase.
But the supply of new talent is shrinking. U.S. mining graduations have fallen 39% since 2016. Several mining and geological engineering programs have also closed or downsized in recent years. Young people cite a mix of reasons:
- Limited awareness of mining careers.
- Negative perceptions of the industry.
- Mines located far from large cities, where most students study and work.
Geography makes this situation harder. Many mines sit in regions with small or stagnant populations. Immigration constraints also further restrict the pool of skilled workers companies can access from overseas.
HR teams are already feeling the strain. “Vacancies for engineers, geologists and technical specialists are taking longer to fill,” says Alejandra Gomez, Client Relationship Lead, North America for Globe 24-7.
“Salary expectations are shifting quickly, sometimes rising tens of thousands of dollars within a single year. Some companies are finding that experienced candidates are increasingly unwilling to relocate for work. And several firms we know of have begun asking recently retired employees to return as technical advisors simply to keep operations running.”
The demographic pressure, fall in graduate numbers, and geographic obstacles point to a structural labor shortage that will intensify over the next decade. The challenge for mining companies now is to take action. To make sure you can maintain the skills and experience your operation relies on, you need a plan.
But Alejandra, who recruits technical and executive talent for mines across the United States and Canada, says few companies have the time or capacity to deal with it.
“HR teams are very busy just trying to fill immediate roles,” she says. “They’re aware of the long-term problem, but they don’t always have the time to plan for it.”
Still, there are steps companies can take now before the shortage becomes more acute. Here are 10 things you can do:
1. Discuss workforce risk regularly
Workforce planning is often treated as an annual conversation. But with salaries shifting quickly and older workers retiring faster than expected, the pace of change is now much shorter.
“It needs to be reviewed quarterly,” Alejandra says. “Trends are changing too quickly.”
Frequent discussions allow you to adjust earlier, rather than being forced into last-minute decisions when a senior engineer or superintendent hands in their notice.
2. Begin succession planning long before retirements happen
Though succession planning has often focused on the next one or two years, it now needs to look a decade ahead.
Identifying which roles carry the most retirement risk, and deciding who could realistically step into those roles, is increasingly important.
3. Prepare early for hiring in remote regions
In regions with small populations, labor challenges are magnified. Though Idaho has several major projects underway, there are only around two million residents. Winnemucca, Nevada, a frequent base for nearby mines, has just over 8,000. In parts of northern Ontario and British Columbia, similar recruitment constraints exist.
But when companies wait until construction begins to think about recruitment, Alejandra says the pressure builds quickly.
“You end up hiring whoever will say yes,” she says. “It’s expensive and mistakes get made.”
Early planning helps you avoid that scenario. When internal teams are already stretched, external support can also prevent rushed hiring and short-term fixes.
4. Build clearer pathways for young people
A key contributor to the shortage is the shrinking number of mining and geological engineering programs in North America. Some universities have closed their mining degrees entirely, while others have scaled them back. In Canada, the MiHR has reported declining enrollments across all mining-centric degrees.
But new programs can make a difference when they’re tied closely to industry needs. The University of Idaho’s new geological engineering degree, created with mining companies in the state, is an example. Students can start at a community college and transfer into the program, and local mines helped shape the curriculum.
Alejandra says these partnerships give students more confidence that mining offers a stable career. Companies can strengthen that connection further, too. They can fund scholarships, offer co-ops and internships, and work with schools in mining towns to raise awareness earlier.
5. Make remote roles more practical for families
Even candidates without children ask about schools, safety, and local services before considering a move to a small town.
Temporary housing, relocation support, and honest conversations about local conditions make the decision easier. In some regions, companies are also working with municipalities to address gaps in schooling or community infrastructure.
6. Offer flexible work for senior technical staff
Across both the U.S. and Canada, experienced candidates are reluctant to relocate. Many own their homes outright and don’t want to uproot their families, especially when tax differences between states or provinces can be significant.
“Most people are willing to travel,” Alejandra says. “They’re just not willing to relocate.”
But you can widen the pool of candidates willing to consider your role with:
- Fly-in fly-out (FIFO) arrangements
- Travel-based executive schedules
- Or remote days for planning and reporting work.
7. Review salary expectations more often
Mining salaries in North America shift faster than annual budgets can keep up with. Candidates in technical and leadership roles often ask for far more than companies expect.
“We’re seeing positions where the market is $50,000 above what companies have budgeted,” Alejandra says.
The difference is often enough to stall recruitment for months. To avoid mismatch between budgets and market reality, review salary ranges every three to six months, and adjust earlier in the hiring cycle. Factor in:
- Cost-of-living differences
- Remote-location premiums
- And relocation costs.
8. Improve retention with a better work–life balance
Mining has traditionally offered generous leave for workers on rosters, and that remains a competitive advantage. But companies are beginning to expand this flexibility further.
Alejandra notes that employees increasingly expect arrangements that allow them to attend important family commitments, or that give working parents more predictable schedules. These adjustments have become more common, and help companies retain mid-career staff who might otherwise move to another sector.
9. Be more visible in the broader labor market
Mining has a relatively low profile in major North American cities, where graduates often move into roles in the technological, engineering, medical, or financial fields. Many young people also have little exposure to mining unless they grew up in a mining community.
“Mining companies are used to being behind the scenes,” Alejandra says. “To attract talent, they need to be more comfortable in the spotlight, and to show the possibilities of what a career with them could look like.”
With critical minerals now a major public focus, companies have an opportunity to present mining as a modern, technologically advanced career path. University outreach, public events and clearer communication about the technical nature of the work can help you shift perceptions.
10. Invest in training and internal development
Companies will need to develop more talent internally as the graduate pipeline shrinks. Consider apprenticeships, technical training, and upskilling offers in areas like automation, data analytics, and geotechnical skills. These programs will allow your mid-career employees to move into roles previously filled by more experienced staff.
Structured development pathways also help younger employees see a long-term future in the industry. This can improve retention and reduce urgent external hiring for technical vacancies.
The day-to-day recruitment of North America’s mining operations will always demand attention. But longer-term planning is necessary to confront the challenges of a talent gap. To stay ahead of shifting salaries and changing workforce trends, your workforce planning needs to be reviewed regularly.
The mines that prepare early will be better positioned to maintain the experience and technical capability they rely on. So, plan for retirement, strengthen university partnerships, offer more flexible work models, and keep conversations up to date. Those that wait risk deeper shortages at the moment the industry needs more people, not fewer.
