Employee Learning and Development
Going Beyond the Mine
Newmont believes that people are our most valued resource, and that the development of employees is critical to our ability to maintain a competitive advantage over our competitors, through having a highly skilled workforce and a strong talent bench strength represented by leaders who are ready to take on new challenges and positions.
This competitive advantage is achieved through a focus on meaningful and effective career development, and through our targeted development programs, which reach all levels of the organization.
This competitive advantage is achieved through a focus on meaningful and effective career development, and through our targeted development programs, which reach all levels of the organization.
How We Engage
We make considerable investments in training and development programs to encourage our employees to take ownership of their career paths, so their careers at Newmont can be lifelong opportunities. Employees work with managers to develop an Individual Development Plan in which they share aspirations, identify key strengths and develop an action plan to achieve their goals.
Our People Development Center, an online tool that aids employees and managers in performance tracking, competency assessments, individual development planning and training, was rolled out globally in 2007. This tool is a resource for employees and managers in assisting in the development and management of skills, competencies and performance.
GoldNet, our intranet site, offers a centralized location to help employees find relevant company information and policies that support individual development and career management. This includes information about our global operations, human resources policies and internal job postings.
There are a number of ways in which Newmont is preparing to address shifts in our workforce demographics. These strategies include phased retirement options, recruitment of new graduates and a continued focus on succession planning. Phased retirement refers to offering options for part-time or consulting work, which are attractive to potential retirees and keep them in the workforce longer. Our Emerging Talent Program provides an opportunity to develop young talent with a long career runway. Finally, our continued focus on talent management includes planning for key vacancies and identifying and proactively developing individuals to take on those roles.
Our People Development Center, an online tool that aids employees and managers in performance tracking, competency assessments, individual development planning and training, was rolled out globally in 2007. This tool is a resource for employees and managers in assisting in the development and management of skills, competencies and performance.
GoldNet, our intranet site, offers a centralized location to help employees find relevant company information and policies that support individual development and career management. This includes information about our global operations, human resources policies and internal job postings.
There are a number of ways in which Newmont is preparing to address shifts in our workforce demographics. These strategies include phased retirement options, recruitment of new graduates and a continued focus on succession planning. Phased retirement refers to offering options for part-time or consulting work, which are attractive to potential retirees and keep them in the workforce longer. Our Emerging Talent Program provides an opportunity to develop young talent with a long career runway. Finally, our continued focus on talent management includes planning for key vacancies and identifying and proactively developing individuals to take on those roles.
2010 Overview
Newmont's development programs continued to grow and reach employees in 2010 through programs such as a wide range of individual development options at the Manager Self level (e.g. Presentation Skills, Crucial Conversations, and many regionally specific courses). The Leading for Results program for Managers of Others launched in 2010 and includes modules on Leading for Results, Providing Effective Feedback and Planning and Managing Work. The High Performance Leadership program and the DU Executive program are additional aspects of Newmont's industry leading program.
In 2010, we spent $16 million on training and development. Our employees spent a total of 1,066,536 hours attending training and development programs.
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In 2010, we spent $16 million on training and development. Our employees spent a total of 1,066,536 hours attending training and development programs.
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