Power Line – Manpower – Part 1

Much has been said and written recently about the manpower problem in the mining industry. The coal segment of the industry has been scrambling to staff and man its companies and operations in order to accommodate the current boom, and there are some interesting side- lights and developments which deserve further attention from coal mining people. This column will deal with the manpower problem in general and the plight of the professional-the mining engineer-in particular. At this point in the game, it is desirable and perhaps necessary to ask ourselves if there really is a manpower problem and, if so, how serious it is. Suprisingly, there are varying and conflicting answers to this question. If we are talking about warm bodies, then in most mining areas there is no problem. If, however, we are talking about skilled or trained people-at all levels-there are apparently serious shortages, especially in the coal industry and in the U. S. Bureau of Mines. To define quantitatively the present and future need for mining professionals is a formidable task, to say the least. Without pretending that these figures are anything but an educated guess, we feel there is an immediate need for about 1000 mining engineers right now and a continuing need for about 300 mining school graduates per year (double last year's number) for the next ten years in order to take up the slack, provide for attrition and maintain a normal growth rate. Mining companies, large and small, are just now beginning to realize that the industry is undergoing a revolution, It is no longer possible to design, build and operate coal mines by the "seat of the pants." Production demands, the new health and safety law and the inevitable new legislation on surface mining will require more engineering, more planning and new technology. There are mine operators who need mining engineers and don't even know that they need them. This could mean rough going for the small operator. It surely means that there will be a trend toward increasing the ratio of technical to nontechnical employees and the ratio of technical employees to dollars of capital towards levels comparable with other highly mechanized industries.