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Building Required Job Skills
At a Glance
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Focusing that produces external economies of scale. But while this might be an effective long-term growth strategy, in the short term there may be greater returns to preparing people for lower-skilled—and more numerous—jobs.
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It is best if vocational training is designed to meet the needs of the economy as a whole, rather than a specific extractive industry or company. Cooperative approaches tend to work particularly well toward this goal.
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Training must also consider the changing nature of the work in extractive industries, as increasing automation and digitization demand new skills of workers.
Case Studies
Key Resources
- Strategies for Improving Miners' Training (Centers for Disease Control and Prevention)
- From Mines and Wells to Well-Built Minds: Turning Sub-Saharan Africa's Natural Resource Wealth into Human Capital (Benedicte de la Briere, Anastasiya Denisova, Deon Filmer, Dena Ringold, Dominic Rohner, Karelle Samuda)
- Global Dialogue Forum on Future Needs for Skills and Training in the Oil and Gas Industry (International Labour Office)
- Current and Future Skills, Human Resources Development and Safety Training for Contractors in the Oil and Gas Industry (International Labour Office)
- Why do Some Oil-rich Countries Perform Better Than Others? (Farrukh Iqbal, Youssouf Kiendrebeogo)
- Local Content Policies: Stimulating Direct Local Employment (Tim Grice)
Topic Briefing
Becoming a technician or skilled worker often requires vocational training; this training may not be available in extractive projects’ areas of influence. Accordingly, many extractive companies conduct their own vocational training. While this provides benefits for the host country, it can be more advantageous if training is designed to meet the needs of the economy as a whole, rather than just the needs of the particular extractive company coordinating it. Cooperative approaches have often worked well in this context.