Employee Recruitment and Development

Our recruitment function is committed to establishing a consistent process to ensure that hiring is conducted in an effective, fair and consistent manner, and results in a positive experience for prospective candidates and hiring managers alike.

Recruitment

At Goldcorp, we work to ensure that all of our recruitment processes are effective, fair and inclusive. We are committed to growing our employees by providing opportunities for personal and professional development. The recruitment function supports this commitment by enhancing awareness of available opportunities and ensuring we have effective avenues to submit applications.

Global Recruitment Standards

We created the Global Recruitment Standards in 2014. These standards establish a consistent approach to ensuring we recruit people with the right competencies, experience, qualifications and potential to meet the requirements of the positions and the needs of Goldcorp. The Standards also act as a guideline to make sure we recruit in a fair, non-discriminatory manner, aligned with best practices.

Since the Standards’ implementation, we have developed a universal approach to attracting and retaining skilled talent, resulting in an improved experience for internal and external candidates. This has also led to improved information and analytics of our recruitment process.

As a multi-national company operating in various jurisdictions, we recognize the challenges of ensuring we have a consistent recruitment process that is effective, fair and inclusive across all of our sites and offices. For this reason, we developed a Recruitment Strategy that increases collaboration and communication across our operations and provides information on our company-wide recruitment policies and procedures.

Learning and Development

To grow our people and empower them to succeed, we offer a selection of robust training programs. We support employees through every stage of their careers and help them as they consider new career options through to retirement.

Our Global Onboarding Program provides facilitated learning sessions and access to policies, guidelines, reference guides, e-learning and videos to give new employees a common understanding of our company strategy, vision, values and history. It also educates employees on our policies.

In 2016, we continued to focus on training and development across all operations, emphasizing safety, leadership and development. This will build an ongoing pipeline of talent that will ensure operational continuity and mitigate labour shortage risk. We encourage employees to participate in advanced education, training or other professional development activities, and offer financial assistance for education (requests for assistance are evaluated on a case-by-case basis). Our programs and initiatives include:

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To ensure that our programs add value, all employees who attend training and development programs are requested to provide feedback. Furthermore, discussions are held with the employee’s supervisor, to see whether on-the-job performance improvements have resulted. We also conduct periodic employee surveys to determine employee engagement and identify areas for improvement.

We know that employee development is integral to attracting and retaining our workforce; therefore, we are working to develop more robust monitoring and evaluation tools to assess the effectiveness of our employee training programs. For example, since 2015, we have used software-based e-learning technologies that provide training to salaried employees on key policies and programs, such as our Code of Conduct, our Human Rights Policy and our Sustainability Excellence Management System. These technologies also strengthen the ability to better monitor and assess participant completion rates, grades and performance.

Performance Management and Development Planning

Our Performance Management strategy focuses on Growing People by empowering others through open communication and feedback. Through this process, our annual company strategy is established by way of a global scorecard that is cascaded to mine site-specific scorecards and then down into individual annual objectives for each employee. Managers guide and provide feedback to their team members throughout the year and have an individual mid-year checkpoint to assess and discuss progress relative to personal objectives and development plans. At the end of the year, individual annual performance is assessed with the participation of each employee through a self-assessment and, ultimately, with each manager, who conducts a performance review for each of their team members.

Our Performance Management process is enabled by an online technology platform, and is available for all salaried employees globally. The online tool was first introduced in Canada in 2008, and then in Mexico in 2010, and will be implemented in Argentina in 2017. In 2016, we leveraged the implementation of a globally integrated Human Resources Information System (HRIS) and made improvements to its functionality. This tool standardizes our review processes and helps us evaluate the individual contribution of each employee towards our strategy and goals. In addition, it enables employees to set targets for personal and professional growth – which will help them achieve their performance and career goals in line with company objectives.

In 2016, we streamlined the global performance management process for all salaried staff. At our corporate offices in Canada, 88 female (43%) and 118 male (57%) employees participated in our performance management review process. At our operating sites, 3,664 salaried staff, equating to 78% of our direct workforce, received performance reviews during the 2016 reporting period.

Moving forward, in 2017 we will implement a formal development planning program for all employees globally, as part of an enhanced performance management process. Development planning will work in partnership with the existing performance objective setting process, and will be a progressive step in skill-building and career management of our people. The execution of employee development plans will assist employees in taking ownership of managing their career aspirations at Goldcorp with support from their manager.

Total Rewards

In 2016, 40% of our full time salaried non-union employees were eligible for long-term incentives, which enabled them to share in our success beyond fixed cash compensation. We review the long-term incentive (LTI) plan regularly to ensure it aligns with our compensation philosophy and supports the long-term sustainability of our organization. LTI awards are not guaranteed and are subject to change following each review. In 2016, 44% of all full time, salaried, non-unionized employees were eligible to participate in our annual bonus program. The table below represents benefits provided to full time salaried employees, unless otherwise stated.

Health, vision and dental insurance Family
assistance
program
Life and accidental death
and dismemberment
insurance
Retirement
savings
Share-based programs1
Canada Long-term incentive plan and employee stock purchase plan
United States Long-term incentive plan and employee stock purchase plan
Mexico Long-term incentive plan
Guatemala Long-term incentive plan
Chile Long-term incentive plan
Argentina Long-term incentive plan

Employee Turnover

To retain employees in a competitive market, we maintain a positive, dynamic working environment, with competitive compensation and career options. In 2016, we completed a major project aimed at optimizing our operations and generating efficiencies across the organization. This included decentralizing our business, removing the regional layer within our operating model and leveraging opportunities to introduce a greater level of efficiency at our sites. These initiatives resulted in an increase in turnover for 2016 compared to 2015 and 2014. In 2016, employee turnover2 across Goldcorp for site-based employees was 9% for Canada and 23% for Latin America. The disparity between these regions was due to a higher employee headcount in Latin America relative to Canada and also due to the earlier launch of the optimization project in Latin America. For our corporate office (not including regional office employees), turnover was 34% compared to 13% in 2015 and 9% in 2014. High turnover rates are in part explained by the structural changes Goldcorp underwent during the 2016 reporting period. These changes are allowing us to increase our emphasis on creating sustainable value, and to invest more strategically in our company and the communities near our mines.

Turnover by gender and region Turnover – Male employees Turnover – Female employees Total turnover

Canada

8%

12%

9%

Latin America

23%

20%

23%

Corporate

30%

40%

34%

Total

18%

20%

18%

Turnover rates are calculated only at operating sites in Canada and Latin America and exclude projects and joint ventures that we do not operate. Generally, because of the short-term nature of many of the jobs on-site during the construction phase, turnover rates at projects will not be comparable with our overall performance.

Global Mobility

Our Global Mobility Program was developed during a period of significant growth for us. Specifically, there was a need to foster development and growth of our people, support movement of talent across our global operations, address current and future resourcing needs, and provide a framework for transfer of knowledge and skills.

In 2016, with our shift to a more decentralized operating model, a Global Mobility Program Administration Guideline and Toolkit was developed to enable mine site teams to administer the program locally and empower our Mine General Managers to manage the program at their respective sites. Additionally, we implemented a comprehensive Compensation Data Collection system and process to ensure tax compliance and provide greater insight into the costs associated with the Global Mobility Program, thus driving better decision-making and management.

An important aspect of the Global Mobility Program is the opportunity to transfer knowledge and skills from expatriates to local employees. Through our continued focus on employee development and succession planning, we expect the knowledge transfer to continually increase.

Going forward, we will continue to benchmark our Global Mobility Program to ensure it remains competitive, sustainable and appropriate based on the socio-economic situation in the countries in which we operate.