Talent Acquisition and Development

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

Talent Acquisition

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

As a multinational 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 talent acquisition approach that increases collaboration and communication across our operations and provides information on our company-wide recruitment policies and procedures.

Global Recruitment Standards

We created the Global Recruitment Standards in 2014. These standards establish a consistent approach to ensuring we recruit diverse candidates 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 for making 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 about, and analytics on, our recruitment process. During 2017, the talent acquisition team took further steps to ensure all offices and sites followed the same procedures and recruitment processes as outlined within these Standards. The team redeveloped monthly recruitment knowledge exchange calls to include global process and standards reviews and further aligned any areas that differed between sites to ensure the right standards are being tested.

In addition, the team re-developed the “Careers” page on our website with a few intentions in mind: to improve overall candidate experience through better branding and storytelling; to provide easier access to job postings and to highlight our student and new graduate programs. In collaboration with the Talent Management team’s succession planning programs, we also aimed increased attention at internal recruitment. The team maintained a strong focus on recruiting young talent through highlighting our student and new graduate programs at career fairs and large conferences.

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 2017, 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 employees’ supervisors to ascertain the extent to which the programs have resulted in improved on-the-job performance. 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, our Sustainability Excellence Management System and upcoming for 2018, our Unconscious Bias Training. 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 each 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, with a rollout in 2017 to our Argentina employees. At our operating sites, 4,721 of regular staff received performance reviews during the 2017 reporting period, representing 85.4% of our total direct workforce.

We continue to leverage our globally integrated Human Resources Information System (HRIS) and make improvements to its functionality. In 2017, we added a development planning tool to the performance management process to enable career and development discussions and encourage ongoing feedback. Looking forward to 2018, we will continue to coach employees to direct their own development. Additionally, we will continue to coach managers in being accountable for supporting employee development. Development planning will work in partnership with the existing performance objective setting process and will be a progressive step in the 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

The Total Rewards function is responsible for establishing the vision and guiding principles of our compensation, benefits and pension programs globally, and for ensuring that our Total Rewards programs enable the business to attract, reward and engage high performing employees.

The Total Rewards team works in collaboration with the mine sites for managing, communicating and reviewing Total Rewards programs. Team members work together with business leaders and Human Resources peers as subject matter experts. As well, this team is responsible for ensuring compliance with and disclosure on some areas of Total Rewards, as prescribed by the various jurisdictions in which we operate.

In 2017, 23% of our full time salaried non-union employees were eligible for long-term incentives (LTI), which enabled them to share in our success beyond fixed cash compensation and align employee experience with that of our shareholders. We review the 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 2017, 61% of all our full-time, salaried, non-unionized employees were eligible to participate in our annual short-term incentive program.

Benefits provided to full time salaried employees include:

  • Health, vision and dental insurance – Depending on the location/country this may include contributions towards government healthcare programs and/or employer-sponsored programs.
  • Family assistance programs – These provide counselling and other types of support to employees and their dependents for work, health, life and relationship issues.
  • Life and accident insurance – This provides a benefit payable to survivors of the deceased employee in the event of death or accident.
  • Retirement savings –
    • In Canada, non-unionized operational employees are covered under a mandatory 100% employer funded Defined Contribution (DC) Pension plan. A Defined Benefit (DB) pension plan which is 100% employer funded covers unionized employees representing 8% of our Canadian workforce. At December 31, 2016, the last actuarial valuation, the plan’s solvency ratio was 88.2% or 126.8% on a going concern basis.
    • U.S. employees and U.S. expatriates can participate in a voluntary 401(k) Defined Contribution safe harbor plan.
    • In Mexico, the pension plan is a DC/DB hybrid plan funded by employer (mandatory DB) and employee (voluntary DC) funding. At the last actuarial valuation, the DB component’s solvency ratio was 30.7% (Mexican pension law has no statutory funding requirements).
    • In Europe (Switzerland), Barbados, Argentina, Chile and Honduras, retirement savings is provided through required funding to the government social security programs and in Chile, in accordance with Chilean law, mandatory employee contributions are directed into employees’ individual pension accounts.
  • Parental leave – Programs differ by region and align with government provided programs or stipulations. For example, in the U.S. Family and Medical Leave Act (FMLA) leave, in Canada Employment Insurance (EI) and in Europe, Barbados, Mexico, Chile and Argentina, as required by social security programs in those countries. The Corporate office and sites provide additional monetary top-up to the government provided EI benefit.
  • Share-based programs – These programs may include benefits such as an employee stock purchase plan and Restricted Share Units (RSU). Eligibility for these options is dependent on job levels. An LTI program for Guatemala/Honduras employees phased out in 2017 due to either the pending closure of these sites, or employee ineligibility.
Health, vision and dental insurance Family
Life and accidental death
and dismemberment
Share-based programs1
Canada Long-term incentive plan and employee stock purchase plan
United States Long-term incentive plan and employee stock purchase plan
Europe Long-term incentive plan
Barbados Long-term incentive plan
Mexico Long-term incentive plan
Guatemala N/A
Honduras N/A
Chile Long-term incentive plan
Argentina Long-term incentive plan
Expatriates 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. Employee turnover1 across Goldcorp in 2017 for site-based employees and our corporate office is shown in the table below. Statistics for Guatemala and Chile are not represented as results would be skewed due the closure of these operations.

Employee Turnover by Gender and Location Turnover – Female Employees Turnover – Male Employees Total Turnover





















Turnover rates are calculated only at operating sites 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. In 2017, we saw a higher turnover rate of female employees compared with male employees. Actions being taken as part of the current Diversity and Inclusion Strategy will establish more inclusive practices to retain and attract a diverse workforce. Examples include: developing a diverse pool of future talent through our Future Leaders program and enhancing our succession planning process to include Diversity and Inclusion principles.

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 2017, we implemented the Global Mobility Program Administration Guideline and Toolkit to enable mine site teams to administer the Global Mobility Program at their respective sites. Efforts continued to support and educate our site teams on Global Mobility Administration Process. Regarding the Global Assignment Management System (previously named the Compensation Data Collection system), analytics regarding assignment costs were analyzed for components that would be meaningful to senior management in making hiring decisions. In 2018, assignment cost analytics will be reviewed with senior management and provided on a bi-annual basis to aid in decision making.

In addition to our expatriate employee population, in 2017 we also focused on compliance for our short-term business travelers who travel frequently on business for Goldcorp. In 2017, we implemented a Business Travelers Program to ensure that we comply with immigration, tax rules and regulations in the jurisdictions in which we operate and visit while mitigating risk for both our Business Travelers and Goldcorp.

An important aspect of the Global Mobility Program is the opportunity to transfer knowledge and skills from expatriates to local employees. In 2018, through our continued focus on employee development and succession planning, we will aim attention at further integrating talent management practices into our Global Mobility Program to ensure local successors are being identified and developed.

Going forward, we will also continue past practices of benchmarking 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.