Over and above traditional recruitment practices, we now also make use of social media as one of our sourcing strategies, especially when looking for scarce and critical skills. LinkedIn and Facebook have made it easier to find candidates, stay connected with them and keep them engaged even when no specific position is available. The Central Recruitment Department has been building “talent-sourcing pools” by creating a database of qualified people who could be considered should a position become available. This approach reduces the lead time required to fill scarce and critical vacancies.


Recruitment success can also be attributed to our internal talent-development initiatives, such as the graduate development programme and the training and development interventions. These initiatives focus on creating a talent pipeline and bench strength. During the year, 25 graduates from the Advanced Graduate Development Programme in the Process Discipline were appointed as metallurgists. All section manager appointments, 70% of mine overseer appointments and 52% of safety officer appointments were internal promotions. In addition, 82% of the shaft rock engineers appointed were Company strata controllers who had successfully obtained their Chamber of Mines certificates. Internal promotions represented 62% of all appointments in 2012.

Of all people hired externally to fill Band 6 and above scarce and critical positions, 48% were historically disadvantaged South Africans and 5% were female.