Earlier this year, an MPI Recruitment survey sparked a debate on whether or not leadership and culture were the main drivers behind why Australian mining professionals were willing to move jobs.
As previously reported, 86% of the 217 anonymous survey respondents were considered movable, while only 14% ‘empathetically’ planned to stay put in their job this year.
Rather than relying on these responses, MPI Recruitment decided to test the findings further with 1,238 blue and white collar mining professionals.
The May 2026 survey aimed to understand what attracts professionals, as well as identify key factors influencing their engagement once they are in a role.
Survey findings
For the blue collar workforce, the survey reveals a consistent theme emerging: people wanting to feel useful, supported, and engaged in their work, with 756 respondents highlighting they are open to moving jobs.
Out of 756 respondents, 27% say using and improving their skills matters most when considering a new role, while 26% consider leadership support as the main motivator. In addition, 16% found better culture to be a main motivator when considering a new role.
For white collar professionals, 22% out of 482 respondents value job promotions the most when considering a new role, followed by using and improving skills (19%) and leadership support (16%).
MPI Recruitment says while the order shifts between cohorts, the overlap is hard to ignore. Across both professionals, three themes consistently sit at the centre of the decision-making process: the ability to use and develop skills, leadership quality and day-to-day support, and the broader working culture and environment.
The latest findings are then considered consistent with the February 2026 survey.
Talent pipeline
Australia’s mining industry has been experiencing a talent shortage for several years, with the industry requiring an additional 22,000 production-related workers by 2040 to meet current project commitments, as reported by CSG Talent.
According to MPI Recruitment, the default response of many organisations to solving the talent shortage problem is “throwing more money” at it.
Although there is some logic to this, MPI’s data suggests something more nuanced is happening.
“Across both groups, pay consistently sits in a lower position when people are asked what would make a new opportunity compelling enough to consider,” MPI Recruitment says.
Competitive pay is considered an entry ticket when considering a role. However, it rarely tells the full story of why a worker stays, leaves, or chooses between employers in a tight labour market.
MPI Recruitment notes that there is a case for widening the lens on attraction and retention in Australia’s mining industry. Both are often treated as separate problems.
Data suggests that long-term workforce stability is more likely influenced by a combination of leadership quality, growth and progression, support, and engagement.
The latest findings suggest that organisations will gain a competitive edge in addressing the talent shortage when they are not only throwing money at the problem.
Write to Aaliyah Rogan at Mining.com.au
Images: MPI Recruitment & Unsplash
