Operating Rurally Creates Special HR Considerations
Magma's underground copper mine in San Manuel is the largest block caving mine in the world and employs more than 3,000 of the company's workers. However, the town, which is 45 miles outside of Tucson, has a population of only 4,009. The same is true for Magma's other Arizona operating locations: Superior's population is 3,468; Miami's is 2,018.
Recently, Magma purchased a mine that's located in Ely, Nevada. Magma's vice president of human resources, Marsh Campbell, describes Ely as "one of the most remote locations in the United States." He isn't exaggerating: The 4,800-person town is four hours north of Las Vegas, four hours east of Reno, Nevada, and four hours west of Salt Lake City. Magma doesn't plan to begin operations in Ely until 1996, but experience tells Campbell that it isn't too early to begin considering which HR issues must be addressed. Campbell says that there are implications to moving and operating in rural environments such as this one. Long-term HR issues that should be considered include:
- Health care:
- Cultural differences:
—By Shannon Peters
Personnel Journal, June 1994, Vol. 73, No. 6, p. 118.