Zambia is currently grappling with a significant inflation crisis that poses a profound challenge to its economy and the livelihood of its citizens. Inflation, which measures the rate at which the general level of prices for goods and services is rising, has become a pressing concern in the Southern African nation. However, this crisis also presents opportunities for strategic interventions. By adopting a Total Rewards approach, enhancing communication, and implementing targeted support programs, organisations can help mitigate the effects of inflation on employees while positioning themselves for long-term resilience. This article delves into the causes of Zambia’s inflation, its implications for employees, and how human resources and rewards professionals can navigate this challenge effectively.

Understanding Zambia's Inflation Crisis

In recent years, Zambia has faced mounting economic pressures that have driven inflation to alarming levels. As of December 2024, Zambia's annual inflation rate has risen to 16.7%, marking the highest level since November 2021. Several factors contribute to this crisis:
Currency Depreciation: The Zambian Kwacha has experienced significant volatility against major currencies. This depreciation has increased the cost of imports, including essential commodities such as fuel and food.
Debt Burden: Zambia’s high levels of external debt have strained public finances. Servicing this debt has limited the government’s ability to invest in economic growth and stabilise prices.
Agricultural Challenges: Agriculture, a cornerstone of Zambia’s economy, has been hit by erratic rainfall patterns and drought, leading to reduced crop yields and increased food prices.
Electricity Shortages: Zambia’s reliance on hydropower, which accounts for about 85% of its electricity generation, has been significantly disrupted by recent droughts. Reduced water levels in reservoirs have led to power shortages and load-shedding, severely impacting the economy.
Global Economic Trends: Rising global oil prices and supply chain disruptions have further exacerbated local inflationary pressures.

Impact on Employees and Human Resources

The inflation crisis directly affects employees, posing significant challenges for human resources and rewards management. Key areas of concern include:
Erosion of Real Wages: Inflation has led to a decline in the purchasing power of employees’ salaries. Despite nominal wage stability, the rising cost of essential goods and services means that employees are effectively earning less in real terms.
Increased Demand for Salary Adjustments: Human resource professionals are under pressure to revisit compensation structures to ensure that wages keep pace with inflation. This creates challenges for budget planning and organisational financial stability.
Employee Morale and Retention: The inability to meet rising living costs can negatively impact employee morale, leading to reduced productivity and higher turnover rates. Organisations may face increased recruitment and training costs as a result.
Industrial Relations: As employees grapple with financial strain, there is an increased risk of labour disputes and demands for collective bargaining. Strikes and protests could become more frequent if organisations fail to address employees’ concerns adequately.

The Strategic Role of HR in Navigating the Crisis

Human resources and rewards professionals hold a pivotal position in managing the workforce through the economic challenges posed by inflation. A strategic approach focused on resilience and long-term planning is essential. Here’s how HR can play a transformative role:
Adopting a Total Rewards Strategy: By integrating monetary and non-monetary rewards, HR can create comprehensive compensation systems that meet diverse employee needs. This includes combining fixed pay with variable elements like performance bonuses, retention incentives, and flexible benefits.
Implementing Variable Pay and Incentives: Linking pay to performance allows organisations to reward excellence while managing fixed costs. Performance bonuses and long-term incentive plans can motivate employees and align their goals with organisational success.
Retention Programs: Offering retention bonuses, deferred compensation plans, or long-term incentives can encourage employees to remain with the organisation during uncertain times. These programs help reduce turnover and maintain organisational stability.
Providing Temporary Immediate Support: Introduce targeted support programs, such as transportation or grocery allowances, for employees most affected by inflation. These short-term temporary measures can alleviate immediate financial stress.
Investing in Development and Engagement: Career growth opportunities, upskilling programs, and employee recognition initiatives not only enhance morale but also build a more capable and motivated workforce. Engagement efforts ensure employees feel valued and supported.
Scenario Planning and Strategic Adjustments: HR must plan for multiple economic scenarios and adapt rewards strategies accordingly. This flexibility ensures that compensation structures remain sustainable and competitive regardless of economic conditions.
Building Strong Communication Channels: Transparent communication about organisational decisions and challenges builds trust. Regular updates on how the organisation is supporting employees can foster loyalty and engagement.

By taking a strategic and holistic approach, HR and rewards professionals can empower their organisations to navigate the inflation crisis effectively. While the immediate challenges are significant, these measures ensure long-term stability and success for both employees and the business.
Zambia’s inflation crisis presents complex challenges, but it also offers an opportunity for organisations to innovate and adapt. Human resources and rewards professionals are uniquely positioned to drive these changes by adopting strategies that balance immediate relief with sustainable, long-term solutions. Through a Total Rewards approach, effective communication, and a commitment to employee development, organisations can not only weather the current economic storm but also emerge stronger and more resilient.

[Submitted by Sean Harvey]

Across the African continent, a growing trend is reshaping the mining industry: the rise of African expatriates. Professionals from mature mining hubs like Zambia, the Democratic Republic of Congo (DRC), and Tanzania are being recruited to work in emerging mining economies such as Mozambique, Guinea, and Sierra Leone. This workforce shift is redefining how businesses tackle cost, skills gaps, and local operations in a highly competitive industry.

For decades, mining companies in Africa relied heavily on expatriates from countries like Australia, Canada, and the UK. While these professionals brought world-class expertise, they came with steep costs. Today, companies are increasingly turning to African expats—professionals from within the continent who offer a blend of technical know-how, cultural familiarity, and cost-effectiveness. Interestingly, South African professionals, despite their proximity, are becoming less of a focus. Their compensation packages, reflective of South Africa’s developed mining industry, mirror those of Western expatriates, making recruitment from other mature African mining hubs more cost-effective.

The Rise of African Expats

Countries like Zambia, the DRC, and Tanzania have long-established mining industries and serve as rich training grounds for skilled professionals. These mining professionals bring not just technical proficiency but also an understanding of the operational, environmental, and socio-political challenges unique to Africa.

Unlike expatriates from developed nations, African expats require fewer cultural and logistical adjustments. Their experience navigating similar environments makes them adept at managing challenges in emerging markets. Furthermore, their cost structures are far more affordable than both Western and South African expatriates, making them an attractive choice for companies looking to optimise budgets without compromising on top skills.

Poaching from Africa’s Mining Heartlands

The recruitment of mining professionals from Zambia, the DRC, and Tanzania has become increasingly competitive. These countries boast a deep pool of skilled engineers, geologists, and managers trained in high-performance mining environments.

As a result, they are highly sought after for assignments in less developed mining economies. Countries where mining industries are still in the early stages of development rely on this expertise to build and scale their operations effectively.

South Africa: A Unique Case

While South Africa is a leading mining hub, its expatriates often come with costs comparable to those from developed nations, making them less attractive to cost-conscious employers. Recruitment efforts instead focus on professionals from other African nations with mature mining industries, like Tanzania, where the cost-to-value ratio is more favourable.

“South African professionals have an unmatched skill set,” notes a regional recruiter. “But their compensation packages often align with Western standards, which can be prohibitive for mining projects in emerging economies.”

The Retention Dilemma

While companies aim to retain their top talent, the lure of higher-paying roles elsewhere in Africa often proves irresistible. Many mining professionals from Zambia, Tanzania, and the DRC are being offered contracts in US Dollars, making their local salaries pale in comparison. For example, a Tanzanian mining engineer might find themselves earning two to three times their local wage by relocating to countries where dollar-based expatriate compensation packages are standard.

The disparity is particularly pronounced in regions where currency instability and inflation erode local earnings. An attractive dollar-based salary offers financial stability and enables expats to remit significant savings to their home countries, further boosting its appeal.

“Dollar-based contracts are a game-changer,” says an HR Manager in the mining sector. “No matter how competitive a local salary might seem, it can’t compete with the stability and purchasing power of being paid in a global currency.”

This trend has created a retention challenge for employers in mature mining hubs, where mining professionals are leaving for better-paying roles abroad. It also intensifies competition among employers, who must navigate limited budgets while trying to match or at least close the gap with international offers.

The Skills Transfer Effect

One of the greatest benefits of hiring African expatriates is their role in facilitating skills transfer. When equipped to do so, they can train local workers, helping them develop the technical and managerial skills necessary to operate independently in the long term.

In countries with developing mining sectors, this transfer of knowledge is a critical step toward building a sustainable, skilled workforce. Beyond technical training, African expats bring insights into best practices for safety, environmental management, and community relations, elevating local standards and fostering a culture of excellence.

The Road Ahead

The shift toward African expatriates signals a broader transformation in the continent’s mining sector. Companies are moving away from reliance on costly Western expatriates and turning to homegrown talent. However, the challenge of retaining these professionals amid the allure of dollar-based contracts underscores the need for innovative compensation strategies.

Employers must rethink their retention approaches, considering not just salary but also career growth opportunities, flexible work arrangements, and non-monetary benefits that could make local contracts more appealing. At the same time, they must invest in training local talent to reduce dependency on expatriates over the long term.

For African expats, the opportunities are vast. They are more than just skilled workers—they are vital agents of change, driving growth, collaboration, and knowledge transfer across the continent’s mining sector. As companies adapt to the changing dynamics of talent retention, the role of African expatriates in shaping the future of Africa’s mining industry remains undisputed.
[Submitted by Sean Harvey]

Mining is at a critical juncture. The energy transition drives unprecedented demand for metals like copper, nickel, and aluminium. McKinsey estimates that capital investments will reach $1 trillion over the next decade. So far, so good, but here’s the kicker: McKinsey argues that inefficiencies plague mining projects. They estimate cost overruns averaging 40-79% and delays exceeding 50% for large-scale projects. Addressing these problems isn’t only about improving profits: they are essential to ensuring an industry that can fulfil global needs for materials critical to sustainability.
One potential solution lies in the principles outlined in John Doerr’s book Measure What Matters. These principles are widely credited with contributing to the success of Google, Amazon, the Gates Foundation, and Adobe. Doerr advocates that a shared ownership and accountability model is critical to success. He explains that companies achieve this by implementing Objectives and Key Results (OKRs).

Let’s see how we can apply his tested methodology to the mining industry's current challenges.

Focus on What Truly Matters
At the heart of OKRs is the concept of focus. Let’s be clear—one of the reasons mining projects are seldom delivered on time and within budget is that priorities are not clearly defined. This is particularly acute and fatal during the early planning stages. Poorly executed feasibility studies and fuzzy project goals result in misaligned expectations and massive inefficiencies. This is where the OKR framework shines. Applying the principles will enable mining companies to deliver more accurate feasibility studies.
To take just one example, the nagging issue of flawed feasibility studies. These studies are the bedrock of any project but tend to be rushed and insufficiently deep to take uncertainty into account. The OKR framework might set an objective of producing more accurate feasibility studies that can be measured by the percentage reduction of the difference between the estimated cost and the actual cost of the project. McKinsey found that better feasibility studies reduce the variance between estimated and actual project costs by 20%. Clear goals, linked to tangible results, enable leaders to focus and allocate resources to creating robust studies, laying a strong foundation for future success. This emphasis helps funnel resources toward good studies that set a baseline for success.

Creating Alignment Among Stakeholders
Another persistent challenge in mining is alignment among contractors, project teams, and operators. Disjointed incentives and communication breakdowns lead to execution inefficiencies that compound cost and schedule overruns. OKRs can fill the gaps by creating a typical structure to connect and align the goals of all participants.
Let’s imagine a scenario where a mining company is managing a megaproject with multiple contractors. Each contractor has its own priorities, leading to competing interests and a disjointed approach that ultimately stalls the project’s momentum.
By implementing OKRs, the company can create a shared objective, such as collaboration among different teams to improve execution efficiency. Key results could include implementing a transparent reporting system accessible to all stakeholders or conducting regular collaborative workshops to address bottlenecks. This helps ensure that all stakeholders move in the same direction, working toward shared goals rather than competing agendas.

Monitoring Progress and Driving Accountability
Another critical issue in mining projects is the lack of real-time tracking and accountability. Projects are often derailed because issues are not recognised and resolved in time. OKRs stress the importance of frequently tracking progress against agreed-upon key results, allowing fast course corrections.
For instance, in the execution phase of a project, OKRs may aim to improve productivity. The goal might be to improve on-site efficiency, with key results like implementing advanced project management tools or increasing the use of digital workforce solutions. Regular checks against these results would allow project owners to spot developing problems, like slow material deliveries or unproductive departments or teams, and take remedial action before those problems become crises. This hands-on approach can help to avoid minor issues snowballing into cost overruns or significant delays.

Inspiring Ambition to Tackle Long-Standing Challenges
OKRs are not only about doing a little better; they are also about inspiring organisations to set ambitious goals that drive innovation. For mining, these may allude to decades-old problems such as sustainability and talent shortages.
Take sustainability as an example. Many companies know they will be required to lower their environmental footprint, but they have remained stagnant. By adopting an OKR to lead in sustainable practices, a company might aim to reduce greenhouse gas emissions in project delivery by 30% over two years. Achieving such an ambitious goal will most certainly require innovative approaches, such as integrating ESG standards into all project phases. While ambitious, these goals push the industry to innovate and adapt, creating a competitive advantage while addressing broader societal demands.

Building a Culture of Performance and Agility
Finally, the mining industry's deeply entrenched legacy practices often hinder its ability to adapt to changing demands. OKRs can help foster a performance-oriented culture by promoting transparency, accountability, and continuous improvement.
Addressing the industry’s talent shortage requires a long-term investment in people development. A company can set an OKR to build a high-performing, diverse workforce, with measurable outcomes like providing extensive training programmes or increasing representation of women in mining. By embedding these goals into the organisational culture, mining companies can ensure teams are equipped to meet evolving challenges while fostering an environment of inclusivity and innovation.

Mining: A Path Forward
As the global demand for essential minerals expands, the urgency of executing projects responsibly and efficiently has never been more acute. For mining companies, the OKR framework offers a new way of thinking about how projects will get done. A disciplined approach to developing focused objectives, aligned teams, real-time accountability, ambitious targets, and a performance culture can tackle the industry's systemic problems.

OKR principles are more than a project management method—they’re a shift in mindset. Adopting this framework would help the mining industry put its house in order and leave the door open for it to be a leader in satisfying the needs of the energy transition. The journey won’t be easy, but with clear objectives and a commitment to measuring what matters, the industry can unlock its vast potential and deliver projects within budget and on time.

[Submitted by Estea Rademeyer]