Plan de desarrollo de competencias del personal del centro integrado de operaciones de una empresa de gran minería

Abstract

La investigación identificó las brechas de competencia en el personal del Centro Integrado de Operaciones (CIO) de una empresa minera, en preparación para la implementación del CIO, un proyecto estratégico para mejorar la eficiencia operativa. Se analizó la aplicabilidad del modelo de competencias transversales mineras del Consejo de Competencias Mineras, adaptándolo a la empresa y actualizando las competencias requeridas para evaluar al personal. Los resultados indican la necesidad de intervención en los puestos de Coordinador de Sala de Control y Supervisor de Guardia de Planta, críticos para el éxito de la operación. Para el plan de desarrollo, se utilizó el modelo 70-20-10, incluyendo actividades formativas que promueven el aprendizaje teórico, social y experiencial. Se sugieren mecanismos de seguimiento continuo para ajustar las acciones según la evolución de las competencias. La ejecución del plan contribuir· a la preparación de los trabajadores para el éxito del CIO, promoviendo una nueva forma de trabajo alineada con la tecnología y los objetivos de eficiencia de la empresa.

This research has aimed to identify the existing skill gaps among the staff of the integrated operations center of a large mining company, in preparation for the implementation of its Integrated Operations Center (known in Spanish as CIO), a strategic project to improve operational efficiency and effectiveness. The applicability of the cross-cutting competencies model for mining proposed by the Mining Skills Council has been analyzed, adapting it to the company and updating the required competencies to evaluate the staff and determine the expected level for each of them. The results indicated an urgent need for intervention in the positions of Control Room Coordinator and Plant Shift Supervisor. These roles have been identified as critical for the success of the operation and, therefore, require an intensive focus for their development. For the development of the plan tailored to the specific needs of the analyzed positions, the 70-20-10 model has been used. The plan includes a series of training activities that promote the theoretical, social, and experiential learning of the involved employees. Additionally, it is suggested to establish mechanisms for continuous monitoring of the execution and effectiveness of the actions, allowing for adjustments based on the evolution of the team's competencies Finally, the implementation of the development plan will significantly contribute to preparing the workers for the success of the Integrated Operations Center, promoting a new way of working aligned with the available technology and the company's efficiency objectives.