Building internal pipeline of talent is hugely important for the future of maintenance. With the ageing maintenance workforce population in Australia, and slimming talent pool to recruit from, building the capability of maintenance professionals requires development within the organisation.

Traditionally, Reliability and Continuous Improvement positions are leveraged via entrance into the maintenance world through the mining industry. Most of the learning and development left solely to the time spent in the role, with new employees finding their own way to develop core skills needed to be successful in maintenance roles.

Over time, these reliability positions saw a huge churn, varying from 6 months to 18 months. Job dissatisfaction and role clarity were the key drivers behind this turnover.

Boral designed a 6-month Reliability Capability program, incorporating education, exposure, and experiential learning elements to elevate capability of 200+ reliability engineers and specialists.

• Examining the Reliability Capability program to enhance role clarity and deepen technical, leadership and professional skills of reliability professionals from diverse backgrounds.
• Why and how we developed internal and external contributors, presenters, facilitators, content developers, and engaged with key internal stakeholders to ensure buy-in from leadership, and reward for participants.
• The importance of delivering virtual programs through support of external vendors, internal support teams.