Where should we focus?

You have 100 points for each list. Give them to the ideas you believe will matter most, as many or as few as you like. Each list must total exactly 100.

List 1

Exempt site staff (MPS/CCS) leaving for the hub

100
points left

Pay and incentives

  • Site pay premium
    Higher pay for site-based GSC roles than for the same role at the hub.
  • Site stipend framing
    Present extra site pay as a housing, commute, or rural stipend rather than "remote workers get paid less."
  • Site signing bonus
    A one-time $10K bonus for interns or new hires who take a site role and commit to 2 to 3 years.
  • Higher grade for site roles
    Place site GSC roles a grade above the equivalent hub role.
  • Market-competitive pay
    Match what new mines nearby are offering.

Schedule and flexibility

  • Site hybrid schedules
    Allow remote days for site roles, built around when face-to-face time matters.
  • Miami model
    Copy Miami's hybrid schedule, workload, and culture, which has had low MPS turnover.
  • Touch-point mapping
    Map when customers need in-person contact and allow remote time outside those windows.
  • GSC schedule standards
    Set common parameters across sites for hybrid and alternative schedules.
  • Schedule flexibility as a site perk
    Offer 9/80 or 4/10 schedules at sites while keeping hub schedules fixed.
  • Leader-supported flexibility
    Let leaders approve occasional remote days when life happens, without a rigid checklist.
  • Protect on-site days from overload
    Prevent compressed on-site days from turning into 12-hour days.

Career paths and development

  • Site experience preferred
    List site or mining experience as preferred for hub roles that link closely to sites.
  • Site experience required
    Require site time before moving into certain hub or leadership roles.
  • Clear lines of progression
    Define career paths for CCS, MPS, and leadership roles.
  • Rotational development path
    Move people from hub entry level to multiple roles to site, then back as a lead.
  • GM experience requirements
    Define the experiences needed to become a GM so people can plan toward them.
  • Technical/master track
    Create senior individual-contributor roles that reach higher grades without direct reports.
  • Lateral moves for breadth
    Encourage moves such as MPS to CCS, or moly to copper, before moving up.
  • Cross-training at sites
    Train site staff across contracts and procurement.

Exposure and recruiting

  • Site internships
    Use site internships as the main pipeline, since exposure often converts people who planned to work remotely.
  • Site trial or "teaser"
    Give new hires a short site experience.

Data and insights

  • Turnover diagnostics
    Track MPS and CCS turnover and transfers to find where the losses are.
  • Hub promotion data
    Check who applies for and wins hub roles to test the belief that you must be in Phoenix to advance.
  • Crossover insights
    Learn from people who have moved between site and hub roles.

Share context behind your choices, or anything missing.

List 2

Warehouse staff leaving for other site departments

100
points left

Pay and incentives

  • Warehouse pay parity
    Pay warehouse techs in line with Operations and Maintenance roles doing comparable work.
  • Higher grade for warehouse roles
    Give GSC warehouse roles the same grade bump Operations and Maintenance received.
  • Supervisor pay compression fix
    Address techs out-earning their supervisors so strong techs will apply for leadership.
  • Turnover business case
    Show that a higher labor rate costs less than 18% annual turnover.
  • Market-competitive pay
    Match what new mines nearby and other site departments offer.

Job analysis and data

  • Task-based job analysis
    Compare warehouse pay by actual tasks and equipment rather than the "warehouse" label.
  • Side-by-side role comparison
    Compare a GSC tech's work against ops and maintenance roles that pay more.
  • Updated warehouse job descriptions
    Rewrite outdated job descriptions to reflect real daily tasks and equipment handled.
  • Turnover diagnostics
    Track warehouse turnover and where people go.
  • Site data storyline
    Managers gather data from each site, and Amanda compiles it into one case.
  • Warehouse interview voice
    Add a warehouse employee to the interviews.

Career paths and development

  • Clear warehouse line of progression
    Define a career path from tech to senior tech to supervisor.
  • Technical/master track
    Create senior tech roles that reach higher grades without direct reports.

Planning and culture

  • Expansion workforce planning
    Prepare for many departments hiring at once as sites like Bagdad expand.
  • Protect site team culture
    Invest in the camaraderie that keeps people in the warehouse.
  • Lead by example
    Leaders follow the same rules they set for their teams.
  • Involve employees in change
    Ask techs for feedback before announcing changes.

Living and location

  • Housing support
    Expand or subsidize housing near remote sites.
  • Cost-of-living adjustment
    Align pay with local costs in high-cost areas.

Separate problem statement

  • Warehouse working session
    Hold a dedicated meeting on the warehouse issue, separate from exempt staff.

Share context behind your choices, or anything missing.

List 1: 0/100List 2: 0/100Name needed