earticle

영어

Multinational resource companies around the world, particularly those operating in developing countries, are required to maximise opportunities for indigenous and local staff. However, workforce nationalisation programs often produce limited results despite considerable budgets. This research examines specifically how security organisations in resource companies in Papua New Guinea can successfully develop their national security workforce through strategic mentoring and human resource development initiatives. Employing a mixed-methods approach, this research demonstrates that earlier workforce nationalisation in the security function is possible with organizations obtaining significant cost and reputational benefits. The key to successful early security workforce nationalisation was found to be mentoring programs that are well funded, supported by senior management, and aim to exist for a long period of time. These programs were underpinned by four elements: strong human resources, cultural awareness, engagement, and training and development.