While the operations in the field, addressing the problems of landmine and UXO contamination, have been the main focus and concern of mine action operators, donors and policy makers, human resource management and the welfare of field staff is of crucial importance to the success of operations. The core activity of the CMAC mine action programme is manual mine clearance, a time consuming, labour intensive, repetitive, costly and dangerous process involving a handheld metal detector, a probe, a trowel and a knife to excavate around mines. This manual clearance is supplemented by other tools such as the brush cutter and the mine detection dogs. Currently CMAC has a total of 2,400 staff and approximately 97% of these are field staff deployed in remote and often difficult locations throughout the north and northwest of Cambodia. Many of the staff have been working with CMAC since the early 1990s. Because of this reliance on human resources to get the job done, CMAC appreciates that the quality of work very much reflects the performance and commitment of the deminers themselves. This performance and commitment is shaped by both the effectiveness of the management structure and the welfare and living conditions of the deminers.
As the mine action environment continues to evolve and change, new challenges and pressures have emerged that have impacted on CMAC and affected the way in which the human resources are managed and deployed. There has been a drive for increased competitiveness, flexibility, responsiveness and quality. Mine action is required to be more sustainable, integrated with broader development initiatives and able to demonstrate that activities are providing a real contribution to the expressed needs of the mine/UXO affected communities. These challenges require changes, which can also affect the morale, motivation and performance of deminers in the field.
This study was initiated by CMAC management in an effort to better understand the situation for their deminers working in the field and how this reflects on current management structures, practice and the quality of operations. Through in-depth interviews with field and with management staff, the study explored the perceptions of the deminers towards their work and the impacts on their own life, that of their families and on the communities in which they are working. Factors included overall management, policies, logistics, medical support, welfare and living conditions. Analysis was also made of the way in which changes in the mine action approach within CMAC is internalised by deminers and affecting the way that they work and their expectations for the future.
This study report outlines the main findings of the study. The report presents some recommendations as to how current management structures and practices can be enhanced so as to result in better human resource management, how deminer welfare and support can be improved for the deminers and their families, and how the capacity and motivation of the deminers can be developed in the light of the evolving mine action environment.
1.2. Objectives of the Study
- To better understand the perception of CMAC deminers towards CMAC management structure and practice and how this affects their morale, behaviour and commitment to the organisation
- To assess the welfare of CMAC deminers in terms of living conditions, health issues (including HIV/AIDS, STDs, malaria etc.) and organisational benefits (salary and savings, accident compensation, leave entitlements etc)
- To examine the impact of the job of the deminers on their families (wives and children) and on the communities in which they work
- To provide key recommendations for CMAC management in terms of how they can improve overall human resource management and welfare of deminers and develop a strategic plan for ongoing capacity building in the evolving mine action environment