Increased global competition for top-quality mineral deposits and unpredictable political and social attitudes combined with depressed commodity prices have traumatized the Canadian and international mining community. Companies have had to reinvent themselves in order to survive. Citing local opposition and greater opportunities elsewhere, many companies have moved out of Canada and now work in nations having large undeveloped reserves along with lower labor and operating costs. Restructuring has included a redefinition of a company's core businesses and release of employees lacking skills needed in the new business environment.The data presented were gathered from 46 mining companies, each of which completed a 150-item questionnaire comprising a mix of preference rankings, box-filling exercises, open-ended questions, and observations. The respondents employed almost 200,000 people including 3,200 geoscientists. More than 80 geology or geophysics skills were assessed, as well as computer competency, business education, and 31 so-called soft skills and other attributes. The intent of the paper is to encourage better industry-university cooperation and provide students and geoscience departments with data that can help with career planning and curricula remodeling.Fewer than 35 geoscience topics are important to mining companies. Combined, geoscience knowledge accounts for only about 50 percent of the total “skill set” needed in the work place. Of all skills, computer and soft skills appear to be the most portable between mining and other careers. Soft skills are not stressed enough at the university level, particularly communication skills in all forms, and other critical skills are seldom emphasized. These include ethics and teamwork. Companies believe that the tertiary education process should include business training, comprising components of practical ethics, economics, project management, and planning.