?? The seafarer labour market has become particularly tight ??

Attracting and retaining qualified employees is undoubtedly challenging during times of skills shortages. The officer supply shortage has hit an all-time high and is unlikely to improve, resulting in manning cost inflation, according to a recent study by shipping consultants Drewry. ??

Drewry's 2023 officer availability gap has widened to a deficit equating to about 9% of the global pool, up from 2022’s 5% shortfall, marking the highest level since the consultancy began analyzing the seafarer market 18 years ago. The consultancy forecasts similar deficit levels through to 2028, based on the limited supply of new seafarers. “While these deficit levels are theoretical, they clearly indicate that the seafarer labor market has become particularly tight, with important implications for recruitment and retention as well as manning costs,” Drewry noted. ????

Three Ms ?????

Market-based pay and good working conditions for seafarers are prerequisites, says Ioannis Stefanou, managing director of ship management at Wallem. “Traditionally, the three Ms - money, mail (internet access), and meals - were crucial for recruitment and seafarer satisfaction. However, in today’s landscape, these alone are no longer sufficient,” explains Ian Beveridge, CEO of Bernhard Schulte Shipmanagement (BSM).

Factors such as working conditions, health and welfare, and career opportunities have become equally vital. BSM’s top management emphasizes the importance of involving employees in decision-making processes. “They seek trust, reliability, collaboration, and a sense of belonging. Our ongoing efforts address all these aspects to provide our sea staff with an attractive overall package,” Beveridge says.

Beyond Minimum Standards ?????

“The process of having a satisfied customer starts with a satisfied employee,” says Vinay Gupta, managing director of Union Marine Management Services, who firmly believes in treating people with fairness. “Mutual trust and mutual respect have been cornerstones, resulting in our staff becoming our brand ambassadors,” Gupta says.

Peter Schellenberger, founder of maritime consultancy Novamaxis, advises that keeping crew happy involves ensuring competent and well-trained staff and avoiding compromises in quality due to budget constraints.

“Good training, seafarer and family engagement programs, proper care in terms of medical, nutritional, and psychological support are essential. More than minimum standards are required by owners, along with clearly agreed service levels between manager and crew,” Schellenberger advises.

Human Capital Management ????

“Ship operators need to view their people as an investment rather than a cost,” suggests Nick Chubb, founder of tech consultancy Thetius. Human capital management involves giving leaders the tools to justify investments through a data-driven approach to recruitment, onboarding, training, performance, and retention. This approach can retain talent, improve operational efficiencies, and future-proof businesses.

Training Benefits and Technology ????

Staff retention starts with training and entry into the industry, argues Bjorn Hojgaard, CEO of ship management giant Anglo-Eastern. The company has its own pre-sea academy, offering more than 500 yearly cadet seats and over 50 specialized courses for upskilling officers.

Using current technology, such as Beekeeper, which recreates a sense of fraternity and connects crew with shore staff, is important, says Rajiv Singhal, the boss of MTM. “The provision of internet onboard ships has become the industry norm, significantly changing life onboard and ship-shore connectivity,” he adds.

Connectivity and Morale ????

Recent surveys have shown that internet availability for crew onboard is the number one priority for seafarers. “Access to email, messaging, calling, and internet is vitally important for seafarer morale, wellbeing, and maintaining links to family,” states a report from Idwal, a British surveying firm.

“We can do better,” concludes Steven Jones, founder of the Seafarers Happiness Index. “While the number of vessels not allowing seafarers the right to be connected outweighs those with unlimited access, we still have work to do. It’s time for a change, aiming for a better, brighter reality for life at sea. The impact of doing good is reflected in the market value of the vessel, which has to be progress.” ????

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