Crew workforce: Future trends and challenges


Crew workforce: Future trends and challenges

Image above is used for illustration purposes only / Credit: ISWAN

Crew workforce: Future trends and challenges

As modern control systems and autonomous shipping modules perform more tasks and there is massive disruption of maritime jobs, a wider array of education and skills-building are required to meet future demands. There are two uncertainties though: Will well-prepared seafarers be able to keep up in the race with autonomous systems? And which will be the most important requirements for ship operators to survive the maritime workforce of the future?

Seafarers | 21/01/19

Future workforce trends:

 – Automation; a fundamental transformation in the way seafarers work. Automation is expected to replace human tasks and challenge the skills that shipping organizations are looking for in their people.

 – CSR: A strong social conscience, a sense of environmental responsibility, a focus on diversity, human rights and a recognition that the shipping industry will have an impact, well beyond the financial.

 – Soft Skills: A significant skills-gap is expected in the future, directly linked to the loss of productivity and profitability. Automation of many processes onboard, require a set of skills that goes beyond what machines are capable of; non-technical skills, the so-called “soft skills”.

“So, once again in maritime history, interpersonal skills, self-management skills and ability to cope with unstructured tasks are about to become the main factor that differentiates between the low performing and the high performing crews, “says Dr. Luiza Shahbazyan, Product Manager CAT, Safebridge Cyprus.

The challenges ahead:

The future of workforce is expected to be a world where humanness is highly valued. Therefore, Ship operators should kick-start their thinking to:

  1. Tackle income inequality

Women in the European Union earn on average 16.2% less than men, while in the maritime field, the figure climbs to 45%, keeping women away from shipping careers.

  1. Show up for your people

Investing in critical human skills is critical for the future of your workforce. These are; problem solving, creativity, project management, listening, and moral and ethical decision making. A leadership position requires showing up for your personnel, they will understand the effort you made and they will treasure your organizational targets all the more.

  1. Embrace diversity

Although women form 39.3% of the global workforce, women seafarers constitute only 2% of the total number of seafarers worldwide, creating a need for the shipping community to bridge this gender gap. Encouraging greater diversity and inclusion is a critical part of meeting shipping industry’s new talent demands. Diversity is currently moving up the boardroom agenda in most shipping organizations, to make business sense; enhance innovation, personnel satisfaction and overall organizational performance.

  1. Re-train your crew

In order to remain employable in the future, help your employees learn technology and tools faster, but also design the technology so it takes almost no training to use.

  1. Provide better crew welfare

Sophia Bullard, Director of the 2018 SAFETY4SEA Initiative Award winner; UK P&I Club’s Crew Health Programme explains that shipping is on the verge of many advancements, such as autonomous ships and multiple projects providing the opportunity for the enhancement of technology onboard.  Whilst all these are projects are of utmost importance, we would actually like to go back to a time where the focus was on the human factor in shipping.

  1. Hire the right people

Hiring the right people means creative ideas and effective collaboration, which leads to an easier way forward embracing the challenges of the future workforce in maritime industry.


Leave a Reply

SSCP   CAS-002   9L0-066   350-050   642-999   220-801   74-678   642-732   400-051   ICGB   c2010-652   70-413   101-400   220-902   350-080   210-260   70-246   1Z0-144   3002   AWS-SYSOPS   70-347   PEGACPBA71V1   220-901   70-534   LX0-104   070-461   HP0-S42   1Z0-061   000-105   70-486   70-177   N10-006   500-260   640-692   70-980   CISM   VCP550   70-532   200-101   000-080   PR000041   2V0-621   70-411   352-001   70-480   70-461   ICBB   000-089   70-410   350-029   1Z0-060   2V0-620   210-065   70-463   70-483   CRISC   MB6-703   1z0-808   220-802   ITILFND   1Z0-804   LX0-103   MB2-704   210-060   101   200-310   640-911   200-120   EX300   300-209   1Z0-803   350-001   400-201   9L0-012   70-488   JN0-102   640-916   70-270   100-101   MB5-705   JK0-022   350-060   300-320   1z0-434   350-018   400-101   350-030   000-106   ADM-201   300-135   300-208   EX200   PMP   NSE4   1Z0-051   c2010-657   C_TFIN52_66   300-115   70-417   9A0-385   70-243   300-075   70-487   NS0-157   MB2-707   70-533   CAP   OG0-093   M70-101   300-070   102-400   JN0-360   SY0-401   000-017   300-206   CCA-500   70-412   2V0-621D   70-178   810-403   70-462   OG0-091   1V0-601   200-355   000-104   700-501   70-346   CISSP   300-101   1Y0-201   200-125  , 200-125  , 100-105  , 100-105  , CISM   NS0-157   350-018  , NS0-157   ICBB  , N10-006 test  , 350-050   70-534   70-178   220-802   102-400   000-106   70-411  , 400-101   100-101  , NS0-157   1Z0-803   200-125  , 210-060   400-201   350-050   C_TFIN52_66  , JN0-102  , 200-355   JN0-360   70-411   350-018  , 70-412   350-030   640-916   000-105   100-105  , 70-270  , 70-462   300-070  , 300-070   642-999   101-400   PR000041   200-101  , 350-030   300-070  , 70-270  , 400-051   200-120   70-178   9L0-012   70-487   LX0-103   100-105  ,