The assessment of individuals shouldn’t stop at the point they are recruited. It is a continuous process, and regular assessments should be made for soft and hard skills as well as for day-to-day performance within the role. An effective approach to HCM facilitates skills development alongside performance management. This enables seafarers to understand not just where they need to improve but how to get there. This doesn’t just work at the individual level, but at the vessel and fleet level too.
Recent analysis by Ocean Technologies Group combined port state control performance data with training data and found a correlation. In the research, ship managers were grouped by their approach to training management. The operators with a data-driven approach to learning management were 49.5% less likely to receive port state control deficiencies, and 33% less likely to be detained.
Preparing the global workforce for these new technologies is a challenge in itself, but the uncertainty around the future fuel mix makes it even more complex. The majority of the current workforce is used to handling conventional heavy fuel oil (HFO) so fuel-specific training will be required to ensure seafarers can safely handle future fuels such as ammonia and hydrogen.
This won’t just require new investment, it will require a continuous approach to skill development, ensuring those operating the technologies have the right technical knowledge and practical experience to do so. Using HCM to develop your training strategy allows you to think much further ahead, making it easier to justify longer-term investments into areas such as manufacturer specific training for different engine or equipment types.
There is no doubt the training requirements will increase. Making this possible at scale will require a personalised approach to learning. Training seafarers who are constantly moving between ships and ensuring their engagement with new and critical information during periods of high stress can be challenging.
More important than where the training takes place is the content that is delivered. HCM allows training managers to take a more personalised, learner-centric approach. By bringing management data on personal or vessel performance into the picture, it is possible to create a customised syllabus for the individual that covers their greatest weaknesses. Similarly, by using data to analyse what gaps may exist in the shoreside team in the coming years, it is possible to deliver a personalised syllabus that will allow a seafarer to progress ashore, retaining them for the long term.
Personalised content recognises individual needs, maximises engagement, and leads to better, stickier learning outcomes. This approach promotes self-directed learning, encouraging individuals to take ownership of their educational journey.
By acknowledging that learners are all starting from a different base with diverse backgrounds, skill sets, and learning paces, we can tailor experiences for them and ensure a more effective and satisfying educational experience. This approach also enables a more dynamic and adaptive learning environment, focussing on the knowledge and skills that are needed in the flow of work and empowers individuals to
thrive in an ever-evolving landscape.
For a more detailed understanding and exploration of the topics covered in this article, refer to our report, commissioned by Ocean Technologies Group. The Bottom Line: Why Human Capital Management is the Future of HR and Crewing. You can download the full report below:
