In 1943, an American psychologist named Abraham Maslow developed the hierarchy of human needs. Maslow believed that people are born with a desire to reach their personal potential. To achieve this, a number of more basic needs must be met, which play a key role in motivating behaviour. The hierarchy moves from the most basic needs, such as water, food and shelter, through to social needs like friendships and community. At the higher levels are self-esteem and self-actualisation, which include respect, achievement, recognition and acceptance.
Unlike other industries, in the maritime industry, many of these factors within the hierarchy are placed under the control of a seafarer’s employer. This is simply because seafarers spend significant amounts of time in remote and isolated environments. Feeling safe and secure or close to friends and family is very much determined by the facilities and protocols onboard the vessel a seafarer works. It is therefore the responsibility of a seafarer’s employer to put in place strategies that support crew and encourage them to progress along their chosen career path.
Defining Culture
HCM depends on the culture of an organisation. It is often defined as a set of values that the organisation attempts to live by. In reality, culture is the sum total of the behaviours an organisation tolerates. As well as directly influencing decision-making through the HCM approach, a well-defined culture is key to aligning people’s views and approaches to issues the organisation might face. In doing so, a more collaborative and cohesive strategy can be implemented, encouraging employees to work in harmony towards common objectives.
Recruitment and onboarding
One of the keys to getting the most out of people in the long term is setting them up for success in the beginning. With a shortage of good available crew and the need to find candidates that will support your culture, taking a consistent data-driven approach to recruitment and onboarding of new staff or crew is so important.
There are solutions that screen candidates consistently, no matter their gender or background, which removes the biases inherent in all hiring processes. Pre-recruitment tests such as the Seagull CES and Marlins English Language provide a test of knowledge. Similarly, there are ability and personality profiling tools available on the market that can help hiring managers to understand the fundamental aptitude, behaviours and ways candidates think before they are selected.
This data-driven approach makes it easier to match candidates’ technical and soft skills with the appropriate roles. This need will only become greater in the future. It also acknowledges areas where individuals may require additional training. This ensures the right people are employed and promoted, avoiding the consequences of making a bad hire that can be hard to come back from, both financially and reputationally.
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:
