International Journal

on Marine Navigation

and Safety of Sea Transportation

Volume 6

Number 1

March 2012

1 INTRODUCTION

There have been made increasing efforts to gain an

awareness of human element issues. The traditional

view that human error is the major cause of all acci-

dents is being challenged by some who consider

human error to be a symptom of deeper problems

with the system. Errors can be induced through bad

design, poor training or poor/inadequate manage-

ment systems. Indeed, some argue that modern tech-

nology has reached a point where improved safety

can only be achieved on the basis of a better under-

standing of human element within the system.

A competitive maritime company is the one that

clearly states a mission reflecting a serious commit-

ment to international transport activities and has the

ability to identify and adjust rapidly to client’s needs

and opportunities providing high-quality, competi-

tive navigation services. The following elements are

determinants for a firm’s international competitive-

ness: specific assets and core competences that can

be exploited to their competitive advantage, reputa-

tion, continuous innovation in ship building, ship de-

sign or ship services, shown in particular in passen-

ger cruises, a firm’s architecture which describes the

culture of the company.

When considering the overall picture of maritime

business, personnel recruiting and training are high

on the list of matters that influence competitiveness,

safety and excellence in operating cargo and vessel,

beside organizational structure of shipping compa-

nies, social climate on board ship, multinational

work environment, organizational culture, technolo-

gy, safety and others.

2 HIGHER LEVEL OF COMPETITIVENESS

THROUGH RECRUITMENT AND TRAINING

2.1 Human Resources Competitiveness through

Recruitment of Seafarers

Business environment changes quickly and there ap-

pear new needs of personnel qualifications and new

ways of increasing the productivity. The growth and

diversification of maritime activities has lead to an

increase and an evolution of threats; this new situa-

tion requires the consideration of individual threats

(navigation, accidents, terrorism, immigration, illicit

traffic and pollution) and environmental threats

(natural resources and disasters). In such environ-

ment, competitive seafarers are the ones who are

well trained, accept a low level of risk and are re-

sponsible with their work and with the marine envi-

ronment.

The traditional way of studying human perfor-

mance in the maritime work domain is through the

analysis of accident reports or more accurate through

the analysis of accidents. 80% of maritime accidents

are caused by human factors or human error. Experts

who make accident reports evaluate in the first stage

Factors of Human Resources Competitiveness

in Maritime Transport

E. Barsan, F. Surugiu & C. Dragomir

Constanta Maritime University, Constanta, Romania

ABSTRACT: Studying competitiveness of human resources in maritime transport is a complex issue as it de-

pends on several factors like organizational structure of shipping companies, social climate on board ship,

multinational work environment, organizational culture, technology, safety and others. This paper tries to

point out the importance of most significant factors that can be considered when discussing competitiveness

in this domain and the approaches that must be taken into account for attaining a higher level of competitive-

ness.

the human performance in the particular case against

the performance standard you could expect from the

crew in the given situation (Barsan et. al, 2007). Ac-

cording to international regulations, after any inci-

dent needing the involvement of authorities, the first

thing an inspector of Marine Investigation Branch

does on boarding the vessel is to check the compe-

tence and training of the seafarers on board.

A maritime company can keep a competitive ad-

vantage for medium and long term, by focusing on

human resources strategies that can reach the follow-

ing specific actions: the human resources orientation

over client, maintaining the transparency of infor-

mation needed all over the human resource depart-

ment, opening and keeping new communication

channels, improving communicational climate, both

formal and informal, developing professional abili-

ties and interpersonal communication skills (cooper-

ation, improving motivation and dealing with emo-

tions in organizational behavior, team work, etc) of

the human resource. A personnel strategy in mari-

time transport may include a large perspective and a

dynamic vision over human resources, influenced by

the fact that in most cases crews are multinationals.

An important element is the definition of the general

objectives for medium and long term concerning

human resources strategies. For establishing its own

personnel strategy, a maritime company might con-

sider increasing the efficiency of the transport ser-

vices on the national and international markets to get

a higher profitability, cooperation with educational

institutions, crewing companies and HR companies

specialized in providing professional training ser-

vices. In the context of the complexity of the global

labor market, recruitment of the best needed seafar-

ers and cadets represent one of the most essential

strategies for a maritime company to acquire and

develop competitiveness. The recruitment process in

maritime transport is the main process to bring new

seafarers to the company. In today context, when a

large number of sea accidents happen due to human

error, a highly importance must be paid to recruit-

ment in order to maintain quality and safety of mari-

time operations. Apparently, the process of recruit-

ment and seafarers’ selection seem easy, but in

reality there are no easy recipes for the success of

this process, as it depends on the knowledge and

skills of the ones involved.

Recruitment of seafarers can be made from an ex-

isting pool of internationally trained seafarers due to

expansion of the company, promotions, study leave,

retirement or sickness. Historically, international

shipping companies with tradition have their own

„cadet” programmers to ensure a progression

through ranks of seafarers who had grown up with

the company’s culture. This method of replacement

has diminished over the last decades and nowadays

companies use to outsource and collaborate with

crewing companies. The benefit to the owner is a re-

duction in office overhead but the negative affect

might be the lack of loyalty from the trainee.

Training will help improve the skills of any sea-

farer, but no manner of training helps if is selected

the wrong person. Therefore, it is essential to care-

fully choose the qualities expected from the suitable

candidate for the task. In every successfully mari-

time company there is a sense of belonging for sea-

farers. Instead, in poor rated companies, crews are

only motivated by money.

In order to acquire competitiveness and business

excellence in this business, the management of the

maritime company should state a clear vision so that

the crew members can understand the expectations

of management. A solution for establishing derived

strategies, in specific areas of the personnel activi-

ties, in consonance with the concrete conditions of

the international environment is to develop partner-

ships for elaboration and implementation the strate-

gies in continuous professional training.

A maritime company striving for excellence must

take intro consideration that multinational team-

work, collaboration, communication and rewards for

excellence contributes to developing commercial

and risk management skills and provide a competi-

tive advantage for the human resources.

2.2 Maritime Human Resource Competitiveness

through Training

Traditionally, the purpose of training and develop-

ment has been to ensure that seafarers can accom-

plish their jobs efficiently. Today, during the finan-

cial world crisis, the business environment has

changed, with intense pressure on organizations to

stay ahead of the competition through innovation

and reinvention. Strategic positioning of training and

development directly promotes organizational busi-

ness goals and objectives.

Current trends emphasize the importance of train-

ing and intellectual capital, a critical factor for com-

petitive advantage. The development of partnerships

for knowledge sharing (e.g., consultants and/or aca-

demic partners as subject matter experts) has in-

creased. To develop specialized training programs in

corporate university settings, training departments

often work closely with academic partners to prepare

high-potential seafarers for leadership roles. When

strategically applied, continuous learning fosters

knowledge and skills acquisition to help the mari-

time company achieves its goals. Human resources

department role is to establish and implement a

high-level roadmap for strategic training and devel-

opment. The starting point is an in-depth under-

standing of the business environment, knowledge of

the organization’s goals and insight regarding train-

ing and development options. HR must then develop

strategic learning imperatives (high-level, learning-

related actions that an organization takes to be com-

petitive) that align with business goals. Differences

in industry, business goals, human capital skills and

resources influence the selection of learning impera-

tives (Tannenbaum, 2006).

Competitiveness can be achieved at the early

stage of selecting personnel. For selection of crew

members, maritime companies make a psychometric

profiling, interviews, aptitude tests and portfolio de-

termination. Entry level solutions are pre-sea courses

for cadets, counseling, distance learning, STCW

courses and system training. Professional compe-

tence is acquired after passing competency courses,

simulation training. For professional competence, an

important tools are assessment and on board mentor-

ing. Enhancement is provided by using advanced

simulation training, leadership and teambuilding

programs, customized training based on the needs of

the team. A constant analysis of productivity is also

recommended for up to date results. The training

system that a competitive company must take in

consideration is not only limited to shipboard train-

ing. Shore based training implies external courses

like STCW 95 mandatory course, competence and

soft skills enhancement courses. In house shore

based courses are related to company’s system and

policies, safety, productivity and loss control. The

objectives of structured shipboard training are ac-

quiring theoretical knowledge, familiarization and

drills, mentoring and next rank training.

Good quality training is a prerequisite to ensuring

a vessel maintains a high standard of operation.

Training in all its forms adds to the value and safety

culture on a vessel. From the legally imposed train-

ing certificates of competence to the cadet programs

of practice at the board of the ship, it is essential to

understand the strategic importance of operating a

vessel to the highest levels.For crew members aspir-

ing to higher ranks, statutory training is carried out

as they seek for promotion, but a good ship operator

will have their own in-house training program that

will help reinforce the company’s culture and safety.

Undertaking responsibility ashore means learning

many new skills. Skilled officers make excellent

managers but the knowledge prescribed to prove

competence at sea leaves gaps in a number of disci-

plines required in an effective competitive ship man-

agement company.

A great number of companies today have human

resource sections instead of „personnel department”

that were used in the past. This is the part of the

company that is responsible to the CEO, the board of

directors and shareholders for ensuring that the op-

erational matters of crew deployment are carried out

successfully.

A maritime company should believe in

supporting employee development by using a

Performance Management Plan. This is a strategic

performance tool which support strategic plan and

goal attainment of the organisation. The objectives

of this tool is to compensate related decisions,

promote the crew’s potential, establish efficient

rewards and recognition systems, helping objective

or equitable decision making. By using a

Performance Management Plan, the management

can identify proper training needs (Surugiu et al.,

2010).

A well-trained seafarer is the most valuable asset

an owner has on board. Companies must meet the

requirements for which they are directly responsible.

Having well-trained seafarers is essential to any

maritime company who wishes to demonstrate that

responsibility, while at the same time be seen by the

community as having quality and competitive opera-

tion.

3 CONCLUSIONS

Competitiveness is acquired when seafarers act as

professionals in every action they make at the board

of the ship or o land. Employment conditions for

seafarers should be at least comparable with those

found in other industries – particularly in view of the

obvious impact that the quality of the shipping in-

dustry’s workforce has on safety at sea and protec-

tion of the marine environment. Applying a profes-

sional way of thinking, not only in their job, but in

life in general, brings satisfaction.

To maintain success in today crisis period, in-

vestment and innovation in recruitment and training

programs must continue in order to achieve a com-

petitive status.Used on a large scale, seafarers’ re-

cruitment training programs can give a competitive

edge. Their aim is to select and equip new entrants

to the maritime industry with the skills and

knowledge to pursue a career at sea and to perform

their jobs better. The training programs are also es-

sential to gain new set of skills and knowledge for

seafarers career transition.

In our opinion, competitiveness means profes-

sionalism and high productivity. At the level of mar-

itime company, it means cost efficiency and cost ef-

fectiveness. But competitive companies do not cut

costs with training systems for seafarers and invest

in sending employees to international conferences

and seminars on safety issues and safety manage-

ment.

REFERENCES

Barsan, E. & Arsenie, P. & Pana, I. & Hanzu-Pazara, R., 2007,

Analysis of Workload and Attention Factors on Human

Performances of the Bridge Team, Pomorstvo (Journal of

Maritime Studies), vol. 21, No. 2, Rijeka.

Năftănăilă, I. & Nistor, C., Strategic Importance Of Human

Resources Recruitment And Training For Competitiveness

And Business Excellence In Maritime Transport, Proc. of

the 4th International Conference on Bunisess Excelence,

16-17 October 2009, 2:26-29, Brasov: Romania.

Surugiu, F. & Nistor, C. & Cojanu, G., 2010, Impact of

Seafarers Training on Crew Personnel Strategy and

Competitiveness, Maritime Transport & Navigation

Journal, vol. 2 , No. 2, Constanta: Romania.

Tannenbaum, S., 2006, A strategic view of organizational

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***, Diploma in Ship Management, Module 6, Lloyds Acade-

my, 2004.

***, www.stcw.org