CHALLENGES IN MARITIME TRANSPORTATION SEAFARERS & MANAGEMENT PERSPECTIVE - PowerPoint PPT Presentation

CHALLENGES IN MARITIME TRANSPORTATIONSEAFARERS & MANAGEMENT PERSPECTIVE

BY

K. SHANKAR, EXECUTIVE DIRECTOR,

WEST ASIA MARITIME LIMITED, CHENNAI

FOR

I.Mar.E., VISHAKAPATNAM BRANCH

ON 05TH MAY, 2007

• INDUSTRY / REGULATORY BODIES.
• SEAFARERS.
• MANNING AGENTS
• MANAGEMENT / SHIP MANAGERS.

CAN IMarE DO ANYTHING ABOUT IT?

• NEW TECHNOLOGIES INTRODUCED.
• MANAGEMENT EFFICIENCY HAS IMPROVED.
• CUSTOMER SERVICE NOW A PERVASIVE FOCUS.
• COST REDUCTION AS MANAGEMENT STRATEGY.
• PERENNIAL MISMATCH BETWEEN SEARFARER SUPPLY & DEMAND.
• CONCERN OVER QUALITY OF SEAFARER.
• FRAGMENTED INDUSTRY /WEAK GOVERNANCE STRUCTURE.
• CORECTIVE ACTION BY DGS GETS CHALLENGED.
• MARKET BOOM ENSURES BELOW PAR TOO GET JOBS.

• SHORTAGE OF QUALITY /WELL TRAINED CREW / ESCALATING WAGES/ POACHING – PERRENIAL.
• CUT THROAT MARKET – HARDER TO RETAIN STAFF.
• PEOPLE ARE FREE AGENTS-MONEY THROWN FOR MANNING NEEDS.
• MANAGAERS IN LURCH-MAKE DO WITH LOW QUALITY STAFF.
• TOUGHER REGULATIONS –PREMATURE PROMOTION -INCREASE IN ACCIDENTS- COMPANY LOYALTY??
• HOW TO SOLVE THE CRISIS??
• DO EVERYTHING IN POWER – TO SHOW THAT YOU VALUE THE SEAFARER.
• STRINGENT REGULATORY CONTROLS- HOW??

• PROMOTES INSECURITY,POOR MOTIVATION AMONG SEAFARERS.
• HIGH TURN OVER & LACK OF FOCUS ON JOB.
• SUPPLY FOCUS IS ON DEMAND – NOT ON QUALITY.
• LACK OF EXISTANCE OF RESPONSIBILITY / ACCOUNTABILITY.
• NO OBJECTIVE TOWARDS CONTRIBUTION.
• NEGETAIVE PERCEPTION OF PROFESSION.
• MOTIVATED WORKFORCE NON-EXISTANT- DO THEY MEET CUSTOMERS’ EXPECTATIONS?
• DEAL ON CUSTOMER-VENDOR MODE – WHERE IS THE QUALITY?
• MARKET BOOM – BELOW PAR TOO GETS A JOB.

• RELIANCE ON MANNING AGENT FOR SUPPLY OF CREW.
• LACUNA IN THE DISCHARGE OF HIS RESPONSIBILITY.
• LOOSE REGULATORY FRAMEWORK.
• POOR INDUSTRY GOVERNANCE.
• FRAUDULENT CERTIFICATES & ABUSIVE PRACTICES.
• SUB-STANDARD CREW PERFORMANCE.
• WEIGHTAGE TOWARDS PAPER QUALIFICATIONS.
• AIMLESS CORRECTIVE ACTIONS BY DGS CHALLENGED BY METs.
• DG’S DIKTATS THROUGH AMENDEMNTS – ARE WE GETTING ANYWHERE?
• CAN WE BE TOLERANT ANY MORE?

• FROM TRANSACTIONAL TO GOVERNANCE STRUCTURE.
• CONTRIBUTE TOWARDS POSITIVE EFFORTS FOR CREW RETENTION/CAREER SATISFACTION.
• ALIGN SEAFARER ASPIRATION WITH EMPLOYER.
• INCLUSION OF SEAFARER IN THE PLANNING PROCESS OF EMPLOYER.
• CLARITY IN CONTRACT/PRE-CONTRACTUAL/RE-EMPLYMENT/PROMOTION BENEFITS TO CREW.
• SUPPORT TO CREW FAMILY IN HIS ABSENCE.
• STRATEGIC & INTELLIGENCE INFORMATION ON FACTORS INFLUENCING SEAFARERS MARKET.
• GOOD WORKING ENVIRONMENT/REMUNERATION & CAREER GROWTH FOR PERFORMANCE.

• ADMINISTRATION – MINIMUM REGULATORY STANDARDS – MERE FACILITATOR??
• SEAFARER QUALITY DEPENDENT ON MANNING AGENT- HIS SUCCESS A MEASURE OF MOTIVATION & LOYALTY.
• LACK OF SUCCESSFUL COLLABORATION – MANNING AGENT & SHIP OPERATOR.
• INDUSTRY SILENT SPECTATOR TO FLAWED SYSTEM.
• “SEAFARER ORIENTATION & DEVELOPMENT” NEED TO BE THE FUTURE NATIONAL SHIPPING POLICY.
• ONLY PROFESSIONAL LONGEVITY CAN STRIKE BALANCE BETWEEN SUPPLY & DEMAND.
• INVESTMENT IN TRAINING – NEED FOR CREW DEVELOPMENT.
• SHORT SIGHTED APPROACH IN TACKLING HR ISSUES.
• LACK OF FOCUS IN HUMAN CAPITAL COMPROMISED FOR “SHORT TERM PROFITS”.
• WORK CULTURE /PSYCHOLOGICAL STRESS LEAD TO LACK OF MOTIVATION TO PURSUE SEA CAREER.

• MARKET TREND –FINDING JOB NOT ACONSTRAINT.
• SHIPMANAGER HAS TO SELECT A PROPER AGENT.
• SUCCESS OF ABOVE IS MOTIVATION MEASURE.
• MORE FOCUS REQUIRED ON RETENTION OF STAFF.
• TIGHTER CONTROL OVER AGENT & GOVERNANCE WITH COLLABORATIVE PLANNING.
• INVESTMENT IN CREW TRAINING IS HIS JOB.
• POACHING BY FLY BY NIGHT OPERATORS TO BE PROHIBITED BY LAW.
• FOCUS ON “HUMAN CAPITAL” & ITS VALUE LOST.
• LONG TERM GAIN SACRIFICED FOR PROFITS.
• A TRIPARTITE AGREEMENT WITH OWNER / MANAGER.
• DO EVERYTHING – TO LET SEAFARER KNOW – YOU VALUE THEM.

• TODAYMARKET DEMAND QUALITY PERFORMANCE.
• SELF REGULATION BY MANAGERS SHOW RESULTS.
• HEALTHY TREND FOR PERFORMANCE CULTURE.
• INTRO OF “KEY PERFORMANCE INDICATORS”.
• INTER MANAGERS’ INITIATIVE FOR COMMON SET OF KEY PERFORMANCE INDICATORS.
• CONTRIBUTION OF NORWEGIAN RESEARCH COUNCIL.
• KNOWLEDGE – HOW TO MEASURE SHIP/MANAGER PERFORMANCE & AWARD A RATING.
• BENCHMARKING OF SHIPMANAGER WILL BENCHMARK CREW COMPETENCE AS WELL.
• NO ROOM FOR “CHEATERS”/EVASION OF RULES.

• IT REFLECTS ON QUALITY OF SEAFARER.
• SEAFARER MOTIVATION IS THE CHALLEMGE.
• HENCE FOR SHIPMANAGER- GROOMIMG,TRAINING AND RETAINING THE SEAFARER IS VITAL.
• CONFIDENT & COMPETENT EMPLOYEES ENSURE OPERAIONAL EXCELLENCE.
• HENCE COMPETENCE BUILDING THROUGH ENHANCED TRAINING MODULES.
• COMPETENCE MANAGEMENT SYSTEN DEFINES MINIMUM STANDARDS FOR A COMPANY.
• ENHANCED TRNG NOT SOLN FOR COMPETENCE.
• BUSINESS STRATEGY NEED TO CONNECT WITH COMPETNECE & TRAINING MODULES.
• WHAT GETS MEASURED CAN BE MANAGED.

• HAVE YOU HEARD OFTMSADEVELOPED BY OCIMF?
• EFFECTIVE MGMNT NEEDS GOOD MEASUREMENT.
• COMPANY’S WORTH CAN BE MEASURED BY THIS.
• PROFESSIONAL BODY CERTIFY THESE STANDARDS.
• STAFF ON BOARD AND ASHORE HAVE BOTH BENEFITED THROUGH AUDITING PROCESS.
• CERTIFICATION CALLS FOR MOTIVATION FROM SHIPOWNERS.
• SHIPBOARD AUDIT MEASURES ACTUAL COMPETENCE AND NOT JUST DOCUMENTATION.
• TMSA BUILDS ON ISM – NEED TO DEVELOP TOOLS TO DEMONSTRATE COMPETENCY.
• TMSA CERTIFICATION ENSURES RECOGNITION.

Business Goals

• Safety: We shall have zero accidents
• Customer: We shall have zero complaints from vetting inspectors

Financial

People

Etc

• What plans for competence building/crewing will help us achieve these goals?
• E.g.: We will focus on coaching top officers, and crew endurance management and operational risk management

Business Goals

Action Plan

Action Plan

Action Plan

How to get there?

Focus areas?

• 30% less lost time incidents then industry average
• Percentage of crew undergone training in operational risk management

KPI - 1

KPI - 2

KPI - 3

KPI - 1

KPI - 2

KPI - 3

KPI - 1

KPI - 2

KPI - 3

KPIs

• What company specific competence requirements are critical to achieve our business goals? (to create success and avoid failure)

Risk Assessment

Competence

requirements

Critical Competences got Risk

• CAN LEADERSHIP BE LEARNED ?- CAN IT HAVE AN EFFECT ON SUCCESS? LET US LOOK AT SIX ATTRIBUTES TO SUCCESSFUL LEADERSHIP:
• LATERAL THINKING: TRY DIFF. PERCEPTIONS /CONCEPTS / MUTIPLE POSSIBILITIES TO APPROACH A PROBLEM TO HANDLE IT SUCCESFULLY.
• EMPOWERMENT:DEVELOP SUBORDINATES TO BE LEADERS. SUCCESFUL LEADERS ARE ABLE TO MOTIVATE,ENERGISE AND EMPOWER OTHERS.
• ACTIVE OPTIMISM: OPTIMISTIC PERSON THINKS POSITIVE. POSITIVE THINKING TRANSLATES INTO EFFECTIVE ACTION.
• DETERMINATION TO IMPROVE: SELF EVALUATION HAS TO BE A PROCESS TO IMPROVE - IMPROVEMENT REAPS RESULTS.
• ENCOURAGEMENT OF DELEGATION: MOTIVATE & ACCOMPLISH TASKS THROUGH OTHERS. THIS MOTIVATES SUBORDINATES TO ACHIEVE THEIR POTENTIAL.
• REAL POTENTIAL:BE INSPIRED BY REAL POTENTIAL & STRATEGIES FOR COMPANY’S FUTURE & ACHIEVE THIS VISION.

• IS BASED ON SHIP STAFF COMPETENCY, PROFESSIONALISM,HR SKILLS & VALUE ADDITON TO COMPANY.
• THE NEED TO HAVE “A SENSE OF BELONGING”.
• TREAT THE “SEAFARER” AS AN ASSET TO A SHIPPING COMPANY- THE SHIPPING BUSINESS REVOLVES AROUND HIM.
• HE NEEDS TO BE LOOKED AFTER, TRAINED, GROOMED WITH GREAT CARE – RESULTS WILL FOLLOW.
• HAVE A TRIPARTITE AGREEMENT WITH THE MANNING AGENT & MET – DEFINE MANNING STRATEGY & TRAINING PROGRAMS.

A BIG

THANK YOU