Challenges In Maritime Transportation Seafarers
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Challenges In Maritime Transportation Seafarers Challenges In Maritime Transportation Seafarers Presentation Transcript

  • CHALLENGES IN MARITIME TRANSPORTATION SEAFARERS & MANAGEMENT PERSPECTIVE BY K. SHANKAR, EXECUTIVE DIRECTOR, WEST ASIA MARITIME LIMITED, CHENNAI FOR I.Mar.E., VISHAKAPATNAM BRANCH ON 05 TH MAY, 2007
  • CHALLENGES FACED BY
    • INDUSTRY / REGULATORY BODIES.
    • SEAFARERS.
    • MANNING AGENTS
    • MANAGEMENT / SHIP MANAGERS.
    • CAN IMarE DO ANYTHING ABOUT IT?
  • WHAT IS THE PRESENT TREND ?
    • 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.
  • CREWING CONUNDRUM
    • 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??
  • SEAFARERS EMPLOYMENT CURRENT PRACTICES
    • 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.
  • WHAT ARE THE CHALLENGES ?
    • 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?
  • SHIPMANAGER/MANNING AGENT RELATIONSHIP-DRASTIC CHANGE
    • 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.
  • IS CURRENT SYSTEM FLAWED ??
    • 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.
  • ROLE OF MANNING AGENT
    • 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.
  • BENCHMARKING OF SHIPMANAGERS
    • 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.
  • QUALITY OF SHIP PERFORMANCE
    • 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.
  • HOW TO ACHIEVE COMPETENCE STANDARDS?
    • HAVE YOU HEARD OF TMSA DEVELOPED 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.
  • MEASURE OF COMPETENCE MANAGEMENT Business Goals How to get there? Focus areas? KPIs Competence requirements
    • Safety: We shall have zero accidents
    • Customer: We shall have zero complaints from vetting inspectors
    • 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
    • 30% less lost time incidents then industry average
    • Percentage of crew undergone training in operational risk management
    • What company specific competence requirements are critical to achieve our business goals? (to create success and avoid failure)
    Business Goals Financial People Etc Action Plan Action Plan Action Plan KPI - 1 KPI - 2 KPI - 3 KPI - 1 KPI - 2 KPI - 3 KPI - 1 KPI - 2 KPI - 3 Critical Competences got Risk Risk Assessment
  • ARE YOU A LEADER IN YOUR FIELD ??
    • 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.
  • BENCHMARK OF A GOOD SHIP MANAGER
    • 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.
  • TO MEMBERS OF I.MAR.E VISHAKAPATNAM BRANCH & GUESTS
    • A BIG
    • THANK YOU