swiss-cheesing talent
the value of difference
Thankfully, the push for diversity across industry is gaining traction in the maritime sector. Examples such as #diversity in maritime are helping lead the way. With this shift in sentiment comes increasing awareness of the value of expertise from outside the sector, at executive level and in sub-sectors such as technology, environment, sustainability and CSR.
A challenge for operational teams is integration of such – often neuro & experientially diverse - talent. Traditional teams can be reluctant to bring in folk that have not reached Captain or Chief Engineer levels. Fear of ‘credibility’ amongst sea staff and understandable concerns of competence gaps are among several reasons given. However, the obvious benefits of diverse teams aside, there are some very good practical reasons why organisations can no longer rely on ‘seasoned’ seafarers. The first is supply/demand - there are simply not enough seafarers going around. The second is economics – the sea pays very handsomely in comparison to first-time shore jobs so fewer people come ashore. A third reason is ‘runway’ – the more experienced the seafarer, the less career time ahead once he/she comes ashore. This often limits the transition opportunity and runway ahead for seniority in shore roles.
breaking the mould
The stonefort marine talent team has experience of building talent pipelines in its pre-consultancy days and continues to refine adaptable, best practice models. A key element to broader success is the ability to bring in non-traditional talent; we’ve broken the ‘have to be a captain or chief’ mould. Among many other examples, we’ve helped develop:
Second officers with mates tickets into vetting superintendents;
Non-seafarer (yes, non-seafarer!) voyage operations managers;
A predominantly naval service mariner into energy major vetting manager;
Cruise liner officer to oil and gas vetting team;
And, led marine terminal multi-tasking teams the majority of whom were complete outsiders to the sector.
critical success factors (and the essential emmental)
What are the keys to success?
Personal commitment (of individuals/leadership)
A clear understanding of the risks
Mitigation of these risks (e.g. with sufficient tech/ops knowledge of supporting/supervisory colleagues)
The right organisational culture, including one of openness to encourage conversation, mentoring and lessons learnt
‘Swiss cheese’ modelling helps to mitigate competency gaps. If technical operational decisions are to be in the delegation of accountability of an individual without the personal competency to be able to make them, then how the organisation protects itself and the individual is critical.
final thoughts?
Non-traditional teams bring huge benefit, deepening the problem-solving toolbox and providing two, three – sometimes more – new perspectives on seemingly intractable issues. But, in an operational context, such diversity is not a free good. ‘Swiss-cheesing’ reduces safety concerns and risk to an acceptable level while ensuring organisations benefit from the myriad upsides of fresh thinking.
For further information on how we can help you develop your teams, please contact mark.fortnum@stonefortmarine-talent.com.