The maritime industry is confronted with significant challenges, but talent attraction and retention remains a persistent issue. How can shipping and maritime companies entice young professionals to pursue a career in the industry? What measures can the sector implement to prevent talent from migrating to other industries? Here are some aspects that the maritime industry can explore to align business goals with talent needs.

Addressing the gap in talent 

The industry is grappling with multiple challenges related to talent turnover, prompting a closer examination of the talent shortage. To address these challenges, the industry should strive to attract employees who are future-ready and environmentally conscious, contributing to the sector's dynamic and sustainable success. Moreover, retaining experienced talent in consulting roles can facilitate the training of young talent, ensuring effective contributions to economic growth. For example, DHL’s Global CHRO says that, to address the talent shortage, organisations need to introspect if they are meeting and fulfilling the diverse needs of the workforce. Questions to consider include: Are working conditions favourable? Are there sufficient opportunities for personal and professional development? And other related factors.

Leveraging new technologies for automation 

Another crucial aspect of retaining talent is harnessing emerging technologies to enhance operational efficiency. This approach will concurrently drive success in talent management and satisfaction. The industry needs to progress in automation and digitisation to reduce dependence on human labour, allowing talent to transition toward more creative roles for growth and expansion. For instance, FedEx Asia Pacific, through its South Pacific Regional Hub (SPAC) in Singapore, implemented an AI-powered robotic sortation arm that sorted 1,000 packages bound for 100 different destinations per hour, resulting in increased efficiency and reduced operational risks. Another example from DHL Express is the 'Product Classification Tool,' which employs AI to create customs tariff numbers. Additionally, AI integration into DHL Supply Chain involves the use of robotics and Internet-of-Things applications for warehousing, order fulfilment, and asset monitoring.

Improving safety and security standards

Another issue that may contribute to talent turnover in the maritime industry, albeit not silently, is workers' safety concerns. To address this, the industry should formulate strategies aimed at minimising safety risks, ultimately reducing the loss of skilled personnel. By improving work and safety standards, the industry can attract young talent that aspires to work in a workplace that values employee well-being and work-life balance over other benefits. Furthermore, safety standards in the shipping and maritime industries should be of utmost importance so that employees can contribute their best in a safe environment. Another example of improving safety standards, as seen in FedEx, is Fleet Management Technologies that optimises transportation activities, ensuring driver safety and minimising risks associated with accidents, breakdowns, and unauthorised vehicle usage. 

Furthermore, the industry needs to improve holistic well-being programmes to retain talent, given that post-COVID, employee well-being has become a paramount concern worldwide. For instance, the International Maritime Organisation (IMO) includes health and insurance benefits in its employee programmes, extending coverage to family members. Additionally, they provide reimbursement for medical expenses, covering treatments not included in the standard medical plan. For holistic well-being, the industry needs to offer flexibility to employees to enhance work-life balance and promote well-being through training sessions and events that address physical, mental, emotional, and financial aspects. For example, FedEx in AMEA has implemented Employee Assistance programmes (EAP) that cover social, mental, emotional, financial, physical, and occupational well-being. Additionally, it actively promotes mental and physical well-being through campaigns and health talks, updating self-serve on-demand resources for the workforce to be well-equipped to manage workplace stresses. Policies such as parental leave were expanded to include adoption leave, meeting the diverse family needs of employees.

Career progression and learning opportunities   

The maritime industry may suffer internally from stagnant job roles. To address this issue, it is important to reassess the career development policies in the industry. It suggests that there is a need to inform young talent about new and innovative opportunities within the industry, such as roles related to environmental sustainability (green-collar roles), data analysis, and various commercial and technical positions. This is in contrast to the traditional focus on specific skills required for seafaring and shore-based jobs. For example, IMO categorises job roles into two categories: Professional, for specialist technical staff responsible for coordinating and implementing programmes and activities, and General Services, for administrative, technical, and operational support. This allows job seekers interested in a shipping and logistics career to apply based on their skills and preferences. 

Additionally, the industry needs to provide learning and development opportunities for employees to reskill or upskill for futuristic roles. The L&D approach will assist workers in defining their career growth within the industry. Career development opportunities can be offered through various learning platforms, and performance reviews should guide internal promotions, job rotations, and cross-functional assignments.