Understanding the various aspects of the maritime industry is not everyone’s cup of tea. It offers great career opportunities, but entering this industry as a crew is not as easy as it might seem. Seafarers face challenges at the sea and on the other hand the ship managers face issues with crew retention.

Today, we are at a critical juncture. The latest reports indicate that crew retention rates have dropped by 23%, a significant and alarming decline.  As someone who has dedicated my life to the maritime industry, I have seen firsthand the challenges that ship managers face in retaining talent.

The Decline in Crew Retention

The maritime industry has always been demanding, but recent years have intensified these challenges. According to recent reports, 23% of the crew managers face difficulties with worsening retention rates.

Poor working conditions were the main reason given by seafarers for their departure, while a number of others mentioned a lack of opportunities for career advancement.  Furthermore, there has been a sharp rise in mental health issues, with sailors reporting higher rates of anxiety and despair since 2020.

Let’s look into the main issues in detail-

Long Working Hours and Fatigue: At the sea, several seafarers work beyond their contractual hours, leading to exhaustion and burnout. This has become normalized by many companies, which immediately needs to be addressed.

Lack of Shore Leave: The COVID-19 pandemic exacerbated restrictions on shore leave, and many companies have yet to revert to pre-pandemic flexibility.

Poor Communication and Leadership: Crew members often feel unheard, leading to dissatisfaction and demotivation.

Limited Career Advancement Opportunities: Many seafarers do not see a clear career path, resulting in frustration and eventual resignation.

Considerations of Ship Managers to Retain Talent

Offering high compensation was the most frequently mentioned strategy by ship managers when I asked them what they believed to be the greatest method to retain talent.

This is wrong. Because talent retention requires a fundamental shift in how we treat our crew. Here are some critical steps ship managers must take:

1. Enhance Working Conditions and Reduce Fatigue

Seafarers must feel that their health and well-being are priorities. This can be achieved by:

• Strictly enforcing work/rest hour regulations to prevent burnout.
• Rotating schedules more effectively to provide adequate rest periods.
• Encouraging a culture where crew members can speak up about exhaustion without fear of repercussions.

2. Prioritize Mental Health Support

The isolation and stress of life at sea take a toll on mental health. Recent reports suggest that 45% of seafarers do not have access to adequate mental health resources. To combat this:

• Companies should offer mental health counseling services via telehealth.
• Introduce peer-support programs where seafarers can connect and share experiences.
• Train ship officers in mental health first aid, equipping them to recognize and address early signs of distress.

3. Improve Communication and Leadership

Effective communication from ship management is essential for increasing job satisfaction. To enhance leadership on board:

• Implement leadership training programs for officers.
• Establish regular feedback loops between crew and management.
• Recognize and reward good leadership to incentivize positive behavior.

4. Offer Clear Career Progression and Training Opportunities

Many seafarers leave due to stagnation in their careers. From what I’ve experienced in this industry for over two decades, I can say that seafarers would stay longer if they had clear career advancement opportunities. Ship managers should:

• Provide structured career development plans for seafarers.
• Offer sponsorships for further education and certifications.
• Establish mentorship programs connecting junior crew with experienced officers.

5. Reevaluate Compensation and Benefits

While financial incentives are not the sole reason for high turnover, competitive wages and benefits do play a crucial role. Companies must:

• Conduct salary benchmarking to ensure competitive pay.
• Offer performance-based bonuses to reward dedication.
• Provide comprehensive insurance packages to support crew and their families.

6. Leverage Technology for Better Engagement

Technology can bridge the gap between ship and shore, fostering engagement and support. Ship managers should:

• Implement crew engagement apps where seafarers can provide feedback and access company news.
• Use AI-driven analytics to monitor workload and identify fatigue patterns.
• Offer online training platforms to allow for continuous learning.

Seafarers Are More Than Employees

Having worked with thousands of seafarers over the years, I know that retention is about creating a sense of belonging. Our industry is built on trust, loyalty, and respect. If we fail to nurture these values, we will continue to see our workforce dwindle.

One of the most profound conversations I had was with a Chief Engineer who told me, “I don’t leave a company because of hard work; I leave because I feel unseen.” This sentiment is echoed by many, and it is a wake-up call for all of us in leadership roles.

Conclusion

The 23% drop in crew retention is a warning sign. If ship managers fail to act now, we risk losing skilled professionals who are the backbone of maritime operations. By prioritizing better working conditions, mental health support, effective leadership, career growth, fair compensation, and technological integration, we can reverse this trend and build a more sustainable, committed, and motivated workforce.

I urge all maritime leaders to take decisive action today. The future of our industry depends on the well-being and dedication of our seafarers. Connect with me to gain insights to ensure that the ships are not just workplaces, but communities where every crew member feels valued and respected!