1. Recruitment and Selection in Shipping Organization
Module 2.0
Natherland Maritime Institute of Technology

2. Recruitment and selection are
combined and called the employment function in HR Department.
It is the process of finding, attracting and ends with hiring capable applicants for employment.

3. HR partnership and the role of HR planning in Shipping Organization i
HR partnership and the role of HR planning in Shipping Organization i.e HR is a Strategic Partner

4. The Role of HR Planning -1
HR Planning requires considerable time, personnel, and financial resources for short and long term plan
Plan to forecast/estimates its future needs and supply of staffs both onshore/on-board……global
Given an anticipated level of demand, planners try to estimate the availability of current workers to meet the increasing demand

5. The Role of HR Planning - 2
Begins with an audit of present employees, possible replacements are identified
Internal shortage are resolved by seeking new employees in the external labour marker. Surpluses are reduced by attrition, layoff
Attrition - the process of reducing something's strength or effectiveness through sustained attack or pressure.
Layoff - Suspension or termination of employment (with or without notice) by the employer or management. It is not fault of the employees but due s lack of work, cash, or material. Permanent layoff is called redundancy

6. The Role of HR Planning - 3
Manpower planning is not done in isolation
HR Manning Department has to work and engage the Business Units such as Tanker, Bulk, Liner/Container , and Fleet Management on their current and future manpower needs in line with organizational business plans and strategy, goal and objectives, mission and vision. It encompasses not only the seafarers but also the organizational shore staffs, and management teams.

7. The Role of HR Planning - 4
Managing the workforce in a shipping companies is very challenging – Why?
Seafarers/shipping workforce is DYNAMIC
It is global in nature, global requirement (IMO, ILO) with regards to human and cargo security, safety, and environment
International Jurisdiction, Maritime Law
It is about managing various cultures, values, customs and religions of various nationalities of seafarers
It is about managing seafarers expectations

8. The Role of HR Planning…cont
Crew manning challenges
Right people for the right ship are rare
Competition with other related industries/onshore especially O&G,
Awareness on career at sea
Seafaring as full time career
High attrition rate/Lack of berthing for training
Criminalization of seafarers
Inconsistent global legislation with regards to incidents/accidents

9. The Role of HR Planning…cont
Planning and Managing the workforce entails
To support of regular intake of cadets and ratings as trained seafarers
Promotion of seafaring as a challenging/fulfilling profession
Giving top priority to health, safety and environment
Manpower career development/path to attract the best brain in the maritime industry
Training, motivation, coaching, retaining the workforce
Therefore the role of HR planning is critical, not only getting the right people
with the right qualification and competencies but also about training and
development, grooming, motivation, coaching, retaining the workforce.

10. UNDERSTANDING JOB DESCRIPTION, ANALYSIS, AND SPECIFICATION

11. Job Description
Or JD is a list that a person might use for general tasks, or functions, and responsibilities of a position.
It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, and a salary range.

12. Job Analysis
is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job.
Job Analysis is a process where judgements are made about data collected on a job.

13. Job Specification
is a statement of the essential components of a job class including:
- a summary of the work to be performed, - primary duties and responsibilities,
- the minimum qualifications and requirements necessary to perform the essential functions of the job.

14. Job Description
Job is a pattern of tasks and duties, and responsibilities that can be done by an employee.
Job analysis is a study of these patterns of activity to determine the tasks, duties, and responsibilities needed for each job.
Job description is a written statement that explain the duties, working conditions, and other aspects of a specified job.
Job specification describes the job demands on the employees who do it, and the human skills that are required (experience, ability to meet physical and mental demand, cultural familiarity etc)
All focus on the JOB.

15. Job Description…cont
Job specifications may include specific tools, actions, experience, education, competencies, and training requirement that clarify individual requirements for successful job performance.
Both functional and behavioral competencies stated
Working condition/demand faced by employees can have significant implications for job holders especially seafarers.
For example…deal with unfavorable weather/against deal with storms, high seas, and tsunami.

16. Importance of Job Analysis Information
Evaluate how environmental changes affect individual job.
Plan for future human resource requirement
Match job applicants with job opening
Determine training needs for new and experience employees
Create plans to develop employee potential
Set realistic performance standard…..STAR
Place employees in jobs that use their skills effectively
Compensate jobholders fairly

17. Job Design/Analysis Therefore job design, job analysis is important
Information gathering about the job to be analyzed through job analysis questionnaires, interviews, panel of experts, and observation.
Questions about the purpose of the job, duties performed, the way they are performed, human characteristics, and working conditions, areas of responsibility, decision making, controlling, organizing, planning
Job summaries and duties entailed action expected, tasks and activities identified, performance emphasized, and responsibilities stated.

18. Job Performance Standard
JPS serves two functions:
Firstly, they become targets for employee efforts. The challenge of or pride in meeting objectives may motivate employees. Once achieved, there is a sense of accomplishment and achievement The outcome contributes to employee satisfaction.
Secondly, standards are criteria against which job success is measured. Acts as a control system.
The four (4) features of control are 1) standard, 2) measure, 3) correction, and 4) feedback

19. Master Responsibility
Owner’s personal representative
Bears ultimate responsibilities for safe navigation, efficient
loading, stowage and discharge.
Has the power to act as doctor, lawyer and bury the dead
May arrest member of the crew if they are nuisance
Has power to call people on board to render assistance.
Responsible for transacting the business of the ship in ports
abroad.
Acts done within the scope of authority are binding on the owners

20. IDENTIFYING AND SCOUTING SHIPPING TALENTS

21. Identify and Recognize top shipping talent, Care for the Mind, Emotion, Physical, and Spiritual

22. What is Talent
Talent means the skill that someone has quite naturally to do something that is hard.
Someone who has talent is able to do something without trying hard.
It is an ability that someone is born with. It is a high degree of ability or of aptitudes.

23. Talent Management
is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives.

24. Who Identify the talents
Identified by their management’s assessment of their performance and potential for advancement.
Typically people at the top two levels of the organization and high potential employees one level below.
Through the process of Performance Appraisal, potential talents identified.
Head hunters, and employment/recruitment agencies, advertisement
Professional bodies such as CILT, CIS…
Student scouting/internship

25. Shipping Talent Pool
1 For each person on the radar screen/identified, primary development needs are identified focusing on what they need in order to be ready for the next level.
2. Onboarding….. Orientation/socialisation (overview/ability to demonstrate co’s values, employee profile directory, mentor/maintee, managers’ guide,
3. Talent Development…. Job shadowing, comprehensive development/learning plan, extra-mile incentives, varied work assignments
4. Managing performance….. Career monitoring, continuous appraisals, observation, KPI, 360 degree feedback

26. Shipping Talent Pool
5. Planning for succession….. Talent gap review, executive
project plans, mentorship to develop leadership skills,
sense of value, loyalty, desire to stay/remain
6. Talent retention… thought leadership, cultural awareness
guide, corporate knowledge transfer, corporate compass
session, organizational health survey

27. Generation of Development Plans
Once YOU have identify the talents, how you develop them?
A development plan is prepared for how we will help the person develop over the next year.

28. Developing and Redeployment of High Performer

29. Tools Employed
Human Resource Information System (HRIS) - is basically an intersection of human resources and information technology through HR software. This allows HR activities and processes to occur electronically.
Leadership Competency Assessment
Management Review
Periodic Appraisal
“360” Appraisal - is a type of employee performance review in which subordinates, co-workers, and managers all anonymously rate the employee. This information is then incorporated into that person's performance review.
Learners’ Profile Questionnaires -
Third Party Assessment

30. Accelerated Development
Cross Business Assignment
a. Cross –Unit
b. Cross-Border
Stretch Goal Setting
Multisource Feedback
Job Enlargement and Career Progression
Real – World Coaching
Individual Resources
a. Personal Learning
b. Mentors
Action Learning Teams
Accelerated Development

31. The meaning of accelerated is that such development takes place at a pace that is significantly higher than that of traditional development that allows an individual to learn the intricacies of the current job, observe incumbents in a higher level position (usually, one level up), practice elements of the boss' job when being delegated tasks, undergoing formal training, or benefiting from the knowledge accumulated by others and codified in the knowledge management systems.
Accelerated development means, contrary to the usual, more than traditional developmental path, bypassing traditionally expected career steps, stretched over a longer period of time learning opportunities, and/or age-related developmental progression.
Accelerated development is a necessity for organization of qualified individuals in the internal or external labor markets, and significant pressures from other organizations that are ready to poach talented executives and employees and offer them even higher levels of responsibility and remuneration.

32. Organizations also respond with accelerated development initiatives to the individuals engaged in career entrepreneurship, i.e., those who make alternative career investments in order to enjoy quicker returns in terms of career growth and progression.
Discusses the challenges of accelerated development programs, such as not only learning the competencies required in the new position, but also developing a new identity.
The process of going through an accelerated development program and identifies its important elements:
- pre-entry experience,
- initial surprise of getting into the accelerated program's environment and learning to use it,
- engaging in identity exploration through examining past and present identities,
- staging identity experiments, and,
- finally, stepping out of the program into the real world.

33. DEVELOPMENT OF ASIAN SHIPPING LABOUR MARKET

34. As a result of the increase in the size of the world's fleet and especially the Asian fleets, there has been strong growth in demand for seafarers world-wide.
South and South-East Asia constitute the largest supply region accounting for a total of 81.2 per cent of the total supply of officers.
South Asia represent the next most important source of officers with a contribution of 10.5 per cent of which India alone accounts for nearly 70 per cent.

35. As for ratings, the two areas are still the dominant supply sources
As for ratings, the two areas are still the dominant supply sources. Together they account for a combined total of 72.1 per cent of the world total, with South and West Asia contributing 12.4 and 14.2 per cent, respectively to the total supply of ratings.
Again, India was the main supplier accounting for 57.4 per cent to the total ratings supplied from South Asia.
In West Asia, it was Turkey, straddling Asia and Europe, that accounted for just over 98 per cent of the total supplied from the area.

36. On the demand side, East Asia accounted for more than half of the ratings employed while South-east Asia employed about a quarter of the total ratings employed in the Asia-Pacific region.
In terms of surplus seafarers available for foreign employment, the largest surpluses came from South-east Asia with the Philippines accounting for 90.7 and 81.7 per cent of officers and ratings, respectively.
Indonesia was the next most important supplier of ratings accounting for 11.2 and 12.0 per cent, respectively, of the total surplus from South-east Asia

37. Asian Shipping Labour Market
However, the larger picture is still one of severe shortage of seafarers due to continued expansion of the world's fleet and a higher than world-average growth in Asian fleets.
The question is whether Asian supply countries are able to meet the challenge of raising the level of training capacity without compromising on quality.
The Philippines has been facing increasing difficulty in meeting demand from the International shipping community for many categories of seafarers.

38. Asian Shipping Labour Market
Asian seafarers, particularly officers, deployed on foreign-going ships provide opportunities for them to acquire sound knowledge of the operation and management of shipping.
Thus, countries with a stock of experience and well trained maritime personnel, together with well-established maritime training institutions provide a strong foundation for the maritime industry in their home states.
This may have been the experience of such countries as South Korea, Taiwan, India as well as Hong Kong and Singapore.

39. Asian Shipping Labour Market
Over time, major supply countries have developed into centres for ship management and crewing, example of which is Manila.
Other major centres for recruiting seafarers for overseas employment are Hong Kong and Singapore
The dynamics of the supply of maritime manpower from a number of the Asian countries to international shipping is in response to the decline of seafaring in western maritime nations and action taken by countries with abundance of low-cost labour meeting the demand so generated.

40. Asian Shipping Labour Market
Philippines close links with the Americans and familiarity with western custom as well as the facility of the English language of most Filipinos held the key to easy integration on ships with senior European officers.
Nations wishing to emulate the Philippines will find it more difficult without the benefit of knowledge of the English language
Philippine supply not less than 50% of global supply of seafarers

41. Asian Shipping Labour Market
In general, the good nature of Asians, their ability to learn skills quickly, and their positive work attitude render them highly employable.
Nevertheless there are factors such as colonial ties, inherited customs, natural affinity to the sea, and education/training institutions that play an important role in the employability of certain Asian nationalities in particular niches.
The Philippines has a particularly well-established system of recruitment and placement of their seafarers employed on foreign-owned vessels.
The Philippines Overseas Employment Agency (POEA) maintains a registry of skills for seafarers and promotes the development of skills for seafarers for foreign employment.

42. Asian Shipping Labour Market
The Maritime Industry Authority (MARINA) on the other hand is concerned with the need for trained seafarers for the domestic fleet. The POEA is responsible for the proper recruitment and placement of Filipino seafarers which are handled by private manning agencies licensed by the Agency.
The Seabed Tripartite Consultative Body comprising representatives from the government, private manning sector, Filipino shipowners, and seafarers' unions acts as an advisory body to the POEA.
The Agency formulates and enforces regulation relating to the registration of qualified seafarers, the accreditation of foreign shipowners, processing of employment contracts as well as licensing and monitoring of manning agencies.
Only POEA-registered seafarers are permitted to seek employment on board ocean-going vessels

43. INTRODUCTION TO CURRENT HUMAN FACTOR IN ASIA
SHIPPING INDUSTRY

44. Human Element Human element in International Shipping
It is not only about job but also about seafarers/ employees’ career development/career path .
Managing the aging seafarers and those leaving the industry
Managing the global seafarers requirement needs and expectations

45. It is the PEOPLE
It is about PEOPLE, and the human element in shipping is critical in managing and moving billions/trillions of assets and cargoes worldwide.
It is about PEOPLE, human capital as an asset managing company’s resources in meeting organizational mission, vision, goals and objectives.
It is about empowerment, motivation, commitment, do more than what is required, have a sense of belonging, and passion.

46. Human Element/Factor…cont
The shipping workforce is international in nature of various nationalities with different cultures, religions, and values.
It is about managing varied expectations, needs, and requirements.
Not only physical needs but also emotional, spiritual needs that need to be managed effectively for the benefit of the shipping organization.
Coaching is another critical areas as grooming of shipping personnel, be it onshore or onboard takes a considerable period of time to reach a certain credible levels managing those sophisticated vessels and the capital intensive shipping organization.

47. Effective Communication
* Effective communication is critical, between: - departments but also - between shore and onboard personnel for the seamless shipping operations.

48. Seafarers Strong Charact & Values
Managing current and future challenges in the shipping industry with the various stringent international maritime laws and conventions is awesome and command a workforce with character and high values.

49. Pre-requisite Qualification for Shipping Industry and Career Development Structure

50. STCW
The International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (or STCW), 1978 sets qualification standards for masters, officers and watch personnel on seagoing merchant ships.
STCW was adopted in 1978 by conference at the International Maritime Organization (IMO) in London, and entered into force in 1984.
The Convention was significantly amended in 1995/2002/2012.

51. Qualification
A Master Mariner or MM is the professional qualification required for someone to serve as the person in charge or person in command of a commercial vessel.

52. Qualifications
Certificate of Competency (CoC) Class 1 Deck Officer (Master Mariner)
Degree in Nautical Studies/Nautical Science
Certificate of Competency Class 1(Chief Engineer)
Degree in Marine Engineering/Marine Technology,/Naval Architecture/Ocean Engineering

53. Master Mariner Responsibility
The captain is responsible for its safe and efficient operation, including cargo operations, navigation, crew management and ensuring that the vessel complies with local and international laws, as well as company and flag state policies.
All persons on board, including officers and crew, other shipboard staff members, passengers, guests and pilots, are under the captain's authority and are his ultimate responsibility.

54. Master Mariner Responsibility
A ship's captain commands and manages all ship's personnel, and is typically in charge of the ship's accounting, payrolls, and inventories.
The captain is responsible for compliance with immigration and customs regulations, maintaining the ship's certificates and documentation, compliance with the vessel's security plan, as mandated by the International Maritime Organization.
The captain is responsible for responding to and reporting in case of accidents and incidents, and in case of injuries and illness among the ship's crew and passengers.

55. Career Development Structure
Shipboard Development Structure, On shore/Office Development Structure, and Shipping Organizational Structure are distributed to students for their reference.
Apart from shipboard, ship management structure headed by Designated Person Ashore (DPA), other Commercial or Business Units (Tankers, LNG, LPG, Chemical, Bulk, Container Vessels) personnel are engaged.
They are Chartered Member of Chartered Institute Shipbroker, Chartered Institute of Logistics and Transport, Accountants (ACCA, CPA, ICMA), economist, lawyers, chartered secretaries (ICSA).

56. SELECTION INTERVIEWS AND EXTERNAL RECRUITMENT PROCESS

57. Selection interview is a formal, in-depth conversation conducted to evaluate an applicant’s acceptability
The interviewer seeks to answer 3 broad questions: 1) Can the applicant do the job?, 2) Will the applicant do the job?, 3) How does the applicant compared with others who are being considered for the job?
Why/Advantage of SI are:
a) flexible /most widely used selection technique,
b) Can be adapted to unskilled, skilled, managerial, and staff employees

58. Types of Interview
Group interviews…. One-to-one is the most common, two or more interviewers to one applicants, one interviewer to two or more applicants, two or more interviewers to two or more applicants.
Unstructured/nondirective interviews…allow employment specialists to develop questions as interview proceed/friendly yes but….. Lack the reliability of structured interview, even worst overlook key areas of the applicant’s skill or background
Structured or directive interview rely on a predetermined set of questions. Improved reliability but quite mechnical

59. Types of Interview… 4. Mixed interview … blend of structured and
unstructured questions. Structured questioned
acts a base for comparison between applicants.
Unstructured questions make the interview more conversational,
permits greater insights into the unique differences between applicants
especially collage recruiting
5. Behavioral interviewing. Focus on problem or a hypothetical situation
that the applicant is asked to solved. Both the answer and approach are
evaluated. Narrow scope. Stressful…suggest how the applicant may
function under moderately stressful situations.

60. Sample Questions
Describe your ideal job. In what type of work are you interested?
Why do you want to work for our company?
Describe the ideal boss
What are your career goals?
Why should you be hired by our company?
What is your major strength, and weakness?
Why do you think your friends like you?
What job skills do you have?
In what way can you contribute to our organization?

61. Creation of Rapport
Act as the perfect host or hostess, greeting the candidate with a warm smile, show him into your office, making small talk in the hope of making him/her at ease.
Of course he is nervous, acting stiff, withdrawn, as a result. Your challenge - it being your show, and you self assured from all the preparation you have done -is to reduce that nervousness; the closer the interview comes to a friendly conversation, the more you will learn about the real him or her.

62. Information Exchange/Termination/Evaluation
How…why, what, compare, describe, expand, could tell me more about?
Available time ends…..close…again nonverbal communication is useful. Do you have any final question?
Evaluation….interviewer record specific answers…., general impression about the candidate….checklist (interviewer’s comment 1-10/low-high), specific comment that reveal’s the candidate strengths and weakness for the job being considered.
Follow-up actions required…. None, follow-up interview with personnel, applicant unacceptable, notify rejection

63. External Recruitment Channel
External recruitment channels:
Walk-ins and write-ins
Employee referrals
Advertising
State Employment Agencies
5. Private Placement Agencies
6. Professional Search Firms
7. Professional Associations
8. Educational Institutions
9. International Recruiting

64. External Recruitment Process
External recruitment process start with human resource planning, specific request of managers, job opening identified
Job analysis information/job requirement, manager’s comment
Method of recruitment/satisfactory recruits make formal applications
The recruitment process ends when recruit makes a formal application, usually by completing an application….and the beginning of the selection process

65. International Recruitment
Complexities…..immigration barriers, employment laws, cost of living differentials, moving families, logistics, income tax requirement
Employment practices, employment contract different, cultural expectations lead to unforeseen problem.
Cultural conflict. Historical animosities between different factions within the country, whether native tribes, element of formal caste system, or enmity by virtue of long-standing traditions

66. Utilization of 360 degrees Feedback and Multi Rating Appraisal System

67. Other department representatives (Internal customers
360-Degree Evaluation
Employee
Co-workers or team members (Internal customers)
Subordinates (Internal customers)
Manager
(Internal customers)
Top Management
Suppliers
(External customers)
Clients
Other department representatives (Internal customers
The primary objective of the 360-Degree performance evaluation is to pool feedback from all the employee’s customers.

68. Multi Rating Appraisal System
Rating scale
Excellent Good Acceptable Fair Poor
1. Dependability
2. Initiative
3. Attendance
4. Attitude
5. Cooperation
6. Communication
7. Problem Solving
8. Critical Thinking
………
20. Quality of work
Result
Total

69. Multi Rating Appraisal System…cont
b) Accomplishment records
c) Behavioral anchored rating scale (BARS)
d) Performance tests and observation
e) Management by objectives
f) Psychological Appraisals.. In-depth
interview, psychological test, intellectual,
motivational, emotional, discussion with
superiors/peers, other work related characteristics
g) Assessment centre… peer rating, leadership group discussion,
simulated work exercises, background histories, in-depth interview

70. THANK YOU

71. Capability Building

72. Mini Assignment

73. The shipping workforce is international in nature of various nationalities with different cultures, religions, and values. You are to write a report on the shortage of Malaysian seafarers managing Malaysian registered vessels.