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HR Issues in Shipping
Management
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Think about this
 What is a ‘Ship’
 What is ‘Shipping’
 Which one needs Manpower?
 Which one we are concerned with?
 What are the differences in terms of
Manpower requirement?
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Seafarer
A sailor, seaman, mariner, or seafarer is a
person who navigates waterborne vessels or
assists as a crewmember in their operation and
maintenance.
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1.1 HRM Shipping Best Practices
1.2 Global Shipping HRM Current Issues and Challenges
1.3 HR Role in Shipping Companies
1.4 Organizational Culture & International HRM Shipping
Companies
1.5 International Shipping HR Procedures: Recruitment
and Assessment Process
1.6 International Shipping HR Compensation
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Ship management / Ship Manager
 When a ship is ready for operation carrying goods, a ship
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management team is engaged to maintain and operate
the vessels.
The function of this team is to provide the owner with
support throughout the occupancy or charter of the
vessel.
Most Management companies provide the owner or
operator with crew on board.
As soon as ship is ready the management company takes
over and provide management support to the owner.
Most Management companies also offer other services
like inspection prior to purchase, supervision during
building, crew management and supply and ship lay-up
solutions.
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3 types of ship managers
 Many ship management activities are integrated into large
owner-operator companies, like the big container Iiners (such
as Maersk, MSC or Hapag Lloyd) or exist as separate group
companies (such as NYK Ship management, Columbus Ship
management from Hamburg Süd), that also serve external ship
owners.
1. Many tanker and bulker owners manage their own
vessels in own shipping entities and charter them out.
2. However, a significant portion of that market is served
by 3rd party ship management companies, which
provide ship management services to
3. ship owners (such as V.Ships, Anglo Eastern or
Columbia ) without being a significant owner
themselves
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3 Areas of Activities of SM
 Organizationally, - many shipping companies re-insource
crewing activities again to gain more control and quality than
with purely “temporary workers” via crewing agencies. SM build
up a pool of own officers that keep coming back.
 Culturally - a lot of focus is given to training, development,
welfare package and teamwork. Today everybody stays in their
cabin with their note-book, which poses a challenge to teamwork
and a “feeling part of” a company or a bigger task.
 Process-wise, re-insourced crewing processes need proper
system support also given the increasing requirements of the
Maritime Labour Convention (MLC). In the past this has been an
investment area of the big global crew managers, but many
respondents stated they look into this area more intensively now.
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HRM Shipping Best Practices
 Convention Adopted by ILO, Port State, and Flag
State with regard to;
1. Industrial Relation
2. Negotiation Agreement and Collective
Agreements
3. Recruitment and Personnel Administration
4. The use of third party recruitment services
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HRM Shipping Best Practices
5. Contract of employment
6. Calculation and payment of wages
7. Repatriation
8. Hours of work, discrimination, and abuse
9. Health safety and welfare
Good quality people will be attracted and stay
with companies which provide favourable T&C
of employment
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Best Practices 1
Invest in culture and teamwork
 Multi-cultural teams pose a challenge to human
interaction, so invest in teamwork and a team culture is
still seen as worthwhile and highly recommended.
 The quality of the work depends on the whole team, not a
smart chief engineer. The team should also include the
shore-side personnel.
 It requires time and opportunities to be given by the
management (i) for proficiency in a common language
(English) and (ii) personal interaction, in common
trainings or regular events, on the ship & shore.
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Best Practices 2
Invest in crew welfare packages
 To retain qualified crew members with attractive remuneration;
leave packages; providing training.
 As young and qualified crew become harder to find, many
quality ship managers invest in infrastructure that connect the
employees onboard to the outside world as the young
generation has got used to in the last decade.
 This typically involves allowing an easy option to call home,
Internet access onboard and private notebooks in the ship’s
network.
 Crew welfare will also be the driver to better connect vessels to
shore communication-wise, much stronger than any business
application.
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Best Practices 3
Integrate training, appraisal & development mgt
systems
 The next level of crewing best practice comes when training,
appraisal & development schemes run integrated as a Human
Resource Development Management system. Training is
adapted to current development needs that come from the
current work appraisals but also from the laid out career
development path of the crew member.
 Active feedback of the superiors as well as the crewing manager
is driving this process. Demanding tasks and developing skills
go hand in hand.
 A transparent hiring and development process from cadet to
master, regardless of their nationality, is another building block
to that.
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Best Practices 4
Use a combination of personal and computer-based
training
 With higher safety concerns, technically more challenging
vessels and younger crew, training is a key concern for crew
managers. Many computer-based training offers are available in
the market that will not substitute personal, on-the-job or
classroom-style application but complement them.
 Timing and speed can be better adapted to personal
preferences, checking learning success and results can be
integrated and trainings can be well suited to onboard work
hours.
 Crew training should include the day-to-day skills, personal
safety, regulations etc., but more focus should be laid on new
technologies and time for emergency response on bridge and
engine simulators, as respondents in the study put it.
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Best Practices 5
Use an integrated crewing solution onboard and onshore
 The times of Excel sheets and pinboards for crewing activities are
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definitely over for those who want to be involved in crewing processes.
Integrated crewing software packages offer functions for all data,
certificate etc. administration as well as the crew planning and
scheduling, (automatically) matching manning requirements with
available crew for the next months.
The integration also links up processes in-house with local crewing
agencies that work in the same system, receive requests for open
positions, enter all master data etc.
In addition, upcoming MLC requirements need a further proof of
compliance, i.e. documentation that is best prepared and managed
electronically.
Many ship managers get ready for MLC process-wise and use this
change to implement an electronic crewing system, as it achieves two
goals in one go
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http://en.wikipedia.org/wiki/Seafarer%27s_professions_and_ranks
The crew
Epaulettes worn by Officers on merchant ships
Crew List
 Nowadays shipping has improved a lot, with modern
electronic equipments & machineries. You can imagine a ship
like a moving factory with it’s cargo. The ship consists ranks
such as:
1. Master,
2. Chief Mate(also called Chief Officer),
3. 2nd Mate(also called 2nd Officer),
4. 3rd Mate(also called 3rd Officer),
5. Deck Cadets,
6. Chief Engineer,
7. 2nd Engineer,3rd Engineer,4th Engineer, Engine Cadets,
8. Electrician,
9. Boatswain(also called Bosun /Deck Foreman),
10. Pump man,
11. Able bodied Seaman(AB)(also called Quarter Master),
12. Ordinary Seaman(OS), Fitters, Oilers, Wipers(also
called Motorman),
13. Chief Cook & Steward etc.
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Master
 The Master is the person holding the Deck Class –
I certificate of competency (COC)
(Unlimited/Foreign going) .He is the
commanding person of the ship & the highest
ranked Deck Officer.
 It is normally said & believed that if you consider
the ship as an island the Master is considered as
the King of that island. But that doesn’t mean if
he tells, to jump into the sea crew will do it.
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Duties & Responsibilities of Master are as follows
1. Overall in charge
2. Commanding the ship.
3. Implementing law & order onboard ship.
4. He is the person to sign Bill of lading for cargo.
5. The Engines are at Master’s disposal.
6. Taking disciplinary actions against any crew member.
7. He should arrange provisions, stores, fuel (under Chief Engineer,
Garbage disposals, Shore passes, Salary particulars & cash advance etc.
8. In port handling Port authorities, Immigration authorities, Custom
authorities, Narcotics authorities etc.
9. Assisting any other vessel in Emergency.
10. Training the crew & conducting effective drills.
11. The Master is the person to contact the office directly from the ship
& person to be contacted by the office for any matter onboard.
12. In case of abandoning the ship in an emergency, the verbal order has
to be given by the Master.
13. Master’s decision is final, whether right or wrong crew has to stick to
it during that particular moment.
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Chief Mate
The Chief Officer is a person holding Deck Class-II
certificate of competency. He may hold the Class-I
COC as well. With further experience or exams he
will become a master.
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His duties & responsibilities are as follows
1. He has to load & discharge the Cargo. Preparing loading
& discharging plans for cargo.
2. At sea his Bridge watches are 0400AM – 0800 PM &
1600PM – 2000 PM.
3. He is the person in charge for Deck & all deck ratings,
Bosun, Pump man, ABs, OSs, Chief Cook & Steward.
4. Most of the time he acts as the vessel’s safety officer & he
can delegate his duties regarding safety to 3rd Mate.
5. Maintenance of Deck & overhauling of Deck
machineries.
6. Anchoring the vessel at anchorage.
7. In charge on deck for any emergency & reporting master
as appropriate.
8. Making repair lists & indents.
9. Handling mooring stations.
10.GMDSS communication.
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2nd Mate
The 2nd Mate is a person holding Deck
Class-III certificate of competency.
He may hold the Class-I, Class -II
COC as well. With further experience
or exams he will become a Chief
Mate.
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His duties & responsibilities are as follows
Passage or Navigation planning.
2. At sea Bridge watches are 0000 – 0400 & 1200 – 1600.
3. Correcting charts, Sailing Directions, List of light & Fog
signals, Radio signals & updating Navigational
warnings etc.
4. Preparing Reports.
5. Testing of Bridge equipment.
6. Preparing Deck log abstract at the end of each month.
7. In charge of GMDSS communication.
8. Maintaining ship`s library & publications in order.
9. Assisting Chief Mate in port while loading & discharging.
At port his duty time is 0000 – 0600 & 1200– 1800.
10. Handling mooring stations.
11. Acting as the Medical Officer.
1.
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3rd Mate
 The 3rd Mate is a person holding Deck Class-III
certificate of competency. He may hold the ClassI, Class -II COC as well. With further experience
he will become a 2nd Mate.
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His duties & responsibilities are as
follows
1. Maintenance of Life Saving Equipments & Fire
Fighting equipments under Safety Officer`s
instruction.
2. At sea his Bridge watches are 2000 – 0000 & 0800
– 1200 .
3. Preparing drill reports.
4. Handling port papers on behalf of master.
5. GMDSS communication.
6. Assisting Chief Mate in port while cargo loading
& discharging. At port, his duty time is 0600 – 1200
& 1800 – 0000.
7. Handling mooring stations.
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Deck Cadet
 The Deck Cadet is a trainee Navigation Officer. He
may be a fresher to sea. He has to perform & learn
jobs under Chief Officer. He does various jobs
starting from cleaning to Navigating ships. The
Deck cadet must never be used as a cheap
labourer by his seniors. He must be taught &
guided.
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Chief Engineer
 The Chief engineer is the person holding the
Engine Class – I Certificate (Unlimited/Foreign
going) .He is the overall in charge for Engine
Room & the highest ranked Engineer Officer.
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His duties & responsibilities as
follows
1. He should give work orders for Engine room &
2.
3.
4.
5.
6.
check the progress of work. He should be
present in Engine room during major
maintenance works. E.g. Piston overhauling
Bunker Calculations. The 4th Engineer assists
him for this work.
Implementing law & order in Engine room.
He is the person to handle the Main Engine
during critical periods.
Most of the technical jobs come under him & he
will report to company with Master’s approval.
In charge for Engine during any emergency &
reporting master as appropriate.
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2nd Engineer
 The Second engineer is the person holding the
Engine Class – II Certificate (Unlimited/Foreign
going). He may hold the Class-I COC as well. With
further experience or exams he will become a
Chief Engineer.
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 His duties & responsibilities are as follows
1.
2.
3.
4.
5.
He is the Chief Engineers assistant & he is the one who
performs most of the jobs on behalf of Chief Engineer.
All machinery items, steering gears, Pumps, auxiliary
machinery & main engine maintenance come under
him.
At sea, his Engine watches are 0400AM – 0800AM &
1600PM – 2000PM.But nowadays most of the ships are
equipped with UMS(Unmanned Machinery Spaces)
system so he has to work 0800AM-1700PM.
He is the person assistant in charge for Engine room &
all Engine ratings, Fitters, Oilers & Wipers comes under
him. He is the one to give daily the work schedule for
them.
Making repair lists & indents.
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3rd Engineer
 The Third Engineer is the person holding the Engine
Class – III Certificate (Unlimited/Foreign going). He
may hold the Class-I , Class- II COC as well. With further
experience or exams he will become a 2nd Engineer.
 His duties & responsibilities as follows
1. Operation & Maintenance of Generators.
2. Operation & Maintenance of Boilers.
3. Conducting Boiler water test & cooling water tests.
4. Operation & Maintenance of propulsion machinery
5. At sea his Engine watches are 0000– 0400 & 1200
1600.But nowadays most of the ships are equipped with
UMS(Unmanned Machinery Spaces) system, so he has to
work 0800-1700.
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4th Engineer
The Fourth Engineer is the person holding the Engine Class –
III Certificate (Unlimited/Foreign going). He may hold the
Class-I, Class- II COC as well. With further experience he will
become a 3rdEngineer.
His duties & responsibilities are as follows
1. Taking bunkers & assisting Chief Engineer in bunker
calculations.
2. Operation & maintenance of Sewage plant.
3. Operation & maintenance of Incinerator.
4. Operation & maintenance of Oily water separator.
5. Operation & maintenance of Fresh water Generator.
6. Operation & Maintenance of Air Compressor.
7. Management of Sludge & Bilge.
8. At sea his Engine watches are 0800 – 1200 & 2000 –
0000.But nowadays most of the ships are equipped with UMS
system, so he has to work 0800-1700
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Engine Cadet
 The Engine Cadet is a trainee Engineer Officer. He may
be a fresher to sea. He has to perform & learn jobs under
2nd Engineer. He does various jobs starting from Bilge
cleaning to operating the Main Engine. The Engine cadet
must never be used as a cheap labourer by his seniors. He
must be taught & guided.
Electrician
 The Electrician doesn’t hold a Certificate of Competency.
But his rank is equal to 2nd Mate & 3rd Engineer. He will
work under Chief Engineer. He performs various jobs
related to Electricity starting from changing light bulbs
to Generator repairs. Electricians start as Electrician
cadet or they come from Ex Navy.
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Bosun
The Bosun is the Deck Foreman or Crew’s spokesman. The
senior AB will become the Bosun. He will perform various
jobs on Deck. Wire splicing, Mixing paints, Cleaning,
arranging stores, assisting Chief Mate during Anchoring &
most of the time supervising the Deck ratings. He must
bring any problem related to the crew to Chief Mate’s
concern.
Pump man
The Pump man rank exists only on Tanker Ships. This rank
is equal to Bosun. But most of the time he works
independently & takes job orders directly from Chief
Mate. He plays a major part during loading & discharging,
mainly opening valves as per Chief Mate’s instruction,
taking Ullages & soundings etc.
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Able Bodied seaman
Does maintenance work on deck. He does Chipping,
Painting, Washing, Cleaning, Greasing Equipment etc. He
will also steer the ship & assist duty officer in Bridge watch.
The AB with experience, can become a Bosun.
Ordinary seaman
Does maintenance work on deck. He does Chipping,
Painting, Washing, Cleaning, Greasing Equipment etc. The
difference between OS & AB is that OS will not steer the
ship & he will not assist the Bridge watch. The Ordinary
seaman with experience, steering practice & with a certified
watch keeping, can become an AB.
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Fitter
Expert in welding, grinding, boring & gas cutting. He
operates Lathe Machine as well. Works in the Engine
department under 2nd Engineer. But also Deck fitters &
Voyage fitters as well. His rank is equal to Bosun.
Oiler
Does maintenance work in Engine room. Assists the duty
Engineer at watch(if noUMS). Assist Engineers in
overhauling Machinery, Cleaning & Painting etc. Rank is
equal to AB. At times the oiler with experience may become
as a Pump man.
Wiper
Does cleaning jobs in Engine room. Assist Engineers in
overhauling of Machinery. With experience he may become
an Oiler.
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Chief Cook
Prepares meals for all personnel onboard. It is a very
critical job with Multi National crew. Because each person
will like different food & different cooking style. Most of
the time food will be prepared to suit the majority crew’s
nationality style. He must also know the different menu.
He has to assist Master when ordering for provisions. His
rank is equal to Bosun.
Steward
Chief Cook’s assistant. He must help Chief cook in cooking,
specially cleaning & cutting vegetables. He must serve food
for all Officers & he should be present in Officer’s mess
during meal times. He has to wash all plates & cutleries. He
cleans officer’s cabins & wash linen etc. His rank is equal to
OS
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Organizational Structure
 Defines how activities such as task allocation,
coordination and supervision are directed
towards the achievement of organizational
aims.
 It can also be considered as the viewing glass
or perspective through which individuals see
their organization and its environment.
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Types of Organizational Structure
• Organizations are set up in specific ways to
accomplish different goals, and the structure of an
organization can help or hinder its progress toward
accomplishing these goals.
• Organizations large and small can achieve higher
sales and other profit by properly matching their
needs with the structure they use to operate.
• There are three main types of organizational
structure: functional, divisional and matrix
structure.
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Tall & Flat OS
• The structure of business organizations can be
described as either tall or flat, which refers to
the levels of management in the organization's
hierarchy and the corresponding distance
between front-line or entry-level employees and
top management.
• Whether a business has a tall or a flat structure
can have important impacts on a variety of
elements within the organizational culure.
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 Traditional and Current Organizational Structure
 Centralization & Decentralization
 Human Capital Development
 The Focus, Interest, Technology Change
 The Structure/Capacity Change
 Global Production/Marketing
 Global Impact, International Shipping
 Business Model Change, so Organization
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What Is Globalization?
• Globalization is a process of interaction and
integration among the people, companies, and
governments of different nations, a process driven
by international trade and investment and aided by
information technology.
• This process has effects on the environment, on
culture, on political systems, on economic
development and prosperity, and on human
physical well-being in societies around the world.
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 Establish fleet manpower planning and recruitment
policy
 Manage crew scheduling and crew movements
 Establish selection and control procedures ,
training, and development of fleet personnel
 To provide contract management, administration,
and welfare services to fleet personnel
 Talent management
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 Challenges Arising from Globalization
 Relationship between Organizational Strategy
and HR Policies and Procedures
 Human Element in International Shipping
 Changing Nationality of Seafarers
 Increasing Demand for Competent Seafarers
 Shortage of Berthing for Practical Training
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 Enhance Quality Recruitment
 The Need to Reduce Wastage
 Dependence on Ageing OECD Officers
 Progress of Asian Seafarers to Senior
Positions
 Stringent Supervision on Certification of
Maritime Qualification
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 Unfair Treatment Towards Seafarers
 Criminalization/Impact in the Maritime
Contact
 Abandonment of Seafarers
 Inconsistency in Legislation
 Opportunity in O & G / availability of jobs
ashore
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Issues on Ship Management - Crewing
• Ships carry over 90 % of global trade, and the international commerce widely
depends on shipping.
• Requirements of the modern global economy put pressure on shipping
companies and management aboard, which creates challenges as shipping is
already a high-risk industry. For these reasons it is important to research
management of shipping.
• It focuses on management on-board and the effects the shore-based
management has on the ship crew.
• Safety has always been a major concern in shipping, and safety management has
become one of the most essential research topics in ship management.
• Leadership and management of human factors are the things that
almost all research themes relating to management of shipping aboard have in
common.
• Human error contributes to 80 % of accidents at sea, so
• Communication and management of non-technical skills are
important in safety and security management as well as in crew resource
management and in management of human errors.
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Challenges
1. Rework the vision and mission of the company.
 HRM is becoming increasingly involved with strategic planning
and the development of means by which people can work
proactively toward the achievement of organizational objectives.
 This means a broader perspective focused on objectives and
results.
 It implies personal commitment by each worker to the
company's goals. The need for this personal commitment means
that employee education, communication, and involvement now
become fundamental.
 This being the case, companies develop and emphasize an HRM
philosophy to which top management is deeply committed, and
which is clearly articulated and practiced by all employees. HR
planning is closely linked with strategic planning, so as to support
the company mission and give incentives to support its achievement.
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2. Information & Knowledge age
• Information and knowledge have replaced manufacturing as the
source of most new jobs. Work performed in factories by machines is
being replaced by work in offices or at computer terminals. And instead of
working with things, people increasingly work with ideas and concepts.
• The information age made knowledge the most important
organizational resource. The traditional factors of production - nature,
capital, and labour- have already exhausted their contributions.
• Now the important activities are the generation, structure, development,
spreading, sharing and application of knowledge; belongs to the people,
the human capital.
• Successful companies are becoming learning organizations.
Organizational effectiveness will increasingly depend on attracting,
utilizing and retaining people who can use their knowledge to solve
problems, create services, develop new work processes and satisfy
customer needs.
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3. Attracting and Retaining Talent
 One of the greatest challenges of human resource
management today is to create HR Capabilities that
increase and sustain organizational performance.
 The ability to attract and retain talent is a core HR
capability that is critical to achieving sustainable business
performance.
 Retaining the employees has become more crucial.
One can retain the employees in current situation only
when a company creates a good employer brand,
internally as well as externally, by ensuring that people
have good jobs which make them feel proud of working
for the organization.
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4. Empowering Employees
 Empowering is mutual influence; it is the creative
distribution of power; it is shared responsibility; it is
vital and energetic, and it is inclusive, democratic,
and long-lasting.
 Empowering enables people to use their talents
and capabilities, fosters accomplishment,
invests in learning, finds the spirit in an organization
and builds effective relationships, informs,
leads, coaches, serves, creates, and liberates.
 Becoming an empowering manager, therefore,
involves both who you are and what you do.
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5. Managing Global Workforce
 The biggest challenge the organization
around the globe facing is:
 To know the social classes and
categories from which the new global
workers are recruited, and
 To understand the systems of
education and training that shape them
so that they can be made socially and
culturally fit to serve customers.
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6. Enhancing the supplementary Services
 In today‟s competitive world the workforce are heavily loaded
with work and stress associated with it i.e. mental stress as
well as physical stress.
 To have a sound body and sound mind it is necessary to
develop certain competencies to survive with the stressful
situations.
 The growth of an supplementary industry like computer
training institutes, manpower consultants, „soft skills‟ and
„cultural training‟ consultants, psychological counsellors,
spiritual guides, stress and time management trainers, gyms,
recreational facilities and health-related services, yoga
teachers, suggest that new forms of subjectivity are being
produced not only through the work itself, but also through the
deliberate shaping of personalities and bodies to be „fit‟ for the
global Challenges
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8. Challenges of Mergers & Acquisitions
 Liberalisation, Privatisation and Globalisation
(LPG), is as dangerous as beneficial. Increasing
competition has forced the organisations to
device ways and means to grow, perform and
achieve excellence.
 Mergers and acquisition are being accepted as
one of the most effective techniques to
strengthen a company’s market position and
adopt a new technology to gain competitive
advantage over other organisations.
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9. Managing Cross Cultural Communication
"There
are hundreds of languages in the world, but a smile
speaks them all." Anonymous
 Culture is „Software of mind‟, it is concerned with beliefs
and values on the basis of which people interpret
experiences and behave, individually and in groups.
 Cultural statements become operationalised when
executives articulate and publish the values of their firm
which provide patterns for how employees should behave.
 Firms with strong cultures achieve higher results because
employees sustain focus both on what to do and how to do
it.
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7. Managing Workplace Diversity
 The future success of any organizations relies on the ability
to manage a diverse body of talent that can bring innovative
ideas, perspectives and views to their work.
 The challenge and problems faced of workplace diversity
can be turned into a strategic organizational asset if an
organization is able to capitalize on this melting pot of
diverse talents.
 With the mixture of talents of diverse cultural backgrounds,
genders, ages and lifestyles, an organization can respond to
business opportunities more rapidly and creatively,
especially in the global arena, which must be one of the
important organisational goals to be attained
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“ A system of shared meaning held by
members that distinguishes the
organization with others organization”
 There is a strong relationship between labour
turnover and an organizational culture
 Shared values
 People orientation
 Team orientation
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 Grow with the organization, sense of belonging,
identify themselves with the organization,
satisfied, and committed to organizational
mission, vision, goals, and objectives
 Characteristics;
a) Strong sense of purpose
b) Focus on individual development
c) Recognize the importance of people
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d)Trust and openness
e) Employee empowerment
f) Toleration of employee expression
g) Innovative and risk taking
h) Attention to detail/precision
i) Outcome orientation
j) Aggressiveness vs stability/status quo
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 Recruitment is the process of finding and attracting capable
applicants to apply for employment
 International in nature, various nationalities, e.g Filipinos, Africans,
OECD countries
 Growing diversity/demography
 Recruiters channels are among others walk-ins, write-ins,
advertisements, private placement agencies, search firms,
professional associations
 International recruitment must be aware of national differences,
recruitment practices, cultural differences, seafarers expectation
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 Steps; Human resource planning, affirmative
action plans, specific request of managers
 Job opening identified
 Job analysis information/manager’s comment
 Job requirement
 Identify methods of recruitment
 Satisfactory recruits make formal application
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 Compensation is what employee receive in exchange
for their contribution to the organization.
 Managed correctly, it helps the organization
achieves its objectives, and obtain, maintain, and
retain a productive, and effective workforce.
 Objectives; Acquire competent qualified seafarers,
retain current employees, ensure equity, rewards
desired behavior such as loyalty, experience,
performance, legal compliance
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 Includes not only salaries and wages, but also
incentives and gain sharing, and other fringe
benefits……compensation package.
 International shipping compensation package
(Malaysia as an example) are salary, bonus, leave pay
allowance, EPF and other contributions, joining and
repatriation, victualing, bonded, medical benefit,
health insurance, safety shoes and overalls, housing
loan interest subsidy.
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 Global challenges/talents, compete for competent
qualified seafarers
 Competitive offer to acquire/retain talent
 Global pension scheme
 Integration of HR planning with expatriate
compensation
 Adding appropriate value to expatriate compensation
package
 Managing expatriate expectation
70
THANK YOU
71
72
1.
The Principle of Human Resources in Shipping
Industry
2.
Performance Appraisal in Shipping HR
3.
Introduction to Shipping Management Training
4.
Talent Management in Shipping Industry
5.
HRM Shipping Recruitment and Selection in Shipping
Organization
6.
Training and Certification of Merchant Seaman
7.
Organizational HR Psychology in Shipping Industry
73