Staff retention rates are an important metric for all managers. Here’s some advice contained in our brand new shipmanagement magazine on how to ensure employees stay put. Attracting and retaining qualified employees is undoubtedly challenging during times of skills shortage. Officer supply shortage has hit an all-time high and is unlikely to improve, resulting in manning cost inflation, according to a recent study published by shipping consultants Drewry. Drewry said the 2023 officer availability gap had widened to a deficit equating to about 9% of the global pool, up from 2022’s 5% shortfall and the highest level since it first started analysing the seafarer market 18 years ago. The consultancy forecasts similar deficit levels through to 2028 based on the limits of new seafarer supply becoming available. “While these deficit levels are based on vessel numbers together with assumptions on crewing levels and so largely theoretical, they clearly indicate that the seafarer labour market has become particularly tight, with important implications for recruitment and retention as well as manning costs,” Drewry noted. Three Ms Market-based pay and good working conditions for seafarers are a prerequisite, says Ioannis Stefanou, the managing director of shipmanagement at Wallem. “Traditionally, the three Ms – money; mail, ensuring open communication access, such as internet onboard; and meals – were considered crucial for recruitment and seafarer satisfaction. However, in today’s landscape, these alone are no longer sufficient,” explains Ian Beveridge, the CEO of Bernhard Schulte Shipmanagement (BSM). Factors such as working conditions, health and welfare, and career opportunities have become equally vital, he says. At BSM, top management acknowledges the importance of involving employees in decision-making processes. “They seek trust, reliability, collaboration, and a sense of belonging. Our ongoing efforts address all these aspects to provide our sea staff with an attractive overall package,” Beveridge says. BSM carries out regular satisfaction surveys, makes sure its staff are offered attractive compensation and benefit packages, career development through advanced training programmes, and flexible work arrangements. “Additionally,” says Beveridge, “a company’s ability to innovate, sustainable initiatives, an open corporate culture, and strong company values play pivotal roles in employee satisfaction.” Beyond minimum standards “The process of having a satisfied customer starts with a satisfied employee,” says Vinay Gupta, the managing director of Union Marine Management Services, who believes firmly in the manta that you must treat people with fairness. “Mutual trust and mutual respect has been a cornerstone and that has resulted in our staff becoming our brand ambassadors,” Gupta says. Peter Schellenberger, founder of maritime consultancy Novamaxis, has some advice to keep crew happy. The two big challenges for quality managers going forward as he sees it seem to be the availability of competent and well-trained crew across all matrixes and how to escape the compromises in delivering quality following years of intense price pressure. As a consequence of this and following what he describes as “merciless” budget negotiations a lot of concessions have been made, even pertaining to training expenses and essential needs like proper nutrition and catering budgets. “Even more surprisingly,” Schellenberger says, “it still hasn’t fully filtered thr