The state of mentoring in the shipping industry

Researchers found wide variations in perceptions and knowledge about mentoring schemes within different companies, both among seafarers and management, and the report says the feedback from seafarers suggests 'there are sizeable areas of improvement required regarding training officer identification and responsibility, both on ship and ashore'.

Despite this, the survey showed that employers and managers place a high value on mentoring to support training, career development and safety culture.

The researchers also found significant numbers of seafarers who considered that mentoring could help their personal development and increase their confidence and resilience.

There were also suggestions from seafarers that mentoring could be very useful in later stages of an individual's career – and especially when looking to move ashore. 'Evidence suggested there was inconsistent career and personal development in terms of transferable skills for officers making the transition from ship to shore,' the report states.

Although employers and managers acknowledge that time constraints create barriers, and that stress and fatigue are major challenges, the researchers said little support appears to be in place for officers tasked with training and mentoring. 'There is an imbalance between technical competence and non-technical competence – and not just onboard,' Ms Honebon told Council members. 'How people are treated affects their seafaring experience and their desire to remain at sea.'

She said the research team had been shocked by some of the negativity uncovered in the surveys, and especially over the inconsistency and inequality in the way that seafarers are treated. The research found that, on average, just 55% of cadets and seafarers felt supported by their shipping company during the first sea phase or in a new position. Underpinning this was 'a major concern' over job security and job availability and the challenge of competing for work in a global labour market.

The report says there are various schemes being used by shipping companies and employers – and where such schemes have been put in place, 'there has been significant, positive feedback that has improved expenditure related to health, wellbeing and staff turnover'.

Savings have been generated in terms of reduced vessel damage and off-hire incidents, higher crew retention levels, and improved key performance indicators.

However, it also warns that 'inconsistency, inability, engagement and time constraints onboard and ashore' mean that  'neither mentoring or coaching are working consistently to industry advantage'.

The report identifies some of the 'best practice' programmes that others in the industry could emulate. It points to the programme run by the Honourable Company of Master Mariners, which 'offers a platform and building blocks to initiate human resilience by equipping individuals with experience, confidence and someone to contact without fear of reprisal'.

Other positive examples include:

• the Princess Cruises Pipeline scheme to support ratings with potential for promotion
• Seaspan's Cadet to Command programme to nurture new entrants to the highest positions at sea and ashore
• Wightlink's Bridging the Gap programme to support individuals as part of a long-term plan to strengthen organisational resilience

'Mentoring is a fabulous tool, but it needs a sound platform to work from,' Ms Honebon told the Council meeting. 'You can't just decide to put mentoring onboard and expect it to solve everything, as there will be systemic issues that need to be fixed. There is a need to review leadership and management skills, review that balance between technical and non-technical skills, review human resource management practices and end the silo mentality between ship and shore,' she added.

Council member Jessica Tyson welcomed the research and noted the importance of some of its key findings. 'The time for training has been shortened and officers don't get the time now to establish relationships,' she pointed out.

Nautilus trustee director Steve Clinch agreed: 'Officers used to have much more time to do these things and there is a resistance to taking on a mentoring role because of the pressures on time and smaller crews being asked to do much more with less time. The big question is how to square that circle.'

Fellow trustee director Jim McAuslan said the research had shown the need to champion best practice within the shipping industry. 'However, there is a problem in how to make recommendations that are not resource-dependent,' he stressed.

General secretary Mark Dickinson said Nautilus had supported the research because it recognised the need to support young seafarers and encourage them to remain within the industry. He said the Union will work to encourage the wide-scale adoption of the  'best practice' mentoring schemes, taking the findings of the research to the UK Merchant Navy Training Board and to the forthcoming International Maritime Organisation review of the STCW Convention.