Challenges in Human Resources Management for Maritime Safety and Security Institutions
Addressing the typical problems faced in human resources management within maritime safety and security institutions, this document highlights issues such as low pay, inadequate training, and lack of career growth opportunities. It emphasizes the importance of bridging gaps in workforce acquisition, quality maintenance, staff motivation, and leadership development. The simplified HR cycle outlined focuses on attracting, selecting, retaining, and developing employees to enhance overall organizational performance.
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TRACECA Maritime Safety and Security II 2nd Project Steering Committee Human Resources Management for Maritime Safety and Security Institutions Kyiv 27 January 2016 Dr Axel G Koetz The document is complete only together with the oral presentation and discussion; isolated use of individual charts might cause misunderstandings Questions: axel.koetz@koetz-ag.com KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 1
Typical Problems Low pay and little hope for improvement No career (or only fake career) Insufficient training and knowledge (EN ?) No or outdated technical means Partly dangerous / unhealthy work situation No attention / valuation / backing from superiors Feeling of powerlessness Unsecure jobs Pseudo-career and pay only via corruption People leave and multiply pay in the private sector KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 2
Gaps We Have to Bridge Acquire the people we need Create and ensure quality of workforce Motivate staff Organize HR performance Retain / secure good staff Care for future leadership KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 3
Simplyfied HR Cycle Attract, Select + recruit Retain Administer and Manage Manage Problems Train Organize Performance Develop Motivate KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 4
Chapter 1: HR Marketing, Selection and Recruitment KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 5
HR Marketing, Selection, Hiring Invitation of Candidates for Job Application; Creating a long list of promising Candidates Active Marketing Activities; Candidates Database and Communi- cation Identification of mid term HR needs and HR Acquisition Plan Entry Test / Examination; Contracting KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 6
HR Marketing 1: Planning Aspects Mid term assessment and quantification of tasks Determination of specific HR needs per task unit Assessment of available capacities and mid term gaps Analysis of limitations from the labor market Analysis of HR cost and limitations from the budget side Introduction and training capacities Budget the marketing activities HR Acquisition Plan KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 7
HR Marketing 2 Concrete Marketing Activities Data Base and Contacts Use events and info requests to build up a candidate database Create personalized events to make candidates familiar with the Institutions Research Identify candidate sources and key intermediaries Oblige Intermediaries to support the contacting Communication Be present in the relevant media (Paper/Internet) and newsletters Be present at key events Create yourself events and information Obligations Create activities with monetary value like invitations to Congresses and Fairs Give conditional scholarships KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 8
HR Marketing 3 Longlisting of Candidates Selection scheme priorities A: High Potentials B: Fitting all requirements C: Fitting most requirements Selection Longlist KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 9
HR Marketing 4 Selection and Contracting Assessment Center Old Styles Examination Salary and Benefits Package KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 10
Chapter 2 HR Training and Development KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 11
Training Overview Initial training mix of theory and practice coaching phase concrete work on documents and procedures continuous training: Technical and legal updates management training for people who want to climb in the ranks KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 12
Selection, Initial and Continuous Training Initial Training Admission Exam Initial Training: Bring people (whatever their earlier career was) on a level of knowledge and competence to work successful in the system Based on Training Needs Assessment (TNA) for the different functions the gap between what they bring and what is needed Rather short and as far as possible based on cases Should end with an examination / test Initial Training Examination Initial Coaching Continuous Training Higher Qualification Training KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 13
Selection, Initial and Continuous Training Initial Coaching Admission Exam Initial Coaching: Support newly operational staff over a limited period of time in their daily work Find out specific weaknesses and start corrective activities Give Feedback on their performance and further training needs Initial Training Examination Initial Coaching Continuous Training Higher Qualification Training KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 14
Selection, Initial and Continuous Training Continuous Training Admission Exam Continuous Training: Permanently update the staff s knowledge of new technical, legal and procedural topics Many other institutions demand 4 5 work days per person and year as a sufficient quantity of training Trainings usually delivered by persons coming from the service plus the respective education institutions (no full time teachers) Initial Training Examination Initial Coaching Continuous Training Higher Qualification Training KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 15
Selection, Initial and Continuous Training Higher Qualification Training Admission Exam Higher Qualification Training: For staff foreseen for leadership functions Training in management methods, law and HR topics as well as in important public service systems Good to have also regular conferences to exchange experiences and knowledge on paractical procedures Initial Training Examination Initial Coaching Continuous Training Higher Qualification Training KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 16
Chapter 3 Post Descriptions KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 17
Post Descriptions Relevance Post Descriptions are directly derived from the Institutional mandate and assign mandate elements to posts (as the lowest organizational unit) Institutional Mandate Department Mandate Department Functions Post description are normative and NOT notarial descriptions of what people actually do Post Descriptions KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 18
Pyramid Concept of Post Description Mandate Dept Dept Mandate Dept Mandate Mandate F1 F2 PD PD PD 1 2 3 KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 19
Important Properties of Post Descriptions Post descriptions are independent of the actual post holder Post description do NOT describe the content of the job as it is now Post descriptions are no job descriptions Post descriptions do NOT describe performance performance assessment is based on Post Descriptions Post descriptions are the basis for the basic payment of course with many options for performance pay and other pay elements KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 20
Post Descriptions describe... On Structural and Competence Level The position of the post in the reporting structure The responsibility of the post holder The expected competence of the post holder (in terms of knowledge, practice, skills, personal behavior) On Technical Level The operative functions of the post to implement the department / institutional functions and mandate Related results which are expected from the post holder KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 21
Chapter 4: Performance Management KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 22
From Goals to HR Management Linking Goals & Strategy with HR Law International Treaties Goals General goal implementation, Creation of units and assignment of mandates Strategies and institutional Mandate Organizational design assiggnment of responsibilities Structures and Unit Functions Staff competences needed to implement the assigned functions; Labor division Qualitative Staffing and Post Descriptions Determination of needed staff quantities to implement the assigned functions, based on caseload and processes Quantitative Staffing, Quantitative work assignment HR Marketing, Selection, Contracting, Motivating, Developing, Managing Implementing HR policies, Day-to-day HR administration KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 23
Performance Assessment + Performance Management Plans and Goals System Post Description Performance Management Performance Assessment Qualitative Assessment Quantitative Assessment Assessment Consequences: Motivation, Development and Incentives System KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 24
Qualitative Assessment (Example from German Civil service) Below requirem but improvable Unsatisfactory requirements requirements requirements Far above Fulfills Above Powers of comprehension Power of judgement Initiative Negotiation skills 5a Oral expression 5b Written expression 6 Specialized knowledge and skills 7 Resilience 8 Willingness to work 9 Output Quantity 10 Output Quality 11 Behavior towards colleagues and clients 12 management behavior 1 2 3 4 x x x x x x x x x x x x KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 25
Performance Assessment (Following a MD Form + KPI Proposals) Indicator for 100% Points (1-5) Perf. Value Nr Goal/Work Area Weight (%) Result Ship Inspection (This corresponds with the post description) 30 Ships inspected 3 0,75 25% 50 Ships 1 2 Do not have more than 4-5 Elements 3 4 concretely know only after the observation period 5 Extra Performance 25% 125% Excellent Very Good Good Satisfactory Improveable Unsatisfactory 5+ 4,5-5 4-4,5 3-4 2,5-3 > 2,5 Extra Performance only when other elements are fulfilled all by at least 80% KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 26
Results Qualitative Assessment Performance Assessment Results: Career Pay + NMI Training KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 27
Chapter 5 Staff Motivation and Staff Retainment KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 28
Motivators Extrinsic Money Status Intrinsic Work Climate and Leadership Fairness Challenge: Find the best motivation mix KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 29
Extrinsic Motivation: Monetary Aspects Basic Payment increased by... Performance Pay 1: Pay per unit Performange Pay 2: Bonus related to annual performance management results Performance Pay 3: Pay increase with age / promotion without hierarchical change Performance Pay 4: Pay increase following hierarchical promotion Performance Pay 5: Extra pay related to specific Achievements KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 30
Extrinsic Motivation: Extras with Monetary Value Free House or Apartment Free Business Car Job related free health care and access to special medical services Pensions Access to trainings, studies KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 31
Nonmonetary Extrinsic Motivators: Status and related Symbols Formal meaningful rank Uniform Decorations, Medals Better office, room, furniture, equipment Preferred treatment Power KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 32
Intrinsic Motivation Devotion to the work as such Feeling of Responsibility Resonsibility for safety and environment Social responsibility Power to make things better Attention by superiors Estimation of work Estimation of persons KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 33
What Counts ? Cafeteria System, Fixed Mix or Simply Cash ? Private Sector: Implement the cafeteria system , let people select a mix of money, fringe benefits and nonmonetary rewards A public administration cannot implement the cafeteria model and has to treat staff more or less equal Management has to find out which things motivate individuals most and act accordingly (and within budget) However, taken the economic situation of civil servants, substantial monetary incentives will be most relevant But good work climate and attention by superiors are sometimes the cheapest and most effective motivators KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 34
Fairness and Work Environment Why do people not leave despite higher financial offers ? Good Leadership Good Team Climate Good Communication Fair Employer KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 35
Acquiring and retaining Staff via Alternative Contract Systems Part Time work (daily, weekly, monthly....) Time Officer system Freelance contracts Problem: Compatibility with law Legal status of staff KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 36
Chapter 6 Quantitative Staff Management KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 37
Quantitative HR Management Rationale Overloaded staff is doing qualitatively bad work Idle staff consumes funds without requivalent In many cases, staff is the main budget factor An important task of HR is all the time to adapt staff quantity to the workload KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 38
The Question For each specific function ot task... ...the needed work capacity (in minutes, hours, days) has to be determined on the other hand the average capacity of a staff member has to be determined Total capacity demand should equal staff work capacity supply changes of caseload is directly related to changes in staff needs and leads changes of the staff budget KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 39
FTPE as Universal Currency FTPE are the universal currency FTPE means Full Time Post Equivalents . This is the capacity of a full time employee in the observation period KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 40
What Means FTPE ? A simplified calculation approach 365 calendar days p.a. 104 Saturdays and Sundays 15 public Holidays 30 days of vacancies 10 days of sick leave (about 5%) 206 days for work (net) 200 days = 10 working months of 4 weeks or 20 days 8 h or 160 hours ./. ./. ./. ./. = rounded KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 41
Simplified Form for HR Demand Analysis A-2 Unit Functions A2 - Part 2 Insatitution 1 Unit 2 3 11 12 13 14 16 17 18 19 20 26 x 27 FTPE % used Function/Rank Function/Rank Function/Rank Function/Rank Function/Rank Expected Develop- ment Summary Nr Function Description Output Type Quantity Customer Comment 1 2 3 4 5 6 7 8 9 10 Total FTPE: 0,00 0,00 0,00 0,00 0,00 0,00 KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 42
Demand Side Calculation (200 d / 8 hours per day) An Activity using ... FTPE For example Equals FTPE as follows computation 1 Month p.a. 1/10 Preparing the Budget 10% 1/2 day per week 0.5/5 Monday morning conference in the ministry 10% 1 hour per day 1/8 Reading the incoming mail 12, 5% 1 week per month 1/4 Monthly report week 25% 1 week per year 1/40 Annual conference of managers 2,5% 1 day per year 1/200 Inspection visit to 1 ship 0,5% 4 hours per day 4/8 Provision of a service counter to sefarers 50% Altair KPI Asesores Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 43
Chapter 7 Ensuring Work Quality KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 44
Simple Quality Model: HR Elements Sufficient quality of Staff (Permanent Training and knowledge update Sufficient Quantity of Staff Systems (Quality Manual and Customer Charter) Leadership Supervision by superiors and peers, post rotation Quality Definition Organi- zation of work KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 45
HR as Part of the EQMF Concept KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 46
Chapter 8 Human Resources Information System HR(M)IS KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 47
From Dead Staff Files to HRMIS In many cases HR files are dead and a lot of elements are not really linked They serve for administrative purposes, but in a most inefficient time consuming way No real data bases, no automatic comparison, no meaningful statistical analyses, no planning support However in many cases files are now computerized A HRMIS (Human Resources Management System) contains the same + additional data KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 48
What a HRMS Should Tell You at a Fingertip (example) How many staff members in a category will leave the institution expectedly in the next 5 years ? How much overtime has accumulated in a critical staff group ? Who are the 2 or 3 internal candidates best qualified to replace the head of the xy department when pensioned in 2 years ? If Expert x hits a tree with his car, which persons could take over immediately (Qualification, Experience, Availability) What are their training / experience needs to do so ? Which / how many people are missing important trainings ? Who are the persons with the highest risk to quit the service ? Which people are regularly sick on Mondays ? KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 49
Sample/Model HRIS (one of many) department, job title, grade, salary, salary history, position history, supervisor, training completed, special qualifications, ethnicity, date of birth, disabilities, veterans status, visa status, benefits selected, and more from: managementdemand.com KPI Human Resources Management and Development in the Area of Maritime Safety and Secutity Management and Policy Consultants 50
