In the contemporary information-driven global economy, the significance of soft skills in the recruitment process is on the rise. These skills play a pivotal role in shaping interpersonal relationships among colleagues, consequently influencing the effectiveness of their efforts.
With advancements in technology and automation, the ability to demonstrate emotional intelligence, leadership, and creativity has become even more critical, as these are areas where humans excel over machines. Therefore, individuals who can effectively demonstrate soft skills alongside technical competencies are highly sought after.
Soft skills in the current job market
Generally, in the past few years, soft skills have played a crucial role in career development and advancement. Employees who invest in developing their soft skills demonstrate higher levels of engagement, job satisfaction, and performance.
On the other hand, companies that prioritize skill development and offer opportunities for learning and growth are more likely to retain talent and promote internal mobility, leading to increased productivity and employee satisfaction.
According to LinkedIn’s Global Talent Trends report, soft skills are crucial both for individual hires and overall company success. A striking 92% of talent professionals believe that soft skills are as important, if not more so, than hard skills during the hiring process. Additionally, 80% of these professionals emphasize that soft skills are becoming increasingly vital for a company’s success.
Moreover, companies with employees who have excelled in skill development over the past year demonstrate a 15% higher rate of internal mobility compared to those with employees who lag behind.
5+1 Key reasons why soft skills are important
Drawing upon the maritime industry as a case in point, it’s clear that while technical skills hold undeniable significance, non-technical skills are equally vital for ensuring the safety, efficiency, and overall success of operations.
Effective crew management demands a harmonious balance of both technical expertise and non-technical competencies to adeptly navigate the complex and dynamic environment characteristic of the maritime sector. Here are some compelling reasons why training in soft skills is imperative:
#1 Open communication
Clear and effective communication among crew members is vital for ensuring smooth operations onboard. It is imperative that everyone understands their roles and responsibilities to maintain a safe and efficient working environment. In emergency situations, the importance of effective communication is even more critical.
Miscommunication or lack of clarity can escalate a minor incident into a major disaster. According to the “The causes of maritime accidents in the period 2002-2016” report by Seafarers International Research Centre (SIRC) and the Cardiff University, failure in communication’ was identified as a major contributory cause identified in 20.6% of cases in the total of 693 accident reports examined.
Therefore, fostering a culture of open communication where crew members feel comfortable expressing their thoughts and concerns is essential for the overall safety and successful operation of the vessel.
#2 Collaboration and exchange of ideas
Teamwork is crucial for completing tasks efficiently and addressing challenges effectively. Additionally, when representatives from shipping companies need to convey ideas or instructions onboard, mutual respect and understanding between both parties can facilitate smoother communication. This collaborative approach fosters a positive working environment and enhances the overall efficiency and effectiveness of the crew.
#3 Motivation and decision making
Leaders who foster open communication and understanding can inspire and motivate their team members to perform at their best, even in challenging conditions. Effective leaders encourage a proactive approach to problem-solving and decision-making, empowering crew members to take initiative and contribute to the success of the voyage. Motivated and engaged crew members are more likely to demonstrate resilience, adaptability, and commitment, which are essential qualities for overcoming obstacles and achieving common goals.
#4 Self-awareness and cultural sensitivity
Crew members must interact respectfully and effectively with colleagues from diverse cultural and psychological backgrounds. Recognizing one’s own and others’ strengths and weaknesses is crucial for building trust and fostering mutual respect within the team. This self-awareness enables crew members to manage stress, reduce misunderstandings and biases, and enhance performance.
Furthermore, fostering cultural sensitivity and empathy is essential for creating an inclusive and harmonious working environment where everyone feels valued and respected.
#5 Conflict resolution
Given the stress and pressure inherent in the job, conflicts can arise onboard. Crew members need the skills to identify, address, and resolve these conflicts quickly and professionally to maintain a harmonious working environment. Effective conflict resolution involves active listening, empathy, and negotiation skills.
Crew members should be trained to approach conflicts constructively, focusing on finding mutually beneficial solutions and maintaining positive relationships within the team. Proactive conflict management contributes to a more cohesive and resilient crew, enhancing the overall safety and success of the voyage.
Bonus: Seafarer recruitment and retention
Furthermore, Seafarers’ retention can also be improved by having a specific competency framework and promotion criteria for shipping companies, according to Professor Hans Hederstrom from Chalmers University of Technology.
Due to the unprecedented global shortfall of officers, companies feel the pressure to promote officers to senior positions much earlier. However, there are certain characteristics in the personality, which are formed during middle and late adulthood such as integrity, autonomy, responsibility and focus on self-development.
Therefore, young officers need additional support in becoming ready psychologically for a senior position onboard. A challenge relating to this is that such support must be based on a comprehensive assessment of the needs of the officer to make sure that any action is properly tailored, as a one-size fit all approach, often used in training, is unlikely to be effective.
Case in point: Crew Resource Management
Emerging from an investigation into an aviation crash, the work conducted by the aviation industry and NASA in the 1970s and 80s led to the development of Human Factors Training.
This approach evolved and spread to other High Reliability industries, becoming more focused on cognitive, social, and interpersonal skills essential for safe and efficient teamwork.
These skills were later termed as Crew Resource Management (CRM). In the maritime sector, the CRM training attempts to provide seafarers with knowledge that it is not limited to technical skills only, but focuses on knowledge, attitudes and skills which are important for enhanced safety in shipping operations.
This type of training is of outmost importance for the shipping industry; it focuses on Bridge Resource Management and Engine Room Resource Management including performance monitoring, drills and exercises with simulators or videos and feedback procedures.
By focusing on the development of non-technical skills, CRM training helps to enhance safety, efficiency, and productivity. However, the effectiveness of CRM training in influencing onboard operations is questionable, as accidents and recurring issues persist.
However, as explained by Stephanie Sjöblad, Loss Prevention Executive, Alandia, IUMI, courses are typically short-term and certificate-focused rather than promoting continuous development. The difference between the classroom or simulator environment and the actual work setting also hinders effective learning and behavior change. Therefore, a shift towards more continuous learning techniques in the normal work environment could be very beneficial.
Looking forward
The growing emphasis on non-technical, or soft, skills in crew management is a critical shift in the maritime industry’s approach to safety and efficiency.
Seafarers and shipping organizations are familiar with exploring uncharted waters and building resilience. Operators have always been vigilant and foresighted as they keep global trade moving even in times of high uncertainty and rapid change.
This should also be the case with understanding the importance of soft skills. There is a global call for a healthier work environment where open communication and phycological safety is fostered. Especially in an era where machines and computers are starting to get better than people in a lot of tasks, it becomes increasingly apparent that there is one thing that humans have an advantage over machines, and that is being exactly that: human.
As perfectly summed up during the 2019 SAFETY4SEA Manila Forum by Capt. Albert E. Bartilad “Humans will always commit mistakes, there will be accidents. Human behavior is the source of virtually all such loss. But remember: it is also the reason why such loss is not greater”
Finally, change is very much a reality that we all must face. A superficial and convenient approach to integrating soft skills not only falls short but also carries risks, as it fosters the illusion of addressing crucial matters while, in truth, neglecting them.
Great leadership requires a high level of emotional intelligence (EI) and empowerment. You shouldn’t promote without it. EI enables leaders to understand and manage emotions, build trust, and support their team members effectively.
Empowerment, on the other hand, involves giving employees the authority and responsibility to make decisions, fostering their autonomy and motivation.
This emotional task of a leader is primal – that is, first – in two senses: It is both the original and the most important act of leadership. Research has shown that EI is twice as important as IQ for leaders.
Traditional courses to improve EI has little effect as they focus the learning on the wrong part of the brain, the Neocortex.
EI originates from the Limbic part of the brain who directs feelings, impulses and driving forces. Research shows that the Limbic Brain is learning by motivation, feedback and continuous training. Compare this with the type of training which is taking place in Neocortex, which directs technical and analytic ability.
To train EI you first need to be motivated for change and after that train and get feedback from your colleagues. You need direct feedback after a situation to understand and learn by doing it again until the correct behavior has developed.