Human performance is influenced by numerous factors, and one deserves greater attention today: crew confidence. In this article, Green-Jakobsen highlights the increased need to monitor, discuss, and develop crew confidence levels if we want to enhance human performance. Specifically, this article tackles crew confidence when using critical equipment.
Green-Jakobsen’s data reveals low confidence is a common but overlooked issue. Every seafarer knows their job can be dangerous. To mitigate risks, seafarers undergo a rigorous education regime and must comply with extensive safety regulations. Their awareness, knowledge, will, and ability prepare them to manage their jobs safely and effectively.
A closer look at Green-Jakobsen’s Performance Delta data reveals something interesting. In relation to the jobs they perform, most ratings feel as confident as the officers. However, Green-Jakobsen also very often see that individuals express very low confidence levels. In everyday life on board, confidence levels can be difficult to detect, potentially resulting in unidentified safety hazards.
Analysing Green-Jakobsen’s Performance Delta data
Based on conversations with their clients, they have identified various ‘low confidence situations’. And one of the more common root causes is an overwhelming safety familiarisation. Green-Jakobsen’s data shows that new crew members receive the mandatory safety familiarisation to a very high degree.
However, the process is often perceived as too much information in too little time. The result? Lack of confidence or ability in things like operating critical equipment and responding to emergencies—exactly when confidence is crucial! The consequences of uncertainty in these situations can be severe.
High psychological safety allows low confidence to be expressed
To tackle low confidence, we need an open and trusting work environment on board where everyone feels that they can voice their concerns and doesn´t feel ashamed of what they do not know—more so if it is something as important as how to act in an emergency.
This is called psychological safety. It’s the feeling that it is okay to speak up, share insights (even when they’re unpleasant or inconvenient), disagree openly, and surface concerns without fear of negative repercussions or pressure to sugarcoat bad news.
Knowing that low confidence can quietly exist on any vessel worldwide and that it can negatively influence performance, Green-Jakobsen’s position is that leaders and officers should develop an awareness of this risk.
Open discussions about job performance confidence should become a natural part of dialogues among all crew members on board. Allowing them to speak up and admit that they might not feel confident towards all their tasks—without losing face—creates the opportunity to understand what can help a team or an individual improve their performance. After all, confidence and performance levels go hand in hand.
Building confidence can take time
Confidence isn’t something we can simply demand; it’s something we nurture over time. To help crews build their confidence, several of Green-Jakobsen’s clients have revamped their onboarding processes. They discuss, elaborate, and repeat important parts of the safety familiarisation and emergency readiness—not just during the first 24 hours on board, but many times over.
By normalising and even encouraging the crew to openly admit their shortcomings and treating those as learning opportunities instead of personal faults, we ensure improved skill levels. This approach improves competence, not only during the operation of critical equipment but also in many other situations.
