Human Element in Shipping Committee. Tommy Olofsen Chair, HEiSC

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1 Human Element in Shipping Committee Tommy Olofsen Chair, HEiSC

2 Human Element Committee (HEiSC) Formed in 2005 Chaired by Tommy Olofsen OSM Next Chair Luciana Maccarrone d Amico 25 seats with members from 14 countries Plus observers from flag States and IMO Meet twice a year Once in London, Once in member s office

3 Our committees

4 HEiSC aims Advance the role of the HE in safety Increase skills at sea Encourage the recruitment of seafarers Review casualty reports for HE issues Encourage safety culture at sea Develop training and education systems Monitor workplace environment Monitor seafarer welfare

5 Current agenda items INTERTANKO Human resources maturity model Health and safety in colleges Competence Assessment and Verification Seafarer issues as needed

6 INTERTANKO Human Resources Maturity Model Aim is to create a self assessment tool for measuring a company s HR maturity For use within TMSA and for talent management Mirrors the HE elements within TMSA

7 Maturity example Performance appraisal / evaluation system TMSA 3.2.1, Level 1: The company uses a hand written form, data is sometimes uploaded in the files. Level 4: Senior executives embrace the need to ensure that all staff are properly appraised using the E-form and incorporating a fair evaluation system, full use of data for training needs, all combined in a performance management system, full records available, personnel actively support the system.

8 Health and safety in colleges Safer all the way project Two aims to improve: Basic safety training at the maritime academies Instructor teaching competencies Outcome: Better trained and safer seafarers Reduction in in-house training Reduction in accidents

9 Health and safety in colleges Safer all the way project Contract awarded to Green Jakobsen Funded from INTERTANKO reserves Delivery in 2018 Implementation 2019

10 Competence Assessment and Verification The aim of the work to look at the human element and in particular HOW the seafarer does their job. Moves away from a technical assessment of WHAT the seafarer knows. The work focuses on the assessment of the soft skills of the officer through undertaking their normal work.

11 Technical competence Technical competence remains vital Underpins all the work on soft skills Vital the industry standards are maintained INTERTANKO s human element committee developing this Working very closely with Seagull to achieve a modern and up to date system Draft new system end 2017 Expect launch in 2018

12 COMPETENCE MANAGEMENT Agreed joint aim of the process: Objective is to move away from deterministic, fixed time periods measures of competency

13 Key Elements Outline of competence scheme: Introduction Guidelines Behavioural indicators Templates Assessor training & guidance

14 Behavioral Indicators Explains what these are and how they should be applied with a worked example. Split into 6 areas with sub elements. A. Collaboration and Team Cohesion B. Communication & Influencing C. Situation Awareness D. Decision making E. Results focus F. Leadership & Managerial skills

15 2 sub element examples Collaboration and Team Cohesion Sub elements Behavioural indicators A1.Team Actively participates in team tasks. working Establishes an atmosphere for open communication and participation. Encourages input and feedback from others. Builds rapport and establishes a common bond with others. Blocks open communication. Keeps barriers between crew members. Competes with others. Supports individual or silo ways of working. A2.Inclusiven ess and consideration of others Helps people feel valued and appreciated. Welcomes and includes others. Demonstrates respect for people and their differences. Shows understanding of others perspectives and personal situations. Notices the suggestions of other crewmembers. Gives detailed and constructive personal feedback. Displays little appreciation of others contributions and perspectives. Ignores suggestions of other crew members. Shows a lack of concern for others problems. Shows a lack of respect and treats some crew members more favourably than others.

16 Draft example on mooring The following scenario is one where the assessment of the soft skills of the officer can be made whilst leading the technical operation of the mooring of the ship. In essence, the assessor will need to assess whether the officer possess the soft skill set as outlined to competently undertake his role as mooring team leader in mooring the vessel.

17 Relationship tech & soft skills Phase of the operation Prior to mooring Expected Actions Has the officer participated in a meeting with Master and Bridge team for planning the mooring and how he contributed/behaved Has the officer participated in a meeting with Pilot and Bridge team for planning the mooring and how he contributed/behaved Relevant behavioural competency(ies) A Collaboration B Communicating & influencing A Collaboration B Communicating & influencing Relevant competency elements A1 Team Working A3 Supporting others B1 Shared understanding B2 Style of communication A1 Team Working A3 Supporting others B1 Shared understanding B2 Style of communication

18 COMPETENCE MANAGEMENT Outcome Competence Management System: shared ownership with OCIMF Standard system across industry and transferable between companies Used to assess competence in rank Also as a talent management tool Should also be used in the promotion process Useful during recruitment

19 Seafarer Issues as needed Resource on seafarer issues Issues dealt with: MLC Philipines and EMSA audits Social media use Visa problems Seafarer health

20 HEiSC A mature and well established committee Able to deal with a variety of issues Delivers on the needs of the membership And here to assist.