People and Behaviours
The Maritime Skills Commission has commenced a new project to look at soft skills and behaviours for all levels of the workforce and management leadership skills across the UK maritime sector.
As the strategic body responsible for leading the sector’s work in ensuring there is pipeline of talented people the Commission is committed to making sure that all levels of employees have the soft skills and behaviours required to be inclusive and progressive.
In the Commission’s Labour Market Intelligence Scoping Report, launched in 2020, it stated:
- If the Commission wants to help companies to see skills problems in the round, it could publish practical guidance, perhaps with a title like “What can you do about Hard to Fill vacancies?”
- Should the Commission decide that it wants to publish “think pieces” to stimulate debate, an early topic might be to challenge traditional thinking about recruitment, perhaps with a provocative title like “Do you really need a Master Mariner for that role?”.
Taking the recommendations and conversations coming out of current and future projects including Digital Learning, Future Ports Workforce Research and the Seafarer Cadet Review, the Commission believes that now is the ideal time to progress a project to focus on people management, soft skills and behaviours.
The initial objective was to establish a roundtable discussion with Commissioners to design a project which covered People Management (HR), Soft Skills and Behaviours.
The roundtable was held in summer 2021 and the discussion were tabled at the July Commission meeting. It was agreed a working group should be established and formed of the following people:
- Karen Waltham (Lead Commissioner)
- Lucy Armstrong
- Kerry Hourihan
- Iain Mackinnon
- Linton Roberts
- Alison Rumsey
- Nikki Sayer
- Vineson Tan, People and Culture Consultant, BP Shipping
- Susan Thomson, Head of Operations, BP Oil International
The working group has met twice and the agreed initial pillars of work for this project will include:
- Establishing strategic frameworks around ‘Organisational Values’
- Telling the business case for ‘Professional People Management’
- Creating ‘Storytelling on positive culture and visible leaders/leadership excellence’.
It is acknowledged that the education and upskilling of behaviours and soft skills is not the same as the training of technical competence.
The working group will be holding evidence gathering and stakeholders sessions in 2021-22 and further information will be provided on this page.