09May

Environment & Energy Profile in the Maritime Sector

Neetu JaiswalBlog

Author: Karan Keswani – Environment & Energy Superintendent, Scorpio Marine Management India Pvt. Ltd.

“Do you know what MARPOL Annex V Reg 18.3.1 says” asked one of the shipmates from my last vessel when I told him that I had been selected as an Environment & Energy (EEn) Superintendent role by a shipping giant. I was too naive then to realize that MARPOL Annex V Regulation 18 doesn’t even exist.

The reason why I start this article with the above excerpt is that most seafarers think that they need to have each MARPOL regulation at their fingertips if they want to work in the Environment & Energy department of a shipping company. Reality Check: That may be true to a large extent but not entirely.

The other misconception that most of us have is that only a Master of a ship may be able to do justice to this profile ashore which may again not be true. This profile is equally open for Marine Engineers who want to move ashore as well.

The Maritime industry drives global trade, moving over 10 billion tonnes of cargo across the high seas annually. Historically, shipping companies and ports operated with limited environmental oversight, but accidental oil spills caused widespread coastal pollution and the death of seabirds. Spurred by major oil pollution incidents, such as the Torrey Canyon disaster off the southwest coast of the United Kingdom in 1967, IMO embarked on an ambitious program of work on marine pollution prevention and response, and on liability and compensation issues. A key outcome was the adoption, in 1973, of the International Convention for the Prevention of Pollution from Ships, universally known as MARPOL.

We have been hearing about the infamous ‘Magic Pipe’ since we all began our shipping careers & this is what comes to our minds when anyone talks about an Environmental violation – risks of fines, ship staff going to jail & even companies getting bankrupt have been haunting us in our dreams every time we think of a violation. However, in the modern-day, with increased scrutiny of Environmental equipment & recordkeeping, the risks involved are far more than that. Most of the new regulations in our industry are related to Environment & Energy. Be it MARPOL 2020 Sulphur requirement (Scrubbers), BWM Convention (Ballast Water Treatment Systems), EU MRV, IMO DCS, EEXI, CII etc. While the regulatory requirements for onboard lifesaving, firefighting & emergency equipment largely remain the same, the way we had been traditionally dealing with environmental issues like ballast water is now progressively regulated.

An Environmental & Energy Superintendent/Manager ensures the development and implementation of environmental management systems within organizations by identifying, solving, and alleviating environmental issues, such as pollution and waste treatment, in compliance with environmental legislation and sustainable corporate development. The primary objective is to promote the effective control of all sources of pollution and to take all practicable steps to prevent pollution of the sea & air. The key factors required for an EEn role are the eagerness to learn & the ability to indulge in stuff that might be alien to you to date.

While most other profiles ashore may drain you at the end of the day as you may need to stick to your laptop & mobile 24*7. However, in an EEn profile, you will not be tired physically but mentally as you will be queried all the time. This clearly means that various stakeholders – onboard & ashore alike will look to you when they need to know about EEn regulations that they may not be entirely aware of. In this profile, your words will be very precious as most of these stakeholders will take them as the gospel. So, you need to be 110% sure prior to shooting an email.

On the emission front, IMO estimates that carbon dioxide emissions from shipping were equal to 2.2% of the global human-made emissions in 2012 and expects it to rise 50 to 250 percent by 2050 if no action is taken. Although in terms of tonne-mile, the movement of cargo by ships is the most energy-efficient. The sheer size of the maritime transport industry means that even this has a significant effect on the environment. Emission analysis & reduction shall be one of the important issues which you will need to deal with in this profile.

The entire world is slowly inching toward digitalization & so is the EEn sector. With the introduction of various web-based platforms for electronic Record books, Env Rule finder, EEXI calculator, etc. – life onboard & ashore is changing. To ensure that you don’t miss getting on the train of progress, you also need to be fairly tech-savvy to gain an advantage in this profile.

So, it’s no longer a profile only about catching that one notorious seafarer using Magic pipe for illegal discharges, it’s much more than that. To conclude, you have the liberty of reading through MARPOL & various other regulatory documents, but their correct interpretation & implementation is of essence.

All the best!!!

 

30Apr

Future workforce for shore based maritime

Neetu JaiswalBlog

Talent crunch and ways to address

Maritime has been one of the major contributors to the growing economy and employs a large number of people worldwide. Although there is an ever-deepening talent pool of experienced maritime professionals, there persists a long-held concern of a maritime talent crunch both at sea and ashore.

A shortage of qualified seafarers at sea would mean a shortage of skilled workforce ashore. what could the maritime industry and stakeholders as a whole do to improve the situation?

With more companies setting offices in India “The talent war” is already being experienced by the industry. There is a significant lack of experienced talents in the areas of commercial shipping, Sales & Business Development, technical management, and even crewing.

One of the biggest challenges, the industry is facing is attracting and retaining talent. With companies setting up offices, more jobs are being created but at the same time companies are apprehensive about losing their trained staff. So how does the industry meet the pressing need for a skilled workforce?

Due to many reasons below, the recruitment of the right talent could not have happened on the shore, which leads to a talent crunch, and it leads to affects the business globally.

  •  Changing skill requirements: As the whole business is moving towards digitization, the marine industry is not left in this race. The technology improved and hence the required skills to operate also needs an upgrade. So, there is a vast change in skills requirements that could not be fulfilled by the older workforce. It leads to shortages of skilled employees with the new skillset and creates a void that needs to be addressed.

For example, Specific partnerships of giant companies created new job roles not present in the industry earlier which needed a new skill set.

  • Declining technical pool availability: Highly specialized and technological sectors are competing fiercely for a talent pool that seems to be shrinking. Staff with specialized expertise are in high demand on the shore. The pressing need for technical experience and knowledge, along with demanding industry requirements, are the challenges, in recruiting the right talent in Maritime in all the verticals. Companies averse to train more and opting for readymade talent via poaching is further leading to a talent crunch.
  • Limited opportunity for people outside maritime: Maritime industry has not experimented with attracting and training talents from other allied industries. There is a lack of roles available for apprentices or roles that offer training programs, To address the pressing needs companies need to be more innovative in looking for talent outside the maritime industry.
  • Inefficiencies in recruitment: When faced with such a pervasive talent shortage, traditional recruitment tactics are ineffective. Recruitment agencies, which have historically struggled to find qualified people for shore-based employment, cannot be expected to identify emerging talent that is more unavailable. Also, mere posting of jobs by the companies on the numerous job portals may not suffice as it would result in a huge number of CVs, with just a small fraction of them being suitable for the job.
  • Relocation of some functions to different countries: As globalization is happening, different trade pacts have been signed by different countries to promote free trade. So, to expand the business, different companies relocate their business to different countries. It needs a different skill set to perform in a foreign land to view the cultural shift there hence increasing the demand for talents.

And also, for cost-cutting of the operations, company relocate their business where they can avail of tax benefits, cheaper workforce, and resources. So, by this, it creates a supply-demand gap in that place, which turn into a void. That makes talent crunch and requires immediate attention.

For example, The relocation of some functions of ship management companies, and brokerage houses to India have created a talent crunch to manage and the relocation of some companies to India for the cheaper labor force and tax benefits in comparison to Dubai and Singapore creates talent demand.

So how do we navigate this?

  • Assess your current talent strategy

Chasing the experienced talent may not always be the right approach as it comes with a hefty price and there are chances they might also not stay for long. So, hiring a mix of both experienced and fresh blood could be the right strategy. Train more to be future-ready.

  • Addressing work-life balance: Work and family balance should be given to the shore workforce so that they feel valued and would not exhaust. The lower number of people in the job burdens them which disturbs their work-life balance. If it can be addressed, more people will join the sector.
  • Building the capacity of existing shore personnel to learn the new digital environment: Because everything is rapidly becoming digital, it becomes necessary for the shore personnel to get trained so that they can embrace the digitalized future and fill the absence of talent scarcity.
  • Build a talent pipeline even when not actively hiring: To discover potential individuals who can be cultivated and approached when vacancies exist, a talent pipeline should be built. There are numerous fundamental reasons why a long-term sourcing strategy is essential: to build relationships with future talent, save hiring time, improve the interview process, and limit the business impact.
  • Bringing More Women into the Talent Pool: A way to address the issue of shortage of talent in the maritime industry is by increasing diversity. If more women join the industry, we will see a more balanced way of looking at things.
  • Use mobile technologies and social media: Today, it is believed that 90% of job seekers use mobile devices to hunt for new employment opportunities. Companies on the coast must consider mobile recruiting a key hiring strategy. They should also embrace social media in addition to mobile tactics.
  • Establish relationships with industry-specific recruiters: It makes sense to be connected with industry-specific recruiters as it can increase the chance of finding the right people with the necessary experience and abilities. It can save time and money, especially when a position is difficult to fill.

In the current economic climate, it is more important than ever for a maritime organization to implement flexible strategies that can adapt to the industry’s peaks and troughs while also ensuring that the best personnel is maintained or monitored. The present situation requires a proactive approach and refinement of HR practices to ensure a future-ready and sustainable workforce for the industry.

26Apr

Raising Talent Amidst High Attrition Rate

Neetu JaiswalBlog

Existing social, political, and geographical boundaries have almost vanished in the previous decade, resulting in extraordinary changes in the way industries function around the world. The need to attract and retain high-performing personnel has grown as a result of the significant globalisation of economic activity, as people may be the only remaining source of competitive advantage.

The quality of an organization’s talent, enthusiasm, and devotion are the only things that are practically difficult to duplicate. Strategically, having the proper talent in key positions is critical because they can make a difference in revenue, innovation, creativity, and organisational performance.

The desire to retain talent has prompted a shift in perspective from the old human resource view of people as an expense to human resource management as a way of ensuring organisational success.

These changes in global operating conditions have had an impact on the maritime industry as well. Globalization has added to the issues of workforce management, which are already global in character with commercial activities, technical management, crewing, registration, and ownership distributed around the globe.

The worldwide marine industry is facing a skilled labour deficit, which is expected to worsen as the global economy emerges from recession after pandemic. The shortage is also due to a high rate of attrition among human resources.

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Let’s know some of the reasons behind it.

  • Lack of Career prospects: Lack of career possibilities, in particular, is a major factor in high turnover among personnel in the traditional marine business, since uncertainty about future employment demotivates and deflates their motivation to complete the entire training programme.

The following are the main reasons for leaving: spending a long time away from home and family, cultural differences posing challenges, and isolation or loneliness among people.

  • Poor HR practices of employers: One of the causes for the difficulty in retaining officers may be poor human resource practises. Employers in the maritime business, for example, tend to stratify their employees depending on their geographic origin or ethnic background, and this has a significant impact on staff promotion onboard vessels, with some nationalities dominating others.

As a result, for some nationalities, the lack of opportunities to advance up the hierarchical ladder onboard to become a senior officer prompts them to seek land, or they may stay at sea but be dissatisfied, but the former is more frequent.

  • Generational Issues: Another key element that influences the progressive mobility of ship officers to landside professions and helps to explain why retaining seafarers is difficult is the age difference. In the maritime sector, there are disparities in expectations between younger and older generations.

Many of the older generation of mariners claim that they were drawn to the sea by a thirst for adventure after hearing stories of faraway locations from their forefathers.

As a result, the age when seafaring was considered a career for life has passed. The expectations of the younger generation of ship officers differ from those of their forefathers, and they must be carefully examined before putting them on the same platform in order to produce a good working environment.

  • Workplace health and safety issues: Workplace health and safety issues are also a significant aspect in people’s working lives, and there are numerous worries in this area that could influence their decision to shift to another field. Due to an excessive workload and a lack of training on land, concerns about human resource health have long been an issue.

The ship has remained one of the most dangerous workplaces due to suboptimal labour conditions, insufficient remunerations and criminalisation of seafaring. This prompt people to leave.

  • Micromanagement: Because the maritime sector have limited number of people, the manager is frequently in charge of everything. He gives no liberty to other staff working on the project and controls every decision, causing job stress and little opportunity for advancement.
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Despite the fact that marine industry companies use a variety of measures to reduce attrition and improve retention, the impact is minimal due to several gaps and inadequacies. As previously stated, shipping sector employers’ retention methods are limited in a number of ways as compared to other industries for a variety of reasons. As a result, a refocus is required. And below are the ways which it can be improved and can be maintained skilled employees.

  • Employee Engagement: Engagement has been demonstrated to be positively associated with organisational commitment, negatively associated with turnover, and clearly linked to retention. Only 13% of employees worldwide are engaged at work, according to Gallup’s 142-country research (2013); the majority (63%) are ‘not engaged,’ and 24% are ‘actively disengaged.’

Engaged employees add discretionary effort to the workplace, connect effectively with their boss and role, and are a big asset in reaching corporate goals, it is now well understood and appreciated. Highly engaged employees are less likely to depart. More than two-thirds of employees want to stay with their current employers for the next year, owing to an increase in engagement.

  • Succession planning and Career development: Succession planning is an important part of talent management that should be at the heart of any successful organization’s recruitment policy. It entails efficiently tracking, guiding, and training individuals for future employment.

Given the considerable time it takes for someone to enter the business and become an officer, various problems with on-board training, organisational culture, and career advancement can lead to the squandering of potential talent. Employers of marine will be better positioned to meet future increases in labour demand during periods of economic growth and will be able to reduce attrition by implementing succession planning techniques.

  • Providing proper work environment and training: There are the most number of companies does not give proper training by citing the reason of poaching. So, they hire more traditional and non-traditional countries to reduce cost. It creates no sense of company culture and left with no motivation to work in hazardous field.

Adding to it, less safety work environment makes their situation more strenuous to cooperate with. By giving proper work environment and proper industrial training, attrition can be reduced. And it will improve retention rate.

  • Proper recruitment of human resources: Maritime businesses use recruitment as part of their crewing strategy to ensure a steady flow of workers. Due to the underlying cost effectiveness and worldwide reach afforded by crew supplying organisations, the indirect approach has tended to grow increasingly popular among employers.

Lack of collaboration between employers and training institutes, poor recruitment practises among maritime companies, growing apathy among young people in traditional maritime nations toward this career, insufficient funding and commitment for training from companies, and a lack of training berths for timely deployment of cadets have all been identified as roadblocks for employees.

If we recruit proper candidates, give them training and help them onboarding, it will create sense of connectedness. It will help to maintain the flow of skilled employees and curb the attrition.

Retention is a critical human resource issue for companies and, in particular, industries, due to the multiple causes for termination and the possibility for spatial convergence. Maintaining the availability of trained people to run the future global fleet must be integrated into effective candidate recruiting and related to the industry’s capacity to retain skilled labour.

In the management of talent, good human resource strategies should include recruitment, training, succession planning, and retention. However, due to the sector’s structure and the frequent mobility of skilled assets both domestically and internationally, workforce management necessitates collaboration among all industry stakeholders. Human resource management methods that are proactive are critical to the growth and maintenance of a long-term workforce

01Dec

HR and Artificial Intelligence – The present and the future

Neetu JaiswalBlog

Today, Artificial Intelligence is bigger than ever, becoming a reality from remaining a mere fiction. It is evident that, across industries, AI is being embraced in smaller and larger ways by organizations. Technological advancement has significantly played a pivotal role in shaping the changes in workplaces as well as work in one way or another. Technology aiding people operations isn’t alien anymore!! The impact of technology was always seen with an eye of suspicion and fear by employees entailing job losses and inability to manage tasks. However, it is proving to be a boon for employees by virtue of the advent of tools like RPA, collaboration tools, digital assistants, etc. as part of the technology disruption in the recent past. Digitalization of people management as employee experience, gaining larger momentum is definitive proof to organizations embracing technology in the people management landscape. While the technology is more closely seen as giving way to repetitive and mundane tasks to get automated, augmentation and amplification are the next waves where the AI would enable improved people management.

Gartner reported in 2017 that AI will automate 1.8 million people out of work by 2020. Based on research by Bersin by Deloitte, nearly 40% of companies are using some form of AI in HR alone. AI makes the task simpler in HR. It works with large numbers and data to predict a trend. For example, in hiring, AI uses the data of successful positions to predict the success of a candidate applying for that role. This makes screening more quantifiable and eliminates human biases to a great extent, which in turn ensures candidate satisfaction. Another implication of AI in HR is the shift in the role of managers. AI makes the task of managers more simpler as the most tedious and time-consuming part ie. information can be taken care of by the technology whereas the managers can focus on the human element of the employee thus leading to more harmonious work culture.

Some areas that are positively impacted by technology:

Improving candidate experience- The ultimate aim of the Human Resource department in the office is to ensure that the employees are happy. Almost all organizations, make use of technology for screening candidates. Interactions with candidates through chatbots and AI tools, solving their queries about the new role, asking for feedback and information are some of the latest inclusions.


Automation of Administrative tasks- By automating mundane and repetitive tasks, HR professionals can concentrate more on the core and the strategic aspects of organizational growth. They can focus on the pain area at work and ensure to engage the employee better for increased productivity. An organization should give due emphasis to automate the tedious work. It is a belief that automation would reduce jobs, it is not entirely true. It is basically aiming at creating jobs that are actually crucial and can only be done through humans. In such a scenario, people should keep
themselves updated on the fast-paced work culture. For example, repetitive questions that employees often ask regarding policy matters, including basic dos & Don’ts and standard questions related to leaves and appraisals. Such problems can be easily resolved by using AI-powered tools.

Organizational learning and development- AI is replacing the traditional modes of workplace learning. Employees are given exposure to personalized learning. New generation employees are finding it very attractive. Even if they have any questions or doubts, they can be very easily addressed through chatbots or even emails and virtual meeting rooms. While most skilling and training is done by HR professionals, a series of AI-supported programs can complement the entire training system. Short-duration digital courses based on micro-learning allow individuals to seek learning in an online module without an instructor.

Some major impacts/trends of Technology and Artificial Intelligence-

• Flexible Workplaces
• Internet of Things, 5G aims at giving ultimate freedom, to work from any location
• Increased work-life balance, giving individuals space to enjoy personal lives too
• Demographic and socio-economic disruptions, advanced technology creating a platform for automation and machine learning
In today’s complex environment, HR has an important role to play. The organization dynamics have shifted, and the focus is not only on employee satisfaction but also employee engagement. As the new age generation is entering the workplace, expectations and priorities have become quite different. Fast-paced work cultures require fast-paced technology and Artificial Intelligence is a boon. Little changes can positively impact the motivation level of Generation Z. People Analytics and Business Intelligence has become crucial in today’s HR strategies. Automation in HR aims at streamlining HR processes by strengthening recruitment, providing fast and easier access to employee data,
improving communication across platforms, engaging and retaining employees, and implementing policies. AI is a boon to recruiters and HR departments as it saves time and increase efficiency. HR managers who don’t use automation for tasks such as payroll, applicant tracking, training, job postings lose an average of 14 hours a week completing these tasks manually. AI Will Take Over Specific HR Jobs, not HR Roles. It will replace or assist HR with activities such as recruiting, engaging, evaluating, and retaining talent. But it is still a tool. It becomes
equally important to not compromise with the transparency of the technology. 

Written by Deeksha Srivastava
MBA-HR (SCMHRD),Intern at Nevoxel

 

20Aug

Types of mindset

Neetu JaiswalBlog

There are two types of mindsets

  1. Growth mindset – which sees challenges as opportunities for growth.
  2. Fixed mindset – which is not ready to accept the challenge.

What kind of mindset do you possess?

Fixed or Growth

“Fixed mindset” people often shy away from taking challenges and trying new things in life, which restricts their growth as they fear getting embarrassed or humiliated in front of others. In contrast, in the “Growth mindset” people find challenges to be exciting and engaging, with a belief that they will learn something valuable from their experiences. They take efforts to master the challenge, and then are able to move on to a greater accomplishment. Developing a growth mindset could contribute to a more meaningful life as the range of experiences will be considerably broader. However, shifting from a “fixed mindset” to a “growth mindset” may seem daunting, but worth a try! At times some challenges could even make one switch from a Growth mindset to a fixed one.

Can we shift from Fixed to Growth? The Answer is – Yes. Maybe with a bit of professional help at times. However, one could do it on one’s own if you follow some of the tips given below.

Handy tips:

  • Accept your flaws
    No one is born perfect, we all have our imperfections. In order to move one should accept the flaws, and work over it rather than try to justify.
  • Take a challenging situation as an opportunity 
    Getting terrified makes things worse, shift the gear immediately and see a different perspective. Each challenge invites us into a new world of adventure. Keep trying different tactics to coach yourself, explore a new path, develop a new skill, engage with people not only of the same likes but also who is pursuing other interests. It helps to open many more doors rather than hanging around people of same interest. Any adventure, becomes exciting when you put your heart and soul to it. If you carry the same adventurous attitude with a crisis at work, you can discover abilities you didn’t know you even possessed.
  • Be mindful of your thoughts and words
    Thoughts leads to words which leads to action. Censor yourself and become your own guide. To build a growth mindset, replace:
    -low thoughts with energetic one,
    -Negative thoughts with Positive one,
    -hatred with compassion,
    -criticism with appreciation,
    -cursing thoughts with forgiveness.
    -Encompass yourself with higher thoughts and hold yourself to it.
  • Trust your Gut 
    You are the only person who will always be there for you in your life, so you are the only one you need to impress.Always seeking approval from others can prevent a growth mindset. Learn to trust your gut, and cultivate self acceptance and self -approval. You will not be left in doubt. 
  • Be the authentic you 
    If you are in your true self, you would rarely be questioned. Pretending to be someone than who you are, makes you appear fake. It shows off in some way or the other. Initially you might be lucky to impress, and as the time goes on, your masked face may be reflected and it diminishes what you have to offer. So, always be in your own real colours, you’ll likely be more driven to pursue your true goals, which puts you in a growth mindset.
  • Lead life with purpose
    Life without purpose is like a driver without a car. For some, defining their purpose may be easy, the one who find it difficult should contemplate on “purpose” until you feel like you know the essence of your purpose, or perhaps part of it. Then pursue it—that’s what’ll help you build a growth mindset.
  • Explore your “geniuses” 
    We are a package of strengths and weaknesses. Run through a self-analysis and explore what are you good at, and at the same time improve on your weaknesses. Self-reflection and contemplation are your best guide. This effort can help you build a growth mindset.
  • Accept criticism as a gift to transform
    Criticism may not always be bad, if you see it from a growth mindset makes things better. Others can see what you are doing from a slightly different perspective than you, and may have some valuable suggestions for you. If you open up to hearing suggestions, you can more easily develop your growth mindset.
  • Learn from the mistakes of others as well as your own
  • Observe your surroundings, and not just be a robot. If u analyze and learn from others, the way they do things, you are likely to make fewer mistakes. This would come as a guide to you to do try new things, which is a key aspect of building a growth mindset. You stumble, you get up and are prepared better. Remember, it’s the journey that matters, not the destination – So, keep innovating!
  • Take risks in the company of others
    Fear is the biggest hurdle in one’s progress. Making mistake in front of others is worth a try than not trying at all. Be willing to make mistakes in front of others, because if you’re growing, this is bound to happen.
  • Speed
    It’s not always the speed that matters. Most of the time its slow and steady that wins the race. People who have growth mindset never look for a shortcut and have a realistic approach in their journey.
  • Own your attitude
    Finally, if you value having a growth mindset, then make the effort to develop it. Persist and opportunities will come. Cultivate resilience along the way. You are remoulding your mind and that’s a pretty interesting. At the end, its the journey that matters more than just the end result. So, always have the right attitude and a belief to overcome any hurdles that comes your way. You are bound to achieve success.

Our basic abilities can be developed and improved through dedication and hard work. It’s just that without a growth mindset, we don’t exert the required effort and so we remain perpetually stuck. With a growth mindset, we can break through the stuck- ness and achieve the results we desire, whether that be at work, in our relationships,or in other aspects of our lives. If you are stuck somewhere…what are you waiting for… just come out of your comfort zone and shift the gear from “fixed mindset” to a “growth mindset”
Author: Neetu Jaiswal

 

07May

Maritime – A career that will stand you in good stead!

Neetu JaiswalBlog

An expanse of blue that has timeless stories buried. An expanse of blue that lures. An expanse of blue that speaks!
Venturing out into this vastness was a conscious decision, with the hidden fear of the unknown. Little did I know what is in the store except for tales heard and experiences shared by old folks in the fraternity. Today as I sit gazing at the piercing rain outside, I can hear the occasional chirps of a house sparrow My mind relentlessly travels to the silence of the sea. I sail no more, but I carry with me memories to last me a lifetime. From busy days to stressful hours. From beautiful skies to fresh air….. we worked and sang together like a team. Then there would be port calls and the “family” members “exchanged”…keeping the numbers the same. Shipping has now become a very known and sought-after profession. But at the same time, there is guidance and misguidance available on the subject on social media. This is where individuals like Neetu Jaiswal & her team at Nevoxel are doing their bit by putting forth a transparent platform of Shore job opportunities to the Maritime industry. With the world taken by its noose, the deadly virus, basic essentials are still moving across the globe and timely. There are passionate seafarers who are still on their job with all the restrictions. It is indeed a noble profession. A profession that teaches you to be independent and relentless to pursue and achieve goals. Yes, staying away from family and loved ones is a challenge in itself. But things are better now with improving internet connectivity on ships. Last but not the least, seeing women seafarers in large numbers out at sea indeed is a good sign. They are in no way less competent than their male counterparts, as was assumed to be. Career paths do not warrant gender discrimination and am happy to see the same here as well.

Robert Frost always kept me captivated with his lines and I would like to end with the following: No one would know except for ancient maps That such a brook ran water. But I wonder If from its being kept forever under, The thoughts may not have risen that so keep This new-built city from both work and sleep.
Author: Nitin Verma, Tech Supdt., BSM

30Apr

Employee Experience: New age of working

Neetu JaiswalBlog

We have recently been hearing the terminology employee experience more often in HR forums, articles, and seminars. While very similar to employee engagement as a concept that is untenable, employee experience (EX) also does not have a clearly articulated unanimous definition.
EX is the sum of all experience an employee undergoes spanning all touchpoints of the employee life cycle in an organization entailing the formation of employee opinion/perceptions about the organization. Employee experience shall be viewed as this for the purpose of this article.

Having defined, employee experience, let us understand what drives employee experience. The factors governing the employee experience can be categorized into multiple segments. The below depiction is the acronym for WHAT (Work, Health & wellbeing, Atmosphere, Trust) which impacts the employee experience journey of an employee in an organization.

Considering the dynamic changes getting enforced or naturally happen in the workplace and with the advent of new-age technologies viz; AI, ML, RPA, etc the organizational contexts are becoming more complex requiring HR as a function to support meaningful contribution towards the organizational success.The impacting elements can be managed through two levers which requires attention from people management team viz; People and Technology to helping navigate through the factors impacting employee experience.

The people element of employee experience comprises of all factors which connects the way in which organisational softer elements operates. This would include the culture, purpose, leadership style, management philosophies, policies and practices which defines the way an organisation functions. The touch and feel factors for an employee from an interaction perspective goes into defining the people element impacting the employee experience. 

Technology element enables digital experience for an employee in an organisation. Commencing from how an organisational technology supports an employee in the workplace for basic tasks completion to personalization of services using technology determines the digital experience journey for an employee. 

For instance, the recent unprecedented situation warranted for employees to work from home. The people factor would be the policy design and communication pertaining to what constitutes work from home, the Do’s and don’ts, how the productivity/contribution would be treated during these times how absence management policy would be applied etc. The support in technology starting  from providing the system with all access and security features, policy related questions answered by FAQs,  or chatbots, digital workspaces for file sharing, communication and tasks management etc would become the experience elements from a technology perspective. 

The people lever when supported with technology to help and engage employees with ease would entail enhanced employee experience. 

Author: Rajesh Balasubranian