Many lessons have been learned from the COVID-19 pandemic that are likely to have a continued impact on the maritime companies we work with. Our “essential business” partners have experienced record volumes and have continued to hire in an almost entirely remote world.
While the US unemployment rate skyrocketed during the initial months of the crisis, much of the maritime industry maintained strong demand for experienced maritime professionals. A major ocean carrier consolidation was already well under way in 2020, creating notable reductions in force, but some of those long-time carrier professionals were highly sought-after and quickly recruited by direct competitors or other sectors.
We have observed assertive, highly selective hiring at all levels with our client companies, from front-line terminal operations personnel to middle managers and C-suite executives, since the beginning of the pandemic. The competition for these positions is intense, but retirements, restructurings, and explosive container volumes since summer 2020 have created substantial demand for professionals with just the right experience, reputation, and willingness to relocate if needed. Specialists in technology, health and safety, and labor relations seem to be perpetually in strong demand, and those positions are difficult enough to fill that we must recruit from other industries. While some US ports have implemented hiring freezes, we are optimistic that recruitment will resume as natural attrition leaves critical positions unfilled.
The lesson learned, from a recruitment standpoint, is that much, if not all, of the candidate interview process can be completed remotely, and we are likely to see that model continue for the foreseeable future. Travel limitations have resulted in candidates interviewing virtually (often multiple times), and sometimes even beginning their tenures having never set foot in the company offices. Cost savings on recruitment travel is certainly an upside, but we contend that limited traditional interpersonal interface is less than optimal.
The lesson for executive leadership in this new remote world is that consistent (and preferably visual) virtual engagement with personnel is critical to cultivating and enhancing a sense of camaraderie and shared goals. Regularly planned, purposeful communication with one’s team and the broader organization can help nurture a sense of teamwork and organizational loyalty.
We look forward to a return to engaging with our client companies and candidates in person in the coming year, but as we’ve all learned during the pandemic, Zoom is the next best thing to being there.