New Entrants: View our guide, 'Careers advice'.
Candidates: View our guide, 'Getting Through the Interview'.
Clients: View our guide, 'Retaining Staff and Reducing Recruitment Costs'.
MLC 2006: Click here to read a draft of the Seafarers Employment Agreement.
wilsonhalligan are here to assist your recruitment needs, but we also ideally want to introduce candidates who have shown a continuity and longevity about their service in the superyacht world and previous careers. More particularly, we want them to stay with you. All too often however, we see somewhat short-term, disjointed records of service, brought about by excessive turnover within vessels.
There are no doubt a host of reasons for this, including the crew’s lack of competence or flexibility, perhaps; or maybe a change in their domestic circumstances. Or it could quite simply be due to a change of Owner, Captain or team. Many reasons are entirely valid and acceptable, and some less so. However, the old adage remains true today - ‘without turnover, there would be no recruitment’.
Senior yacht personnel are generally vastly experienced in their field and most, intuitively good at dealing with people. Hence the idea of understanding and reducing turnover will come naturally to them. However, in the interests of trying to minimize the costs associated with replacing crew, the following is given in an effort to focus the thoughts and crystallize the complex issues that surround turnover.
(Total number of leavers (over a given period of time) / Average of the number of crew employed (over the period)) x100
This figure, of course, is a rough guide only and needs to be analysed against dismissals, resignations, sickness etc.
Is it a problem?
It also depends very much on supply and demand. Where the crew are easy to find and can be trained to a comparable standard, quickly, high turnover can often be sustained. By contrast, where skilled individuals are hard to find and it takes several weeks to fill a vacancy, there is the possibility of accepting less than ideal candidates, and turnover becomes a problem for management.
Reasons for leaving
As we have said, people otherwise leave for a variety of reasons some of which can be predicted, and some not.
Sometimes it is the attraction of a new challenge; sometimes domestic circumstances quite beyond the control of the yacht. Sometimes it is salary; sometimes it is team dynamics. Or it may be factors which are incorrectly perceived by the crew and possibly non-existent. Factors such as a believed lack of support, lack of responsibility, unfairness, undue pressure (in senior individuals, particularly), a lack of development or training – all of these and more, may come into this category.