Retention is the flip side of what good longevity looks like on a CV. Captains often only have limited control over the “big three” incentives (salary, itinerary, rotation) to drive retention, as much as we pester them otherwise. However, you don’t need to rely on “above-average big three” to attract and keep an incredible crew. The levers that you do directly control are the culture and the type of leadership you foster on board — some of the biggest retention drivers. Have a crack at implementing these three small changes in that direction.
Set Expectations
While interviewing crew can be an entire topic itself, let's highlight something very important to communicate during the interview. The most recurring grudge from many unhappy crew I’ve spoken to over the years is that they felt they were sold the dream in the interview but now feel misled.
We must be very clear about a boat and her program, for our own and future crew's benefit. Sprinkling incentives on future rotation, new builds, or exciting itineraries in the interview should be used with a high degree of caution. Of course, it’s an art; you want to sell the program to attract the best crew, but to a reasonable extent. It serves to be extremely transparent about the big three and relevant aspects — working hours, sea time, training budget, etc., even if it’s not going to sound favorable. One of the best questions in an interview is simply, “what are you looking for?” That will give some big clues if the program you’re running is the right fit for them. A private low usage will fit someone with a shore/lifestyle appetite but not someone who’s seeking miles, tickets, and charter tips. A great program isn’t a one size fits all; a great program can be very subjective. Don’t oversell the program.
Welcoming New Crew
Something that’s stuck with me is when our second stew made a welcome aboard pack for our newest green stewardess we hired. On top of a freshly made bed, there was a small envelope, letter and chocolates, welcoming our newest crewmember on board, letting her know we’re excited to have her, as well as all the useful info at the bottom of the letter (names/contacts of all the crew, wi-fi, schedule, etc.). Alongside this, there were fresh towels and toiletries. It was more akin to a guest welcome. But for something that can take 20 minutes, the return on that small gesture was felt for weeks and even months after from our newest crewmember; she returned the goodwill many times over in work and attitude. Getting a huge warm welcome can set an incredible impression, and it’s so often a missed opportunity! Yes, we’re all busy and we all remember being thrown into the deep end, but with crew as our most valuable asset, we can prioritize what’s important.
Feedback
Lastly, on yachts we’re subconsciously trained to look for what’s wrong. Are there streaks on the paint, are there mistypes in the passage plan route, is the setup correct for a permit to work? Rarely do we ask, “what’s right?” This mentality can come across in feedback to crew, especially green crew. I’ve seen deck crew get slammed by the bosun for missing a small section of the hull during a wash, but their flawless radio comms during guest tender ops will go unnoticed.
Feedback has its place because it’s how we learn — just be sure to give some good feedback along with the more constructive feedback.
Programs that have kept their crew for a long time are green flags for potential new hires and signal a very valuable position. It’s an unspoken asset on board that will ensure you have the bargaining power to find and keep the best crew when you eventually need to hire for a position.