07 July 2022

There has been limited coverage of the wider thoughts and feelings of superintendents. As a business passionate about the maritime sector coupled with our reach of the people working as superintendents, we felt that this year provided a great opportunity to create a unique and extensive global annual survey. We feel it is vital to expose, highlight, and establish a new benchmark across several topics including retention, remuneration, employee benefits, health and wellbeing, employee engagement, travel and the future of the profession.

This is the first survey of its kind in the sector and one we believe will be important for years to come.

This Superintendent Employment Report aims to uncover the good and the bad of the profession, looking at it from an employee's point of view. We wanted to discover where the maritime sector excels, and where it falls short.

The report highlights trends across remuneration, retention, stress, employee engagement, stress and the future of the profession. All from the perspective of the people working as superintendents:

  • ​26% of superintendents had never received a pay rise with a further 18% not receiving a pay rise in over two years

  • 54% of superintendents who received a pay rise stated that it was less than 5%

  • 11% of superintendents receive no employee benefits

  • Superintendents working in the Asia-Pacific region were the most likely to receive a bonus with 72% stating they received this employee benefit

  • 47% of superintendents were able to spend some of their working week working remotely but just 27% were offered flexible working hours

  • A staggering 80% of superintendents said they would be planning on looking for a new job in the next 12 months

  • The biggest motivators to change jobs included better salary and benefits, career progression and better work-life balance

  • The biggest motivators to stay with their employer included work-life balance, salary and benefits as well as relationships with colleagues and management

  • Management style was rated as the top stress factor for superintendents

  • 75% of superintendents would recommend their career to young people

71% of superintendents shared that they believed the pandemic had changed the way they expected to be led by their business leaders. Mark Charman, CEO and Founder of Faststream Recruitment says: “Whilst the fundamentals of leadership are to guide and inspire, we would be unwise to think that employees, leadership skills and work have not changed at all. Employees are having more impact on what leaders do and how they do it. Many feel more empowered from remote working and it is making many feel more confident to speak up and ask for something different from their leadership team. Leaders are having a tough time managing different needs and wants, but no one ever said it was easy at the top. There is potential that leaders that don’t listen or who don’t act are going to be in a more vulnerable situation. Employees may look elsewhere for a business that can facilitate their needs. We must all be prepared to compete harder for talent going forward. We could all emerge with new skills, new perspectives, and more success.

The survey found that only 41% of superintendents felt very valued by their employer. "I’ve always believed that making employees feel valued is key to attracting new talent. If your team feel valued, they are more engaged with you. If they are more engaged with you as an employer, they become advocates. Brushing off employee engagement through how valued employees feel, in my opinion, could be a recipe for a disaster. It is well known that when people feel less valued, they can quickly lose interest in their role and the employer they work for. On top of that, in a connected world, employees are more likely to share poor experiences of employee engagement with their networks and peers. If you aren’t prioritising employee engagement and focusing on what it is that makes superintendents feel valued, I think you might face a tough time ahead in future recruitment campaigns." Says Jason Nangle, Managing Director of Faststream Recruitment - Asia-Pacific.

We found that one of the most significant impacts on how valued a superintendent felt was based on the recency and percentage increase of a pay rise. 51% of those who had a pay rise in the last six months felt very valued, whilst only 31% responded this way if their last pay rise was over two years ago. We also saw that 64% of those who received a pay rise of 20% or more felt very valued and just 32% of respondents who received a pay rise of less than 5% felt this way. Kelsey Purse, Director of Shipping at Faststream Recruitment says: “We can see there is a direct correlation to the recency and size of a pay rise and how valued a superintendent feels. Yet the harsh reality of the last two years is that the pandemic drastically altered the business landscape. Executive boards were faced with implementing strategies to ensure that their businesses could survive, and cost-saving actions would have been part of that. We have had conversations with businesses that had to implement pay cuts and pause or remove bonuses, they could not consider establishing a consistent and generous system of pay rises. When businesses are faced with unpredictability, keeping the things that you have control over just as they are can feel like the right thing to do.

These are among the findings of a landmark survey by maritime and shipping recruitment specialist Faststream Recruitment, which polled more than 1,100 superintendents.

Read the Superintendent Employment Report

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