The maritime and shipping sectors are undergoing one of their most significant shifts in decades. Decarbonisation, digitalisation, and demographic change are reshaping the way businesses operate and the skills they need to succeed.
As new technologies emerge and regulatory pressures mount, the question for many leaders is no longer what kind of talent do we need? But how will we get it?
In 2025, maritime executives are increasingly thinking in terms of four key approaches: Build, Buy, Borrowand Bot. Each represents a different way to access, develop, or enhance workforce capability. The right mix can determine not just short-term success, but long-term competitiveness.
Build – Growing Talent from Within
Building capability internally remains the cornerstone of many maritime workforce strategies. It’s about investing in your people, through training, upskilling, mentoring, and creating clear career pathways.
According to the Senior Maritime Executive Report 2025, developing internal talent is the top priority for 74% of maritime leaders. This focus reflects a growing understanding that sustainable success depends on cultivating future skills in-house.
By building from within, companies can strengthen loyalty, preserve institutional knowledge, and create a culture where learning and progression are valued. But it’s not just about technical skills; leadership, communication, and problem-solving are increasingly critical in a fast-changing environment.
The challenge? Building takes time. It demands patience, consistency, and a commitment to developing people even when the return isn’t immediate. The reward, however, is a workforce that’s aligned, adaptable, and invested in your mission.
Building capability is about creating a workforce strategy that attracts and retains future-ready talent. Through solutions like Recruitment Process Outsourcing and Salary Surveys & Benchmarking, maritime businesses can take a long-term approach, building internal capability while staying competitive in a changing market.
Buy – Bringing in New Expertise
There are times when you can’t wait for capability to grow; you need it now. That’s where “Buy” comes in.
Buying talent means hiring externally to bring in ready-made skills, experience, or leadership. Whether it’s appointing a Chief Sustainability Officer, a Digital Transformation Lead, or an experienced Naval Architect, external recruitment can infuse an organisation with new ideas, energy, and perspectives.
“Buying” talent is increasingly challenging. Skilled maritime professionals are in high demand, and attracting them requires more than just a competitive salary. Employer brand, company culture, and long-term opportunity all play a part in convincing top performers to move.
As the Senior Maritime Executive Report highlighted, 43% of leaders still plan to hire externally this year, a clear indication that recruitment remains a vital lever in workforce planning. Strategic hiring, supported by strong partnerships with specialist search firms, helps organisations secure talent that truly fits.
For critical or specialist roles, external hiring remains essential. Our Executive Search and specialist recruitment teams help maritime businesses find the leadership and technical expertise they need, bringing in ready-made capability to accelerate transformation.
Borrow – Adding Agility through Flexible Expertise
Borrowing talent is about agility, bringing in short-term, project-based, or fractional professionals to fill gaps or lead initiatives. It’s a model that offers flexibility without long-term commitment.
Yet, only 18% of maritime leaders currently use this approach, according to the Senior Maritime Executive Report. That’s surprisingly low given the industry’s growing reliance on projects, compliance deadlines, and transformation programmes.
For maritime businesses, the “borrow” model could be a powerful tool, offering access to specialised knowledge exactly when it’s needed. Interim leaders, consultants, and contractors can provide immediate impact while internal teams focus on core operations.
In other industries, fractional and on-demand expertise has become the norm. As the maritime sector modernises, this model could unlock agility and innovation, allowing companies to scale talent resources up or down as business demands evolve.
When flexibility is key, borrowing talent offers agility without long-term commitment. Whether it’s through Experts on Demand, Contract Recruitment, or our EOR services, we help businesses access skilled professionals quickly and compliantly, wherever they’re needed.
Bot – Partnering with Technology
Then there’s the “Bot” element, automation and AI. While still emerging in many maritime functions, technology is quickly becoming an integral part of the workforce mix.
From AI-driven vessel performance tools to predictive maintenance systems and smart crewing software, automation is already reshaping operations. The Senior Maritime Executive Report found that 34% of maritime leaders are turning to technology to reduce reliance on human labour for certain tasks.
But this isn’t about replacing people. It’s about enabling them to focus on higher-value work. Automation can handle repetitive, data-heavy, or administrative processes, allowing human talent to concentrate on creativity, innovation, and leadership.
The most successful maritime organisations will be those that see technology not as a threat, but as a partner, integrating “bots” and “builders” into cohesive, complementary teams.
As technology reshapes maritime work, automation is enhancing — not replacing — human capability. Our data-led insights and RPO partnerships help businesses plan for a tech-enabled future workforce, combining people strategy with digital efficiency.
The Smartest Leaders Blend All Four
While “Build” may currently dominate, the reality is that no single strategy can meet every challenge. The future belongs to maritime leaders who know how to blend the four approaches:
Build for loyalty, capability, and culture
Buy for speed and innovation
Borrow for flexibility and agility
Bot for efficiency and scale
Your workforce strategy should evolve as your business does, shifting as priorities, technologies, and markets change. The mix that works today may not work tomorrow. That’s why regular workforce planning and review are essential.
Looking Ahead
The maritime and shipping sectors stand at a crossroads. The skills needed for tomorrow, in sustainability, digital transformation, and leadership, won’t come from one source alone. They’ll come from smart, deliberate strategies that combine people development with bold recruitment and technological advancement.
So, as you look at your organisation’s future, ask yourself:
Are you building capability, or just filling gaps?
What's next?
If you’d like guidance on your workforce strategy and to learn how our maritime workforce solutions can support you, our team would be delighted to arrange a short conversation about your upcoming senior recruitment needs.
