BY CAPT. BRETT M. SAUSE

Historically, business owners in the marine trades have relied heavily on passion, grit, and word-of-mouth recruitment to staff operations. But today’ s reality is different. The skilled marine workforce is aging. New generations entering the workforce expect more security, more opportunity, and more investment in their personal and professional development. If the marine industry is to thrive for the next 50 years, business owners must rethink what it means to build a team.

As a seasoned financial professional and licensed captain with decades of leadership in both maritime operations and business advisory, I advocate that the modern marine employer must offer more than a job. These business owners must offer employees a future.

My perspective is unique, bridging marine industry experience with financial planning expertise. There is a compelling framework for how employers can build retention, loyalty, and career commitment in an industry that has historically been built on skill and sweat alone.

Hiring is tactical. Retention is strategic

Marine business owners have long been focused on hiring employees to fill gaps that are often seasonal. But very few owners have a true employee retention strategy. In today’ s climate, if you don’ t have a plan to keep your best people, you will lose them.

Recruiting fills a position. Retaining skilled employees, technicians, riggers, dock crew, service writers, and managers through your organization, requires a strategic, long-term mindset. That mindset begins with clear job pathways, mentorship, internal advancement, and a commitment to professional development from the top down.

Retention isn’ t just about preventing turnover; it’ s about building a bench of loyal, invested team members who feel connected to your mission. Constantly recruiting and replacing staff wastes time, drains money, damages morale, and hurts customer relationships. Your best marketing asset is a stable, experienced team that customers trust.

When an employee leaves, it can cost you up to 50 percent of their annual salary to replace them. In specialized trades like marine services, that number can be even higher when you factor downtime, lost projects, training costs, and customer dissatisfaction.

Employees want more than a paycheck

Today’ s workforce, especially younger, skilled tradespeople, are evaluating employers based on the total value proposition – not just hourly wages. People want financial security and long-term career viability. They want to know that the work they do today will help them build a life tomorrow.

This means skilled employees need access to: Health insurance Disability protection Retirement plans Career advancement opportunities

If you are not offering a meaningful benefits package, you are not competitive – period.

Marine employers should consider offering: Group Life Insurance( provides peace of mind for employees’ families) Short-Term and Long-Term Disability( protects income during unexpected events) Comprehensive Health Plans( especially those with Health Savings Accounts for greater flexibility) Retirement plans such as a SIMPLE IRA or 401( k) with Roth option

These aren’ t luxuries anymore; they’ re expectations. The cost of offering them is far less than the cost of constant turnover, strained client relationships, and damaged reputation.

today’ s workforce, especially younger, skilled tradespeople, are evaluating employers based on the total value proposition – not just hourly wages.

20 july / august 2025 www. boatingindustry. com