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ThecontributionoftheInternationalLabourOrganization

1.ABSTRACT

Forthelastfewdecades,thefocusoftheportsectorhasbeenmainlyontechnologicaladvancesthatmakeproductivitylessdependentonhumaneffort,knowledgeandskills.Butrecentyearshavewitnessedagrowingacknowledgementbytheportindustrythatappropriateattentionmustalsoturntoperformanceimprovementthroughpeople.Portsshouldbeseenas“socio-technical”systemsbecause,inpractice,operationsinportterminalsarecarriedoutbyapartnershipbetweenhumanbeingsandtechnology.Thispartnership,however,canonlybesuccessfulifappropriateemphasisisgiventoHumanResourceManagement（HRM）andparticularlythetrainingcomponentofHRM,anoftenover-lookedareathatcanhaveasignificantimpactonportperformance.Thispaperprovidesanoutlineofsomebasicconceptsofthetheoryoftrainingandeducationasrelatedtotheportindustryandpresentstheport-relatedILOConventions,Recommendations,CodesofPractice,GuidelinesandManualsaswellastrainingmaterialsdevelopedbytheInternationalLabourOrganization（ILO）,whichaimintheimprovementofcargohandlingperformance,theworkingconditionsandpracticesandsafety,statusandwelfareofwomenandmenworkinginports.

2.INTRODUCTION

Thetaskoffindingportpersonnelwhoeitherpossessorhavethepotentialtodeveloptheknowledge,skillsandattitudesthatwillenableaportbusinesstocarryoutthetasksnecessaryfortheachievementofitsaimsandobjectivesisobviouslyoffundamentalimportance.Althoughtheselectionofportpersonnelisusuallydesignedtorecruitthemostcompetentindividuals,theyareunlikelytoremaincompetentforthewholeoftheircareer.Aschangestakeplaceintechnology,infrastructure,procedures,competition,interfaceswithothermodesoftransport,knowledgeandinnovations,sotoowillthedemandsplaceduponspecificjobsintheportindustry.Suchchangesmayalsoleadtothecreationofjobsanddisciplines,whicharenewtothetraditionalportindustry.Thisiswheretrainingcomesin.However,thewholetrainingprocessforperformanceimprovementfromstarttofinishiscomplexandtobeeffectivelyaccomplisheditrequiresanunderstandingofthenatureandbackgroundtheoryoftheprocess.Itwouldthereforebeusefultooutlinesomebasicconceptsofthetheoryoftrainingandeducationasrelatedtotheportindustry,whichhavebeentakenintoaccountbytheILOwhendevelopingitsport-relatedtrainingprogrammes.Thefollowingthreechaptersprovidebasicinformationinthisrespectandexamplesonhowsuchbasicconceptsofthetheoryoftraininghavebeenincorporatedinthemainport-relatedtrainingprogrammeofferedbytheILO;

namely,thePortworkerDevelopmentProgramme（PDP）.Subsequentchaptersprovideanoutlineofallport-relatedtrainingopportunitiescurrentlyofferedbytheILO.

3.GETTINGTHERIGHTPEOPLEANDGETTINGTHEPEOPLERIGHT

Sincetheunderlyingpremiseofthisconferenceistheimprovementofportperformancethroughpeopleitisonlyfittingthattheterm“portperformance”isfirstlydefined.

AtorganizationallevelPortPerformancecomprisesthefollowingthreebasicoutputs:

Effectiveness+Efficiency+Portpersonnelsatisfaction

Obtaining,employingandretainingsuitableportpersonnelthatwouldcontributetotheeffectiveness（accomplishmentofexplicitorimplicittasks）andtheefficiency（bestpossibleutilizationofresources）oftheportandatthesametimeportworkerstobesatisfiedwiththeirworkandtheirlivesiscostlyandrequiresconsiderableeffort.Thereforeportshaveaverystrongvestedinterestedinensuringthatthesehumanresourcesareutilizedaseffectivelyaspossible.Thereisconvincingevidencethatmanyportsarefallingfarshortinmakingeffectiveuseofallthepeopletheyemploy.Todothisaportorganizationhastorecognizethatpeopleareitsmostvaluableasset,thattheyarenotsimplyanotherfactorofproductionfortheachievementofshort-termobjectives.Itshouldalsoberecognisedthatportpersonnelcanbecomeareservoirofknowledgeandskills,whichmustbenurturedanddevelopedforthesurvivalandfuturegrowthoftheportbusinessintheconstantlychangingandincreasinglycomplexportindustryenvironment.Experiencefromsomeportorganizations（agoodexampleisthatofPSA–PortofSingaporeAuthority）suggeststhatinvestmentsinpeoplehaveresultedinsubstantialgainstowardstheachievementoftheport’sstrategicobjectives.

Thereisnoneedtooveremphasizetheimportanceof“Gettingtherightpeopleandgettingthepeopleright”butdefiningthesetwinconceptsisastepfurthertowardsachievingincreasedportperformancethroughpeople.

“Gettingtherightpeople”meansplannedrecruitmentprocesses,whichprovidetheportbusinesswiththebestavailabletalent,consistentwiththeneedsoftheportbusinessanditscapacitytomakefulluseofthoserecruited.

“Gettingthepeopleright”impliesconsistentpoliciesandpracticesintraining,retraining,educatinganddevelopingportstaffandinvolvingthemas“partners”intheportbusinessratherthanasfunctionarieswhoserolesarerestrictedtoobeyinginstructions.

Itisobviousthat“Gettingthepeopleright”impliestwocategoriesofhumanresourcepoliciesandpractices.Thefirstcategoryisrelatedtolearningprocessesandthesecondtoportpersonnelmotivation.Despitethefactthatportpersonnelmotivationishighlyimportantforimprovedportperformance,itisbeyondthescopeofthispaperanditwillthereforenotbecovered.However,itisimportanttopointoutthattheprovisionofopportunitiesforappropriatetraining,educationanddevelopmentisoneoftheprovenstrategiesforportworkforcemotivation.

Moreoftenthannottheterms“Training”and“Education”areusedassynonymsandthereisalsosomeconfusionastowhatactuallytheterm“PersonalDevelopment”implies.Forthisreasonthefirstappropriatestepinunderstandingthebasictrainingtheoryuponwhichportworkforcetrainingshouldbebestpracticedistohighlightthedefinitionsoftheseterms.Thecommondenominatorofthesethreetermsislearning.Consequently,theunderstandingofthelearningprocessisalsoafundamentalprerequisiteforthoseresponsiblein“gettingpeopleright”inportorganizations.

4.DEFININGTRAINING,EDUCATION,ANDPERSONALDEVELOPMENT

“Training”,“Education”and“PersonalDevelopment”arethebasicactivityareasofwhatisknownas“HumanResourceDevelopment”（HRD）.ThetermHRDwasfirstusedbyProfessorLeonardNedlerofGeorgeWashingtonUniversity.HeintroducedthetermattheConferenceoftheAmericanSocietyforTrainingandDevelopment（ASTD）heldinMiamisome40yearsago.ProfessorNedlerdefinedHRDas“theprovisionoforganisedlearningexperiencesinaspecifiedperiodoftime,forthepossibilityofimprovingperformanceorgeneralgrowthofindividuals”.

LetmeelaborateonthekeyideasinNedler’sdefinitionofHRD,whicharelearningandpossibility.

（a）Learning

HRDcontributestotheproductivityeffortthroughlearning.However,learningbyitselfwillnotguaranteeincreasedperformance.Wecanbecertainthatwherelearningisneededandnotprovided,increasedperformancewillnotbeachieved.Forexample,ifanewpieceofportequipmentispurchasedandoperatorsarenotprovidedwiththenecessarylearningexperiencestooperatethenewportequipmentefficiently,itisunlikelythatthenewequipmentwillresultinincreasedproductivity.

（b）Possibility

Itisimportanttonotethesignificanceoftheword“possibility”asusedinthedefinitionofHRD.HRDpractitionersavoidpromisingthatlearningalonewillimproveperformance.AllHRDcandoistoprovidelearning,whichcouldresultinperformancechange.

HavingdefinedHRD,whichencompasses“Training”,“Education”and“PersonalDevelopment”thedefinitionsofthesethreetermscanfollow.Thereisaplethoraofdefinitions,whichhavebeenusedtodescribe“Training”,“Education”and“PersonalDevelopment”,howevernotallclearlydifferentiatebetweenthesethreeterms.Whileallthreeactivities（training,education,personaldevelopment）aimineffectiveperformancethroughthedevelopmentofknowledge,skillsandattitudes,trainingislearningrelatedtothepresentjobofthelearner,educationislearningrelatedtoafuturejobofthelearnerandpersonaldevelopmentisnotjob-relatedandreliesmoreupontheindividual’sinitiative.Theimportanceofusingasimple,aclearandacomprehensivedefinitionasabasisforpracticeisthatitfocusesattentionontheaimofeachoneofthesethreeHRDactivities.Onthebasisoftheaboveexplanatoryremarksthefollowingareproposedasexamplesofappropriatedefinitions:

Trainingisalearningprocessinwhichlearningopportunitiesandexperiencesaredesignedandimplemented,whichaimindevelopingtheknowledge,skillsandattitudesrelatedtothepresentjobofthelearner.

Trainingisnecessarytoachieveimprovementsinworkperformance,particularlywhenportsinvestinnewequipment,introducenewworkproceduresorredesigntheworkplace.Trainingtakesplaceataspecifictimeandplace,isusuallyvocationallyrelevantandlimitedtospecificaimsandobjectives.

TherearemanyexamplesofthisparticularactivityareaofHRDeitheratport,enterprise,nationalorinternationallevel.Porttraininginstitutesallovertheworldofferonaroutineortailormadebasisspecificjob-relatedtrainingbothatmanagement（e.g.portoperationsmanagement,portequipmentplanning,etc.）oratoperationalortechnicallevel（e.g.operationofquay