Crowley, a maritime and logistics giant with a legacy stretching back to 1892, is steering a bold course into the future with a people-first approach to workforce development. In a candid discussion on the Maritime Matters: The Marinelink Podcast, Crowley’s Megan Davidson, Chief People and Regulatory Officer, and Jim Bender, Program Manager of Workforce Development, laid bare the company’s strategy for cultivating a sustainable, inclusive, and future-ready maritime workforce. This isn’t just about adapting to change; Crowley is setting the pace, challenging the status quo, and sparking a much-needed debate in the industry.
The maritime sector stands at a workforce crossroads, a junction that’s been on the horizon for decades. Technological evolution has been a double-edged sword, enhancing safety and efficiency while also opening up a world of new career opportunities for the younger generation. The demand for skilled professionals is surging, and digital disruption is redrawing the workforce landscape. Crowley isn’t just acknowledging these shifts; it’s embracing them, and leading the charge.
Crowley’s journey from an 18-foot boat ferrying supplies in San Francisco Bay to a multinational force with operations in 36 countries is a testament to its adaptability. But the secret sauce of Crowley’s sustained success isn’t just scale—it’s people. And the company is thinking outside the box, or rather, outside the industry, to attract and retain top talent.
Davidson and Bender, both relative newcomers to maritime, bring fresh perspectives from industries like financial services, energy, and higher education. This isn’t just about filling roles; it’s about attracting people with agility, tech-savviness, and an openness to change. “We’re bringing in people from outside the industry who offer incredible breadth of knowledge,” Davidson said. “Pairing that with institutional experience helps us build a culture of learning and innovation.”
Crowley is tapping into technology to build relationships, not just fill roles. Its applicant tracking system and new CRM tool help jobseekers explore roles and company culture before they even apply. But technology is only half the equation. The human element, particularly in engaging the next generation, is where Bender’s passion shines.
Crowley is taking a long-term, grassroots approach to attract the next generation. Partnering with organizations like Junior Achievement and Boys and Girls Clubs, Crowley is introducing kids as young as kindergarten to the world of shipping. They’ve even commissioned a custom children’s book, “Where Are You Going, Big Blue Truck?”, to spark interest in maritime careers. From elementary to middle school, Crowley brings in guest speakers and offers field trips, giving students hands-on exposure to a world they’ve never imagined.
But Crowley’s efforts don’t stop at recruitment. The company cultivates a deep-rooted culture of ownership and purpose. From CEO Tom Crowley personally greeting guests to offering employees paid volunteer time, Crowley fosters a sense of belonging that’s rare in the industry. “Our employees gave over 12,000 volunteer hours last year, impacting more than 9,000 community members,” Bender shared. That kind of corporate citizenship is a key part of what makes people want to stay.
In a political landscape increasingly polarized around ESG and DEI initiatives, Crowley remains steadfast in its mission. Davidson sees regulatory uncertainty not as a challenge, but as an opportunity to sharpen focus. “We ask ourselves: What really matters for our business continuity, for our people, for our values?” she said. “Whether it’s workforce shortages or a shifting political climate, our answer remains the same—we need to reach new communities and create more inclusive pathways into maritime.”
But recruiting in maritime remains uniquely difficult. “There’s a long runway to qualify as a mariner,” Davidson acknowledged. “It’s time-consuming, expensive, and not for everyone.” That reality makes retention even more critical. But instead of engaging in talent wars, Crowley takes an industry-first approach, partnering with unions, academies, and competitors alike to grow the overall talent pool. “It’s not about stealing talent. It’s about creating the environment where people want to stay,” Davidson said.
As Davidson and Bender see it, the future of maritime workforce development lies in intentionality, transparency, and innovation. And for a company that started with a single boat more than a century ago, Crowley seems well-poised to steer the industry forward. But will other maritime giants follow suit? Will this spark a wave of innovation in workforce development across the sector? Only time will tell, but one thing’s for sure—Crowley is making waves, and the industry is watching. So, buckle up, maritime world. The future of workforce development is here, and it’s people-first.
