In the cruise industry, the belief that “training is the answer” often feels like an automatic response to safety concerns. When public health issues arise on board—whether it’s a sanitation inspection violation or an illness outbreak—management’s immediate reaction is typically to call for more crew training.
The logic is understandable: if crew members aren’t meeting company standards or leadership expectations, additional instruction should help resolve the problem. However, while this approach may seem proactive, training alone rarely addresses the root causes behind recurring issues. That’s not to say training lacks value—it often serves an essential purpose. But more training is not always the answer.
Relying on training to bridge every performance or behavioral gap is fundamentally flawed. Training is important in many contexts, but it’s not a complete solution. Without examining underlying causes, we risk treating symptoms rather than achieving sustainable improvements.
This limitation becomes evident when examining how cruise lines respond to public health inspection findings. In our analysis, “VSP Inspections: A Problem Understood Is a Problem Half-Solved,” we reviewed over 5,000 corrective actions submitted by cruise lines following Vessel Sanitation Program (VSP) inspections. More than half involved on-the-spot fixes or crew retraining, yet the same violations frequently reappear in subsequent inspections. This trend raises a critical question:
Is more public health training truly the solution, or are we overlooking a deeper part of the equation?
Training in Question: A Closer Look
As cultural critic H. L. Mencken observed, “For every problem, there is a solution that is simple, neat, and wrong.” Training often becomes the go-to remedy because it’s quick, straightforward, and provides an immediate sense of action. However, quick fixes rarely tackle the true root cause of a problem. It’s akin to painting over rust: while it may temporarily improve appearances, the corrosion beneath persists, and the issue inevitably resurfaces.
Consider the findings from the MarTID 2020 Training Practices Report—the most recent analysis available prior to the COVID-19 pandemic—which revealed that two-thirds of vessel operators allocate between 2% and 10% of their operating budget to training. While it’s unclear how much of this is dedicated to public health, the investment is still significant, especially when most seafarers report that their organizations don’t evaluate the effectiveness of training on job performance. This prompts us to ask: does this training truly benefit both crew and company, or does it merely fulfill a compliance requirement?
Traditional training models excel at addressing a fundamental need: the lack of knowledge or skills. This is particularly important in the cruise industry, where up to 50% of crew members on any given voyage may be on their first contract. For these new recruits, training provides the skills needed to perform their roles effectively. But for seasoned crew, is it beneficial to repeatedly retrain them on public health basics they already know?
When training is viewed as a compliance checkbox rather than a tool for improvement, it risks redundancy. Repetitive instruction on fundamentals—such as basic food safety protocols—rarely drives performance or significantly impacts health outcomes. Instead, it can lead to stagnation, offering little to personal growth, company culture, or operational progress. Moreover, these sessions can become a costly line item, especially when external trainers are involved.
For many cruise lines, public health training has become the default response to non-compliance or as preparation for VSP inspections, primarily because it’s easier to authorize additional training than to address systemic issues embedded in day-to-day operations. However, a temporary fix rarely achieves lasting results. Without addressing underlying issues, problems are likely to persist, leaving companies with only a short-term solution rather than meaningful change.
Why Training Isn’t Always The Answer
This over-reliance on training can perpetuate a cycle of surface-level solutions. When performance gaps stem from factors beyond a lack of knowledge or skills, additional training can lead to “training fatigue.” Crew members may feel burdened rather than empowered, as the fundamental causes of their challenges remain unaddressed.
Looking back again to how cruise lines respond to VSP inspection findings illustrates this point. For instance, when backflow prevention devices in the galley are found to be in poor condition, the typical corrective action is to train food and beverage staff to report issues to technical teams more promptly. However, many F&B crew members may have never received training on cross-connection control and backflow prevention. Moreover, it’s worth questioning whether this responsibility should even fall within their scope in the first place. Rather than treating it as a training issue, assigning technical oversight to specialists may be a more effective and lasting solution. While it may require allocating additional resources—such as hiring more engineers—this investment could significantly improve water safety over the long term.
Similarly, when medical staff fail to document a step in communicable disease reporting, retraining is often prescribed, even though the real issue may lie in the multiple, often complex reporting tools they must navigate. These examples reveal a pattern: training may seem like a quick fix, but it often overlooks the deeper, systemic issues.
When Training Works—and When It Doesn’t
Training is most effective in specific scenarios, such as:
- Onboarding new crew
- Introducing new processes and tools, or
- Adapting to changes in existing company procedures or regulatory standards
In these cases, training equips crew members with the knowledge and skills needed to carry out their duties competently. However, it often gets applied in situations where knowledge gaps are not the primary issue. Instead, operational performance challenges—such as motivation, confidence, workload, or unclear processes—often play a more significant role. Here, targeted support, resources, or structural improvements can yield better outcomes than another round of training.
Currently, public health training in the cruise industry is directed primarily at frontline crew rather than their supervisors or managers. However, empowering managers to deliver constructive feedback could be far more effective in fostering crew engagement and reinforcing standards in real time. Feedback from a supervisor, unlike generic training, often has the immediacy and personal relevance that encourages lasting improvements.
Another aspect worth considering is the complexity of certain public health procedures. When tasks are overly complicated or difficult to remember, crew members may struggle regardless of training. Simplifying processes and setting realistic expectations can ease these burdens. Taking time to understand the challenges crew members face and streamlining their processes builds trust, showing that their input is valued and improvements are designed with their needs in mind.
Building a Sustainable Public Health Culture
By moving beyond training as the default response and addressing foundational issues, cruise lines can create a more meaningful impact on operational performance. A sustainable approach involves setting clear expectations, providing practical support, and fostering open communication across all levels of the organization. Leaders, both on board and ashore, play a pivotal role in reinforcing behaviors that lead to long-term improvement.
Understanding the limitations of training is essential in creating a balanced approach that enhances both performance and public health outcomes. Focusing on root causes rather than temporary fixes helps create an environment where public health standards are not only met but continuously improved. Only by addressing these underlying factors can we foster an environment where training not only fulfills compliance but genuinely supports crew effectiveness and maritime public health.
As Ralph Marston, the American author and inspirational speaker, famously said, “Excellence is not a skill, it’s an attitude.” By fostering a culture that values continuous improvement and shared responsibility, maritime companies can pave the way for a safer, healthier future for all.