In the world of fleet management, we most often center our strategies on vehicle data, sometimes overlooking that a large factor in fleet efficiency is the driver. During last month’s NAFA Institute & Expo, I had the opportunity to lead a panel of speakers who provided invaluable insights into the complex responsibilities of fleet managers and the strategies for retaining and engaging drivers.
The session, entitled “Successful Drivers: Tips for Productivity and Retention,” gathered decades of expertise from David Hayward, Global Fleet Manger at ABM; Caelin Luster, Fleet Coordinator at Hilti North America; and Jackie D’Souza a former fleet manager who recently joined Wheels as a Fleet Consulting Manager – all providing their unique perspectives. My seasoned fleet peers shared innovative approaches to managing drivers, enhancing safety, leveraging technology, and keeping everyone happy while doing it. We all know that the complexities of the fleet management role sometimes require inventive approaches to accomplish all of that.
While there is a lot of anticipation for autonomous vehicles, today, it’s still a driver controlling your very expensive, heavy, potentially dangerous asset. With the understanding that fleet supports your business, your drivers can deliver on the company’s mission.
The TCO of TCCO
I like to compare fleet management and driver engagement to parenting principles. As a busy professional who needs to incorporate travel for business, I often need to find the most effective ways to engage with my kids, grab their interest, and teach them what I want them to learn. We often speak of the Total Cost of Ownership (TCO) for vehicles, but how about the Total Cost of Child Ownership (TCCO)? I think that there are some parallels.
If you thought finding year over year cost savings in light duty truck fleet was difficult, how about an asset that talks back to you on a regular basis?! The cost to raise a child up to the college age is approximately a quarter of a million dollars. Time spent being strategic can pay off in TCCO – and likewise TCO. I am being lighthearted here, as raising a child has many intangible and unmeasurable rewards, of course. However, I also want to point out that both instances require creative engagement and effective strategy – and a little humor never hurts!
The Importance of Open Communication with Drivers
There was firm consensus among our panel that open communication with drivers is a key element in the foundation of effective management. Beyond being “open”, messaging needs to be tailored to your specific audience meeting the needs of drivers in your particular sector. And there are subtleties to messaging. For instance, Jackie pointed out that in her former role in the agricultural industry, her attire was vastly different when meeting with drivers than at a corporate meeting. Attention to unspoken communication can be as important as the content of the message. And don’t forget to ask for feedback.
The Other Piece of Communication – The Value of Listening
Crafting a message is only half of communication. Listening is key. As David pointed out during the discussion, “Everyone knows the Golden Rule, ‘Do unto others as you’d have them do unto you,’ But then there’s also the platinum rule, which is ‘treat people the way they wanted to be treated.’” Knowing what your drivers want, takes the effort of listening.
There are many styles and approaches to work. Some employees may want and deserve autonomy, while others prefer to be more strictly directed. Knowing what each employee needs comes from asking and then listening—the full cycle of communication. For instance, if you use driver surveys, don’t just collect the feedback – act on it. And then afterwards, complete the circle by communicating the actions that you have taken.
In another example, when creating specs, there may be instances where your drivers can provide valuable insights. As much as we would like specs to be completely streamlined, there are times when drivers have good reasons to request deviations. Acting on their good ideas can be an excellent way to make them feel heard, satisfied, and loyal to your organization. It could also benefit the company. Win win!
Safety as a Core Principle
The panel had a consensus on safety being another pillar critical to fleet management. Cultivating a safety-first culture that is clearly communicated (again with the communication) and consistently upheld is essential. While we all know of the many safety tools available to fleets such as telematics, MVRs, cameras, the most effective tool is an established safety culture. Presented correctly, a safety culture reassures drivers of their value to the organization, directly impacting their engagement and retention.
Safety is not just about implementing measures to avoid accidents but cultivating a culture where safety is ingrained in every aspect of your operation. This commitment to safety reassures drivers that their well-being is a priority, fostering a deeper engagement with the company.
Technology to Boost Productivity
Advancements in technology also offer fleet managers powerful tools to enhance operational efficiency. With the advent of mobile apps, dashboards and telematics, fleet managers are equipped more than ever to boost efficiency. However, the implementation of such technologies must be handled tactfully to encourage adoption without overwhelming the drivers. For instance, instruction in the functionality of an app, along with communication on the justification for its effectiveness may be in order.
Technology can boost productivity for both the driver and the fleet office. While we always want to be responsive to our drivers, as both Caelin and Jackie pointed out, we need to set boundaries on that receptiveness and use a little “tough love” to push adoption. Along with the pushback, we can communicate to our drivers that when they are willing to take on the more streamlined functions via an app, we are available to handle the more challenging issues.
Leverage Expertise for Your Unique Needs
Lastly, our session highlighted the importance of leveraging expertise and sharing knowledge within the community. And what better place to do that than at NAFA I&E?
Our drivers expect us to have all the answers. Networking with our peers at conferences is invaluable in providing fleet managers a platform to exchange ideas, solve common problems, and continuously improve their practices. At one of these conferences, at every session, you know that you are sitting next to someone with valuable knowledge.
Unearthing new ideas and insights that refine fleet management practices are invaluable. As Jackie added, “Whenever I was about to implement a new program, I would reach out to my peers. It’s a lot easier if you have a little tribe.” This community aspect allows for a shared approach to problem-solving, shortening the learning curve and building the collective wisdom available to fleet managers.
Moving Forward
From enhancing engagement and safety to integrating cutting-edge technologies, the insights shared throughout this year’s NAFA I&E provided a roadmap for optimizing driver engagement. As your fleet’s dynamics continue to evolve, so too do the strategies for effective management. The responsibility of a fleet manager extends beyond mere oversight of vehicles; it encompasses a keen focus on the drivers, ensuring their safety, productivity, and alignment with the company’s broader goals.
