FLEET MANAGEMENT
Mixed messages In many instances, driver communication has been outsourced to fleet management companies out of expediency. Eugene Herbert explains how to eradicate the ‘broken telephone’ syndrome.
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leet policy is a crucial part of a company’s overall cost-control strategy and the best-managed fleets are those whose drivers adhere to a written fleet policy. All too often, managers attempt to control fleet costs on the back end. The best time to control costs is before they occur and the way to do this is by establishing policies and procedures that inhibit unnecessary spending and protect company assets. If you want to reduce fuel costs, some ways to do so are to ensure that drivers maintain properly inflated tyres, avoid excessive idling, and keep to the posted speed limit. This isn’t rocket science and, through drivers complying with written policy, time-proven end results can be produced. The overwhelming majority of drivers probably want to do what’s right for the company; however, just because a company implements a written fleet policy doesn’t mean it is followed. A common problem is that the fleet manager communicates policy to the drivers’ managers, but word doesn’t get to the individual drivers. Most fleets make fleet policy easily accessible to drivers and managers by posting it on the corporate intranet. But, is this effective or simply a feel-good justification that fleet policy is being communicated effectively? How many drivers have access to the intranet? How many are even computer literate? Have you considered communicating policies and procedures regarding company vehicles during new employee orientation? Or, what about setting aside time at company meetings to make face-to-face presentations on fleet policies to the drivers and managers? For
drivers who work in regional offices, you can hold periodic webinars or teleconferences. During these meetings, you should not only emphasise the importance of policies designed to control costs, but, just as important, emphasise how fleet policy can make them more productive by minimising downtime, which improves productivity. Fleet managers should engage in driver communication whenever practical and appropriate. Sales and service organisations often hold meetings where they receive training for new products and services. Fleet managers should request some time at these meetings to remind drivers about fleet policy or identify best practices. Since many drivers are in sales, they often attend annual sales meetings. Why not use this opportunity to ask for time on the agenda to discuss the same items that they would on a conference call, but in greater depth, and answer questions from attendees? Most drivers will tell you they welcome the communication, so long as you keep it short and make it pertinent to their job. Build into every message a feedback mechanism to allow engagement by the driver or field manager. Drivers can provide a first-hand perspective and share insights on how fleet managers can improve their experience as drivers. A fleet manager needs to know what is and isn’t working, from a driver’s perspective, along with soliciting suggestions on how to improve the driver experience. An effective driver communication strategy – which supports both training and written policy – will win the support of drivers, administrators, and managers.
The best time to control costs is before they occur
Eugene Herbert is group managing director at the RAC Group.
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TWA | July/Aug 2015