ADTS: In The News

Roadmap to Driver Safety Culture

Phil Moser, National Sales Manager
Risk Management
June 2000

An Occupational Safety and Health Administration study indicates that 6.7 percent of American workers experienced a work-related illness or injury in 1998. In contrast, according to the National Association of Fleet Administrators, in any given year an estimated 20 percent of all corporate fleet drivers are involved in a motor vehicle accident.

The average corporate crash results in $10,000 in direct losses (such as property damage and workers' compensation claims) and another $4,000 in lost productivity and other indirect costs. Since many corporations self-insure their fleets, those costs directly impact the bottom line. The key to driving down the accident rate for fleet drivers is the development and reinforcement of a driver safety culture. Companies that foster such a mindset typically see their fleet accident rates drop by as much as 40 percent to 50 percent initially, and even 20 percent to 30 percent on an ongoing basis.

SETTING THE STAGE

Developing a safety mindset among fleet drivers begins well before a new driver joins the company. Before hiring employees who will drive as part of their jobs, the company should follow a multi-step process that includes these measures.

Develop a written hiring policy for driver safety. Typically, this is accomplished through the combined efforts of risk, fleet, safety and human resource managers, with the final oversight and approval of legal counsel. It should outline the criteria under which a candidate will not be hired due to driving record problems, specifically noting the number of moving violations, accidents or other incidents that would disqualify a candidate. It should also outline the number of violations or other incidents permitted while employed with the company, and the penalties or interventions that will take place if a driver exceeds that figure. In addition, the policy should address the use of the company vehicle by an employee’s spouse or driving-age children.

Educate supervisors and managers about the driver safety policy. Anyone who will be involved in the hiring process must be informed of the driving-related requirements up front and be prepared to discuss the policy during the interview process.

Communicate the driver safety policy during the interview process. Doing so enables the company to avoid nonviable candidates early in the process, thereby saving time and money. It also clearly communicates the company's position on driver safety before an employee joins the workforce.

Obtain a candidate's driving record before extending a job offer. You will need the candidates to sign the appropriate consent forms prior to obtaining a motor vehicle record. Many companies use this opportunity to secure consent to acquire driving records annually after employment begins in order to monitor their fleet risks. Organizations frequently review driving records at the same time that they conduct employee background checks.

THE RIGHT START

The initial communication with job candidates is a good first step, but it is just that. It is simply not enough to inform employees of your driver safety policies and requirements; you must also provide them with the training needed to develop and practice good driving skills on the road.

Many companies require new hires to participate in driver safety training as soon as possible. Some require drivers to complete the training before they are assigned a company car. There are two key reasons why driver safety training is critical for new hires.

* First

..consider all of the other training that new hires may participate in covering such subjects as product knowledge, customer service and sales techniques. When driver safety is provided in the same context, it elevates the subject to the same importance as the other training components, and sends a strong message to fleet drivers: Your company views driver safety seriously and expects you to do the same.

** Second,

..the first eighteen months of a driver’s tenure with the company is the most likely time for an accident to occur. Some organizations find that as many as 30 percent to 40 percent of their fleet accidents involve new hires, and with good reason. New hires are learning about the company's products, services and policies. They are unfamiliar with their customers and territories, as well as the area traffic patterns. They are often driving new vehicles that may be very different from the cars they are accustomed to. And most are eager to demonstrate their value to the company, which leads them to over-schedule their days and rush both of which may lead to accidents.

It is clear, then, that new-hire training is a critical step in building an effective driver safety culture. But to be effective, the training must use the right approach. It should:

* Use a dynamic and engaging approach to capture participants' attention.

* Offer practical tips and strategies that drivers can use immediately.

* Provide hands-on, behind-the-wheel instruction in a safe, controlled environment.

* Conduct the training using local instructors who are familiar with the specific road conditions and other issues that drivers will encounter in their daily travels.

* Provide realistic strategies and techniques for staying safe on the road. For instance, telling fleet personnel that they may never use their cell phones due to the risks is not realistic; providing them with strategies for safe cell phone use is both practical and valuable.

MAINTAINING THE MOMENTUM

While driver safety training is critical at the early stages of employment, maintaining the message over time is just as important. All drivers—regardless of their tenure with the company should view safety training as an ongoing and integral part of the company’s culture.

One way to foster that view is to implement a program of regular communication about driver safety. Such a program is most effective when the messages are memorable, concise, easily accessible (particularly for employees who travel extensively) and available in a number of formats.

Web-based training is a particularly effective method. Increasingly, organizations are using it to reinforce driver safety messages, build new skills and even measure retention. In today's high-tech world, most fleet drivers are equipped with laptop PCs and Internet access. So consider providing them with twenty-four hour access to Web-based safety solutions. Include information on seasonal driving risks, news about pending legislation that would affect drivers, forms for reporting moving violations or other incidents and even online testing and training.

Many companies also reinforce driver safety by requiring all drivers to take a refresher course every two or three years. Including those sessions during a national or regional meeting accomplishes two important goals: It provides a cost-effective delivery method and highlights driver safety as an integral part of the company's culture.

Finally, an organization's driver safety culture is most likely to take hold when the safety concept is reinforced through positive means, and not just punitive actions. Fleet drivers should be rewarded for clean driving records (an absence of violations or accidents over a specified time period). These rewards can include a congratulatory letter from the president or group vice president, modest gift items, upgraded vehicle options such as a sunroof or CD player, and even cash bonuses or other monetary incentives.

SECURING BUY-IN

No matter how effective your training program and how pervasive your messages, no driver safety culture can take hold without the complete buy-in of management. The most successful programs are those in which management agrees that driver safety is important and demonstrates that belief through words and actions.

In some organizations, management representatives participate in driver safety training before their fleet drivers do, enabling them to experience the education and skill building that will take place. It is critical to have the participation of middle managers (those who directly supervise fleet drivers) and senior management representatives. Sales management, fleet management, risk management, human resources and other functional areas set the tone for the entire safety program.

THE PAYOFF

What is the reward for instilling and maintaining a driver safety culture in your organization? Drivers will recognize your company’s concern for their well being, and will gain valuable knowledge and skills related to the driving issues they face daily. Most important, your drivers will stay safer on the road, thereby reducing your fleet accident rate. The resulting reduction in property damage, personal injury, lost workdays and exposure to liability is well worth the effort.

Help for High-Risk Drivers

Your driver safety program should clearly demonstrate the company's willingness to provide assistance to high-risk drivers' those drivers with a history of repeated moving violations or accidents. When warranted, high-risk drivers should receive individualized attention and training focused on the particular skill areas in need of improvement. It is critical that the training be conducted in a one-on-one setting and approached in a positive manner. By committing to help drivers with repeated problems rather than simply punishing them the company will effectively communicate the value and sincerity of its driver safety culture. At the same time, the company will take steps toward avoiding the problem of negligent entrustment and the associated liability.