DRIVER TRAINING AND DEVELOPMENT

SESSION OBJECTIVES
At the end of this session, participants will be able to: define training needs, and training objectives; implement training knowledge; evaluate training; implement knowledge gained in training; distinguish between induction training and further training.

INTRODUCTION

It is important that drivers are competent to carry out their tasks and duties. This will require a period of initial induction training coupled with on-going training and development throughout their time with the organization. To be effective, training must be supported by the other facets of the Fleet Safety Management System. This includes: Management and motivation of drivers through supervisory example, coaching and leadership.

CONTD.
Appropriate organization and allocation of driving work. The provision of suitable vehicles and equipment that are safe and reliable. Competent drivers cannot drive safely in, for example, a poorly maintained vehicle.

TRAINING PROCESS

Any training undertaken must provide the desired outcomes and enhance the performance of both the individual and the organization.
Positive attitudes required to achieve safe operating standards are a product of a successful safety management system which includes training as one of its elements.

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IDENTIFY TRAINING NEEDS

In general, training may be required in the following situations: - where a newly recruited driver is involved; - where some aspect of drivers performance (knowledge, skill or attitude) does not meet current requirement or standards; - l where aspects of the drivers job is about to change (such as promotion, new duties, new type of vehicle, procedures or environment); and - where refresher training is deemed necessary.

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DEFINE TRAINING OBJECTIVES

Once all needs are identified, objectives must be set. These must be clear, achievable and measurable. Objectives may fall into two categories: Individual goals: statements relating to the ability to carry out a particular process or task, e.g. at the end of the course the trainee will be able to ; and Organizational goals: to fit corporate LTS-MS targets, such as a reduction in vehicle incidents.

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IMPLEMENT TRAINING The training given must be interesting and stimulating and the content should meet the defined needs. EVALUATE TRAINING The effectiveness of the training should be measured against the objectives set.

INITIAL TRAINING AND INDUCTION

Driving related staff training should be carried out as a regular part of the induction process. This should include a classroom training session on the contents of the driver handbook, and a familiarization session with the drivers future vehicles, covering vehicle controls, safety features and vehicle handling. It is recommended that all drivers are also provided with a series of initial trainings to cover core aspects of the driving tasks and risks. This should include (but is not limited to): Defensive driving skills Tiredness and fatigue management

CONTD.
Self-awareness training First aid training HIV/AIDS awareness (in high risk environments) Initial training should ideally be completed at the earliest opportunity, but must be completed by no more than six months after commencing driving duties. Drivers should also be fully briefed on the organization's security procedures (e.g. avoidance of car-jacking, taking passengers and security updates).

CONTD.

Before operating any vehicle, it is essential that the driver has had appropriate vehicle familiarization training, and a driver must not be authorized to operate any vehicle they have not received training on. At the end of induction training each driver should be given written reference material, which should preferably be in the form of a Drivers Handbook, containing information and instructions which will help him to undertake his duties safely and efficiently.

DRIVER INDUCTION
In the early months of a driver's employment there is a greater likelihood of a collision. Considering new employees are learning about the organization, its policies, products, services and customers and may be unfamiliar with the territory and traffic as well as driving a new vehicle, risk levels will be higher. Add to this their motivation to perform well and add value to their new employer, factors which could lead them to take on more than is reasonable or rush to meet deadlines. The subsequent pressure may be a significant risk factor. Managers need to be aware of this and coach the new employee accordingly.

INCLUDE DRIVER SAFETY IN INDUCTION

Driver safety training should be provided as soon as possible to new employees before they are assigned a vehicle and as part of normal induction. When driver safety is provided in the same context as other organizational information and policy introduction, it elevates the subject to the same level of importance as the other components and sends a message that the organization views driver safety seriously.

ONGOING TRAINING

The provision of driver training should be guided by the results of individual driver monitoring and assessments, analysis of incident and accident trends, and by taking into account the risks associated with the organization's driving tasks. In addition to the initial training further training should be provided to develop and enhance drivers skills and behaviours. It is also recommended that refresher training be carried out at set periods. For instance:

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Advanced training:
Anti-skid and anti-rollover training Economic driving Refresher training, on at least a three yearly basis: Defensive driving skills Tiredness and fatigue management Drivers will also need to be provided with on-going vehicle familiarization training for any new vehicles they may be required to drive, and for any new equipment they may be required to operate as part of the driving task, for instance in-vehicle telematics.

USE OF SENIOR DRIVERS FOR TRAINING AND COACHING

The use of senior drivers can be an effective method to assist in induction training of new drivers. Such positions can be used as career development opportunities for experienced drivers. Senior drivers need to demonstrate above average driving skills and be capable of working effectively in a coaching and monitoring role. As well as evaluating new recruits and carrying out periodic reviews of existing fleet drivers and their vehicles, they have a key role to play in the quality control aspects of all driving activities.

DRIVER DEVELOPMENT

Staff members who drive organization vehicles as their primary task should have graduated career steps that lead to the title of Chief or Master Driver. These drivers are expected to have a higher level of technical knowledge than staff members that drive for work purposes. However, all staff that drive organization vehicles must meet the driving standards of the organization. While driver training focuses on the individual training needs of each driver, driver development is a process by which all drivers improvement in competencies, behaviours and techniques is recognized by the organization.

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Such a system could be in the format of a graduated progression from bronze to silver to gold standard driver. The progression from one level to another can be awarded on the basis of, for example, an incident free record, and attending and passing training courses. Once a driver has reached the gold standard, they may act as mentors to other drivers. In some organizations those drivers that achieve a gold standard are also given additional responsibilities, for example fuel management, maintenance, data collecting, etc.

CONTD.

If unsatisfactory driving skills and behaviours do not improve through training and coaching, drivers should be taken off driving duties. Additionally, it is important to ensure the quality of the training provider and content of the training meets the needs and expectations of the organization. To do this an organization should: Use a training provider accredited by a recognized body. Have input into the content of the training so that it meets your needs.

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Provide the trainer with any relevant information about drivers prior to training. Regularly check the standard of training, and review and update course content.

CONCLUSION

The extent and nature of training should be sufficient to ensure compliance with a companys policy and objectives. Such training should meet or exceed that required by legislation and regulations. Appropriate records should be maintained. Refresher training should be scheduled as necessary. driver training focuses on the individual training needs of each driver, driver development is a process by which all drivers improvement in competencies, behaviours and techniques is recognized by the organization.