drivers training and development
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7/31/2019 Drivers Training and Development
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DRIVER TRAINING AND DEVELOPMENT
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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.
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INTRODUCTION
It is important that drivers are competent to carry out
their tasks and duties.
This will require a period of initial induction trainingcoupled 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.
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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.
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TRAINING PROCESS
Any training undertaken must provide the
desired outcomes and enhance the
performance of both the individual and theorganization.
Positive attitudes required to achieve safe
operating standards are a product of asuccessful safety management system which
includes training as one of its elements.
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CONTD.
IDENTIFY TRAINING NEEDS
In general, training may be required in the followingsituations:
- where a newly recruited driver is involved;- where some aspect of driver’s performance
(knowledge, skill or attitude) does not meetcurrent requirement or standards;
- l where aspects of the driver’s job is about tochange (such as promotion, new duties, new typeof vehicle, procedures or environment); and
- where refresher training is deemed necessary.
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CONTD.
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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CONTD.
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.
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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
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CONTD.
- Self-awareness training
- First aid training
- HIV/AIDS awareness (in high risk environments)
Initial training should ideally be completed at the earliestopportunity, 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).
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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 Driver’s Handbook, containing
information and instructions which will help him to
undertake his duties safely and efficiently.
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DRIVER INDUCTION
In the early months of a driver's employment there is agreater likelihood of a collision.
Considering new employees are learning about theorganization, its policies, products, services and
customers and may be unfamiliar with the territory andtraffic as well as driving a new vehicle, risk levels will behigher.
Add to this their motivation to perform well and addvalue to their new employer, factors which could leadthem to take on more than is reasonable or rush to meetdeadlines. The subsequent pressure may be asignificant risk factor.
Managers need to be aware of this and coach the new
employee accordingly.
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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.
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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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CONTD.
• 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.
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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.
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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 trainingneeds 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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CONTD.
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 freerecord, 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 goldstandard are also given additional responsibilities, for
example fuel management, maintenance, data
collecting, etc.
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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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CONTD.
• Provide the trainer with any relevant information
about drivers prior to training.
• Regularly check the standard of training, and
review and update course content.
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CONCLUSION
The extent and nature of training should be sufficient to
ensure compliance with a company’s 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.
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