Driver Training and Development
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 organisation.
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.
• Appropriate organisation 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.
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 familiarisation 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
• 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 organisation’s security procedures (e.g. avoidance of car-jacking, taking passengers and security updates).
Before operating any vehicle, it is essential that the driver has had appropriate vehicle familiarisation training, and a driver must not be authorised to operate any vehicle they have not received training on.
Ongoing training
The provision of driver training should be guided by the results of individual driver monitoring and assessments (see section 3.1.1.4 below for more details), analysis of incident and accident trends, and by taking into account the risks associated with the organisation’s driving tasks.
In addition to the initial training (see section 3.1.5.1 above) 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:
• 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 familiarisation 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.
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 organisation. To do this an organisation should:
• Use a training provider accredited by a recognised body.
• Have input into the content of the training so that it meets your needs.
• Provide the trainer with any relevant information about drivers prior to training.
• Regularly check the standard of training, and review and update course content.
Driver development
Staff members who drive organisation vehicles as their primary task should have graduated career steps that lead to the title of 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 organisation vehicles must meet the driving standards of the organisation.
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 recognised by the organisation. 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 organisations those drivers that achieve a gold standard are also given additional responsibilities, for example fuel management, maintenance, data collecting, etc.
The following case study provides an indication of how a driver development programme could be run. The information contained is taken from the proceedings of the ‘Solving the Skills Shortage’ conference organised by the Freight Transport Association in October 2003. Although not involving a humanitarian organisation, the detail contained below highlights the range of activities and benefits that can be achieved through implementing a driver development programme.
