HINTS FOR HAULIERS.
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The Value of a Bonus System for Drivers and a Practicable Scheme of Administration.
NOW ABOUT bonuses ; not war bonuses—we have heard'enough about those—bat bonuses • to drivers, in theory a good driver is known. by his works, and is paid accordingly.; a man' of exceptional ability being able to command a wage of corresponding magnitude, and, having that wage and knowing it to be exceptional, he works hard to keep up both standards—his performance and the wage. That, as I say, is the theory; it represents the ideal. In practice things are different, and actually falls far enotigh short of ideality. To start with, content with any wag 6 is not lasting, and the better the man the more sure is he, from his very nature, to be discontent, for it is only by discontent, with ourselves and our environment, that we rise to better things and become the " good " man. Really, there is nothing like being able to vary the wage a little, week by week, so that it bears some proportion to the quality and quantity of work done. The best way to do this, in connection with the work of driving or caring for a motor vehicle, is to award a bonus, extra to the wage, and based oii the performance of the vehicle, considered either as to one or as to several of its aspects.
There appear to be many objections to the adop, tion of a bonus system. Most of the objections have always s-trUck me as being stupid. In any case, a closer examination of the problem reveals the fact that there are more objectors than objections. I propose to leave both to take care of themselves, holding no brief for either.
The Essentials to Success:
The most agreeable bonus system is simple, easy to understand, and not difficult to administrate. Prompt settlement of claims is essential. The best is cue in which the basis is one of matters of fact, and not subject to personal adjudication ; there is then no room for misunderstanding, out of which discontent arises. Of thistype is a bonus based simply on mileage, ton-mileage (hateful phrase fuel cona sumption, or tyre life. These are all things which are easily registered, and concerning which both master and, man have, as a .rule, exact knowledge (sometimes Man more than master). The usual, and simple, plan is to take one only of these factors as. a basis ; mileage per week, for example, taking a fair average as a standard, and awarding a bonus for any improvement upon this average. The underlying principle is that increased mileage means increased profits to the master, in which the man shares, his share being the bonus.'
The objection to the single-item system is that concentration on to one aspect of the vehicle's use is apt to be detrimental to some other aspect which may be equally important. This is• one of my objections, and is therefore worthy of consideration!) strict attention to fuel ecanomy, for example, is apt to reflect on mileage, since considerable fuel economy may be effected at the expense of power and of speed -uphill, and it is by maintenance of speed uphill' that high weekly mileages are attainable. On the other hand, keenness to increase the total of miles per week will inevitably reflect on the fuel, tyre, and repair hills if it is maintained without any due regard for -those important matters. The avoidance of trouble of this kind is possible by compounding two or more of these simple systems, giving a bonus far, say, mileage, tyre life, and petrol consumption combined, or a combination of the first of these, or ton-mileage with -either of the others. That is the first step towards that complication which, as a general thing, I deprecate, and particularly when there are only two or three vehicles, and an expensive organization .is neither practicable nor desirable.
In the case of alarger coacern, however, what would apjapar to a small haulier to be complicated is simple, and rapidly becomes routine,, being absorbed into the general clerical and costings work for which a more or less competent staff is generally kept. In such cases there is room for the application of a system which has been explained to me by Mr. W. Wakelam, who is the hon. secretary of the Sheffield and Rotherham area. of the North-Eastern Division of the C.M.U.A. An article from his pen; descriptive of this system, has appeared in the C.M.U.A. (MR and N.W, Diviaions)Iournai.
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A System of Monthly Markings.
Mr. Wakelarn's system is comprehensive, but, in my opinion, too complicated for most sniall hauliers. There are nine items which serve as bases for compu. tation of the bonus, Marks being awarded monthly on a pre-arranged scale to each. The total for the
nine is found and calculated as a percentage af the _ maximum, the bonus being awarded accordingly. The items are given below, with suggested maximum . of marks for each and a commentary, partly Mr. Wakelam's, partly mine:—
(1) Fuel consiimption.L–Marks for this to the maximum of 15 are awarded. A standard, based on performance over a lengthy period, is fixed, and the marks are given in proportion to any improvement effected. In the absence of any real knowledge of the vehicle's capacity, a figure derived from 'the running.cost tables which I give from time to time may reasonably be assumed.
.(2) Lubrication, condition and cleanliness of vehicle.—Marks, to the maximum of 15, are awarded in accordance with the general condition of the .vehicle during the month, allowance ineinF made for the conditions under which the machine is working.
(3) Oil and grease consumption.—As (1), but maximum 10 marks.
(I) Vehicle working days spent in workshops.— According to Mr. Wakelani, "Marks should be awarded according to the percentage of working clays spent under repairs, as against the total possible number of working days in the month." I take it that the more time spent in the repair shops the fewer the marks awarded. Maximum, 10 marks.
A Diver's Inter c st in the Earnings of His Vehicle.
(5) Surplus of earnings over running costs.—Marks to' be awarded according to the percentage of excess of earnings over running costa (which should not in-. elude any standing. charges, over which the, driver has no control). Maximum marks for this and for the remaining four items, 10 each.
(6)' Tool-kit and vehicle equipment.----Marks to be awarded according to the condition of the toolkit, accessories, and vehicle equipment generally, due allowance being made for wear and tear.' The loss of any item to the value of 10e. will disqualify the driver from receiving marks.
(7) Timekeeping and conduct.
(8) Accidents and breakdowns.—Full marks tobe awarded in the absence of either, due allowance being made for eueh eccurrenees of this nature as are beyond the control of the driver.
(9) Damage to or less of goods earried.—Full marks to be awarded when there is no loss or damage, deductions being made in accordance with the seriousness of any loss or damage reported, due regard being had to the circumstances of each ease, particularly when it appears that they were beyond the control of the driver.
As is. usual in bonus systems, no deductions are permissible from the standard wage, which remains as the minimum. A limit is fixed with regard to the award of marks in connection with consumption (items 1 and 3) and earnings (item. 5). When the ratio of consumption exceeds 30 per cent, of the standard allowed, no marks are awarded, and similarly none are given unless the ratio of earnings over running costs exceeds 30 per cent. .
The accompanying sheet is a specimen of the ty:pe which might usefully be employed in connection with a bonus system of this kind. It will be observed that the results are worked out monthly. Mr. Wakelam wisely recommends that all bonus awards should be paid promptly, say, in the first week of the, succeeding month. To encourage friendly rivalry aniongst the drivers, the summary of marks awarded and honu.s paid should be pinned up each month on the
notice boar.d. THE SKOTbH.