AT THE HEART OF THE ROAD TRANSPORT INDUSTRY.

Call our Sales Team on 0208 912 2120

'The secret is not what you do but the way that you do it'

14th August 1997, Page 50
14th August 1997
Page 50
Page 50, 14th August 1997 — 'The secret is not what you do but the way that you do it'
Close
Noticed an error?
If you've noticed an error in this article please click here to report it so we can fix it.

Which of the following most accurately describes the problem?

6 1

t is extremely difficult to teach grownup people anything. It is, however, relatively easy to create conditions under which people will teach themselves. Indeed, most people wish to improve their own performance and are eager to do so."

This statement by Sir John Harvey-Jones is a sound basis from which to consider alternatives to the apparently obvious answer of providing on-road driver training for qualified professional fleet drivers.

At the recent conference Reducing Commercial Vehicle Accidents, organised by the University of Huddersfield's department of transport and logistics, delegates agreed that driver attitude was the key to improved safety. In a survey of views, most people cited attitude and behaviour as the key causes of accidents. It was suggested that training drivers in the vehicle was a major distraction from the key issues of attitude and behaviour, and should not be the first choice of a safetyconscious and ambitious company. They were told that behavioural workshops and management coaching and leadership were the essentials for a "zero-accident culture".

The reasons for putting attitude training first are: • In-vehicle training is unlikely to succeed unless attitude is receptive in the first place; • It is often found that when attitude-loosed learning is successful, in-vehicle training is not needed—a more cost-effective sequence for sensitive budgets; • People often know what they are taught during in-vehicle sessions but do not apply it because of conflicting goals/priorities. The same training could also be done offroad with CDs etc, or drivers could work it out for themselves if they are committed. Safe driving won't slow down delivery schedules or affect productivity, other than by reducing costs. The secret is not what you do, but the way that you do it. So what effective alternatives are there to the apparently obvious answer of going on the road with drivers? Behavioural workshops, performance-related exercises, software programs and individual workbooks—the key principles here are communication and involvement. The concept is that if you involve staff in building the solution, they will own the solution, supported by corporate and management leadership. Working with major blue-chip companies, the behavioural workshop approach has significantly reduced accidents. Most "experienced" drivers can respond to new learning and a new view of safe and progressive driving. These drivers have a lot to offer—let's tap into it.

Some drivers may still need some onroad support, such as the small number of LGV drivers who scraped through the test but lack confidence or co-ordination.

I suggest that we can reposition the training and management elements used to date in order of: a. management/culture issues; b. attitude training, including extended knowledge; c. manufacturers' special to vehicle training; d. on-road training for positive members of staff who express a need. The behavioural workshop approach involves drivers and taps into the positive ideas they have to offer. Why isn't it more widely used? It takes a very special trainer to work this way, and there aren't many about. The aim of this alternative approach is clear—to improve safety and reduce costs.

Tags

People: John Harvey

comments powered by Disqus