1. Emma Emmett Kathleen Howse Chris Wallace
Masterclass 3
Emma Emmett
Kathleen Howse
FTA
Chris Wallace
Microlise Ltd
Sponsored by:

2. Staff turnover = £16k per employee
The facts
2014
2015
YouGov Engagement Index
Staff turnover = £16k per employee

3. Do you know the true cost of turnover? Do you know your turnover rate?

4. Why is retention and an engaged workforce important?
Motivated workforce
Higher productivity
Lower cost
Long service
another career (48%)

5. Drivers of Employee Engagement

6. Five ways to engage your employees
Roll out staff survey
Review demographics
DRIVERS
SAMPLE ACTIONS
Employee Voice
Two-Way Feedback Process
Salary Benchmarking
Peer Recognition Awards
360 Feedback
Set SMART Objectives
Induction Programme
Mentoring
Know Your Employees
Employee Centred Environment
Reward & Recognition
Effective Leadership & Manager Relationship
Opportunities for Development

7. Engagement Cycle Ambassadors More business
Improve perceptions of the industry
Easier to attract and recruit
Development and communications
Engagement
Pride

8. EMPOWERMENT OF FLEET OPERATORS
ENGAGE, INCENTIVISE
& RETAIN
EMPOWERMENT OF FLEET OPERATORS

9. WHAT IS EMPLOYEE ENGAGEMENT?
“Employee Engagement is about how we create the conditions in which employees offer more of their capability”.
Engagement
Employee voice – employees contribute their experience and are listened to
Management engagement – treating their people as individuals
Business strategy and integrity – sharing objectives which employees feed into and enabling employees to feel like they are contributing directly
I’m focusing on Driver Engagement in the next few minutes

10. TECHNOLOGY TO ENGAGE? Technology alone is not the “Silver Bullet”
Technology can assist and facilitate engagement
Technology can capture useful information
Enables the business to recognise individual & team contribution
Offers a set of measurable parameters
Empowers individuals by providing them the relevant information
But you need some traditional support to ensure success………….

11. ENGAGEMENT, REWARDS & DRIVER RETENTION
By good, management, motivation and communication
Consider, The Good, the Bad and the Ugly
Bad, assume you can buy technology and it will deliver the benefits without engagement of management / drivers
Ugly, poor schemes, little or no management, all stick and no carrots
A brief insight to what we’ve seen as Good

12. TECHNOLOGY CAN HELP WITH ENGAGING DRIVERS
1st, empowering and support through:
In Cab brief, traffic, weather, route information, unsafe overnight locations
Trip information, schedule, manifest, risk assessments, site notes.
Giving access to performance information
In Cab debrief, debrief on the go
Truck Rules Sat Nav, company systems access….. the list goes on
Making the drivers life easier / better
Retaining drivers – Not necessarily linked to pay alone
Engaging drivers – Motivation by recognition and trust. Drivers are trained, qualified and recognised professionals.
Training drivers where appropriate is a show of commitment and investment from the company to the individual
Providing drivers with access to their own driving style information in real-time gives them the opportunity to make their own decisions around improvement
Incentivising improvement gives a driver a goal – something to aim for. This may be a monetary incentive or a competitive incentive.
Telematics provides the tool for measurement to maintain and improve on high standards

13. GOOD, MANAGEMENT, MOTIVATION AND COMMUNICATION
Use the Technology to everyone's benefit
Often linked to a shared benefit rewards scheme
Includes Safe & Economic driving style (fuel savings, safety, wear & tear)
Includes Incident management, (reduced accidents)
Includes tacho infringements, time keeping
Training, personal development
Often incorporates “league tables” / “balanced score cards”
Everyone can Win, but it requires management, motivation & communication

14. SUMMARY Technology alone is not the “Silver Bullet”
Technology can help Management & communication is crucial
Consider an Incentive plan that drives behaviour your drivers will buy into
Ensure the plan addresses wider business goals
Engagement must be embedded. This way it becomes part of the daily routine.
Ensure the “what’s in it for me” is included
Don’t expect success without engagement of both management & drivers