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CAPITAL EQUIPMENT NEWS
NOVEMBER 2015
2
T
ruck driving or driving of any form of
construction or materials handling
equipment has a certain stigma at-
tached to it and is regarded as a somewhat
lowly job in most countries. However, the
responsibilities the average driver faces on
a daily basis, far exceed those of a busi-
ness executive. The driver’s smallest mis-
take could claim lives. So, the professional
driver should be treated in the same way as
middle management in industry and the pay
scales should be commensurate with that
responsibility. Performance bonuses should
be based on fuel economy and presentation
rather than the ability to stay awake for the
longest periods of time. In order to achieve
these levels of competence, more attention
should be paid to training.
Driver training is not something to be included
only when new drivers are required. It should
be part of the standard operation of every
transport company so that long term employ-
ees get regular performance checks. This is
becoming increasingly important as technol-
ogy changes and torque outputs demand a
different driving style for the best results in
efficiency and fuel economy. When analysing
the documented performance of drivers on a
before and after basis the cost of the exercise
is more than recouped by the reduction in op-
erating costs.
Interestingly, it is not only some transport op-
erators that need to be aware of the benefits
of driver training. The vehicle and transmis-
sion manufacturers themselves constantly
advocate the advantages of specific driving
techniques for their products. But, as far as
I am aware, only the major European man-
ufacturers employ dedicated driver trainers.
While some truck/equipment dealers may
feel confident in the ability of truck sales-
men to provide on-the-job instruction at the
time of vehicle delivery, it’s my opinion that
most salesmen are simply not much good
themselves behind the wheel. Perhaps one
of the criteria when employing salesmen is
for them to have a heavy duty licence or, if
not, well on the way to acquiring one. After
all, most car salesmen are able to drive the
vehicles they sell.
The future of truck driving as a profession in
all aspects of the industry depends on compa-
nies recognising the degrees of expertise re-
quired and providing the right levels of training
to achieve the desired results. It’s only when
this expertise is recognised, along with per-
sonal skills that we can expect the public to
recognise driving as a profession and attract
the right calibre of person. Making the job of
being a professional transport driver more
attractive will no doubt solve the recruitment
shortage.
Many of the larger truck manufacturers
have invested in dedicated training facilities
and personnel to provide driver training pro-
grammes for their clients. Going one step
further, these programmes now entail training
the trainers who will ultimately be qualified to
go into the field and pass on their expertise to
current and aspiring drivers. We can only hope
that the age of true professional drivers is not
too far away so operators can enjoy the eco-
nomic benefits of improved fuel consumption
and minimal damage to their vehicles.
Pierre Sanson, Editor
COMMENT
The challenges
OF DRIVER TRAINING