Want to Prevent Crashes? Build Accountability into Your Development & Training Process

Est. 3 min read

For any business, accountability is one of the most important attributes for cultivating operational success. When it comes to developing truck drivers, this is especially true, because their performance impacts the safety of all who travel our nation’s roads.

To improve operational productivity and safe driving, fleets must understand the importance of accountability and how to cultivate it in their development and training processes. So why is it important? And how can they build it?

Why Accountability is Important

When training drivers, accountability means making sure that each task, training video, phone call, ride along, or meeting isn’t just completed, but is effective. Ensuring that a professional development plan (PDP) is faithfully carried out is absolutely essential to reducing risk and liability, as well as improving operational performance. 

If a driver has been identified as needing training, but the fleet fails to train them thoroughly, then they aren’t actually improving the driver’s safety and expose themselves to increased liability in the case of a crash, a true breeding ground for Nuclear Verdicts. Additionally, the fleet has missed an opportunity to improve the driver’s individual productivity and performance.

How to Build Accountability in Your Development & Training Processes

When it comes to training, building accountability doesn’t just mean monitoring your drivers; you have to hold your managers accountable too. To do this, fleets need to create visibility into their development and training processes. Doing so can help fleets:

Track their training plans’ “exceptions”
An “exception” occurs when a task, meeting, or assignment in a driver’s PDP is not delivered to them on a timely basis. Addressing trainers who aren’t effectively completing all of their tasks is an easy place to start making quick improvements. Ensuring that these interactions are timely, targeted, and relevant is crucial to gaining driver buy-in.

Identify which managers are effectively developing their workforce
Even if all of a plan’s tasks are administered, fleets will find that some managers’ drivers perform worse than other managers’ drivers. This can indicate that the manager needs to change how they conduct calls or administer material, which leadership can work to help them improve.

Unfortunately, for many fleets, tracking this information at a high level isn’t easy with the tools they have on hand.

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