Motivating Drivers Across 5 Generations

Past, Present, and Future Generations

Generations past did not see huge technological advances in their lifetime. Workforce management was much simpler. Their expectation was a fair wage for a hard day’s work. For that reason a fair wage was enough to motivate most workers. As technology races forward, it impacts each successive generation in new ways. The common thread is that each generation must be more adaptable than the last to keep up with the evolution of technology in the workplace. In the chart below, data from 2 sources is combined to disply the generational makeup of the global workforce. The generational range definitions used are from Pew Research Center.

Generations of Diversity

Defining the Generations

Very few truckers who are in their 70’s are still driving for a living. They have a far different outlook on work and life than younger drivers. Likewise, they are a bit more resistant to change than younger generations. For many of them, the ELD mandate was the straw that broke the camel’s back. As more routine driver tasks move from paper to digital formats, Builders and Boomers can either go with the flow or be left behind.

The trucking industry likely has fewer Gen-Z’s than the 24% shown in the workforce breakdown because less than half of them are old enough to drive. In contrast, they will be the next defining challenge to integrate into the fleet workforce. Each group has its own priorities and values. They have been shaped by fast-developing technology, an ever changing economy, and global vs local perspectives.

Managing fleet personnel well is dependent upon understanding these generational differences. Certainly, that is the key to recruitment, training, benefit and reward strategies that will resonate across generations. Ultimately, success is tied to keeping drivers happy and retaining them long term. Phyllis Weiss Haserot, author of “You Can’t Google It!: The Compelling Case for Cross-Generational Conversation at Work” identifies the traits of each generation as well as the fears that influence them. Her findings broken down in the charts below, along with a little common sense, reveal some interesting possibilities.

 

Baby Boomers

Not surprising, Baby Boomer workplace traits and fears are tied to their physical age. They are also your most experienced drivers. Younger workers can learn a lot from them about staying safe and productive on the road from them. Boomers can also teach younger workers about person to person contact and relationship building by example. Boomers can probably learn a lot from younger workers about work/life balance. Perhaps turning over some training duties to your Boomers will benefit everyone.

Boomers are open and adaptable to new technology but may tend to be skeptical until the new tech proves its value. Including them early in the process when introducing new technology will make them feel valued. Furthermore, they will better understand the value the technology brings and become your champions for the changes proposed.

Generation X

From the traits listed, it would seem Gen-Xers feel like it’s them against the world. That can be a difficult dynamic to address for drivers who spend a good deal of their time alone in the field. Extra effort is needed to make them feel part of the team. They have an entrepreneurial spirit in the workplace tempered by a friends and family first attitude.

Pairing them with Boomers for training may balance their fears of acceptance by Boomers, while pairing them to train and work alongside Millennials may balance their fears of losing the support of Millennials they work with. What seems most important is to foster their relationships with other generational groups as they are not likely to choose those relationships for themselves.

Perhaps a team challenge incentive with members of each generation on each team. Working together toward a shared goal will help bridge the generational gaps. Something as simple as a Boomer asking a Gen Xer for help using a new app can make them feel valued and boost their morale.

Generation Y Millennials

Gen Y word cloud

Millennials will respond best to web-based training programs. They are more comfortable with learning online than in a classroom or one on one training. They need highly focused, but brief training sessions, and lots of e-resources to get their questions answered.

Driver safety scorecard performance incentives and gamification apps will resonate with Millennials. This can open the lines of communication to bring them into the team environment. Like the Gen-Xers, making them feel they are part of the team can be challenging.

Recognition by their Gen-X and Boomer supervisors is critical to their motivation. A clearly defined career path will keep them on track. If they feel they are valued by management and co-workers, and achievement of benchmarked goals clearly offers a path for career advancement, they are more likely to stay and be successful.

Generation Z

Gen Z word cloud

More than any of the other generations, Gen-Zers are invested in and place a high priority on making the world a better and safer place. They have been exposed since birth to issues like terrorism, global warming, and changing political correctness.

Gen-Zers have the skills to be great team players. Technology like smartphones and tablets have always been part of life for them, and new technology advancements are their norm, expected as sure as daybreak. AI and robotics replacing manual labor is a very real possibility in their lifetimes.

It may be too soon to define strategies to attract and retain this up-and-coming segment of the workforce. In fact, it may be too soon to predict if driving will continue to be part of the job. For that reason, it is time to begin redefining what tasks will take the place of driving when the vehicles in our future are driverless?

In any case, one thing that will be critical to Gen-Z is who we are as employers. Our corporate attitudes regarding our local and global impact, both good and bad will be important to them. Are we as corporate citizens doing our part to keep the environment clean? Do we take a stand regarding social injustice, help the disadvantaged, and keep our data secure? If not, they will find another employer that does.

Conclusions

Retaining drivers across all the generations is dependent upon creating a company culture with a shared purpose, open communication, and respect for individualism. Understanding the traits and fears associated with each major group is the gateway to creating that culture. Using the strengths of one group to relieve the fears of another is just good business. With a little creativity and intentional focus, an inclusive culture where drivers of all ages work together productively is achievable.

Battery Power – More, Better, Faster

Battery power is always in the back of our minds.

rechargeable cordless drill In the Telematics industry, our clients communicate throughout the workday on smartphones. Also, many run apps on phones or tablets. We use portable devices to manage work orders, complete electronic forms, report issues, receive locations and update routes. Similarly other apps capture signatures, record work completed, and document damaged freight. Furthermore, field technicians use an array of battery-powered tools to get their work done. As a result, if we run out of battery power it all comes to a screeching halt.

More EV’s = More Battery Power

Now add to this the increased use of Electric Vehicles. Seems like we are becoming more and more dependent upon battery power. That raises another big concern. As the rate we are consuming battery power increases, there is a very real risk of a battery disposal crisis in our future. Is all this battery use going to be sustainable?

Improving Battery Technology

Improving battery technology is high on the list of hot tech issues to address. Environmentally friendly batteries that charge faster and last longer will head off the potential crisis. So what is being done about it? Here are some of the encouraging projects I found.

Saft Research Director Patrick Bernard recently shared 3 new technologies being considered.

NEW GENERATION LITHIUM-ION

These batteries use different active materials to increase both energy and power. They will have very long life cycles, typically charging/discharging thousands of cycles.

LITHIUM-SULFUR

This battery has a different type of internal structure. It uses sulfur in the positive electrode and lithium in the negative electrode. As it discharges, chemical changes occur inside the battery. The reverse occurs during the charging cycle.

SOLID-STATE

Solid-state batteries use a solid compound rather than liquid electrolyte. This will make the batteries safer. The solid electrolytes are not flammable. This technology promises higher voltages, and batteries that are denser, lighter, and last longer on the shelf. These may become the future battery of choice for Electric vehicles.

Electric Car Lithium Battery Pack And Power Connections Other Technologies Being Researched

Gold Nanowire Batteries are under development at UC Irvine. Researchers claim they can be recharged over 200,000 times with no material deterioration. Ultimately, this may result in a battery that lasts “forever.

Extreme Fast Charging or XFC charges batteries faster by charging them at higher temperatures. Using this method they say a 10-minute charge will add 200 miles of range on an EV battery.

Wireless Charging

Another research team reports initial success with an antenna that collects AC power from WiFi in the air and converts it to DC. It is being developed for use with battery powered medical devices. Instead of future surgeries to replace a batteries, the battery charges pretty much all the time.

Yet another startup is developing semiconductors made from organic materials. They are talking about 60-second cell phone charging and 5 minute EV charging if their research proves successful. Similarly a unique and promising technology under development uses ultrasound to wirelessly transmit electricity to a small receiver to recharge a device.

There are also preliminary reports of batteries made of foam and foldable materials, but the one that seems to be getting attention is the technology announced this past April by Nikola Corp. They plan to release details at their Nikola World 2020 conference next fall. They say they have a game-changing new technology that is more environmentally friendly than conventional lithium-ion and could double the range of passenger EVs.

One thing is certain. It will be very interesting to see what batteries look like 5 years from now.

Garmin Remote Worker Navigation, Messaging & SOS

Garmin Remote Worker

Garmin’s Remote Worker Solution, the Explorer, provides an affordable tracking and communication device. The Explorer is an adaptation developed from Garmin’s recent acquisition of InReach. Garmin has taken the device and made it better. The Explorer provides some great features for workers in remote areas which are navigating off the beaten road and need a safety and communication tool using satellite communication instead of cellular. Read more.

Garmin Remote Worker Device GIF

Return on Investment Series: Manage Driver Behavior

Fleet Savings Summary

Driver behavior is tough to manage without the right tools. The Fleet Savings Summary Report highlights your fleets top five most valuable drivers and bottom 5 which are your top five coaching opportunities. These drivers represent the fleet’s most costly drivers, and therefore represent the best bang for your buck driver coaching opportunities. Driver behavior is critical to the safe operation of your vehicles and is a key area where risk is managable.

Proactive management is key. Aberdeen Group reports that top performing organizations are 96% more likely than their peers to utilize technology that alerts management, and the driver, of exceptions being made (i.e., speeding, harsh cornering, etc).

 

Driver Behavior & Telematics Data

Today’s fleet managers are under extreme pressure to manage their fleet costs despite deteriorating economic conditions. These costs include the procurement and disposal of the vehicles, fixed and variable operating costs, labor costs, as well as collision and insurance claims.

Using telematics data, fleet managers can discover new cost savings opportunities across their entire fleet. By pursuing these savings opportunities, a fleet manager can reduce their COI, improve their fleets operating efficiency, and grow their bottom line. Conversely, managing a fleet without a telematics platform is likely to result in higher costs and poor visibility for improvement.

Telematics and the Fleet Savings Summary are valuable tools that fleet managers should use to better understand and proactively manage their vehicles and drivers, and ultimately run a more profitable fleet.

Click here to request more information.

 

 

 

 

Return on Investment Series: Identifying Key Opportunities for Cost Savings

Identify Key Opportunities for Cost Savings

In this fourth part of our ROI/COI blog, we will discuss specific telematics related cost savings categories that compile our Fleet Savings Summary Report.

#1 Safety: Reducing costly vehicle collisions

The U.S. Occupational Health & Safety Administration (OSHA) reports the following figures:

Cost Savings

 

Collisions, speeding, and aggressive driving behaviors were found to be a contributing factor in 31% of all fatal crashes, while seat belt use was found to decrease the risk of a fatality by between 45-60%. With this knowledge and the use of our telematics program, fleet managers can improve profitability by monitoring driver behaviors and proactively coaching drivers.

Other in-cab driver feedback tools such as GO TALK and real-time audible alerts can drastically reduce the likelihood of an on-duty accident. This can also be quantified in a reduction to insurance costs. To quantify these savings, the Fleet Savings Summary Report uses a proprietary safety-scoring algorithm to determine the existing and potential savings for a fleet.

 

#2 Fuel: Controlling Runaway Fuel Cost Savings

Managing fuel costs can be complicated and involve a number of variable, including fluctuating gas prices and inconsistent driver behavior. For many fleets, fuel is one for the largest expenses.

Fact: The U.S. Department of Energy reports that rapid acceleration and heavy braking can reduce fuel economy by up to 33% for highway driving and 5% on city roads. Idling and speeding can also have drastic impacts on MPG.

Market research has shown that the effective use of telematics has an effect on fuel cost savings by as much as 14%. Driver coaching is instrumental in achieving these cost reductions. For every 5 mph over 50 mph, a driver can reduce their MPG by approximately 7-14%. Therefore, getting drivers to slow down and observe the speed limit translates into saved money.

The Fleet Savings Summary Reports uses a proprietary fuel-scoring algorithm to determine a fleets existing and potential fuel-related savings. In doing so, driver speeding incidents and idle time were found to be the largest contributor to fuel waste, which resulted in fuel-related savings.

 

#3 Maintenance: Reducing Planned and Unplanned Repair and Maintenance

We all know that preventative maintenance is a regular part of owning a vehicle, but additional repairs due to aggressive driving and vehicle misuses are an unnecessary cost to a fleet. Particularly, harsh accelerations, harsh cornering, and harsh braking cause harmful wear and tear on critical vehicle components. This drastically increases a vehicles variable CpM.

The results materialize as reduced tire life, reduced brake life, more frequent scheduled maintenance and more frequent non- scheduled maintenance and repair. In fact, these non-scheduled maintenance interruptions can result in lost profits of between $400 to $700 per day, in addition to the cost of repairs.

The Organization for Economic Co-operation and Development (OECD) reports that telematics technology can help a company reduce maintenance and repair cost by as much as 14%. Because much of these savings are tied to driver behavior, using real-time driver management tools and in-cab alerts are the best way to minimize unnecessary wear and tear on your fleet vehicles.

By managing the aggressive driving behaviors, fleet managers can minimize their maintenance repair costs, in in turn generate savings reflected in the Fleet Savings Summary Report in the Maintenance section.

 

#4 Productivity: Increasing Work Efficiency

Driver compensation is often a large portion of a fleets operating budget. That being said, labor can be very expensive for fleet managers. Among the many ways to calculate labor productivity, vehicle idle time is an important metric. Even though idle time only captures a component of employee productivity, it is the only metric that the Fleet Savings Summary Report utilizes for its productivity-based scoring algorithm at this time.

Market research suggests that telematics can increase workforce productivity and reduce labor costs by up to 12%.14 This allows companies to make more customer stops and cut out unproductive mileage. The net effect is higher revenues and lower costs.

Using the Fleet Savings Summary Reports proprietary productivity-based scoring algorithm, this increase in workforce productivity translates into productivity-related saving. To maximize these savings, fleet managers must limit their fleets idle labor, which is approximated using vehicle idle hours per trip.

I know we said this was going to be a 4-part series but there is so much great information to offer that we have added a 5th part. In the next series we will discuss how to proactively manage driver behavior. Putting all these steps into place to maximize your ROI and decrease your COI!

Click here to request more information.