6 minute read
FINANCE
Working in the Irish Transport industry for many years, I have a very clear understanding of the responsibilities and hard work of all employees in the sector, especially drivers, whose wages do not reflect the effort, unsociable work environment, ongoing training and compliance requirements that are now an element of the job. From a career that had little pressure and had the ability to work extra hours to increase earnings, the modern driver is now monitored continuously, with constant communication to base, both verbally and by text. Increased road congestion and customer expectations make the occupation ever more difficult.
In addition, the status of the job has slipped further and further down the pecking order, and while it was recognised by some as crucial during the early months of the pandemic, it soon slipped from recognition again. Other factors include an increased cost to enter the profession, while motorways have a lack of the basic rest/stop-over areas provided for the driver forced into overnight stops.
The biggest motivator for workers is money, One can sugar everything else up, but at the end of the day the wage in the pocket is what matters. All employees expect a uniform wage for similar work done by others in the company, but paying wage rises without linking these increases to employee performance is unproductive and results in the best performers leaving long term and others setting a lower performance norm.
Legal experts may state that one cannot create performance benchmarks such as kilometres driven in a period, but one can link wages and bonuses to productivity (such as units delivered), deliveries without damage, overall score of driver performance (fuel/braking etc), and link bonuses to driver communication and feedback. A standard wage sets the norm of performance at a mediocre level. Any wage increase does not materially effect this norm, it may attract good people into the business but quickly they fall into the groups routine. Getting and retaining even poor drivers is difficult but it’s still worthwhile creating a good work environment and a remuneration system based on rewarding the best to help to retain a good team.
A standard wage and a fair and well-constructed bonus scheme allows those who are motivated able to earn more for themselves and achieve more for their employers. Unproductive waiting time can be reduced by drivers liaising with office and customers in a manner that will speed up the process. Better utilisation of assets is the responsibility of owners, transport managers and also drivers who see where issues arise in the actual performance of tasks. Along with substantial wage inflation, haulage firms are faced with the vast majority of other costs also increasing, but thanks to industry associations and additional in-cab telematics, the insurance cost spiral has been levelled. With the implementation of modern cameras, the level of road accidents where liability has been found to rest with the haulier have dramatically decreased, demonstrating the skill and compliance of the professional driver. The driver has to have the common sense to undertake his/her work in a safe manner, reporting areas of concern, and the owner needs to review all aspects of safety within his/ her workplace.
The driver and loading staff have a huge job to play in risk assessment of loads carried. The attitude of ‘it should be okay’ will only result in short term gains but potential longer term insurance and legal claims. ‘Accidents do not happen by accident’, is a truism in that the majority of incidents are the result of human error or omission, which, when combined with speed/ road conditions/weather often result in accidents.
Drivers obviously have a crucial role to play in the business. Whether they are the biggest asset or biggest nightmare is a factor of management and the remuneration system. The most profitable hauliers pay their workers high wages but link it to productivity which means paying a staff a professional salary for a professional job done.
There is no doubt that the recruitment and retention of drivers will be an ongoing issue, but wage rates, driver conditions, job recognition, equipment and productivity plus team building have all significant effects on the overall job satisfaction of the professional driver. Finally, two simple old fashioned items, which are manners and common sense by other road users, would make the life of the HGV driver so much easier and safer. Text: Donal Dempsey – donal@fleet.ie
Addressing the Truck Driver Crisis
Be Compliant, Be Confident, Be Connected
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Barry Daly, SHEQ Manager & DGSA South Coast Logistics FTA Ireland is a representative trade association for the freight distribution logistics and passenger sector. Through representation and the provision of the highest standards of advice, services and training, our aim is to be the most admired and influential transport and logistics membership trade association in Ireland.
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Volume 20 AUTUMN 2021 Editorial: Jarlath Sweeney – editor@fleet.ie
NEW IRIzAR IE TRUCk -
shaPE of ThINGs To ComE!
30 September - 2 October 2021 Harrogate Convention Centre
