Study Links Driver Job-Hopping To Safety Performance
A history of job-hopping may be a sign that a truck driver is prone to accidents, according to a study commissioned by the Federal Motor Carrier Safety Administration.
There is a significant relationship between a driver's job change rate and accident involvement, the study found. A driver who has averaged more than two jobs a year for two years or more should get a close look during hiring, the authors said.
The study, performed by TransAnalytics, Kulpsville, Pa., was intended to see whether accident rates in the long-haul over-the-road sector can be linked to driver turnover. The conclusion is based on data from the Motor Carrier Management Information System, a review of why drivers change jobs and on case studies with drivers, companies, insurers and industry associations.
The study underscores what is already well understood about driver turnover. "Churning," as it is called, places a heavy burden on recruiters. "It has been reported that there is such a demand for truck drivers that some recruiters will hire unqualified drivers, if the alternative is having trucks sit idle in their lots," the authors say.
It also is well understood that drivers respond positively to management attempts to provide a career path, a sense of achievement and recognition for good performance. Key factors in keeping drivers on the rolls are steadiness of work, pay and benefits, support, respect and home time.
"While all these efforts are time-consuming and expensive, in the long run they are more cost effective than having to recruit and hire again."
The study found that the most progressive companies are now offering the opportunity for career advancement as part of their driver training programs. Positions in management or sales, as well as accident investigation and driver training are the typical avenues among these companies. The more progressive training programs also offer counsel on lifestyle and the challenges of being on the road, as well as the standard fare of technical and safety issues.
A key factor in reducing driver turnover is the responsiveness of dispatchers to driver concerns, the study found. The authors encourage companies to be sure that their dispatchers do not have too many drivers, and that they are trained in human relations.
"There is strong evidence of a link between the economic and scheduling pressure on drivers and crashes and violations of the hours of service regulations," the authors say.
The study found a strong link between driver incentive programs and safety. "Companies surveyed said that since their safety incentive programs were initiated, the incidence of insurance claims, workers' compensation claims, and crashes have been reduced by 65%."
It found that effective incentive programs include these elements:
• Managerial vigor.
• Rewarding "the bottom line."
• Attractiveness of the award.
• Progressive safety credits.
• Simple rules.
• Perceived equity and attainability.
• Short incubation period.
• Stimulating peer pressure toward safe conduct.
• Involving the family.
• Employee participation in program design.
• Prevention of accident under-reporting.
• Rewarding multiple levels of the organization.
• Supplementing rewards with safety training.
• Maximizing net savings versus maximizing cost-benefit.
When asked what makes a "good" trucking company, drivers provided consistent responses. They said what counts is the quality and quantity of safety and training; the level of respect for and compliance with regulations; clean facilities; and recognition of safe drivers.
Insurers, who often play active roles in company safety programs, agreed that employment screening and internal safety auditing should be based on all accidents, not just DOT-reportable accidents. They also underscored the link between safety and financial stability - the most stable companies are the safest.
The study is available on the FMCSA web site: www.fmcsa.dot.gov.
—Oliver B. Patton
Washington Editor
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