What with it being such a strange year – one that could not have been envisaged to have been so dramatic at the start, we now come to its end. I thought it best to recap what has been covered this year so far.
We started at the beginning by identifying what fleet training is. It is training full licence holders that work for an organisation that has any number of vehicles, owned, leased or rented, for the purpose of their business activities. Any DVSA-registered ADI is able to train in the fleet market; you do not have to be on the DVSA fleet register, but many companies insist that you are for their insurance purposes. These companies usually ask for the highest industry cover for public liability and professional indemnity insurances.
Fleet training is all to do with ‘risk’. It is a risk assessment of competence to handle the equipment supplied by an organisation which is integral to the running of that business. We tend to deal with the risk on the road. This has been borne out of legislation, which, in turn, has been produced through historical mis-management and the accidents that have taken place. There is only one real outcome to preventing these accidents, and that is education, so we assess and try to fix it through training.
The phenomenon ‘subjective norm’ is a common factor that a fleet trainer has to deal with. It is where a habitual action takes place that could cause risk to the driver or damage to the vehicle being driven. The driving task is completed in the same way despite the dangers because there has been nothing to conflict with that processing method, and is therefore benchmarked as the norm and therefore, safe.
To highlight the problem the trainer might need to do a demonstration drive and so knowledge of the vehicle and its technology is necessary in order to show the high level of competence expected from a professional ADI.
We also covered protection of the organisation in the form of driving licence checks. A lot of companies will carry out licence checks with a third party provider, but many of the smaller ones do not and so you will need to check the driving licence to be assured that the person you are taking on the road is supposed to be going on the road. There is a very handy little guide that should be in the toolkit of all trainers called the INS57P. It can be downloaded here and it contains how to check a driving licence and gives all the restriction codes on the rear of a licence.
Training in the business environment could be for many reasons, such as post crash development, vehicle upgrade, general driver development or fuel efficiency and so can be quite varied. You could be involved in vehicle familiarisation which requires you to know all about the vehicle, including its technology and you would be expected to be able to explain how this works.
The best way of doing this, if the company cannot give you prior access to a vehicle manual, is to go to a showroom and find out about it all there.
You must ensure that the bare minimum of training you deliver meets ‘reasonably practicable’ in terms of cost to the business and infrastructure that would have to be altered or procured to carry it out. In an investigation into any situation that produced a court case, the court would look at the amount of resource set aside for the training to take place. The budget must be reasonable for the size of the company, without pulling the company into debt.
It is most likely that you will have to write a report about the day’s activity. This can be done as a report template supplied by the organisation which is filled in on site and handed in before you leave, or you may have to write a full report and send it within five working days.
You must ensure that it reads well. Some organisations will insist that the report is written to the candidate and others will want it written to the transport manager or human resources. The thing is, a badly written report usually spells a badly organised trainer. If you get your processes right by discovering the objectives that the organisation wants met, then managing the session and risk, agreeing about the weaknesses with the candidate, and also managing the teaching and learning strategies, then your report will flow.
The report must have an introduction of the candidate and a summary of the initial driving assessment. This reveals the weaknesses and strengths and helps the candidate to agree on what should become the training objectives. These objectives must be dealt with but other habits will probably surface which can cause damage to the vehicle or could be a less safe way of maintaining control. These usually come to light when the candidate has settled in to the session.
In your report you should always give a remedy to any faults. This reinforces the discussions and the learning that already took place in the session and acts as a reminder for the candidate, or organisation to refer to later. The summary of the report should reveal the risk rating that the candidate is, with respect to the policy for Occupational Safety and Health, in relation to the management of Work Related Risk. This is what the organisation’s motor insurance company needs to know. There should also be recommendations of additional training if it is required, and some organisations will ask you to put a rating on the report which is a key as to how long the candidate should go before being reassessed in the future. This is not as common as it once was, what with cutbacks to training budgets and many organisations will only engage trainers for post crash training – probably a bit short-sighted.
Source: ADI News
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