Telematics is becoming more and more relevant to companies, yet staff resistance can hinder their implementation.
There’s often a solid business case for telematics, but at the same time employees can see it as the devil. Accusations of acting like Big Brother are all too common when a company decides to buy into the technology, regardless of whether it’s for the right reasons.
Getting staff to accept such a move and see the benefits can be a tentative task, but it’s not impossible. According to Giles Margerison, sales director at TomTom Business Solutions, drivers are naturally wary of systems when they’re first introduced, but the best way around that is simply to talk to them.
“Traditionally, there has been a degree of scepticism among staff towards any attempt by an employer to introduce telematics. A lot of this is rooted in the kind of scaremongering that painted telematics systems as ‘Big Brother’,” he says.
“Ultimately, the manner in which telematics is received by drivers depends almost entirely upon the way it is announced and communicated by management. If the system is introduced without consultation or notice, it is inevitable drivers will view it as a threat rather than a tool that can make their working lives much easier.
“However, if a company announces its intentions in a timely fashion, explains the objectives it hopes to achieve and clearly outlines the potential benefits, scepticism will be significantly reduced.”
There isn’t a one-size-fits-all solution for selling the benefits of a telematics scheme to drivers, but there are a few tried and tested methods. The best way to approach it varies depending on your outfit and what the vehicle is used for.
Andrew Smith, managing director of Cobra, explains: “From an LCV perspective, it’s all about sharing with the driver that the vehicle is a business tool and the company is committed to improving efficiencies on all elements of its use from route scheduling to fuel use. Greater efficiency. improves productivity and reduces cost so the business stays competitive in these very tough market conditions.”
It’s a different and arguably easier sell for company car drivers, though, as they may well be able to gain directly from some of the improvements that a telematics system brings as well as from the indirect benefits that are on offer.
Smith continues: “For company car drivers it is all about highlighting the benefits to them and the business. ‘Pay how you drive’ insurance could automatically deliver lower premiums for those company drivers who drive sensibly, and ‘pay as you drive’ means fleets only pay for the mileage their drivers undertake, which could be relevant for lower-mileage users.
“Simply looking at changing the focus of their company car driver insurance from car-based to driver-based will not only be an effective way for fleets to reduce costs, but improve road safety, helping employees become more conscientious drivers and helping employers meet duty of care requirements.”
If you’re still worried about a staff backlash then it’s worth going the extra mile before the system comes into force. Being as clear as you can as early as you can with employees is always the best way forward, and having things in writing is worthwhile too, but Margerison reckons it can be within a business’s interests to go further.
“Identify champions among your workforce to accentuate the benefits of the technology to colleagues and, if necessary, involve relevant union representation in the exposition process to ensure staff know their interests are being kept firmly in mind.”
He continues: “Drivers must be given a clear understanding of the potential impact telematics can have on a company’s bottom line. If a business is able to save 20% on fuel costs, for example, this is pure bottom-line profit – money which may otherwise need to be recovered through a dramatic increase in sales.
“Much of the cost in fleet businesses comes from fuel and people, so if a business is able to save in one area it could mean more will be left in the pot for the others. Drivers will be more inclined to acknowledge the need for telematics if the savings achieved help to safeguard their job or salary prospects.”
Feel the force?
Finally, it makes sense to adopt a carrot rather than stick approach with telematics. Don’t make drivers feel forced into it – go for a positive approach from the outset and you’re far more likely to see results that benefit everyone involved.
“If employees are given encouragement they will often be keen to tell their colleagues, but if they are given negative feedback they will usually keep it to themselves,” says Margerison.
“By creating a culture of positive reinforcement, the good guys will give their fellow drivers something to aspire to and it can create an atmosphere of healthy competition.
“Schemes designed to improve driving style, incorporating KPIs and performance benchmarks, could be incentivised to provide drivers with even greater encouragement to buy into the technology. The drivers with the best mpg might be periodically rewarded with cash, shopping vouchers or even just an award acknowledging their efforts.”
