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Driver Coaching and Discipline
This webcast will cover ...
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Driver Coaching,
Driver Discipline,
Mennel Milling’s Program, and
Question & Answer
Moderator
Dr. Gary Petty, President & CEO, National Private
Truck Council
Panelists
Tom Moore, CTP, Vice President of Education,
National Private Truck Council
Tom Bray, Sr. Editor – Transportation Management,
J. J. Keller & Associates, Inc.
Gary Strausbaugh, CTP, Vice President
Transportation, Mennel Milling Co
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Dr. Gary Petty
President & CEO
National Private Truck Council
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Introduction
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Driver Coaching – Tom Moore
Driver Discipline – Tom Bray
Mennel Milling’s Program – Gary Strausbaugh
Housekeeping issues:
Gary Petty
National Private
Truck Council
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Disclaimers
• The content in this webcast is intended for
Gary Petty
information purposes only and should not be
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construed as providing legal advice.
Truck Council
• This is an introductory course and is intended
to highlight critical safety and compliance topics. Time
constraints limit our ability to go in depth.
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Tom Moore, CTP
Vice President of Education
National Private Truck Council
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Looming Driver Shortage
Tom Moore
National Private
Truck Council
Source: FTR Associates
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How do Coaching and
Discipline Fit In?
• Establishing effective, fair and responsible policies
Tom Moore
and objectives
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• Hiring the right team members
Truck Council
• Communicating meaningful information
• Training to assist participants in acquiring knowledge, skills,
and competencies
• Assisting an individual, through a process of attaining a desired
behavior
• Holding people accountable
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Keys to Effective Coaching
1) Build the relationship
2) Develop understanding of individual’s impact on
the team and organization
3) Provide assessment
4) Challenge thinking and assumptions
5) Support, encourage and empower
6) Drive results and continuous improvement
7) Make the time and show discipline
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Tom Moore
National Private
Truck Council
Steps in the Process
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Identify deviation from policy/objectives
Tom Moore
Determine the root cause
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Isolate all human performance factors
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Identify human performance factors that are behavioral
Identify behaviors you want to change
Communicate effectively
Monitor behavior
Reinforce desired behavior/Correct undesirable behavior
Recalibrate
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Communicate Effectively
• Educate and inform
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Ride-alongs
Posters
Payroll stuffers
Cab decals
• Develop appropriate training
• Listen
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Tom Moore
National Private
Truck Council
Monitor Behavior
• Direct observation
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Ride-along/behind
Driver Monitoring/Customers
Third party contractor
Other employees
• Indicators
 Accidents
 Brake applications
• Technology
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Tom Moore
National Private
Truck Council
Reinforce Desired Behavior
• What gets rewarded, gets done
• Negative reinforcement
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People performing to avoid punishment
You will get the minimum as a response
Doesn’t guarantee the desired behavior
Negative consequences never solve a problem
Use an adult/adult relationship
Training
Discussion/Feedback
Seek commitment
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Tom Moore
National Private
Truck Council
Recalibrate
• Go back and make sure the original problem
Tom Moore
is gone
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Truck Council
• Be cautious, making sure you didn’t create
a new issue somewhere else
• Continue to reinforce desired behavior FOREVER
• Find another problem
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Tom Bray
Sr. Editor, Transportation Management
J. J. Keller & Associates, Inc.
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Individual Responsibility
• Accountability – to customer, to transportation team,
to company, to family
• Lack of Accountability can cause:
Tom Bray
J. J. Keller &
Associates, Inc.
 confusion and lower team performance
 inconsistency and liability exposure
• Building accountability requires consistency across all
communication touch points—ethics statements, job
description, interview, mobile communication, periodic reviews,
and coaching
• While individual employee is ultimately responsible for their
actions, team is responsible for providing the resources to
help achieve the desired result
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Consistency and Legal
Exposure
• Legal Liabilities:
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Discrimination
Defamation of Character
Wrongful Discharge
Exposure of liability to your company and yourself
Negligent retention (punitive damages)
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Tom Bray
J. J. Keller &
Associates, Inc.
Considerations in Advance of
Disciplinary Action
• Did the employee understand the rule or policy that
Tom Bray
was violated?
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• Was the employee aware that violation of the rule or
Associates, Inc.
policy could lead to discipline?
• Was the rule or policy violated necessary for orderly operation
of the organization?
• Is there strong evidence the employee violated the rule or
policy?
• Is the planned disciplinary action reasonable when seriousness
of the offense, employee’s record and past company history are
considered?
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Managing Disciplinary Action
• Be objective
Tom Bray
• Make every effort to insure the associate retains
J. J. Keller &
their dignity
Associates, Inc.
• Address the behavior not the associate
• Use discipline to correct problem behavior not as
punishment
• Use specific facts and observations when documenting
• Make sure the associate understands the difference between
actual and desired performance
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Progressive Discipline
• Rule of Three
 Ask
 Tell
 Hold Accountable
• Make sure your discipline policy is consistent with driver
agreements
• Written record of all conversations
• Examples of progressive discipline
 Written Warnings
 Time off w/o pay
 Termination
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Tom Bray
J. J. Keller &
Associates, Inc.
Tom Bray
J. J. Keller &
Associates, Inc.
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Preparing for Disciplinary
Action
• Analyze your findings
• Review your notes and documentation
• Make sure the proposed discipline is consistent with
similar past disciplinary actions
• Review the planned intervention with HR
• Schedule a time to meet with the employee
• Always have another team leader present
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Tom Bray
J. J. Keller &
Associates, Inc.
Conducting a Disciplinary
Action
• Describe the specific issue
Tom Bray
• Give the employee a chance to respond
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• Identify the correct policy, procedure, or performance
Associates, Inc.
issue
• Be clear in explaining your expectations and the specific
disciplinary action being taken
• Secure the employee's commitment to address the issue and agree
to a timetable for improved performance through training and
communication
• Document the meeting and obtain a signature of all parties present
• Ensure the employee, their manager and HR receives a copy of the
meeting documentation
• Stick to the plan and follow up
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Gary Strausbaugh, CTP
Vice President Transportation
Mennel Milling Co.
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Mennel Milling Fleet Operations
• Fleet stats:
 64 Power Units
 147 Trailers
 59 CDL Drivers
• Founded in 1886, Mennel Milling Co.
is a manufacturer and supplier of
premium soft, spring and hard wheat
flour to the baking industry.
• MMC Transport, Inc. is the private
fleet and manages the supply chain
including distribution from 5
flour mills and 11 grain elevators to clients
throughout North America.
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Gary Strausbaugh
Mennel Milling Co.
Start Coaching Day One
• Expectations of the new hire
 Customer service representative--not a truck driver
 Job description review
 Mennel Milling Company principle: Quality, Service,
Reliability
• Driver Manual review
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90-day probation period
Safety statement
Driver point system
Company rules
Most common violations
Three year experience record (coaching
and intervention at each meeting)
 Written reprimand
 Suspensions
 Termination
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Gary Strausbaugh
Mennel Milling Co.
Example of Having
Specific Rules
1. Rendering assistance
a) Stop at accident scenes only in the absence of authorities and
other assistance.
Gary Strausbaugh
Mennel Milling Co.
2. Parking
a) Park so that other vehicles can get out.
b) Do not block driveways, fire hydrants, or park in “no-parking” zones.
c) Do not park alongside interstates or highways. Park only in designated
parking areas of rest areas, truck stops, etc.
d) Avoid parking on steep grades. If it is necessary to do so, be sure to properly
chock the wheels.
3. Stopping
a) Do not stop close behind another vehicle at stop signs or red lights.
b) Make safe gradual stops, give drivers behind you adequate warning.
c) Avoid sudden stops by driving defensively.
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Driver Point System
Policy Violation
Points
Overload (gross vehicle weight only)
2
Speeding up to 16 mph over posted speed limit
2
All other violations
2
Unauthorized passengers
2
At-fault property damage occurring on company or customer
premises
2
Seat belt violations
2
First at-fault accident
3
Speeding 16 mph or more over the speed limit
4
Reckless operation
4
Second at-fault accident
4
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Gary Strausbaugh
Mennel Milling Co.
Progressive Discipline
Number of Points
Penalties
2 points
Written reprimand
3 points
Written reprimand
4 points
Written reprimand
6 points
3-workday layoff
8 points
6-workday layoff
10 points
8-workday layoff
Over 10 points
Subject to termination
6 points speeding
Subject to termination
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Gary Strausbaugh
Mennel Milling Co.
Violations Resulting in
Termination
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Fatal at-fault accident
Drug or alcohol violation
Failure to give consent for drug or alcohol testing
Failure to stop after an accident
Fleeing or eluding an officer of the law
Felony resulting from operation of a motor vehicle
Repeat violations of DOT regulations
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Gary Strausbaugh
Mennel Milling Co.
Accidents
• Reporting
 “Accident” definition
 Reporting procedures
 Preventable and non-preventable accidents
• Safety committee
Gary Strausbaugh
Mennel Milling Co.
 Fleet safety manager plus 1-2 drivers depending on location
 Driver peer committee to investigate accidents/incidents
 Review infractions and disciplinary measures
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On the Job Coaching
• Two weeks riding with driver trainer
• Bulk drivers
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Gary Strausbaugh
Mennel Milling Co.
Pneumatic trailer unloading
Customer protocols
Food security
Good Manufacturing Practices - handling food grade products
Customer-specific food security systems
• Van and flat-bed drivers
 Good Manufacturing Practices - handling food grade products
 Review tie down requirements of flat beds
 Review bracing and supporting requirements of vans
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Using Technology as a
Coaching Tool
• Immediate feedback
• Review “Green Yellow Red” Report (GYR) monthly
(reward opportunity)
• E-log exception reports
• Call driver at destination
• Computer-based individual driver training
Gary Strausbaugh
Mennel Milling Co.
 Work at own pace
 Set goals each quarter for drivers to complete certain modules
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GYR Report Example
Gary Strausbaugh
Mennel Milling Co.
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Peer-to-Peer Coaching
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On the job
Experienced drivers helping new drivers
Encouragement from mentors/driver trainer
Safety committee
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Gary Strausbaugh
Mennel Milling Co.
Investigate accidents
Review other infractions and discipline as issued by management
Driver discipline appeals
Drivers asked to present driver actions and accident results at driver
meetings as a method of coaching other drivers
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Group Coaching
• Driver presentation at quarterly safety meeting
Gary Strausbaugh
describing issues leading up to and cause of an
Mennel Milling Co.
accident
• Review at driver meetings of different sections of the driver
manual
• OEM coaching on newer engines, technologies
• Question and answer sessions at driver meetings
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Key Learnings
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Be honest and complete in addressing inquiries
Gary Strausbaugh
Keep promises and agreements
Mennel Milling Co.
Protect confidential or sensitive information
Make sure coaches: know the business and the job, know the
person in the job, communicate and listen effectively, and are
disciplined and inspire self-discipline in our drivers
• Look for opportunities to reward and recognize drivers
• Build an “Ethic of Care” and focus on positive behaviors
• Practice the 3 Rs. Be Respectful, Resourceful and Reflective.
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Question & Answer
Gary Petty
National Private
Truck Council
Tom Moore
National Private
Truck Council
Tom Bray
J. J. Keller &
Associates, Inc.
Gary Strausbaugh
Mennel Milling Co.
Please submit questions to “Q&A”
using the Q&A tool
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Closing Remarks
• Checkout the archive of past topics
 http://www.jjkeller.com/nptcinfo
 PowerPoint slides and Recording up in 1 week
• Topics for 2012:
Gary Petty
National Private
Truck Council
 March 7 – Preparing for CSA Interventions: Warning Letters, Focused
Inspections, Cooperative Safety Plans, the “Safety Management
Cycle” and more!
 May 9 – Roadside Inspections
 July 11 – Improving Fleet Productivity Through Quality and Lean
Initiatives
 October 3 – Effective Safety Training Programs
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