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How to Recruit & Select
by Ruth Pott
Director of Employment Affairs
Road Haulage Association
Important Note: this paper aims to provide accurate, authoritative information and comment on the subject it covers. The
Road Haulage Association Ltd cannot accept liability for any civil or legal action taken by or against any user of the Paper.
November 2008.
How to … Recruit and Select
Introduction
The nature of drivers work is quite unique - it is a skilled occupation that requires expensive
training, assumes a great deal of responsibility in being in charge of an expensive vehicle, often
with a valuable load, with heavy road safety obligations. It usually needs a high level of customer
service skill to deal with very demanding service quality expectations, delivery dates and times.
The job enjoys a high level of autonomy with little direct supervision.
There are a number of key issues now facing the industry, including a critical and worsening
shortage of LGV drivers, which will be exacerbated by further regulation and restriction of drivers
working time. Recruitment is difficult in areas of the country where unemployment is low and
driver shortages now exist beyond the UK borders. The increasing level of technology in transport
and logistics management requires higher levels of skill and competence than in the past with
large numbers of workers, including managers having little or no experience of training at this
level or in recruiting and retaining graduates. The sector has a poor image with the public and
potential employees. The age profile of the driving workforce is heavily skewed towards the older
driver.
Recent surveys confirm that with the drivers market of virtually full employment, effective
recruitment and selection have never been so important to create an effective workforce and
reduce labour turnover and thereby reduce costs. Induction is also crucial because it can
reinforce a persons satisfaction following appointment and also allow the new employee to settle
in more quickly, assist the employee to become fully productive in the shortest possible time,
reduce any unsettling effect on other workers and maintain the enthusiasm of the newcomer.
Successful recruitment can also reduce the likelihood of having difficulty with high staff turnover,
absenteeism, low morale, ineffective management and supervision, dismissals, minimise use of
agency drivers and increasingly, unfair/constructive dismissal or discrimination complaints as
there are more than 15 employment Acts to consider in the recruitment and selection processes.
Legal requirements in recruitment
Individuals who consider that they have been discriminated against in recruitment and selection,
or refused employment on the grounds of their race, sex, age, sexual orientation, religion or
belief, disability, or membership or non-membership of a trade union may make a claim to an
employment tribunal, with the potential of unlimited financial compensation being awarded to
them. Employers found guilty of discrimination, apart from the award of money to the individual
which can be considerable (six figures in recent high profile cases) employers can be compelled
to take other courses of action to reduce or stop the effect of discrimination.
The main Acts that affect recruitment in the UK are:
Rehabilitation of Offenders Act 1974 - where a person has been convicted and served a sentence
he or she may be deemed to have rehabilitated after an appropriate period without re-offending
and must then be treated as if the offence had never been committed and the candidate does not
have to reveal any such sentence to a prospective employer (there are some exemptions
although these generally do not apply in transport). Individuals can now provide statements from
the Criminal Records Bureau which will identify unspent convictions.
Sex Discrimination Act 1975 (SDA) - makes it generally unlawful for any employer to discriminate
directly or indirectly against women (or men) on grounds of sex or being married. Direct
discrimination is where any employer treats an employee (or potential employee) on the grounds
of sex less favourably than he or she would treat a member of the opposite sex. For example not interviewing or appointing a woman as a driver because it is felt that because of her sex she
would not fit it in or be physically capable of the demands of the job. There are some limited
exceptions to the regulations although these would not generally apply in road transport.
Indirect discrimination can occur where an employer applies a recruitment requirement or
condition equally to men and women but a considerably smaller proportion of women than men
can comply with it and it cannot be justified as necessary for the job eg insisting on unnecessary
height requirements, requiring a person to be willing to work evenings when this is not
operationally necessary or automatically refusing training or promotion to part-timers if most parttime jobs are done by women but most full timers are men (this would contravene part time
workers regulations as well);
Race Relations Act 1976 (RRA) generally makes it unlawful for an employer to discriminate
directly or indirectly against anyone on 'racial' grounds, meaning colour, race, or ethnic or national
origin. Direct discrimination is where a person is treated less favourably on racial grounds eg not
considering job applicants from a particular racial group because it is felt that they might not fit in
or might be unreliable or be subject to racial harassment at work eg verbal abuse. Again there are
some limited exemptions. Indirect discrimination can occur when an employer applies a
requirement or condition equally to all, but a considerably smaller proportion of people from one
racial group than of other racial groups can comply with it and it cannot be justified as necessary
for the job. Examples would include recruiting by word of mouth from friends or relatives of
employees, as this could break the law if it excludes members of a racial group (as the Ford
Motor Company found to its cost some years ago).
Fair Employment Act 1989: additionally, employers in Northern Ireland must not discriminate
against candidates on religious grounds, most specifically because of being Catholic or
Protestant.
Trade Union Reform and Employment Rights Act 1993: employers must not discriminate against
membership, or non-membership, of a trade union.
Disability Discrimination Act 1995: employers are required to make reasonable adjustments to
working conditions or a workplace where that will help to overcome the practical effects of a
persons disability. Advice should be taken on what 'reasonable' adjustments may mean, as it
often depends on the size and resources available to a company. The small employer exemption
threshold was removed completely in October 2004. Conditions including cancer and HIV/Aids
are now classified as disabilities from the point of diagnosis. Many disabilities would preclude
drivers from obtaining or retaining their vocational entitlement.
Employers are obliged to make “reasonable” adjustments for disabled employees, and the
reasonableness of adjustment is often determined by the size and resources of the company
concerned – how much an alteration will improve the situation for the disabled employee or
applicant, how easy it is to make the change, the cost of the measure both financially and in
terms of the disruption it will cause, the employers resources and the financial help or other
assistance that may be available. Examples of adjustment include altering premises eg to allow
disabled access, allocate some duties to another person, transfer the person to fill an existing
vacancy, alter working hours, transfer the person to another place of work, allow absences during
working hours for rehabilitation, assessment or treatment, supply additional training, provide
supervision and so on.
Employment Rights Act 1996 - women and men must receive equal pay for like work, work which
is broadly similar, work related as equal under a job evaluation scheme and work of equal value;
Asylum and Immigration Act 1996 - makes it illegal for employers to employ workers who do not
have the right to work in the UK.
Data Protection Act 1998 - The Data Protection Code covers recruitment and selection.
Employers should only request and process data that is relevant and necessary; individuals
responding to advertisements should know the name of the organisation to whom they are
providing their details and how the information will be used, applicants will have the opportunity to
make representations on discrepancies on any information provided by third parties eg
references; shortlisting will have to be objective and fair, and applicants notified if any automated
shortlisting systems is to be used and the collection of “sensitive personal data” will be subject to
particular rules and scrutiny and consent. The other parts of the Code include Employment
Records (collecting, storing, disclosing and deleting records), Monitoring at Work (monitoring use
of telephone, email systems and vehicles) and Medical Information (occupational health, medical
testing and genetic screening).
Part-Time Workers and Fixed Term Workers Regulations - these two sets of regulations allow
those who are on part time or fixed term or temporary contracts to be entitled to the (pro rata)
same terms and conditions of employment as their full time and/or permanent colleagues.
Young Workers The Young Workers Directive, through the Working Time Regulations, restrict the
hours for those working under the age of 18 years: weekly hours will be limited to 40, the
maximum working day will be 8 hours. Night work will be restricted to between 10pm and 6am (or
11pm to 7am).
Employment Equality (Sexual Orientation) Regulations 2003 outlaws discrimination on grounds of
sexual orientation. The new law means that it will be unlawful to deny lesbian, gay, bisexual or
hetrosexual people jobs or training because of prejudice and specifically outlaws direct and
indirect discrimination, victimisation and harassment.
Employment Equality (Religion or Belief) Regulations 2003 - outlaws discrimination on grounds of
religion or belief and specifically outlaws direct and indirect discrimination, victimisation and
harassment.
Employment Equality (Age) Regulations 2006 - outlaws discrimination on grounds of age with
implications for recruitment, minimum experience levels, pay structures, pension and retirement
schemes.
Planning for the Future
Even the smallest of companies should plan for and manage its human resources, and have
recruitment systems with stages to be followed as routine whenever there is a vacancy to be
filled, which can be monitored and adapted in the light of experience and such systems should be
efficient – in providing cost effective methods and sources; effective – in producing enough
suitable candidates without excess and ensuring the identification of the best person for the job
and the organisation and fair – in ensuring that right through the process, decisions are made on
merit alone.
A straightforward human resources plan should assess future recruitment needs, formulate
training programmes, devise promotion and career development policies wherever possible ie
allow drivers to be given the opportunity to apply for supervisory or management positions,
anticipate and, wherever possible, avoid redundancy situations, develop a flexible workforce to
meet changing requirements, control staff costs whilst ensuring salaries remain competitive and
assess future requirements for capital equipment, technology and premises.
Best ways of recruiting
This depends largely on the type and size of the company. Small haulage companies may have
cold calling by drivers looking for work, or use the local Job Centre. Care should be taken on
recruiting by word of mouth, from the friends and families of existing employees (although a
recent survey confirmed that friends and family is a successful and effective method of
recruitment particularly if a 'bonus' is made to the existing employee who made the introduction).
Care needs to be taken to ensure that members of one particular sex, age or racial group are not
excluded and the SDA or RRA are not breached if “word of mouth” recruitment is used. Other
methods of recruitment can include adverts in the local paper, notice board on the main gate or
using an agency, with larger companies considering careers services, trade journals, or recently
trained drivers from particular local training providers. For a trainee or junior secretary or
administrative type jobs, local schools and colleges may have a ready supply of individuals about
to look for work. Colleges have a number of women returners completing computing skills
courses who will need work once the course is complete.
A job description can be prepared, particularly for non-driving jobs, which outlines the main duties
and responsibilities of the job-holder and need be no more than just a list:
(Framework for) Job Description
Job Title: Driver
Main Purpose of Job:
Main duties/tasks:
Responsible for:
Responsible to: (reporting relationship)
A person specification can outline the main qualifications, experience and attributes that are
essential or desirable:
(outline) Person Specification
Essential
Desirable
Qualifications eg licence category, ADR
Attainments/competencies (as required)
Previous experience
No of years previous experience
Special aptitudes eg written skills, customer care
Physical abilities if a justifiable requirement for the job and
avoid sex/disability discrimination eg manual handling,
sheeting
Application forms
Application forms have a number of benefits: they make it easier to compare like with like; the
employer can determine what information is included, the information obtained can be used as
the basis for the interview and it can be easier for applicants to complete an application form than
to write a letter. Information on gender or ethnic origin should only be asked if it is to be used as
part of an equal opportunities policy.
Application Form
Position applied for:
Personal Details:
Surname:
Forename(s):
[ Date of Birth:]
Address:
Phone contacts - Home:
Work:
Mobile:
Driving Licence and Entitlements:
What current licence categories do you have:
Please tick:
None □
B□
D□
D1 □
C □
C1 □
C1+E □
C+E □
What endorsements do you have, including previous disqualification(s), or are you awaiting prosecution for any driving
offences. Please give details.
Have you received any other training recently eg ADR Certificate, CPC, First Aid, Fork Lift Truck Operation, Manual
Handling. If yes, please give details and dates when training took place, and expiry dates of any certificates.
Do you have any criminal convictions, not spent under the Rehabilitation of Offenders Act 1974? If yes, please give
details.
Do you aware of any likely prosecution that may affect your employment with this company? If yes, please give details.
Have you been involved with, either directly or indirectly, any investigation or prosecution by the Home Office or HM
Customs and Excise? If yes, please give details.
Please note that all licence and vocational entitlements will be examined and verified with DVLA if offer of employment is
made.
Health:
Are you currently in good health?
Yes/No
If no please give details
How many days sickness absence have you had in last two years?
Please give details.
Are there any disabilities which may affect your application or employment? Yes/no. If yes please give details including
any adjustments that may need to be made by the company
References:
Please provide names and addresses of two referees, one of which should be your current or most recent employer.
Referees should not be members of your family. Referees will not be contacted without your permission.
Name:
Name:
Occupation:
Occupation:
Address:
Address:
Telephone Number:
Telephone Number:
Education:
Schools attended from age 11
Approximate Dates
From
To
Examinations – subjects and grades
Further education, college or training
From
Examinations – subjects and grades
To
Employment Record - use extra paper if necessary
Date
From/to
Name & address of
Employer.
Position held
Current/last salary
Main duties &
Responsibilities
Reason(s) for leaving
General and Declaration
If you are offered this position, do you intend working in any other capacity, including non-transport related work and paid
voluntary work eg retained fire fighter or Territorial Army? If yes, please give details.
In order to comply with the provisions of the Immigration and Asylum Act 1997, all successful applicants will be required to
provide their birth certificate, passport and/or or Home Office registration document in order to ensure eligibility to work in
the UK.
I confirm that the information given on this form is true and complete. I accept that any false statement or deliberate
omission may result in this application being rejected, or if employed, I may be dismissed.
Signed:
Date:
Interviews
Good interviewing is not easy and managers should ideally have some training in interviewing
skills. The objective of the interview is to get an accurate picture of the candidate and so be able
to decide whether he or she fits the job. Ideally this should be achieved while the interviewee is
relaxed. The following suggestions may be helpful; start by deciding what information you need
from the applicant and base the interview on this; try to put the candidate at ease - a cup of tea or
coffee can help; give some background information on the company and the job; start asking
questions on subjects familiar to the candidate; use open ended questions that cannot be
answered by 'yes' or 'no' responses; avoid interruptions; allow time for questions, make sure the
candidate is familiar with the terms and conditions of employment; including any trial period which
is applicable and that you will require references and tell the candidate when to expect the
outcome of the interview.
Where drivers are being interviewed it is useful to find out what kinds of vehicles they have
driven, which companies they have worked for in the past, why have they left various
jobs/employers, what type of work have they done, can they work nights/weekends, how many
accidents have they had in say the last 2 years and so on. It is also useful to test their working
knowledge on drivers hours and tachograph rules by asking appropriate questions. It is sensible
at this stage to take copies of driving licences and vocational entitlement.
Where time permits, it is useful to show the candidate around the premises, and to meet one or
two of the staff. This approach can often reveal the 'real' personality of an individual as they will
usually be more relaxed this and can indicate to the candidate the professional and thorough way
staff are appointed.
Immediately after the interview, any notes should be written up reflecting the views of the
interviewer (subject to Data Protection Act requirements). Candidate should be told as soon as
possible whether or not they have been successful. For the successful candidate(s) the next step
is to plan for their arrival.
Employers are obliged to check the entitlement to work in the UK of every worker they
plan to employ - regardless of their race, ethnic or national origin, colour or nationality.
Failure to do this and if found to be employing someone who is found to be an illegal
worker, employers may face a civil penalty, an unlimited fine and/or a criminal conviction if
are found to be knowingly employing an illegal migrant worker.
References
References, whether written or telephone, can provide useful information on potential employees.
Many transport operators are more relaxed about giving information over the telephone than in
writing and the seeker can often deduce quite a lot about the individual through the manner of the
referee.
However, for a reference, telephoned or written, to be of real value, it is important to do some
preparation before making contact with the referee including confirming basic information about
the candidate eg length of service, satisfactoriness as an employee (sickness/accident records
timekeeping, disciplinary record) relationships with colleagues and customers, why the
employment ended, any doubts about the relevance of the candidates experience in some
elements of the job and so on. It can also be useful to ask the company if they would reemploy
the candidate. Whilst there is no legal obligation to provide a reference, care must be taken to
ensure the information provided is accurate and not malicious or negligent in any way.
Reference Check – Telephone Questionnaire
Prospective Employees Name:
Position:
Previous Employers Name and Address:
Name of Person Contacted:
Their Position:
Telephone Number:
Explain who you are, giving your company’s name and details. Confirm that any information given will be kept confidential
[although under some circumstances may be subject to disclosure under the Data Protection Act 1998] and that the
individual has given their permission to take up references.
1.
Name of person applying for position or offered employment:
2.
Position applied for/offered:
3.
Dates of employment given are from
4.
What was this person employed as and what were their main duties and responsibilities:
5.
to
Yes/no
What was this person’s leaving salary? Basic pay (week/month):
Usual overtime:
Bonus/commission/other payment:
6.
How many days sickness absence has this individual had in the last two years?
7.
For International Drivers only – has this person been investigated or prosecuted by HM Customs & Excise or the
Home Office?
What is your assessment of their:
Excellent
Accident and safety record
Honesty
Reliability
Time keeping
Relationships with customers
Relationships with staff
Sobriety
Ability to work without supervision
Attendance
General performance including disciplinary record
Would you reemploy this individual?
If no, why?
Yes/no
Thank you for answering these questions, we very much appreciate your co-operation.
Questionnaire completed by:
Date:
Good
Poor
Immigration requirements
Since 1997, it has been a criminal offence to employ a person without immigration authorisation
to work in the UK.
Employers are obliged to check the entitlement to work in the UK of every worker they
plan to employ - regardless of their race, ethnic or national origin, colour or nationality.
Failure to do this and if found to be employing someone who is found to be an illegal
worker, employers may face a civil penalty, an unlimited fine and/or a criminal conviction if
are found to be knowingly employing an illegal migrant worker.
Employing Nationals from the EEA
Nationals from European Economic Area (EEA) (Austria*, Greece*, Netherlands*, Belgium*,
Iceland, Norway, Denmark*, Ireland*, Portugal*, Finland*, Italy*, Spain*, France*, Liechtenstein,
Sweden*, Germany*, Luxembourg*, UK* - those marked with stars are also members of the EU.)
countries can enter and work in the UK without restriction, and this also applies to their immediate
family members. Employers should not, however, employ any individual on the basis of his or her
claim to be a national from an EEA country, as this puts the employer at risk of employing
someone illegally if this claim is false. Employers should ask nationals from all EEA countries to
produce a document showing their nationality. This will usually be either a national passport or
national identity card. Some nationals from EEA countries may also be able to produce a
residence permit issued by the Home Office that confirms their right to reside and work here.
Since 2002, nationals from Switzerland have also had the same free movement and employment
rights as existing EEA nationals.
States joining the EU
In 2004, a further ten countries joined the European Union and also become part of the EEA.
Those countries are: Cyprus, Latvia, Slovakia, Czech Republic, Lithuania, Slovenia, Estonia,
Malta, Hungary and Poland. Nationals from all ten of these countries are free to come and work in
the United Kingdom, and the Government has not placed any restrictions on the type of work they
can do. The Government has set up a new Workers Registration Scheme, which will monitor the
impact on the UK labour market of workers from these countries. Employers will need to make
sure that if a person from one of these eight countries starts working after 1 May 2004, that they
register with the Home Office. Employers who are already employing a national from one of these
countries legally, prior to 1 May 2004, then they will not be required to register. Nationals from
Cyprus or Malta do not need to be registered. Nationals from Romania and Bulgaria do not have
the right to work in the UK.
Employing New Member State Workers
Employers will need to carry out the following procedures when taking on a new worker from one
of the eight new European Union member states.
1. Employers must check that the potential employee is actually a national from one of these
eight countries to avoid committing an offence under the Asylum regulations. This can be
done by checking and copying the relevant passport, national identity card or Application
Registration Card issued to an asylum seeker who is permitted to work in the UK.
Alternatively, a document such as those with a National Insurance number on eg P45, P60 or
NI Card can be used as proof of right to work if presented with one of the following further
documents: birth certificate issued in the UK which includes names of the holders parents,
letter or document issued by Home Office confirming the individual has the right to stay and
work in the UK and there are other documents that can be used.
2
As soon as the employee begins work, the employer should advise them that they are
required to register immediately with the Home Office. The employer must provide the
worker with a copy of their contract of employment, which must be sent with the completed
application form to the Home Office. The employer must keep a copy of the application.
Under new regulations employers will be required to check they have registered within one
month of the employee starting work.
3
Employers must retain a copy of the registration certificate. If the registration process has
been successful, the Home Office will send the employee a registration certificate, and the
employer will also be provided with a copy of this. If the worker fails to register with the Home
Office within the first month of employment, and employment continues, the employer may
be guilty of committing a criminal offence and if convicted, the maximum penalty an employer
will face is £5000. All EU nationals employed in the UK will be subject to the same UK tax
and National Insurance legislation as any other employee. The Home Office Employers
Helpline is 0845 010 6677.
Driving licences, including vocational entitlement, issued in any of the States joining the EU will
be valid in the UK.
These measures are being introduced in order to make it harder for people who do not have
permission to work in the United Kingdom to obtain work by using forged or false documents; to
make it easier for employers to ensure that they employ people who are legally permitted to work
in the United Kingdom; to strengthen the Government’s controls on tackling illegal working by
making it easier for the United Kingdom Immigration Service to take action against employers
who deliberately use illegal labour.
Preventing Illegal Working
Section 8 of the Asylum and Immigration Act 1996 makes it an offence to employ someone, aged
16 or over, who has no right to work in the UK, or no right to do the work being offered. It gives
employers a statutory defence against prosecution for employing an illegal worker.
Employers can get this by checking and copying certain original documents belonging to the
employee. The Act obliges employers to ensure that their recruitment practices do not
discriminate against individuals on racial grounds. From 1 May 2004, the main changes to the Act
will be to the type of documents required to check and copy to obtain the statutory defence from
prosecution under section 8. Under the changes, employers will be able to establish the defence
for potential employees by checking and copying one of the original documents deemed
appropriate, which include relevant passports and application Registration Cards issued by the
Home Office to asylum seekers who are entitled to work in the UK. Employers will need to ask
potential employees to provide the relevant documents and the employer is required to satisfy
himself that the potential employee is the rightful holder of any of the documents they present.
Employers must carry out the following reasonable steps when checking all of the documents
presented to by a potential employee: check any photographs, where available, and date of birth
to ensure that they are consistent with the appearance of the potential employee; check that the
expiry dates have not passed; check any UK Government stamps or endorsements to see if the
potential employee is able to do the type of work being offered; if the potential employee gives
two documents with different names, the employer should ask them for a further document such
as marriage or divorce certificate or deed poll, to explain the reason for this. A copy needs to be
taken and kept of all the relevant documents.
Single documents to be produced include passport showing the holder is a British citizen or has a
right of abode in the UK; a document showing that the holder is a national of the EEA or
Switzerland – eg passport or national ID card; a residence permit issued by the Home Office to a
national from the EEA or Switzerland; a passport or other document issued by the Home Office
which has an endorsement stating that the holder has a current right of residence in the UK as
the family member of a national from a EEA country or Switzerland who is resident in the UK; a
passport or other travel document endorsed to show that the holder can stay indefinitely in the UK
or have no time limit on their stay or an endorsement allowing entry to the UK and indicating the
holder can work if they do not have a work permit or an Application Registration Card issued by
the Home Office to an asylum seeker stating that the holder is permitted to take employment.
Alternatively, a document with a permanent National Insurance Number such as P45, P60 or NI
card and a full birth certificate issued in the UK with the names of the holders parents, or a
certificate of registration or naturalisation stating that the holder is a British citizen, or a letter or
Immigration Status Document from the Home Office to the holder that indicates that the holder
can stay indefinitely in the UK or has no time limit on their stay, or letter or Immigration Status
document from the Home Office indicating the holder can stay in the UK and is permitted to do
the type of work an employer is offering. Or, a work permit presented with a passport, letter
issued by the Home Office, or other relevant travel document endorsed to show that the holder is
able to stay in the UK and take up the employment in question.
Any employer found to discriminate on racial grounds rather than their inability to provide to
relevant documents proving their right to work in the UK may be contravening the Race Relations
Act 1976 and end up in an employment tribunal. The best way to avoid such discrimination is to
treat all job applicants in the same way. Weblink: www.ind.homeoffice.gov.uk/
A UK/EC driving licence does not give automatic right or entitlement to work in the UK. Employers
should check with the Home Office to ascertain an individuals eligibility to work in the UK if they
are not certain.
Customs Requirements for International Drivers
As vehicle impounding and heavy fines for smuggling immigrants and contraband have become
such a problem for international operators, employers need to take additional steps to ensure that
drivers they employ have not been accused or prosecuted for smuggling before. Measures would
include:
•
•
•
•
•
•
get drivers to complete a written application form (for new entrants to the company)
check dates of employment are continuous, examine any gaps in employment
take up reference from last employer (or employers if there has been more than one in
the last 12 months)
provide references upon request for former employees. References should be accurate,
and not malicious or negligent. The individual who is the subject of a reference does not
have the automatic right to see what is written about them but may gain access to a
reference through an employment tribunal in an unfair dismissal claim or in seeking
written reasons for their dismissal. Telephone references can be made or given. Advice
should be taken when providing a reference for a "problem" employee.
As part of the interview, ask drivers whether they have had any difficulties with Customs,
Home Office or the police in the UK or other European authorities in relation to their work
and record the response from the individual.
As part of the written terms and conditions given to new and existing drivers, they must
be explicitly advised that they must adhere to the Guidelines provided by Customs on the
amounts of duty paid goods that can be brought into the UK for personal consumption,
regardless of the legality of the Guidelines being provided, until this issue is resolved.
Drivers must be warned in writing that their failure to adhere to the Guidelines and/or they
are found to be exceeding the Guidelines, and/or the vehicle they are driving is seized,
then the driver will face dismissal on grounds of gross misconduct
•
If using an agency driver, the agency should supply written confirmation to the employer
that the driver has not had any previous investigations or prosecutions by HM Customs or
the Home Office and conversely, if the driver is subsequently found to have (allegedly)
smuggled illegal immigrants or contraband, the agency should be notified.
What is induction?
The purpose of the induction period, whether over a few hours or few days, is to help the new
employee settle down quickly into the job by becoming familiar with the people, the surroundings,
the company and where appropriate, the industry. It is important not only to give a recruit a good
impression on the first day of work but also to have a systematic induction programme, spread
out over a number of days, to cover all the ground in the shortest effective time. Employers are
advised to monitor the operation of any induction plan to ensure that it is being followed by
managers and supervisors.
What should be included in the induction programme?
The overall programme can be quite informal and often depends on the size of the organisation.
In the smallest of companies it should include details of how and when the individual will be paid,
process the P45, explain the contents of the staff handbook and contract of employment,
standards of the business in terms of appearance, how to behave with customers, cleaning of
company vehicles, methods of work, what are the company rules, health and safety rules, where
are the toilets, rest and first aid facilities, how can holiday be booked, how is sickness reported,
issue uniform/security pass/mobile phone if required, how will staff be updated on company policy
changes eg notice boards etc.
It is not just new employees who need induction. If a member of staff moves from one section to
another eg from driving to warehouse or from traffic to driving, they may need to be reminded or
advised of rules and different procedures in different jobs or sections, and other employees such
as school leavers, women returning to work, disabled employees or management trainees and
younger workers may need particular attention.
Sample Induction Checklist (add to/delete as appropriate)
Name of Employee:
Position:
Date started:
Done by
Reception
Met by
Paperwork eg P45
NI number
Security – card, passwords
Introduction to Company
Who’s who
History and background
Products/services/markets
Future plans/development
Terms and Conditions
Contract issued
Hours, breaks explained
Method of payment
Holidays
Clocking on
Trial period
Notice periods
Sickness provisions
Maternity/parental leave
Adoption/paternity leave
Pension provisions
Equal Opp’s & Training
Equal Opportunities policy
Training provision & policy
Appraisal
Promotion opportunities
Bullying/harassment
Other/Miscellaneous
Date
Done by
Staff Relations
Union membership
Other representation
Employee communications
Grievance/discipline
Appeals Procedure
Works rules
Smoking policy
General Behaviour
Uniform/dress code
Break facilities
Toilets/lockers
Telephone calls/mobiles
Health and Safety
Protective equipment
Risk assessment
Preventative measures
Emergency procedures
Awareness of hazards
Alcohol/drugs policy
Clear gangways, exits
Pregnant workers
Location of exits
Dangerous substances
Forklifts
Reporting of accidents
First aid
Personal hygiene
Manual handling
Safe working procedures
eg sheeting, loading
Date
Managing staff turnover
Where staff turnover is high, or changes, within the organisation generally, or within a particular
section or category of job, reasons for the turnover should be assessed and analysed. Perhaps
the pay is no longer competitive, or local employers are offering better conditions of employment
and benefits; perhaps the working conditions are not good, or the vehicle are not up to date;
perhaps working relationships between management and workers are not good or have
deteriorated or quality training is provided elsewhere; perhaps individuals do not feel valued and
believe the grass is greener elsewhere. This information can be gained by asking recently
resigned and ex-employees why they are leaving and what could the company have done or do
to encourage them to change their mind.
Why train?
Considerable amounts of training do actually take place in the road transport industry already,
although it is fair to say most of it is because of legislation eg licence acquisition and upgrade,
Certificate of Professional Competence, ADR and so on. The benefits of training are proven, and
most companies can demonstrate one or many of the following benefits: reduced accidents rates
and vehicle damage; subsequent reduced insurance premiums; improved motivation, efficiency
and morale of workers; improved fuel performance; improved customer care etc. Increasingly,
enforcement authorities and employment tribunals review training that an individual or company
has undertaken when investigating accidents or considering employment claims and insurers
want to know what training has been provided to minimise health and safety risks. However,
training is not usually cheap – either in direct training costs, or the indirect costs when the
individual is away from their normal job. Employers can be deterred from investing in their staff for
fear of the individual being “poached” although training agreements can minimise this likelihood.
Sample training agreements are available from the RHA.
Funding Training
There are a number of sources of funding that can be utilised by employers to fund or part fund
driver training. Skills for Logistics can advise on current initiatives www.skillsforlogistics.org
JobCentre – Jobcentres may be able to assist funding the training of unemployed individuals to
the C+E licence standard, prior to offering the individual for work placement and ultimately full
time and permanent employment.
Ex Services Personnel: free services are provided for employers seeking to employ ex service
personnel, and many such personnel are eligible for MoD Resettlement Scheme funding. See
www.ctp.org.uk.
Sourcing New Entrants
Road transport still has a reputation for being “white, male and full-time” and clearly attitudes do
need change and employers need to consider alternative sources of labour and ways of working.
Although ethnic minorities are not immediately attracted to driving commercial goods vehicles,
they are attracted to driving buses and underground trains in London, so could be encouraged to
consider the goods industry. Women are greatly under represented as the work force still has the
perception of being a masculine job. The reality is that the technology and lifting equipment
means that physical strength is not always required. Although the notion of “flexible working” is a
practice yet to be utilised in road transport, the introduction of working time restrictions in 2005
may see an increased use of part time drivers to plug the gaps, and this may be attractive to
some women – either as returners or as new entrants eg work 2 full days per work rather than 5.
Increasingly, employers are retaining recently retired drivers, or recent retirees from other sectors
of industry and using them as part time or full time drivers. Pilot projects are being undertaken to
train ex-offenders as commercial vehicle drivers and participating employers are finding this a
worthwhile project to secure new staff.
The Future
Driver CPC Training – from September 2009, the Driver CPC will introduce a stringent, statutory
training regime culminating in extensive training for new LGV drivers, (syllabus includes technical
characteristics of vehicles, prevention of accidents, respect for other road users, professional
manoeuvres, protecting the environment, social regulations, ergonomic principles and adopting a
healthy lifestyle) including detailed examinations, and 5 days compulsory training every 5 years
for existing drivers.
The likely effect of the Driver CPC is better qualified drivers who can actually do the driving job
immediately after passing their test but the downside is the academic ability required to pass the
examinations and the length of time and direct cost of the training and exams will deter large
numbers of individuals from pursuing the training, unless they are sponsored by employers.
Conclusion
Recruiting people with the right skills and qualities is essential for any organisation if it is to
maintain and improve efficiency and having selected the best candidate for the job it needs to
ensure the new recruit is successfully integrated into the organisation through a well planned
induction programme. Employers need to keep abreast of and manage the changes in legislation
and working practices that working time, vocational and digital tachographs directives will impose
on their organisations.
References and Further Reading
Skills Dialogue: Listening to Employers – An Assessment of Skill Needs in Transport: a
comprehensive summary from employers of skills requirements in the transport sector is available
from the MacKinnon Partnership on 0208 537 3240 or Research House, Fraser Road, Perivale,
Middlesex. UB6 7AQ
IDS/RHA Pay and Benefits Survey is an annual survey of pay, conditions and labour market
changes. Published November annually and is – available upon payment of a fee, from IDS on
020 7250 3434 or 77 Bastwick Street, London, EC1V 3TT. A summary is available at
www.rha.net.
Lex Report: available from 0845 650 2225 or www.lextransfleet.co.uk
www.skillsforlogistics.org
Other RHA Booklets
Other booklets in the “How to manage …” series are available from
r.pott@rha.net and include:
www.rha.net or from