More motor vehicle crashes are related to behaviors than a lack of knowledge. The specific behaviors can be related to management actions or inactions or behaviors more closely related to drivers. We have four main objectives in this paper:

  1. to provide an understanding of the challenges of managing performance systematically,

  2. to explore the gaining of actionable insights from telematics data,

  3. to discuss examples of how some telematics events are positive, and

  4. to share our root-cause analysis thought process for influencing behaviors of high aggressive-event rate drivers.

Elements of a Well-performing Fleet Program

There are multiple sources of information on program elements that should be part of a motor vehicle safety program or policy. Some program elements have stronger relationships with lower crash rates than other elements. Program length and complexity will vary, but the following elements have been identified when we (Liberty Mutual Insurance) have conducted benchmark and best practice studies. The six program elements are:

  1. Select drivers based on their history and ability to perform the job.

  2. Establish and communicate expectations on how jobs should be performed.

  3. Monitor performance against the expectations.

  4. Identify systemic barriers to expected performance.

  5. Adjust systems to support performance expected.

  6. Document actions, policies and expectations.

Telematics should not be expected to make up for inadequate driver selection or management that has not developed and communicated expectations for driver and organizational performance. When part of a comprehensive fleet safety strategy, telematics can help reduce the risk of crashes related to aggressive driving.

Performance in Organizations

Behavioral choices people make are influenced by complex situational interactions. If an activity can be named, a system needed for it to occur can be described. These systems have inputs that affect interactions between the physical environments, capabilities of people that use them, and motivational factors that influence what the people actually do.

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