Andrew Railz, Manager Fleet Services, Bundaberg Regional Council, explains why fleet managers should learn from each other and keep in contact with staff who leave for higher-paid jobs.
What are the biggest challenges fleet managers face on a regular basis today?
Keeping up with technology is a big challenge, both with the machinery itself and with the training for the tradespeople. The declining residual values of fleet vehicles and the retention of mechanics in general are also big issues.
The declining residual values are affecting the bottom line of the organisation and making renewals that bit more difficult. With the competition from the mines, retaining staff can be tough. We have regulatory requirements to keep our fleet maintained to a certain level, so, without the proper staff, that can be very difficult. Unfortunately, the mines pay two, sometimes three, times more than what we’re paying.
How can the industry address these challenges?
Training of apprentices in house can lead to retaining them for between two and four years. However, instead looking at staff leaving as a total negative, we can keep it in a positive light as well. Keep their contact details, because often staff go to the mines for two to three years and then want to come back to settle down for a more stable life. If you keep in contact with them and are positive about the move, chances are they’ll come back.
What do you think fleet managers across the country are doing really well?
Fleet management, as a profession, has not really been recognised as much as it should have in years gone by. There has been a fair bit of effort by the fleet community as a whole to promote it as a recognised profession. I see a lot of people who are very active in this area, holding more conferences and networking events.
What are some areas that fleet managers can improve on?
Personal development is one area. In my experience, a lot fleet managers come from a trade background and perhaps don’t have formal training in areas such as budgeting. So, there can always be more done to improve skills in areas that are very important to running a fleet.
What courses would you recommend to help fleet managers in their personal and professional development?
For starters, the IPWEA Fleet Management Certificate. There are also a couple of university subjects now available, one at Swinburne University in Melbourne and the other at Central Queensland University. Attending fleet seminars such as the twice yearly IPWEA workshops and conferences, and networking with your peers are also very valuable.
You can learn a lot from your peers. I came into this position five years ago and I was reasonably green. I had learnt the theory side of the job at university, but didn’t have the experience in the practical side, even with a trade background. But I’m grateful to people like Dean Gutteridge from Gold Coast City Council, Michael Borg from Rockhampton Regional Council and Steve Colliver from Dubbo City Council. They helped me put it all together. They were very open with their knowledge.