Top 10 Signs your ‘Telematics’ Project is Failing: Sign 7
Sign #7: You did not lead with a positive launch
This will come as no surprise – people are resistant to change. Change, regardless of the end-result, goes through the SARA process (Shock, Anger, Resistance, Acceptance). Any change in corporate process or policy will be subject to the SARA rule. Why would this initiative be different? Can you imagine that sticking a GPS/Blackbox/Video camera into the employee’s “office” (the vehicle) is going to be seen in anyway positive – if the iniative does not clearly have a benefit to them (#6), and isn’t attached to a positive consequence from the beginning? There are several ways that this can be accomplished. Starting with integration to existing employee benefit programs, the construct of new incentive programs, individual and team competitions. What is clear is that employees want the autonomy to do their jobs well. They want tools that they can use to measure themselves against the corporate policies and goals BEFORE supervisor intervention.
The best employees will compete to continue to be the best. Lesser employees want the chance to be the best. Self-direction and autonomy are the keys to support both of these employee types. How is your in-vehicle project providing the employee tools and technology to achieve self-direction and autonomy, before supervisor intervention?