Post on 31-Aug-2018
transcript
Session Objectives
• Interactive discussion
• Changing positions
• The first day
• 30, 60, 90 days
• 6 months
• 1 year
Why Change Positions?
• Promotion or limited internal opportunities
• Career growth/professional development
• Challenge/opportunity
• Job security/stability
• Commute
• Retirement
• Climate/geography
• And of course, salary
Before You Decide to Make a Move
• Have a plan
– Doesn’t have to be specific
• Network
– Develop contacts
• Research possible options
– Know where you want to work before applying
• Consider a specialty or specific skill set
– Alternative fuels, carsharing, telematics, grants, etc.
• Certifications are a plus (start now)
Your First Day• Helpful things to know in advance
– Dress code, logistics and location/s
– Internal candidates for position
– Organization chart
– Major challenges/opportunities
– Major initiatives/organizational objectives
– Timelines
– Financial structure
– Customers
Your First Day
• Follow the lead of your boss
• All staff meeting/introduction
• Be prepared for a brief speech
– Don’t focus too much on yourself
– Show you know about the organization
– Acknowledge supervisors
– Open door policy
• Bring doughnuts
First Week• Establish staff meeting schedules
• Establish weekly reporting criteria
• Gather data
– Hardcopy records
– Reports
– Institutional knowledge
• Meet with supervisors
• Meet with major customers (PD, FD, PW, Refuse, etc.)
• Be visible, establish a presence, explore
• Arrive early/leave late
Things to Watch Out For• Validate data
– Understand what is being reported
– Confirm report parameters
– Use your instincts
– Garbage in, garbage out
• Trust but verify verbal history
– Not everyone remembers things the same way
– There may be agendas
• Introducing institutional change is difficult
30 Days• Make no major changes except for safety/loss exposure
• Learn systems (Financial, FIS, GPS, fueling, etc.)
• Implement twice a year “data dump” report
• Learn processes– Equipment disposal, acquisition (vehicles and supplies), fuel
• Establish baselines for items such as:– Budget
– Fuel
– Fleet utilization
– Downtime/availability
– PM compliance
– Technician productivity
• Identify and evaluate “works in progress”
• Set internal and external goals, especially 12 month
The Twice a Year Data Dump• Designed to enable most data requests
– Unit basic data- year, make, model, VIN, license plate
– Odometer/hour meter reading
– Fuel type/s
– Vehicle class and other sort criteria
– GVW
– Special equipment- GPS, PM trap, etc.
– Acquisition cost
– Assigned department/user
• Should be done every six months to enable fiscal and calendar year cycles
• Creates historical snap shot
60 Days• One on One staff interviews, top to bottom
• Customer/user group meeting
• Distribute customer surveys
• Identify organizational priorities
• Commence a longer term project
• Don’t be afraid to assign/delegate in order to evaluate staff capabilities
• Keep an eye on slower moving issues– Fiscal year end (inventory, budget, AP, etc.)
– Equipment replacement cycle/funding
– Contract management
The One on One Interview• All staff members
• 15 – 20 minutes
• Two way discussion
• Keep a record– Contact info/family
– Hobbies/interests
– Goals
– Work history/skills
– Education/training/certifications
– What is good and not so good about organization?
– What is one thing you would change?
90 Days
• Conduct SWOT analysis
• Identify policy deficiencies
• Initiate staff morale/team building event
• Quarterly analyses feasible
• Compare to historical data and project out
• Separate lines of business if possible– Assigned Vehicles
– Rentals
– Fuel
– PM shop
• The goal is to be able to compare expenses to revenue
Leveraging Resources
• Your boss
• Your supervisors
• Your staff
• Your customers
• Previous fleet manager
• Peers and colleagues
• Professional organizations
• Internet forums/social media
6 Months• Develop business plan
• Compare quarterly analyses
• Implement process changes
• Implement policy updates and revisions
• Implement changes necessary to enable to accurate reporting on– Volume
– Expense
– Revenue
– Utilization
• Staff progress reports/development plans
Tips• Maintain a project folder (Outlook and/or
hardcopy)
• Create a follow-up folder and review weekly
• Record accomplishments as they occur
• Schedule recurring activities on calendar
• There is nothing wrong with daily meetings if required
• Praise staff when they do well
• Don’t be shy about sharing successes
One Year• Evaluate accomplishment of 12 month goals
• Perform another SWOT analysis
• Re-distribute customer surveys
• Benchmark against other similar fleets
• Create Fleet status report, analysis, or presentation
– Hardcopy or Powerpoint
– Proactive vs. reactive
• Participate in recognition programs such as Leading Fleets
Summary• Prepare well in advance before making a
career move
• Have a plan and know where you want to go
• Be visible, approachable, and humble when entering an organization
• Gather data, observe, and evaluate
• In first 6 months only make major changes where risk to health or property exists
• Engage customers and staff early on