NAFA Fleet Management Association (NAFA) has announced Bill Schankel, CAE, as its new Chief Executive Officer.>
Schankel has served as NAFA’s Interim CEO since August 2019. He joined the organization in September 2017 as NAFA’s Chief of Staff & Operations.
“NAFA’s Board of Directors conducted an exhaustive search to fill the CEO position, and interviewed many highly-qualified candidates,” said NAFA President Patti Earley, CAFM. “It was our determination that Bill not only exemplified the qualities we were searching for, but also understood the unique challenges of moving our Association forward during times of uncertainty. His commitment to action-based and results-based strategies assures that NAFA will continue to lead the way for the fleet and mobility industry.”
By Maria Neve, Manager, Mercury Associates
Everyone is saying it, and it’s true: we are living in unprecedented times. COVID-19 has upended how we do business and has shown that the existing playbooks are insufficient. The virus has also affirmed some long-held basics of fleet management.
First and foremost, a lifecycle management policy is a must. Every fleet—whether it be commercial or government—should have a plan in place to replace vehicles in a measured and timely fashion.
State and municipal governments find themselves in the unenviable position of being essential to the health and welfare of the population, and also at the mercy of incredible budgetary pressure that is only going to worsen over the short term. All government entities will be looking for ways to cover the shortfall caused by reduced tax revenue.
Then there is the responsibility to be good stewards of taxpayer dollars. One can argue that a well-thought-out and data-driven fleet replacement policy does exactly that. Let’s take a look how:
By Trent Dressen, Director of Sales, SuperVision
Finding great talent, especially in a driver shortage, is a hassle. It takes time and energy to post the job, interview, and hire the right person. Finding ways to retain drivers will minimize that hassle in the future.
1. Convey Your Culture
From the very first communication with a prospective employee, you are conveying your company culture. Think about what your culture says to the drivers you are trying to hire or retain.
Do drivers feel welcomed and valued? Are they included in team celebrations? Or are they cut off from the rest of the company by a “driver window”?
We’re ramping up FMW’s video interviews via Zoom given the times, and are looking to speak with a variety industry experts (and we know that many of you are reading!).
Please feel free to suggest yourself, or someone you know. Any and all timely industry topics will be considered, and we look forward to speaking with you!
Email Ted Roberts to learn more: firstname.lastname@example.org.
Ed Pierce, Fleet Industry Marketer
As mentioned last month, business buyers are altering their spend during the COVID-19 pandemic.
Even before the current crisis, B2B buyers expressed concern about the possibility of a recession this year. Additionally, if a recession occurred, they wanted vendors to be better resources for them. They expected more quality and accurate information about what they are buying and confidence in the decision to buy.
In the throes of the downturn, vendors must recognize that prospects and customers are busy mitigating losses, minimizing layoffs and carefully maintaining their financial footing. It is exactly the wrong time for aggressive marketing and sales. Promotion alone will turn off buyers who face tough decisions about where they need to cut. B2B vendors need to show concern, offer assistance, and offer solutions to the customer’s problems. Sales and revenues take a back seat to problem-solving and relationships.
By Mark Boada, Executive Editor
As deputy director of DeKalb County Georgia’s 3,500-vehicle fleet, Robert Gordon is responsible for all of the county’s emergency vehicles, including police cars, fire trucks and ambulances.
But you could excuse him if he never imagined he would someday be behind the wheel of a county bus, responding directly to an emergency himself.
But that’s what happened last month, when he got a call that 43 homeless people being sheltered by the county in a hotel in Doraville, a suburb of Atlanta, needed to be transferred to another facility.
“The hotel manager had called Doraville’s mayor and asked that they be evacuated because of the risk they might be infected and pass on the COVID-19 virus to the large number of more-vulnerable senior citizens who were staying there,” Gordon says.
By Ed Dubens, CEO/ Founder of eDriving
As countries around the world start discussing lockdown exit plans and businesses adjust to new ways of operating, are you prepared for living and working in a COVID-19 world?
It may feel like longer, but only a few weeks ago organizations around the world started taking drastic measures in response to the global coronavirus pandemic. Now, although day-to-day life for the majority of companies remains significantly affected, for many there is a feeling that we will soon be gradually edging back towards “normality”, but what will the new “normal” look like?
According to The Brookings Institution, up to half of American workers are currently working from home, more than double the number who worked from home (at least occasionally) in 2017-18. And, while some jobs can’t be carried out from home, it is expected that the coronavirus outbreak is “accelerating the trend toward telecommuting, possibly for the long term.”
For organizations with employees who usually drive as part of their jobs, this could result in a lasting reduction in employees regularly driving for work. Of course, while specific “driver” roles cannot be performed from home, and companies with delivery drivers are experiencing unprecedented demand, many organizations could see a proportion of employees reducing travel.