This paper aims to reveal that, in an industry where new‐driver retention has been seen as “too difficult”, First UK Bus Division took the strategic decision to tackle the issue.
The paper describes how the company, with the help of a learning and development business, researched the causes, designed an approach to resolve them, piloted the approach and measured the impact.
The paper details how the company has significantly reduced the turnover of new drivers, increased first‐time pass rates in the passenger‐carrying vehicle (PCV) test, improved internal communications, reduced bureaucracy and built a more clearly defined career structure.
The paper reveals that the new induction process has saved the business more than £1 million in recruitment and training costs.
The paper points out the wide‐ranging organizational benefits that can result from a proper induction process.
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