Bus Industry Driver Survey

In 2003, bus drivers from 5 companies participated in a national psychometric survey. This study will become the benchmark for establishing the personality and attitudinal qualities of what makes a good driver. The following pages document the results of the survey and its benefits to organisations in the development and recruitment of drivers. The Apollonean Institute P/L in collaboration with Bacchus Management Systems P/L conducted the study. The resulting Driver Profile is a sound insight into the psychometric profile of today's bus drivers. The bus driver's norms have been benchmarked against norms of over 1,000 other people in the general workforce. Additional information is available at http://www.apollonean.com.au

Using the Apollo Profiler, an organisation will be able to use a ‘model of excellence' to manage the development of drivers, and as a suitability test for recruiting new drivers. A good organisational culture, high productivity and morale are critical in any organisation, especially for those in the public eye. After all happy staff makes happy customers. The Apollo Profiler can help organisations identify areas requiring attention in their staff or departments. The following analysis is testimony to how psychometric testing can be a very valuable tool in producing a happy work culture with a high retention of good staff.

If you would like to discuss the results of this study, please contact the Apollonean Institute on 07-3396 1337, or email an enquiry about our Driver Development Program to driverprofiler@bacchus.com.au.

PERSONALITY AND ATTITUDINAL STUDY
NATIONAL SURVEY RESULTS

An initiative of
Bacchus Management Systems P/L
and
The Apollonean Institute

	The group surveyed demonstrated scores appropriate for successful job performance.
	The group norms/scores are possibly outside the most desirable range for successful performance, and should be regarded as being of some concern.
	The group norms/scores are significantly at variance with the most desirable score, and are likely to be of high concern regarding employee satisfaction, morale, commitment and retention.

Career Drivers
Achievement	Below Average	Need for results not focused
Remuneration	Above Average	Money is very important
Ambition	Below Average	Low ambition, possibly morale
Independence	Below Average	Not independent, likely to follow rules
Recognition	Above Average	Less need to be recognised
Summary of all Career Drives		Most of the above factors are likely to have been shaped by the culture and organization environment. Some issues of concern for recruiting and improving commitment to career.
CONFLICT MANAGEMENT STYLE
Assertive	Below Average	Not strongly argumentative
Competitive	Average	Sensibly verbally competitive
Collaborative	Above Average	Likely to give others a fair go
Compromising	Above Average	Very willing to make compromises
Summary of Conflict Management Style		Quite a “soft” style for dealing with conflict, very appropriate for dealing with passengers
COPING
Security	Above Average	Relatively high needs for job security
Responsibility	Below Average	Some reluctance to accept responsibilities
Stress Resilience	Below Average	Considerable signs of undesirable stress levels
Sensitivity	Above Average	Many seem a bit “touchy” for some reasons
Summary of Coping		Some things in the environment or cultures are the most likely causes of these significant concerns.
PEOPLE ORIENTATION
Agreeable	Above Average	Generally have a strong need to be liked and to get on well with others
Teamwork	Average	Generally willing to be team players
Extraversion	Tendency to be introspective	Many may be a bit quiet, not strong communicators
Intimacy	Average	Quite willing to befriend others
Summary of People Orientation		Basically “good blokes” profile, may be a bit low on communications
POWER AND INFLUENCE
Persuasive	Above Average	Unusually high score indicates willingness to explain things, some “showmanship”?
Directive	Average	Willing to take and give orders/instruction
Summary of Power and Influence		Generally effective giving others instruction, and to enjoy explaining things to passengers/others at work.
PROBLEM SOLVING
Innovation	Below Average	Little desire to be innovative or accept change
Decisive	Below Average	Bit slow making decisions
Proactive	Average	Generally think before acting
Analysing	Above Average	More analytical than most for some reason
Summary of Problem Solving		Likely to be conservative, slow to change, potentially good at problem solving, but may have more points than a porcupine, find reasons not to change!
VALUES
Altruism	Average	Generally sensibly caring people
Trust	Average	Prefer a trustworthy workplace
Loyalty	Average	Want company loyalty, will return loyalty if given
Conforming	Below Average	Some tendency to be too expedient
Summary of Values		Overall “normal” values, which is good, but some trend towards some people being too willing to be too self-interested, “stirrers”.
WORKPLACE MANAGEMENT
Conscientious	Above Average	Very “conchy”, likely to prefer structure and knowing boundaries
Detail	Above Average	Generally gives attention to detail
Self Organization	Above Average	Fairly strongly self organised
Summary of Workplace Management		Clearly the qualities of attention to detail and high self organisation are appropriate to the tasks drivers face. Again, the preference for structure and boundaries is likely to contribute to being slow to adapt to change.

Overall Summary

Essentially most bus drivers are likely to be “good blokes”, with quite strong social needs, meaning that they are likely to be friendly together at work, and generally friendly towards the public/passengers. They are also unlikely to be ambitious, possibly through few perceived promotional prospects, and exert peer pressure against those who break ranks or don't comply with their group-think.

However the pressures of the job, which seem to be sourced from some workplace issues likely to be operating in the bus industry such as cultural /organisational /historic/ unionism/ low pay may cause aggravation, and boiling over towards management and clients/passengers. It is likely that the industry has, over time, shaped some of the less desirable characteristics.

Costs to the industry may include lack of commitment, resistance to change, poor upwards feedback, low morale, higher absenteeism, lost productivity, and sub-optimum retention of good people.

Additionally it is a simple and relatively inexpensive exercise to map your bus drivers against the models developed, to ascertain your own specific organisation and individual development needs.