Performance management process for Sand and aggregate businesses: rewarding care of load, truck and customer
Drivers paid per trip tend to hurry, and sales staff paid on orders tend to oversell. A review process that also values load care, timekeeping and customer feedback steers behaviour better.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsWhy performance management process matters in sand and aggregate businesses
In a sand and aggregate business, performance is usually judged by trips and tonnage. Drivers who complete the most trips are praised, and those who stop to check the load are seen as slow. Dealers who book the most orders win, even if the buyer pays late. The result is overloaded trucks, repair bills and bad debts that appear weeks later.
A fairer process lists what matters for each role: for drivers, trips, safe driving, load care and customer feedback; for yard hands, accuracy and safe stacking; for sales staff, orders, collections and repeat customers. Each month a supervisor reviews a short sheet with the person and agrees one point to improve.
How to set it up
1. Name three or four measures per role
Use a mix of output and quality. For drivers, trips plus truck condition and customer comments. For salespeople, orders plus collections.
2. Gather evidence from existing records
Use dispatch sheets, repair logs, customer calls and payment records. Do not rely on memory.
3. Hold a short monthly talk
Fifteen minutes with each driver or salesperson. Review the sheet, praise what is good, agree one thing to improve.
4. Tune the pay link
Check that incentives do not reward overloading or speed at the cost of safety. The performance management and incentive design page explains how we approach this.
5. Review the scheme each quarter
Look for behaviour the scheme is encouraging, wanted or not, and change a measure if needed.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask two drivers what they believe the firm rewards most.
- Look at repair costs against trip counts for the busiest drivers.
- Check whether salespeople are paid before or after the customer pays.
- See that each person had a review talk in the last month.
GullyHR can do this with you. Read how we approach performance management process in general, or share your requirements and we will tell you where to start.
Questions owners ask
Not necessarily. Trip pay motivates, but combine it with quality measures such as truck care and customer feedback. Review whether the mix pushes unsafe habits.
Ask regular buyers by phone for a short rating after delivery, or record complaints and praise in a simple log. Share the feedback with the driver in the monthly talk.
Base them on past figures for the area and on collections as well as orders. Review them each quarter and be open about changes.