Building Workforce Buy-In for New Fleet Technology
Today’s utility fleet professionals are no strangers to the challenges of successfully integrating new technologies into their workflows – including achieving employee buy-in.
As Ross Jackson Jr., CAFM, fleet superintendent for the City of Fayetteville, Arkansas, emphasized in a recent interview with UFP, “Technology is always going to change, but how it’s introduced makes a big difference in whether people accept it or resist it.”
Jackson has learned this firsthand. In 2021, the City of Fayetteville began working with Samsara (www.samsara.com), using the company’s technology to track street-sweeper operations.
“We started this [collaboration] to map the location of areas they swept throughout the city, obtaining updated mileage and hour readings from our equipment to forecast preventive maintenance better,” Jackson explained. He said the city’s approach has resulted in notable improvements across fleet operations.
By 2022, the City of Fayetteville had signed a master contract with Samsara. They have since expanded the technology to over-the-road and off-road fleet assets, enhancing GPS tracking and diagnostic capabilities. This has facilitated a move toward digital vehicle inspection reports that can “now be performed on an app within a driver’s phone or tablet, significantly increasing efficiency,” according to Jackson.
Implementation Benefits
Real-time data is a critical benefit of many advanced fleet technology integrations. For example, the City of Fayetteville takes advantage of Samsara’s power-takeoff tracking feature for accurate monitoring of equipment use. “PTO tracking has allowed us to use this information as verification of work/services performed and the location where they were performed,” Jackson shared.
Additionally, real-time tracking has had considerable implications in terms of the city’s operational efficiency and accountability. Jackson said that in a single week in January 2025, crews recorded 1,224 miles of snow removal; this was also the city’s smoothest snow removal effort to date. By employing a connected operations dashboard, the fleet team was able to efficiently dispatch vehicles, monitor road conditions and respond to emergency services requests.
Addressing Employee Feedback
As with nearly any new technology integration, the City of Fayetteville did encounter challenges. Jackson recalled some initial resistance from personnel during the tech rollout period: “The concerns came from multiple angles, including cost, privacy and how the technology would be used day to day.”
Clear, consistent, respectful communication can ease fears and reassure users. Jackson underscored the importance of presenting straightforward data and logical reasons for adopting new technologies.
“We showed actual costs, claims history, downtime and insurance impacts to justify the financial benefits of the technology,” he said.
Managing Change
The process of securing employee buy-in for new technology, however, should begin well in advance of its integration into company assets – and success largely hinges on management’s approach.
Jackson believes it is key to “be upfront, involve people early and explain the ‘why’ before the technology ever shows up in a vehicle. When employees don’t understand the purpose, fear fills the gap.”
Employee inclusion fosters a sense of ownership and accountability. Jackson recommended that fleet managers first work with their fleet teams before extending invitations to other user groups or departments. Collaboration typically encourages workers to ask questions and voice concerns, supporting a smooth deployment.
Creating a Supportive Environment
Continuous training, feedback and adjustments aid staff members in comfortably adapting to new technology.
“Change is easier when it’s treated as a process, not an event,” Jackson said.
Transparency about new technology’s benefits and how the company will use any data derived from it can also boost employee acceptance. To make abstract benefits more relatable, fleet managers should consider showcasing real-life examples of improved safety and operational efficiency. Employee buy-in becomes more likely, Jackson said, “when the benefits are relevant to the people doing the work.”
Once new tech is fully integrated, fleet managers will also want to regularly ask employees about their user experience. According to Jackson, “Over time, that consistency helps create a culture where new technology is viewed as a normal part of improving safety and operations, rather than something to be feared.”
Moreover, continuous dialogue with frontline workers could result in innovative practices that improve fleet and overall company operations.
“There have been instances after using the [Samsara] product for a while where our telematics questions challenged even our provider,” Jackson noted. “That’s where the improvements for our organizational needs come from.”
About the Author: Grace Suizo has been covering the automotive fleet industry since 2007. She spent six years as an editor for five fleet publications and has written more than 100 articles geared toward both commercial and public sector fleets.