Fleet Management 2035: The Skills Needed for Future Success

Over the last decade, numerous industry changes and challenges – think vehicle electrification, navigating a global pandemic and the growth of data-based decision-making – have all but forced fleet managers to develop new skills.

As we consider the next 10 years, what talents will utility fleet managers of the future need to successfully overcome obstacles and make the most of new opportunities?

UFP recently spoke with Matt Gilliland, director of operations support and business continuity for Nebraska Public Power District, and Christopher Barnes, senior manager of fleet for Baltimore Gas and Electric, to get their perspective.

Tech Savviness
Dashcam, route optimization and asset tracking technologies have been widely embraced by the fleet industry. Both Barnes and Gilliland agreed that there’s more to come, so keeping pace with the latest technology will be a major factor in future fleet success.

According to Barnes, embracing advancements in telematics and camera technology will be essential for fleet responsiveness and uptime. “It’s important to use the proper tools to get in front of maintenance problems versus being reactive. The tech is emerging and providing not only safety information but better vehicle diagnostics. The less downtime a fleet can experience, the more crews will remain on the road providing superb service to our customers.”

Gilliland emphasized the need for greater understanding of data science, artificial intelligence and machine automation. “Technology is advancing rapidly; machines and computers will be used more and more to analyze data such as maintenance activities, costs, breakdowns and so on, while numerous functions will start to be automated. Fleet managers will need to be versed in cybersecurity, machine learning, computer and algorithm programming, and – as always – the ability to understand, communicate with and lead experts in these fields. Coursework in computers, systems, programming and machine automation have some value to help with the language barriers, especially for emerging leaders.”

Alt-Fuel Agility
Gilliland also said that knowing how to manage electric vehicles will be a requirement for future fleet managers: “While the trend toward EVs has slowed, these technologies are undoubtedly going to be part of the mix in the future.”

Barnes pointed to two electrification challenges utility fleet managers will want to be prepared for: selecting the appropriate EVs to add to the fleet based on their applications and navigating the impacts of widespread electrification on the utility industry.

“In some instances, a [battery-electric vehicle] might be appropriate if an employee can come to the office or service center and sit on a Level 2 charger all day,” he said. “A [plug-in hybrid electric vehicle] might be more appropriate for someone who reports directly to a jobsite. It’s up to fleet managers to bust the myths around electrification and further innovations.”

Fleet managers will also need to strike a balance between adapting to emerging trends and maintaining operational readiness, Barnes advised. “The demands on our electric system continue to rise, and our electric and gas crews will rely more and more on reliable assets to reach the jobsite. New technologies will require solid change and application management to seamlessly integrate into the business.”

Forward-thinking fleet managers recognize that the next decade will push them to look beyond electrification to emerging engine types and power sources.

“Hydrogen power is next on the horizon and provides a solid and environmentally sound alternative to electrification,” Barnes said. “During the next 10 years, that technology will take hold and become a viable alternative to ICE and electric vehicles.”

People Management
Employees are a constant in fleet. This fact won’t change in the foreseeable future – which means there will be a continued need for fleet professionals with excellent people-management skills.

For example, Gilliland said that tomorrow’s fleet managers will be charged with leading much more functionally diverse teams. “There will be technicians just like today but also computer experts like programmers and analysts. For leaders already in the management role, learning to be a leader without the subject matter expertise will be an important skill. In other words, hiring the best and brightest, retaining them and trusting them.”

Another skill expected to stay in demand is the ability to successfully manage generational differences among employees. According to Gilliland, “It’s common for technological advancements to be accompanied by youthful expertise. Managers need to focus upon – and become experts about – generational differences because it will be critical for them to understand the working habits, communication preferences and teamwork attributes of multiple generations.”

Continued Professional Development
Identifying the ideal skills future fleet managers should possess is one part of this process. The second part is determining how managers can develop these skills. In their interviews, both Barnes and Gilliland emphasized professional development, hands-on learning opportunities and networking with industry peers.

“Post-grad degrees are great and provide a solid framework, but nothing substitutes getting one’s hands dirty and understanding the business,” Barnes said. “NAFA [Fleet Management Association] is a superb resource for learning one’s craft and furthering their knowledge base. Conferences are also great sources of learning and provide great networking and resources on the latest innovations.”

Gilliland added local community colleges, continuing education credits and company training programs to the list of learning opportunities, with this caveat: “No amount of schooling or training can replace the interactions and conversations that occur through the mutual exchange of the ‘school of hard knocks.’ So much ‘tuition’ has been paid by members of our industry as they learn, grow and adapt – the best thing to do is leverage those learnings.”

About the Author: Shelley Mika is the owner of Mika Ink, an Omaha, Nebraska-based branding and marketing communications agency. She has been writing about the fleet industry since 2006.