The $10,000 Question: Why Your Drivers Keep Missing Services (And How to Fix It Without Losing Your Mind)
Let's talk about something that probably keeps you awake at night, that growing list of vehicles that are overdue for service, and how to get the drivers of these vehicles into the service centre.
To help get and keep vehicle servicing on track, both managers and drivers need to grasp missing a service really costing you:
Managers/owners:
Higher Service Costs.
Accelerated Wear.
Warranty Void Risk.
Vehicle Resale Value.
Weaker ESG credentials.
Drivers:
Time.
Reputation.
Managers / Owners, What Missing a Service is Costing You
Higher Service Costs
That 45,000 km service becomes a 50,000 km service, and suddenly you’re looking at additional items that weren't in the original scope.
Accelerated Wear
Dirty oil, worn filters, and neglected fluids don't just maintain themselves. Every extra kilometre without service multiplies the wear on expensive components.
Warrant Void Risk
Most manufacturers are pretty strict about service intervals. Miss them significantly, and you might find warranty claims getting rejected just when you need them most. This can get very serious very quickly. Last year we had two vehicles that needed engine replacements costing $10,000 each. Because we had the full (on-time) service history the manufacturer honoured the warranty. Could’ve been a different story if we hadn’t been right on top of the scheduled servicing.
Vehicle Resale Value
Missing a service, and in particular missing a logbook entry, can have a 10-15% impact on resale value. Why? Because regular servicing, and proof of it, provides buyers with more confidence that they’re not buying a lemon. Even better it has been dealership servicing, inspires even more confidence.
Weaker ESG Credentials
How? You may ask. Late vehicle servicing has a significant and measurable impact on carbon emissions, with poorly maintained vehicles contributing substantially more pollution to the environment:
Dirty oil increases friction, making the engine work harder and burn more fuel.
Dirty air filters:
can reduce fuel economy by 10% on older carburettor vehicle, and
can also impact fuel-injected vehicles. Not through immediate fuel economy, more because acceleration performance is affected so drivers may compensate by being more aggressive on the accelerator.
Drivers, What Missing a Service is Costing You
Time
That might seem counterintuitive, because what seems to irk driver’s most is the downtime spent at the service centre. But here’s the thing, if the vehicle isn’t serviced on time than they risk greater downtime through vehicle breakdowns. Being stranded on a roadside waiting for assistance to come and/or the time spent searching for a rental vehicle plus the hassle of collecting and returning one.
Reputation
If you’ve missed an appointment or a delivery due to a breakdown the client/customer probably isn’t necessarily going to empathise with your predicament. What will stay with them is that you let them down.
Getting Drivers into the Service Centre
There are times when it can feel like mustering butterflies. But it may not be that they’re trying to be difficult, it could be the opposite - misplaced conscientiousness. They’re client-focused employees who get as much done during their working day as possible. For them, sitting around doesn't feel very productive.
3-Phases to getting them there:
Context
Engagement
Process
1/ Context
Most managers don’t fully appreciate the financial impact that late servicing has on the organisation, so its unrealistic to expect drivers to. So, help drivers understand the why. Explain how missed services affect vehicle reliability, their job security, and company profitability. Share cost examples, make it tangible, real stories about what missed maintenance has cost the business.
2/ Engagement
With the end-goal being a preventative maintenance mindset across the organisation, listen to your employees perspective’s on vehicle servicing and how it impacts on their job role and ‘perceived’ expectations. It’s important that they get to voice (and you to understand) if for example they think that the key metrics (e.g., delivery times, sales targets, time-sheets) don’t properly account for scheduled vehicle servicing downtime. Once you have decided on processes, consider attaching rewards that reinforce the good behaviour. For example:
Recognition programs: Publicly acknowledge drivers who stay on top of maintenance. Sometimes a simple "Driver of the Month" recognition works wonders.
Financial incentives: Small bonuses for on-time services, or penalties for significantly overdue maintenance. Make the financial impact personal.
Performance integration: Include vehicle maintenance as part of driver performance reviews and advancement criteria.
3/ Process
It helps to build a process that’s robust and makes things easy for drivers and their managers. Some suggestions:
Set-up systems that actually work
The Notification Escalation System. Don't rely on one reminder and hope for the best. Set up a proper escalation process:
30 days before: Initial notification to driver.
14 days before: Second reminder with booking instructions.
7 days before: Manager notification and driver follow-up.
Day before due date: Automatic reminder.
Overdue: Daily reminders until completed.
Accountability Framework
Driver responsibility: Clear expectations about what drivers are responsible for versus what management handles.
Manager oversight: Regular reviews of service compliance as part of normal management activities.
Consequences: Clear, fair consequences for repeatedly missed services that escalate appropriately.
Support Structure
Administrative support: Someone whose job includes coordinating vehicle services, not just adding it to an already busy role.
Service centre relationships: Establish preferred providers who understand your needs and can accommodate your scheduling requirements.
Alternative transport: Clear arrangements for how drivers get around during service periods.
Technology Solutions That Help Fleet Management Software
Modern fleet management systems can automate much of the service scheduling headache:
Automatic alerts based on kilometres, time, or engine hours Integration: With workshop booking systems for seamless scheduling.
Tracking, real-time visibility of overdue vehicles and responsible drivers.
Reporting, management dashboards showing compliance rates and trends.
Driver Apps, mobile apps that put service information in drivers' pockets:
Personal dashboards showing their vehicle's service status and upcoming requirements.
Notifications, push reminders that are harder to ignore than emails.
Documentation, photo capture for service receipts and condition reports.
Lead by Example
Management vehicles: Ensure company executive vehicles are impeccably maintained. Drivers notice this stuff.
Resource allocation: provide adequate time and budget for maintenance rather than treating it as an optional expense.
Communication consistency, ensure all managers give the same message about maintenance importance.
Feedback Loops
Service reports, share what was found during services so drivers understand the value of regular maintenance.
Cost transparency, show drivers what routine maintenance costs versus emergency repairs.
Success stories, celebrate when good maintenance prevents problems or extends vehicle life.
Handling the Repeat Offenders
Every fleet has that one driver (or several) who seems incapable of getting vehicles serviced on time. Here's how to handle them:
The Progressive Approach
First conversation, understand the barriers. Is it genuine difficulty or just poor prioritisation?
Problem-solving, work together to find solutions that address their specific challenges.
Clear expectations, set explicit requirements and timelines with no ambiguity.
Consequences, if support and clear expectations don't work, implement fair but firm consequences.
The Support-First Strategy
Sometimes repeat offenders just need more help:
Personal scheduling. Help them book services during the initial conversation.
Additional reminders. More frequent check-ins until they develop better habits.
Buddy system. Pair them with drivers who are good at maintenance compliance.
Simplified process. Remove as many barriers as possible for these individuals.
When Nothing Else Works
Performance management. Include vehicle maintenance in formal performance improvement plans.
Task reassignment. Some drivers might just not be suited to roles that require maintenance responsibility.
Clear consequences. Consistent application of policies without favouritism.
Making It Sustainable
Regular Reviews:
Monthly compliance reports. Track which vehicles are overdue and which drivers need support.
Process evaluation. Regularly review whether your systems are working or need adjustment.
Cost analysis. Track the financial impact of your maintenance compliance to justify ongoing investment.
Continuous Improvement:
Driver feedback. Regular surveys about what's working and what's not in your maintenance processes.
Service Centre workshop evaluation, assess whether your service providers are meeting your needs.
Technology updates, keep systems current and evaluate new solutions that might work better.
Building Habits:
Consistency, the same processes, applied the same way, every time.
Integration, make maintenance part of normal workflow rather than an additional task.
Reinforcement, regular communication about successes and the value of good maintenance.
The Bottom Line
Getting drivers to maintain vehicles properly isn't just about sending reminders and hoping for the best. It requires understanding why they avoid services, removing barriers, creating positive incentives, and building systems that make compliance easier than non-compliance.
The cost of missed services goes way beyond just the immediate repair bills. It's about reliability, reputation, resale values, and ultimately, the sustainability of your fleet operations.
Make it as easy as possible for drivers to comply.
Address the real barriers, not just the obvious ones.
Use technology to automate the boring stuff.
Create positive incentives, not just negative consequences.
Build maintenance into normal workflows rather than treating it as extra work.
What's worked for you in getting drivers to maintain vehicles properly? Have you found effective incentives or systems that actually get results?