Driver Selection Governance Group (DSGG)
Strategic Plan
2015 – 2019
Issue two
Approved by the
TOM Standards Committee
15 December 2015
Email: enquirydesk@rssb.co.uk
www.rssb.co.uk
Issue Two
DSGG Strategic Plan
ISSUE RECORD
Issue
Date
Comments
one
8 November 2011
Original document.
Two
4th November 2015
Revised for CP5
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DSGG Strategic Plan
Contents
1
Introduction
1.1
1.2
1.3
1.4
1.5
The purpose of the strategic plan
The scope of the strategic plan
Responsibilities of DSGG
Relevant strategies or initiatives
Communicating the strategic plan
2
Maintaining consistency across the industry
6
3
Maintaining fairness
7
4
Maintaining effectiveness, validity and quality
8
5
Value for money of the psychometric assessment process 8
6
Governance and audit
9
7
Information sharing and disclosure
9
Annex A: Remit of the Driver Selection Governance Group
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4
5
5
6
6
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DSGG Strategic Plan
1
Introduction
1.1
The purpose of the strategic plan
1.1.1
The Driver Selection Governance Group (DSGG) has created this
strategy to recommend GB rail industry direction for train driver
psychometric assessment during selection.
1.1.2
The remit of the DSGG is provided in Annex A.
1.1.3
The selection of any employee, including train drivers, is a matter
of individual duty holder responsibility. In the case of train drivers,
the industry sees benefit in having a core set of standard selection
criteria, assessment methods and pass marks. This standard
assessment is defined in RIS-3751-TOM and is known as the train
driver psychometric assessment process.
1.1.4
The purpose of the train driver psychometric assessment process
is to deselect candidates who will be potentially unsafe as train
drivers.
1.1.5
The train driver psychometric assessment process focuses on the
core safety critical cognitive and behavioural attributes that are
necessary for train driving.
1.1.6
This strategy seeks to help the industry:
1.1.7

Continue to assess all candidate train drivers to the same
minimum standard using consistent selection criteria and
psychometric assessment methods.

Select and implement psychometric assessment tools and
processes that are effective and fair according to relevant UK
employment law, in particular, the Equality Act 2010 and
European Legislation, such as the Train Driving License
Regulations

Maximise the cost-effectiveness of train driver psychometric
assessment and identify opportunities where the industry may
work collaboratively to reduce cost.

Maintain suitable governance and audit mechanisms that give
continued quality assurance and address issues as they arise in
a timely manner.

Minimise bureaucracy in the management and governance of
train driver psychometric assessment.
This strategy will be subject to review by DSGG at least every five
years in conjunction with the health check process. The next
review will be conducted in 2019. The strategy will be reviewed
sooner than 2019 if the need arises.
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1.2
1.3
DSGG Strategic Plan
The scope of the strategic plan
1.2.1
The scope of the strategic plan is consistent with the remit of
DSGG.
1.2.2
It includes all categories of GB train drivers, including but not
limited to: train operating companies (TOCs); freight operating
companies (FOCs); infrastructure contractors; train maintainers and
train manufacturers.
1.2.3
It covers issues relating to the standardised psychometric
assessment of train drivers for selection, covered in Rail Industry
Standard ‘Train Driver Selection’ (RIS-3751-TOM). All other parts
of train driver recruitment are outside of the scope of this strategy.
1.2.4
This strategy is addressed to the Traffic Operations and
Management Standards Committee (TOM SC) for consideration
and approval.
1.2.5
RIS-3751-TOM is a voluntary standard. Duty holders may choose
to mandate it through internal instructions/procedures or contract
conditions.
1.2.6
This strategy and any outputs of DSGG are only intended to assist
industry. Duty holders who employ train drivers must still satisfy
themselves that the selection procedures they use:

Will not illegally discriminate against any applicants.

Will make sure as far as reasonably practicable that only
competent persons are selected.
Responsibilities of DSGG
1.3.1
To continue to make recommendations to TOM SC of any updates
to the industry strategy for the standardised train driver
psychometric assessment for the purpose of selection based on
engagement with all relevant industry stakeholders and
understanding of good practice in psychometric assessment and
recruitment.
1.3.2
As part of the strategy, DSGG will continue to consider how to
maintain the quality, effectiveness and fairness of the content and
application of the train driver psychometric assessment process.
1.3.3
DSGG will also continue to monitor the effectiveness of the train
driver psychometric process in terms of fairness, validity and
reliability.
1.3.4
On behalf of the Train Operations Risk Group (TORG) oversee
R&D projects relevant to train driver psychometric assessment for
selection.
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1.4
1.5
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DSGG Strategic Plan
Relevant strategies or initiatives
1.4.1
DSGG is a sub-group of TOM SC, therefore this strategy is aligned
to the TOM SC strategic plan.
1.4.2
The train driver psychometric assessment process forms the
‘psychological assessment’ part of the requirements for a train
driver licence under the Train Driver Licensing and Certificates
Regulations (TDLCR) 2010. Guidance has been provided by The
Office of Rail Regulation (ORR) on the process of designing and
implementing the application process for train driver licences and
includes reference to RIS-3751-TOM.
1.4.3
The requirements of TDLCR 2010 and the application process
have the potential to influence the future development of the train
driver psychometric assessment process. Any future
recommendations for the psychological assessment made by
DSSG will take in account the requirements of TDLCR 2010.
Communicating the strategic plan
1.5.1
This strategy is subject to review and approval by TOM SC.
1.5.2
Upon approval, DSGG intends to communicate the content of this
plan, or the relevant parts, to industry via the RSSB website and
also to industry representative bodies such as the Train Operations
Risk Group (TORG).
Maintaining consistency across the industry
2.1.1
There is currently good consistency across the industry in that all
employers of train drivers for main line train driving use an
assessment centre that follows the core psychometric assessment
process specified in RIS-3751-TOM. The benefits of consistency
are well recognised.
2.1.2
DSGG will help to enable continued consistency by checking that
the psychometric assessment process continues to be practicable
to implement.
2.1.3
DSGG will endeavour to influence industry to maintain consistency
by promoting the benefits of this approach.
2.1.4
Members of Rail Assessment Centre Forum (RACF) work together
to maintain consistent and high quality administration of the
psychometric assessment process defined in RIS-3751-TOM.
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DSGG Strategic Plan
2.1.5
Membership of RACF and access to the RACF database will
continue to be offered to all organisations and individuals who
conduct psychometric assessment for train drivers according to the
process in RIS-3751-TOM in the GB rail industry. All members of
RACF are expected to contribute to the cost of the RACF
database.
2.1.6
Several actions have been taken to establish membership of RACF
as a guarantee that an assessment centre is following RIS-3751TOM and general good practice in relation to train driver
assessments. This allows companies without their own
assessment centre to have confidence in procuring assessments
from members of RACF
2.1.7
The assessment process for shunter and depot drivers has been
considered by the DSGG. While the group have concluded there is
no case for national guidance on this, a report1 has been produced
that is useful to individual duty holders designing assessments for
these roles. Further guidance will be considered if industry indicate
this would be beneficial.
Maintaining fairness
3.1.1
The fairness and legality of the train driver psychometric
assessment are extremely important considerations.
3.1.2
DSGG need to be able to consider the fairness of the psychometric
assessment process in conjunction with an understanding of the
validity of the process. Therefore, ‘health checks’ conducted by
RSSB will cover validity and fairness at the same time.
3.1.3
DSGG will monitor the results of these health checks and will
respond to the findings as appropriate. If necessary, DSGG will
request, as required, additional research to understand the reasons
why ethnic minority candidates perform less well and will
implement changes to ensure fairness.
3.1.4
RACF and RSSB will continue to work together to recommended
enhancements to the database to facilitate future health checks.
1 Johnson, C (2014) Identifying the causes of persistent train derailments in depots. Phase 2: Workload and
psychological characteristics of Staff involved in incidents. Report and Recommendations. CAS
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DSGG Strategic Plan
Maintaining effectiveness, validity and quality
4.1.1
The ability of the psychometric assessment process to measure the
attributes that are relevant to train driving and to distinguish
between capable and potentially unsafe candidates is of paramount
importance for safety.
4.1.2
DSGG will monitor the validity/effectiveness of the psychometric
assessment process as part of the health check on a five-yearly
basis.
4.1.3
The next review will be conducted from 2015 to 2017. This is the
first opportunity where there will be sufficient data for a meaningful
analysis. DSSG will provide guidance to support completion of this
review and findings will be presented to DSSG to help inform future
recommendations.
4.1.4
Data on train driver performance during training and on the job is
necessary to assess the validity of the psychometric assessment
process.
4.1.5
As part of the 2015 to 2017 review of the psychometric process,
RSSB will recommend a framework for collecting required
quantitative and qualitative performance data.
4.1.6
DSGG will work with industry to design and implement a process
for the routine collection of quantitative and qualitative performance
data according to this framework. .
4.1.7
RSSB owned assessment materials and training will only be
offered to assessment centres who participate in RACF. RSSB
continues to provide access and training to any RSSB developed
psychometric assessment methods that are implemented to RACF
members.
4.1.8
Emerging good practice and legal requirements relevant to the train
driver psychometric assessment process will be a standing agenda
item at each meeting of DSGG. Requirements and guidance will
be disseminated to railway assessment centres and railway
undertakings as appropriate.
Value for money of the psychometric assessment process
5.1.1
The DSGG will continue to check, as part of the health check on a
five-yearly basis that the costs of the psychometric assessment
process, are reasonable and justified.
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DSGG Strategic Plan
Governance and audit
6.1.1
The governance arrangements for the train driver psychometric
assessment process will continue as defined in the remit for
DSGG.
6.1.2
The audit process for railway assessment centres is now defined in
RIS 3751 TOM and is in line with good practice and ORR
expectations.
6.1.3
The effectiveness of these arrangements will be monitored as part
of the health check on a five-yearly basis.
Information sharing and disclosure
7.1.1
DSGG are committed to the on-going maintenance of the national
database of train driver psychometric assessment results (the
RACF database). This allows potential employers to check results
of any previous train driver psychometric assessment through any
assessment centre that is a member of RACF.
7.1.2
The DSGG will cooperate fully with anybody that has a legitimate
and legally recognised reason for access to information on the train
driver psychometric assessment process. This will include the
supply of data and any records held by the Group.
7.1.3
In the event that a major rail incident occurs and assessment data
is called into question, the DSSG will cooperate fully with anybody
designated by the HSE to lead the enquiry.
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DSGG Strategic Plan
Annex A: Remit of the Driver Selection Governance Group
Purpose and scope of the group
To recommend industry strategy for train driver psychometric assessment during
selection.
Matters within the scope of the group:
 Issues relating to the standardised psychometric assessment of train drivers
for selection, covered in Rail Industry Standard ‘Train Driver Selection’ (RIS3751 TOM).
 All categories of train drivers.
Matters not within the scope of the group:
 Psychometric assessment and selection of other railway roles.
 Other aspects of the selection decision such as the initial application process,
sifting and the final decision.
 Other uses of psychometric assessment e.g. following an incident.
All recommendations and outputs of this group are addressed to the Traffic
Operations and Management Standards Committee (TOM SC) for consideration and
approval.
RIS-3751-TOM is a voluntary standard. Duty holders may choose to mandate it
through internal instructions/procedures or contract conditions.
Duty holders who employ train drivers must satisfy themselves that the selection
procedures they use:
 Will not illegally discriminate against any applicants.
 Will make sure as far as reasonably practicable that only competent persons
are selected.
 Meet the requirements of the Train Driving Licenses and Certificates
Regulations (TDLCR) 2010
If following the strategy recommended by the group then employers of train drivers
are responsible for verifying their appropriateness and fitness for the purpose for
which it is being used.
Specific responsibilities of the group

Recommend to TOM SC an industry strategy for the standardised train driver
psychometric assessment for the purpose of selection, based on engagement
with all relevant stakeholders and understanding of good practice in
psychometric assessment and recruitment and the TDLCR 2010.
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DSGG Strategic Plan
As part of the strategy consider how to maintain the quality, effectiveness and
fairness of the content and application of the train driver psychometric
assessment process.
Monitor the effectiveness of the train driver psychometric assessment process
in terms of fairness, validity and reliability.
On behalf of the Train Operations Risk Group (TORG) oversee R&D projects
relevant to train driver psychometric assessment for selection.
Outputs to TOM SC


Strategy for train driver psychometric assessment during selection
5-yearly report on the effectiveness of the process with a strategy update
Membership
Membership of the group will consist of members who will represent their category of
organisation, invited members who have an interest in the train driver psychometric
assessment process and RSSB who will provide technical input. All elected group
members will be elected according to the process and requirements defined in
Appendix A7.5 of the Standards Manual.
In particular, in order to be eligible for election as a group member each candidate
should meet the following requirements:
 Demonstrate competence in terms of:
o Understanding of the operational and safety requirements of the train
driver role.
o Understanding of the principles of effective selection processes.

Occupy (or have occupied) senior positions in the industry such that they are
in a position to represent their constituency and take decisions on their behalf.
Anyone else may attend the meeting when required to provide specific additional
expertise.
The chair of the group will determine whether the appropriate competencies are
represented adequately within the group.
Category/organisation
Passenger train operators
Non passenger
Infrastructure contractor
Trades unions
ORR
RACF
Network Rail
RSSB
RSSB
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Status
Elected
Elected
Elected
Invited
Invited
Invited
Invited
Technical advisor
occupational
psychologist
Group facilitator
Representation
2
2
2
1
1
1
1
1
1
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Chaired by
Facilitated by
Frequency of meeting
DSGG Strategic Plan
An elected member elected by the group on a three
yearly basis
RSSB
The group will meet when topics, issues and/or
challenges relating to the standardised train driver
psychometric assessment require discussion,
influencing and/or resolving.
The group will meet as a minimum once a year and
maximum of three times in one year.
Responsibilities of the chair of the group

Liaise with the RSSB facilitator of the group to establish the agenda for each
meeting, seeking input from group members as appropriate.

With the support of the RSSB facilitator, request technical input as required to
support each agenda item and specify how it should be presented (e.g. formal
or informal presentation, paper in advance etc.)

Review any papers and presentations prior to each meeting in time for them
to be circulated two weeks prior to the meeting.

Chair each meeting of the group including establishing the group is quorate,
reviewing the minutes and actions from the previous meeting, getting approval
of the previous minutes and facilitating the group to reach a consensus where
needed.

Determine whether the appropriate competencies are represented adequately
within the group and, with RSSB support, take action to rectify any gaps.

Represent the group when required at TOM SC meetings.

Take responsibility for the production of the group outputs, using input from
the RSSB facilitator and other group members as appropriate.

With appropriate support from the group members and the RSSB facilitator,
regularly review progress against the strategy and arrange suitable actions to
implement the strategy.
Responsibilities of RSSB as facilitator
RSSB will provide the group with administrative services and qualified technical input
in order to facilitate their decision making. Services provided by RSSB will consist
of:


Establish the group.
Publish a membership list for the group which:
o Lists the name of each member of the group and the company they work
for.
o Identifies the industry category each member is representing.
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DSGG Strategic Plan
o Identifies the chairman of the group.
Administer the group and provide the resources, support and information as
appropriate to facilitate its operation.
o Supporting papers will be issued to members two weeks prior to the
meeting.
o Draft minutes will be circulated to members within two weeks of the
meeting.
Support decision taking of the group by providing a qualified occupational
psychologist to attend each meeting and to help to prepare the specific
technical inputs.
Provide a review of the effectiveness and fairness of the psychometric
assessment process on a five yearly basis covering:
o Review of the selection criteria against which train drivers are assessed in
consideration of any changes to the demands of train driving such as the
introduction of new technology.
o Detailed data analysis to evaluate the effectiveness of the psychometric
assessment process including validity, reliability and fairness.
o Review in detail of national and international good practice and standards
and evaluation of the psychometric assessment process against these
criteria.
o Identification of new alternative assessment methods for consideration.
Attend RACF meetings and help to facilitate the communication between the
governance group and other groups that it needs to interface.
RSSB does not commit to undertaking any work in addition to those services
specifically identified above.
RSSB will provide support to the group up to a maximum average of 18 days of staff
time per year in a normal year and up to an additional 25 days of staff time every 5
years when undertaking the detailed review. If necessary, RSSB may be authorised
to provide additional resource by the TOM SC.
Individual elected members are required to:




Represent the views of their constituent industry category by networking in
advance of meetings to ensure, as far as possible, that an industry consensus
is reached on items being discussed.
Communicate the strategy at other industry groups or company meetings as
appropriate to promote and improve the industry’s understanding and
awareness of the train driver psychometric assessment process and the
strategy.
Commit to feeding back from these groups any consistent themes, alternative
viewpoints (which may be different from member’s personal view), needs and
co-dependencies and requirements to the group.
Help to facilitate the annual and five yearly reviews by providing and/or
helping to organise access to relevant train driver performance data.
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DSGG Strategic Plan
Undertake actions as required to assist with the production of the group
outputs and any further work requested by TOM SC.
Bring personal and professional industry domain knowledge to enable a
competent, supportive and sometimes challenging debate.
Adopt personal behaviours that ensure a timely start to meetings, attendance
for the full business, and personal preparation that optimises the likelihood of
a fully informed discussion.
Attend meetings as far as is reasonably practicable and arrange personal
diaries so that deputisation is minimised.
Interfaces/Hierarchy of groups
All recommendations and outputs of the group will be addressed to TOM SC. TOM
SC has responsibility for:
 Review and endorsement of the strategy.
 Authorising the Driver Selection Governance Group, RSSB or RACF to
undertake any further work necessary to implement the strategy.
 Implementation of changes to RIS-3571-TOM via the normal processes.
RACF will provide input into the Driver Selection Governance Group via its
representative on the group. TORG is the principal client group for all RSSB
operations and management research and development projects. If required, TORG
will delegate oversight of relevant R&D projects to the Driver Selection Governance
Group.
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