Train front-line personnel on their DOT testing roles
Those with a commercial driver’s license (CDL) aren’t the only motor carrier employees who need a tailored DOT drug and alcohol policy and training.
The instructions you provide key players in your drug and alcohol program — managers, dispatchers, and Human Resources (HR) department — determine how well they respond to situations.
Since the DOT drug and alcohol policy (382.601(b)) is intended to educate drivers, you need additional resources (HR and operations policies, checklists, and/or a process manual) for these other roles.
Consider the following three scenarios that require documented internal processes and training for those who support your testing program.
1. Removing drivers from SSFs
Suppose your driver was dispatched when the company learned of a failed random DOT drug test. The information provided in the standard DOT drug and alcohol policy indicates the driver will be immediately removed from all safety-sensitive functions (SSFs) and provided a list of substance abuse professionals.
The manager, whose role is to contact and remove the driver from all SSFs, will need additional guidance on this process. Questions that need to be answered include:
- What instructions will the driver be provided on parking the truck once notified?
- How will the manager find the closest and most convenient spot to direct the driver to park? (Note: You can’t wait until the driver arrives at their destination.)
- How will another driver be dispatched to complete the run?
- How is the event handled discreetly and confidentially? A violation is confidential and can only be shared with others on a need-to-know basis.
- How will the truck and cargo be safeguarded until a relief driver arrives?
- How does the driver get home? Remember, riding along in a cab is still performing a SSF.
2. Arranging reasonable suspicion tests
Your driver exhibits signs of substance abuse, so your company’s trained supervisor requests a reasonable suspicion drug test. However, the rules don’t offer directions on how to get the driver to and from the site for the test.
Your internal processes should address the risks of:
- Allowing the driver to drive to the collection site, and
- Calling a taxi and allowing the driver to go to the site alone.
A process manual should answer:
- Who at the carrier will accompany the driver to the collection site?
- How will the carrier get the driver back to the terminal after the test?
- How will the driver get home after the test or in the event the driver refuses to test?
- Is enforcement called if the driver drives a personal vehicle off the lot?
In addition, HR may have policies on what to do with the driver during the period you’re waiting for a drug test result. In some situations, it can take several days to get a test result.
Your HR policies should address:
- Suspension with or without pay,
- Backpay when the test is negative,
- Reassignment to a non-regulated position during the wait, and
- Union arbitration considerations.
3. Ordering post-accident tests
Your driver calls dispatch to report a crash; there’s a lot of adrenaline on both ends of the line. The manager who takes the call needs to remain calm and know what to ask the driver. The driver’s responses help determine whether post-accident drug and alcohol testing is required.
The manager must be kept up to date in the event criteria for testing are met later —someone dies, or the driver receives a traffic citation during the testing timeframe.
Whether post-accident testing is coordinated by a single individual or team at the carrier, time is of the essence. Front-line managers need to know who to call:
- Are they working with a consortium/third-party administrator?
- Do they need to call a clinic network or local hospital to find a DOT facility?
- Is mobile testing an option?
- Do they have contact information for law enforcement who are investigating the crash to know if circumstances change requiring testing?
Key to remember: Don’t limit drug and alcohol policies and training to drivers. Extend education and tools to those who play critical roles in your program. When motor carrier personnel are trained and comfortable with procedures, the testing process will go more smoothly and violations will be avoided.

















































