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Finding Peace in the War on Driver Turnover
By Duff H. Swain
The trucking industry continues to wage war with a severe driver shortage and record turnover rates. With no end in sight, casualties are stacking up in the form of untold lost revenue, weak productivity and escalating shipping costs.
Thus far the weapons of choice have been across-the-board raises, sign-on bonuses and other tempting treasures to attract drivers. While these measures may temporarily lessen one company's predicament, they create trouble for another, less-fortunate carrier. Top drivers are in demand, and they are certainly aware of it.
What keeps them from rebounding from one signing bonus to the next? The fact is, raising pay and offering incentives does not create a long-term solution, particularly when turnover is a major concern.
What is the industry doing to address the problem? One of the American Trucking Associations' recent efforts has been an extensive advertising campaign geared toward attracting new prospects into the profession. Will the ATA's campaign help? While it will likely draw new recruits into the fray, it falls short of addressing a fundamental issue.
Let's say we attract all of the drivers we need -- enough to fill the current shortage and many more to fill the pending gap that will develop when today's baby boomers retire. Will today's fighting over drivers among individual companies continue? The answer is, sadly, yes, unless we begin treating drivers like the valuable assets that they are.
Better Treatment . In general, companies do not treat drivers well. At least, that's what drivers are saying, and their perception is the reality that we have to face. Let's look at the issue from their viewpoint. We don't typically refer to them as "employees." Companies have "staff," and then, in addition, they have drivers and mechanics. It's as if being a driver or mechanic is not only a separate position within the company, but a separate category altogether.
Drivers want to be treated fairly. They want to know what is expected, whom they work for, how they are doing, how to resolve problems and what is going on in the company that will affect them.
Create a Career Path . Carriers that wish to recruit and retain professional drivers must treat them as such by defining a professional career path. New and existing drivers should be recognized for their experience, good performance, skills and tenure within the company. A driver with five to 10 years of experience has more value than one with only one or two years on the job. They should be compensated and recognized for that accomplishment. Experience can be defined and recognized by titles, such as Driver Trainee, Driver, Senior Driver, Team Captain, Driver Trainer, Driver Specialist, Service Provider, etc. Progression enables a company to reward with increased pay levels, recognition and awards that fit the skills and expertise of the individual.
Orientation. Quality orientation is every bit as important as performing preventive maintenance for a truck. In fact, the orientation process is the very first step of retention. This is typically the biggest sin of omission or poor quality within most trucking companies. Orientation should be for the benefit of the new hire and not just a risk-management requirement. The process should not be considered "training." The new driver has already been trained to drive. Orientation should show them how they can apply their skills at your company and be successful in the process.
Transition new drivers into the job and their usage of the company truck. In the process, protect your investment by assuring they have retained what they learned in orientation. The most practical way to do this is by having an experienced driver-trainer go with the driver on his or her first series of loads. This reinforces what was learned in orientation and gets the new driver off on a positive start.
Communication and Education. The next step is to ensure your company provides ongoing reviews and periodic planned communications. Reviews should take place at least twice a year and involve a two-way exchange of information.
Next, management should conduct routine group communications with drivers to discuss the company, current issues, the future and how it all affects all employees. Safety and training can be a part of these meetings but these issues are secondary to the role of communication.
In addition, the company must provide ongoing training and educational opportunities that allow drivers to learn and grow. High quality, long-term employees are those who are well trained and up to date on rules, legal issues and ever-changing technology.
In This Issue:
My Point: Lifestyles of the Not so Rich and Famous
Marvin Shefsky
- Publisher
The drivers had it right all along. It turns out that they are real people after all, with real lives and real families. Who would have thunk it?
Read More >>>
White Paper Addresses Profitability, Human Resource Issues
Duff H. Swain, president of transportation industry consulting firm TRINCON Group and the author of the lead article on driver retention in this issue of Inside Trucking, recently released a white paper that addresses the issue of profitability for motor carriers that are battling high fuel costs, tough regulations and a severe shortage of drivers.
Read More >>>
Drivers Sound Off
Given the long-term projections for a driver shortage, the approaching retirement of baby-boomer over-the-road professionals and the apparent demise of the "trucking family" that historically replenished the trucker pipeline, every trucking company is asking the same question these days:
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Remedies to Recruiting Difficulties
U.S. trucking companies have been enjoying a boom period, but executives say it's never been harder to find people to do the driving. In fact, the driver shortage has become so serious that some experts are proposing moves like raising pay by 30 percent or inviting workers from Mexico to do the job.
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Drivers Value Work-Life Issues
At a recent symposium, motor carrier executives agreed that work-life issues are becoming more important to employees, who prefer shorter routes over long-haul trips.
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Endless Options, Opportunities Await New Drivers
Thirteen years ago, Terri and Joey Lynch found themselves and their careers at a crossroads. After successful stints in a variety of fields ranging from hair styling to merchandising to the grocery business, the now-turned professional truck drivers longed for something different as they headed into their golden years.
Read More >>>
Researchers Study 'Motor Carrier Effectiveness'
Researchers John E. Delery and Nina Gupta of the Sam M. Walton College of Business at the University of Arkansas directed a study, "Motor Carrier Effectiveness," that reported on the issues of driver compensation, staffing, training and performance appraisal as they relate to efforts to reduce driver turnover and improve financial performance.
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In Memoriam: Dale Kermit Craig
Dale Kermit Craig, whose family business holds the distinction of being the longest-standing member of the Truckload Carriers Association (TCA), died Sept. 3 at Hospice of Northwest Ohio in Perrysburg, OH. He was 79.
Quote of the Day
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.”
-- Theodore Roosevelt
To learn more about Over the Road and Pro Trucker and how to put our team to work on your driver recruitment advertising needs, call our advertising sales team at 800-878-0311 or go to: www.otrprotrucker.com.
