{"id":13068,"date":"2022-01-21T17:10:16","date_gmt":"2022-01-21T16:10:16","guid":{"rendered":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/?p=13068"},"modified":"2022-01-21T17:10:16","modified_gmt":"2022-01-21T16:10:16","slug":"recruiting","status":"publish","type":"post","link":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/2022\/01\/21\/recruiting\/","title":{"rendered":"Recruiting and retention in trucking: A continuous engagement"},"content":{"rendered":"

Recruiting and retention efforts in the industry must be an ongoing and consistent process, particularly in today\u2019s competitive labor market<\/p>\n

Unrelenting supply chain disruptions and labor shortages exacerbated by the pandemic are causing massive delays in moving goods across the U.S. And the problem has worsened just in time for the holiday season, with a nationwide shortage of available truck drivers<\/a>,\u00a0and workers in general, straining the supply chain even further.<\/p>\n

Recruiting and retaining an adequate number of qualified truck drivers consistently ranks as a top trucking industry concern<\/a>, according to the American Transportation Research Institute (ATRI<\/a>). Even before the pandemic struck, estimates from the American Trucking Associations (ATA<\/a>) had the driver shortage topping 100,000 by 2023 due to projected freight growth, industry retirements, and competition from other industries, according to ATA\u2019s 2019 Truck Driver Shortage Analysis.<\/p>\n

To recruit new talent and keep the workforce it already has, commercial trucking companies are taking a hard look at their own operations to focus more on growth and improvement from within. That means getting creative and continuously working with drivers, technicians, dispatchers, and other back-office staff.<\/p>\n

Whether it\u2019s someone just entering the industry or just entering a new trucking company, improving an employee\u2019s experience throughout that first year is key and all about ongoing training and engagement, according to Leah Shaver, National Transportation Institute<\/a> (NTI) president and CEO.<\/p>\n

As people acclimate to a new company, Shaver emphasized the importance of continuous engagement and open communication about what the future holds for them, as well as the entire company. She also noted that identifying first-year milestones and providing rewards and feedback to acknowledge how employees are progressing is important.<\/p>\n

\u201cContinue training and career path options for all levels of employees,\u201d Shaver stressed. \u201cI think there is a huge opportunity for ongoing engagement beyond onboarding for all employees, so they know career-path options within the organization.”<\/p>\n

Some fleets do this really well, Shaver said, while others have a tougher time retaining employees. From NTI\u2019s point of view, the fleets that succeed when it comes to recruiting and retention typically tie in technology and social media to enhance companywide engagement. Newsletters, Shaver added, are also a good tool to keep employees in the loop of important companywide updates, referral incentives, or job announcements.<\/p>\n

Learning from ‘Best Fleets’<\/h3>\n

Andrew Boyle, co-president of Billerica, Massachusetts-based Boyle Transportation<\/a>, pointed out that\u00a0since the start of the pandemic,\u00a0company employees have had to overcome a great deal of adversity, but they\u2019ve managed to continue working with a sense of purpose and in an \u201cinspirational fashion.”<\/p>\n

With respect to the current labor market, Boyle explained that it has been challenging because there was so much stimulus pumped into the pockets of citizens over the course of the pandemic. After a while, he believes that put a damper on the availability and interest of many workers.<\/p>\n

Regardless of what is happening in the market, however, Boyle Transportation, which was named a top Best Fleets to Drive For<\/a> by CarriersEdge<\/a> and the Truckload Carriers Association<\/a> multiple years in a row, takes a different approach when recruiting new talent.<\/p>\n

\u201cWe are never in the business of filling seats and trucks,\u201d Boyle\u00a0told\u00a0FleetOwner<\/i>.\u00a0\u201cWe have high standards, and it actually attracts the kind of people we want. If they feel they are special, they want to work at a place that\u2019s special.\u201d<\/p>\n

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Photo: Boyle Transportation<\/div>\n<\/div>\n
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\"Part<\/div>\n<\/div>
Part of Boyle Transportation\u2019s success as a Best Fleet to Drive For is the company\u2019s commitment to driver feedback and inclusion.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n

Boyle Transportation<\/a> has a consistent pipeline of applicants, which Boyle chalks up to being selective and narrowing its funnel of applicants quite extensively.<\/p>\n

\u201cWe\u2019re paying people more for their brains than their backs,\u201d Boyle said. \u201cSo, for their heightened level of and attention to detail, for example, and their familiarity with technology and their commitment to quality, safety, and security. Quality, safety, and security are what we sell to our customers, and we focus on the applicants who have demonstrated a commitment to those three criteria.\u201d<\/p>\n

Boyle has also de-emphasized mileage as a means of productivity and compensation. About 10 to 12 years ago, the carrier shifted from a mileage-based means of compensation and now guarantees a weekly minimum of $1,870 per person per week for first-year over-the-road drivers. The company also ensures that drivers are home at least two days for every week on the road.<\/p>\n

\u201cYou\u2019re removing the two biggest stresses; as a result, you\u2019re giving people the opportunity to then rise up and become a professional because they are not so stressed about how many miles they are driving this week,\u201d Boyle said. \u201cForget miles, let\u2019s do things right. You\u2019re going to be compensated at this level if you adhere to our quality, safety, and security standards. We want people to focus on what\u2019s important to our customers.\u201d<\/p>\n

Through Boyle\u2019s inclusion on the Best Fleets top 20 list<\/a> year after year, the carrier has been able to determine which areas are worth investing in for further growth and improvement. For example, in recent years, the company implemented a professional driver advisory committee that rotates drivers who want to provide input. Through that committee, the company has gotten feedback on areas like equipment specifications and technological deployment.<\/p>\n

Boyle also stressed the importance of being \u201cwedded to a concept of continuous improvement.\u201d<\/p>\n

Another Best Fleet, Findlay, Ohio-based Garner Trucking<\/a> is a family-owned, asset-based carrier with about 90 power units and has been in operation for the past 60 years. The company, which has made the Best Fleets to Drive For list for the past five consecutive years, is run by Sherri Brumbaugh<\/a>, president and CEO. Brumbaugh also is the second woman to sit as ATA\u2019s chairman.<\/p>\n

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Photo: Garner Trucking<\/div>\n<\/div>\n
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\"Sherri<\/div>\n<\/div>
Sherri Brumbaugh, president and CEO of Garner Trucking, is the second female chair of ATA.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n

Garner Trucking has worked to improve communications with drivers and other employees via podcasts, company town halls, and weekly YouTube videos. The carrier also implemented an app and upgraded its transportation management system to help drivers more efficiently acquire load information. Over the years, a key to the company\u2019s success has been listening to drivers and employees.<\/p>\n

\u201cIf you want to know where the bad spots are in your business, ask your drivers. They\u2019ll tell you,\u201d Brumbaugh told FleetOwner<\/i>. \u201cAnd I\u2019m OK with that. I just ask that you tell me in a respectful manner.<\/p>\n

\u201cI am not perfect. We are not a perfect organization,\u201d she added. \u201cI could buy all kinds of bells and whistles and put all kinds of things on the truck, but you may not want it or need it. So, tell me what you need. Tell me what will make your job better.\u201d<\/p>\n

For example, if drivers need more home time, Garner Trucking will find a way to get them home more often, Brumbaugh said. The company also has hearing-impaired drivers as well as a culturally diverse group of employees.<\/p>\n

\u201cIt\u2019s just a different language and learning to communicate differently,\u201d she noted. \u201cYou have to learn the way they communicate and be sensitive to the cultural needs they have within their family.\u201d<\/p>\n

Garner Trucking is also diverse in the different segments it offers drivers. The company runs local, over-the-road, and dedicated segments, among others, allowing drivers to find their ideal fit within the organization.<\/p>\n

\u201cEveryone has a different family structure and home-time environment,\u201d Brumbaugh noted. \u201cYou have folks who have kids or those who don\u2019t have kids; you have grandparents raising grandchildren. It\u2019s an eclectic group of individuals, and we figure out what works for you and what works for us.\u201d<\/p>\n

Recruiting, retention best practices<\/h3>\n

Today, the demographic of long-haul professional drivers is changing, and the industry is seeing an entrance of more career changers than younger applicants compared to prior decades, Boyle pointed out. On the other side of the coin, the younger demographic entering the industry today typically doesn\u2019t have the hands-on experience with heavy equipment that previous generations may have had.<\/p>\n

Boyle Transportation has pivoted to a longer, more structured orientation and training process to accommodate the needs of this changing demographic.<\/p>\n

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Photo: Boyle Transportation<\/div>\n<\/div>\n
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\"Part<\/div>\n<\/div>
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Part of Boyle Transportation\u2019s success as a Best Fleet to Drive For is the company\u2019s commitment to driver feedback.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n

\u201cWe might have done two or three days of onboarding 15 years ago,\u201d Boyle pointed out. \u201cNow we do a full five days and then ongoing training and providing the tools that they can access\u2014help features, if you will. When [drivers] are over the road somewhere at two in the morning, not only do they have support they can call, but they also have digital tools to help them. That\u2019s a dynamic that I would anticipate continuing.\u201d<\/p>\n

In addition, some five years ago, Boyle Transportation set up a formal mentoring program, where new drivers can seek the guidance of a more experienced team.<\/p>\n

Atlas Logistics<\/a>, a subsidiary of Evansville, Indiana-based Atlas World Group, provides both 3PL services and its own padded-van fleet. Services include project management for shipments like fine art, museum pieces, trade show exhibits, electronics, medical equipment, store fixtures, and more.<\/p>\n

The company, which utilizes nearly 1,000 leased drivers qualified through the Atlas network and runs some of its own maintenance operations, has found that recruiting drivers and technicians is a daily challenge, Phil Wahl, president and CEO, told FleetOwner<\/i>.<\/p>\n

\u201cI think there is a challenge, especially in Southern Indiana, on the technician side,\u201d Wahl noted. \u201cThere\u2019s not a lot of unemployment in our market at any time, but now it\u2019s even tougher than it normally is. There is a challenge recruiting them, and once they get here, there are consistently companies trying to recruit them. Someone is always putting out a sign-on bonus or increasing hourly wages to try to lure technicians away from other companies.\u201d<\/p>\n

Like many companies over the last 18 to 20 months, Atlas also lost a handful of drivers who opted for early retirement when the pandemic hit. Wahl added that competitors are also becoming even more aggressive with their recruiting tactics to poach other drivers.<\/p>\n

To retain its employees in a tight labor market, Wahl explained that Atlas has been heavily focused on creating a comfortable work environment and a home-work balance that works for everyone. Atlas has been utilizing its human resources department to ensure wages and benefits are competitive with the marketplace and to make sure the overall environment for all employees is a welcoming one.<\/p>\n

In addition, the company started an equipment leasing operation for its drivers. Atlas has been buying newer model-year tractors with extended warranties and has been leasing them to drivers in a lease-to-purchase agreement. Wahl noted that has helped the company recruit some new drivers and has also allowed the company to help drivers who want to become owner-operators purchase their own truck.<\/p>\n

The company has also begun helping owner-operators purchase liability insurance at a lower rate. \u201cAs a corporation, we made a big investment in the last six months into that piece of it and continue to invest by bringing in people on the safety side and insurance side of things,\u201d Wahl noted.<\/p>\n

Atlas has also increased its mileage compensation rates for drivers and has been advertising those new mileage rates to attract new drivers.<\/p>\n

\u201cHistorically, our current drivers have been our best recruiters,\u201d Wahl pointed out. \u201cWe do pay a referral bonus to our drivers if they give us a lead that turns into a new driver. We are doing advertising through social media, print, and billboards, but for the most part, mostly online and word of mouth is where we\u2019re finding our applicants.\u201d<\/p>\n

In the office, Atlas increased its entry-level compensation to employees and has been implementing more flexible hybrid and remote working schedules. The company has also had to deal with vaccination challenges.<\/p>\n

\u201cYou are going to have to listen to what your employees want and if you can adapt to that and accommodate them, you\u2019ll be able to retain and attract talent,\u201d Wahl explained.<\/p>\n

Overall, when it comes to recruiting and retention, NTI\u2019s Shaver\u2019s biggest advice for commercial carriers is promoting and elevating people from within. That, she said, is especially important when fleets are operating in an environment where there is an abundance of retention incentives, like bonuses and pay increases.<\/p>\n

\u201cThe best thing you can do is to continue to promote your own people and what they are doing\u2014their achievements, their accomplishments, their performance, their customer wins, their new pay packages, et cetera,\u201d Shaver said. \u201cBut do it publicly so that people who are not experiencing those same things within someone else\u2019s walls are looking at what you\u2019re saying and doing and thinking, \u2018I want to be a part of that and experience a culture where leadership is talking with me regularly and openly about what I\u2019ve done or promoting new opportunities within the same company publicly.\u2019\u201d<\/p>\n

NTI also views new growth opportunities at a company as a potential recruiting tool.<\/p>\n

Shaver pointed to work that the Next Generation in Trucking Association<\/a> is doing by pairing up with high schools across the U.S. to provide trucking curriculums and promote access to federal funding to generate interest of students before they turn 18. Founded in 2020, the Next Generation in Trucking Association is a nonprofit trade association with a mission to promote trucking as a positive career choice, create CDL programs that encourage CDL and technician training opportunities, and ultimately connect them with employment opportunities.<\/p>\n

In an October blog post, the association said that a consistent driver pipeline<\/a> depends on acquiring top talent. But acquiring top talent requires an \u201castute recruitment strategy.\u201d<\/p>\n

According to the blog, that means retaining drivers is done most effectively through company culture adoption, nurturing talent, promoting skills and growth among the local community, and using public education to diversify the next generation of talent in the industry.<\/p>\n

Industry image campaigns<\/h3>\n

As an essential industry, NTI\u2019s Shaver expressed the importance of publicly talking about and celebrating trucking. That could mean touting commercial trucking companies as organizations that move the economy forward or publicizing the safety and technological advances the industry has made over the years.<\/p>\n

\u201cIt\u2019s not easy to do,\u201d Shaver said. \u201cWe often have a marketing department that is responsible for marketing our services to potential customers, but that same marketing department is rarely responsible for marketing on our behalf to respective employees. But who better to carry your own message than your own people?<\/p>\n

\u201cIn terms of looking more attractive, we deliver across North America. We have absolutely celebrated our own people and accomplishments throughout the pandemic, and it will continue, especially as the supply chain is experiencing a lot of issues as we go into the holiday season,\u201d she added. \u201cWe need to do more to promote ourselves\u2014not just our truck drivers, not just what we can do on behalf of a customer, but the whole package of all the great things we can do.\u201d<\/p>\n

For Shaver, building up the industry\u2019s image is about how trucking companies are integrating themselves in the communities in which they live and serve. For instance, in 2019, NTI teamed with the Women in Trucking Association<\/a> and hosted a group of Girl Scouts, who spent a day learning about trucking\u2019s role in the supply chain and the industry\u2019s focus on safety.<\/p>\n

\u201cIf you have a company with 17 terminal locations, you have 17 potential communities to be promoting the industry, and specifically how you serve the industry and your community by supporting local events,\u201d Shaver said. \u201cThink as small as your own community and attend your county fair. Because of our Girl Scout experience, NTI introduced a volunteer day off each year. Have your employees identify one organization in your community that you can introduce trucking to, and let\u2019s really ingratiate ourselves within our communities.\u201d<\/p>\n

And when it comes to filling in some of the recruiting gaps, Boyle said that telling the story of the industry, which employs nearly 8 million Americans, and communicating the opportunity is important.<\/p>\n

\u201cWe have many image campaigns to help promote the industry and the awesome capacity that trucking has to create good jobs,\u201d Boyle told FleetOwner<\/i>. \u201cSome elected officials talk about free education, but we actually provide that in our industry. Either through government support-sponsored programs or simply by fleets that pay for tuition and training at credentialed driving schools, we are providing that already without additional cost to the taxpayer.\u201d<\/p>\n

When it comes to delivering that message across various communities, Garner Trucking\u2019s Brumbaugh said the onus is on commercial carriers. And as a self-declared teacher by trade and trucker by heritage, Brumbaugh also thoroughly believes in the value of ongoing education and training.<\/p>\n

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Photo: Garner Trucking<\/div>\n<\/div>\n
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\"A<\/div>\n<\/div>
A key to Findlay, Ohio-based Garner Trucking\u2019s success has been listening to drivers and employees.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n

\u201cIt\u2019s your job to tell people what you do so they know when they drive by your business that it\u2019s a family-owned trucking business,\u201d Brumbaugh urged. \u201cIt\u2019s your job to let your community know, \u2018They have been here for 62 years, they support the community, and they provide good wages. Those are the kinds of things you want your community to know.<\/p>\n

\u201cWe are a small trucking company sitting here in northwest Ohio in a small community off the beaten path, and it\u2019s sharing what you do, who you are, and your culture,\u201d she added.<\/p>\n

Brumbaugh also stressed the importance of making sure all drivers, technicians, and others coming into the industry have the best experience possible.<\/p>\n

\u201cJust think of all the individuals who come to us in trucking and have terrible experiences,\u201d she said. \u201cThat\u2019s on us, and that\u2019s on our customers. We\u2019ll hire drivers right out of truck driving school, and they are so excited. [Then] they get out there and they just have terrible experiences where they get hung up in traffic, can\u2019t find parking, get to a shipper and can\u2019t park, or are just battling the weather.<\/p>\n

\u201cThere are a lot of negative things out there, but there are more positives than negatives,\u201d she continued. \u201cIt\u2019s on us, I believe, as trucking company owners, shippers, and receivers to make sure that these individuals know they are essential.\u201d<\/p>\n

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Photo: Garner Trucking<\/div>\n<\/div>\n
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\"Garner<\/div>\n<\/div>
Garner Trucking employees celebrate this year’s Truck Driver Appreciation Week.<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n

And with today\u2019s current labor market challenges, Brumbaugh emphasized that being patient with people is key to making sure they have a good experience and remain in the industry for the long haul.<\/p>\n

 <\/p>\n

\u201cToo soon did the essential worker title get forgotten with our drivers,\u201d she explained. \u201cDo we really have to wait for another toilet paper shortage to realize how important truck drivers are? I hope not.\u201d<\/p>\n<\/div>\n<\/section>\n

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Working to disrupt driver turnover<\/h3>\n

Based on more than 24,000 anonymous comments from more than 10,000 trucking industry workers, WorkHound highlighted in its 2021 midyear trends report that communication, employee outreach, equipment equity, and relationships within an organization are key to developing a satisfied driver workforce and healthier company overall.<\/p>\n

According to WorkHound, driver pay raises are one of the most common approaches fleets take in their recruiting and retention efforts. However, drivers through the first half of 2021 sounded off more frequently on concerns around equipment and logistics than pay.<\/p>\n

Nearly one-quarter of the 24,600 comments filed by drivers in the first half of 2021 related to equipment\u2014and only a fraction of those comments were positive, WorkHound noted.<\/p>\n

WorkHound\u2019s report also found a documented advantage for smaller companies in maintaining driver satisfaction and preventing unnecessary resignations. Drivers at smaller trucking companies, those with fewer than 200 workers, feel more satisfied in their jobs, offer more praise about their motor carrier employers, and report being more engaged and invested in their work and their fleet than their counterparts at larger trucking companies.<\/p>\n

\u201cThis emphasizes the need for additional retention-focused resources at companies with larger fleets,\u201d WorkHound noted.<\/p>\n

Drivers at smaller companies also reported they\u2019re less likely to job hop and more inclined to help their carrier employers shore up perceived negative experiences.<\/p>\n

Nearly 39% of comments about small companies (those with fewer than 200 workers) are positive, compared to just 28% at fleets with more than 500 workers. Medium-size companies, those with between 200 and 499 workers, fell in the middle, with 32% of comments received being positive.<\/p>\n

\u201cThese insights aren\u2019t meant to pick on larger carriers, but rather reveal areas where they might be able to take cues and strategies that small carriers use effectively to enhance drivers\u2019 experiences and, thus, boost their worker retention efforts,\u201d WorkHound pointed out.<\/p>\n

For example, larger companies are much less likely to receive praise from their driver employees. In WorkHound\u2019s analysis, the praise theme ties heavily to company culture. Comments designated as \u201cpraise\u201d generally acknowledge a fleet\u2019s culture or show that drivers feel appreciated or respected.<\/p>\n

The lack of praise at large companies indicates an area that can be improved by focusing more on people and less on problems as they pop up, WorkHound noted.<\/p>\n

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\u201cRather than only reaching out to drivers when something goes wrong, focus on proactive communication and showing drivers appreciation, an area where workers say smaller carriers outperform larger fleets,\u201d according to WorkHound. \u201cSmaller companies have an inherent advantage in one of the most vital components of company culture\u2014people and relationships. But it doesn\u2019t mean larger carriers can\u2019t create a culture that makes drivers feel connected and respected.\u201d<\/p>\n<\/div>\n<\/div>\n

 <\/p>\n

By Cristina Commendatore<\/a><\/span><\/p>\n

Source: https:\/\/www.fleetowner.com\/<\/a><\/span><\/p>\n

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KNOW WHO WE ARE<\/strong><\/a><\/h1>\n

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Recruiting and retention efforts in the industry must be an ongoing and consistent process, particularly in today\u2019s competitive labor market Unrelenting supply chain disruptions and labor shortages exacerbated by the pandemic are causing massive delays in moving goods across the U.S. And the problem has worsened just in time for the holiday season, with a…<\/p>\n","protected":false},"author":3,"featured_media":13069,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[18],"tags":[],"_links":{"self":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/13068"}],"collection":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/comments?post=13068"}],"version-history":[{"count":1,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/13068\/revisions"}],"predecessor-version":[{"id":13070,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/13068\/revisions\/13070"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media\/13069"}],"wp:attachment":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media?parent=13068"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/categories?post=13068"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/tags?post=13068"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}