\u201cThe more consistent the driver pool, the better performance over time on some of those other indicators about the quality of the carrier,\u201d MacCallum told FleetOwner<\/i>.<\/p>\n
From an insurance perspective, a consistent driver pool is a telling fleet performance indicator and often determines how underwriters approach carriers. In a new e-book<\/a>, IAT Insurance has compiled strategies to improve both driver recruiting and retention efforts.<\/p>\n \u201cIt\u2019s not uncommon for us to visit one of our policyholders and there will be two or three idle power units out of 10,\u201d MacCallum said. \u201cThat\u2019s revenue that business is not making, and it\u2019s because they can\u2019t put qualified drivers behind the wheel. There is no easy solution here; it\u2019s going to take several different strategies to make sure these fleet operators are operating at peak efficiency.\u201d<\/p>\n Another key factor in reducing those symptoms of turnover<\/a> is the role of a carrier’s human resources (HR) department. HR plays a more obvious part in recruiting drivers, but a good HR department also can improve driver retention.<\/p>\n Mark Murrell, president of CarriersEdge<\/a>, and Dirk Kupar, CEO of TruckRight<\/a>, explain that an effective HR approach requires focused attention to meet drivers\u2019 needs. Fleet managers should also take note that retention is not a single person or one-department job.<\/p>\n In its ebook, IAT references the Federal Motor Carrier Safety Administration\u2019s Pre-Employment Screening Program<\/a> (PSP), which provides access to commercial drivers\u2019 five-year crash and three-year inspection history.<\/p>\n According to IAT, trucking companies using PSPs to screen job applicants have been documented to lower their crash rate an average of 8% and driver out-of-service rates by 17%. For midsize carriers, the crash rate decrease was even more significant: 20.6% for motor carriers with six to 20 drivers and 12.1% for carriers with 21 to 100 drivers, IAT added.<\/p>\n \u201cCarriers get into trouble when they feel the pressure of having to put a driver into a seat and they don\u2019t do an effective job of screening that driver for their experience and looking at their performance,\u201d MacCallum told FleetOwner<\/i>.<\/p>\n \u201cThe other thing that provides a challenge is we are seeing carriers that are willing to hire someone they don\u2019t see on a regular basis, and they don\u2019t have an opportunity to develop a relationship with that driver,\u201d he added. \u201cIt\u2019s critical that the driver feel valued and having a relationship with leadership is very important.\u201d<\/p>\n See also: <\/b>What do drivers really want? Ask them.<\/a><\/i><\/p>\n For TruckRight\u2019s Kupar, several fleets that once spent money on marketing to improve their driver numbers, now\u00a0are\u00a0considering additional investments in retention strategies.<\/p>\n \u201cI\u2019ve talked to owners who survey their drivers to find which customers they don’t want to go to as a retention measure,\u201d Kupar said. \u201cOthers keep a profile on the driver and refer to it while they’re talking to them, so that they know where the driver is coming from on a personal level.\u201d<\/p>\n In the last two years, many HR departments really had no choice but to become more flexible. Because of the pandemic, there has been a drive to implement progressive tools and strategies<\/a> that accommodate the mobile workforce, whether it\u2019s online training, or a driver-focused HR system, Kupar pointed out.<\/p>\n According to Murrell, looking at similarities with the mobile workforce outside of trucking also can offer solutions for fleets seeking to expand HR. A truck driver, for instance, shares commonalities with a traveling consultant, a sales rep out on the road, or a tech person who’s working from home.<\/p>\n Ultimately, it all fits into the broader HR role of making the workplace experience better for truckers, Murrell explained.<\/p>\n \u201cSometimes it’s equipment, like a different configuration of the sleeper berth,\u201d he said. \u201cOther times it’s a policy matter or changing the way people communicate. Overall, there are a lot more options available now than there were a couple of years ago.\u201d<\/p>\n When it comes to equipment safety and maintenance, IAT\u2019s MacCallum said two core principals come to mind. The first is driver responsibility, meaning effective pre- and post-trip inspections<\/a> that result in fewer unplanned maintenance incidents and roadside violations.<\/p>\n The other piece is the age of equipment.<\/p>\n \u201cWe still see carriers out there that are operating pre-1995 power units because of environmental rules,\u201d MacCallum said. \u201cThose are vehicles with a lot of wear and tear on them. Whenever we come across those carriers, we are very focused on making sure they have an effective maintenance and inspection program in place. It becomes a little more difficult when it\u2019s an owner-operator, but technology is providing new avenues for driver managers to address that.\u201d<\/p>\n In addition to safety, employee satisfaction is tied to initiatives that focus on the driver as an individual and provide immediate support and response to driver concerns, according to IAT.<\/p>\n But accidents do happen. And when they do, Murrell stressed that an employer must have a strategy to appear diligent in court.<\/p>\n \u201cDon’t assume that just having safety policies in place means you are good,\u201d Murrell said. \u201cYou need to revisit them and make sure any issues are being addressed, and drivers are doing what you need them to. When the plaintiff’s attorney starts asking questions, and you can say you run through results on a quarterly basis, looked at your biggest issues, have a team in place to review them, and work with people to close the gaps, you suddenly start to look like a diligent employer.\u201d<\/p>\n \u201cFrom a fleet’s perspective, you can quickly analyze where your strengths and weaknesses are, what parts of the onboarding process aren’t working well enough, and fix them,\u201d Murrell added. \u201cSometimes drivers wash out because they were unsurprisingly not qualified enough to begin with. But other times, people actually work hard at training<\/a>. There’s definite value in continuing to look at data, run reports, and use all available information.\u201d<\/p>\n Proper pay and compensation go a long way in keeping valuable employees in any industry. In trucking, today\u2019s carrier-friendly freight rate structures are giving companies better opportunities to pay their drivers more.<\/p>\n But driver retention isn\u2019t all about pay.<\/p>\n In addition to traditional benefits like medical or retirement, IAT points to voluntary benefits that may sweeten the deal for truckers\u2014items like fuel card discount programs, telemedicine access (i.e., virtual doctor appointments), short- and long-term disability, and critical illness and life insurance.<\/p>\n \u201cThe best fleet operators we see truly work from a point of partnership\u2014especially with their independent drivers\u2014making sure that if they\u2019ve got a good pool of drivers in their organization, they are doing everything to keep them employed,\u201d MacCallum said.<\/p>\n IAT also indicated that outcome-based incentives and rewards can be used as retention tactics. Take one of IAT\u2019s fleet customers in the Central Plains area, for instance. The carrier buys new tires for its owner-operators if they perform and adhere to certain levels of safety and operations.<\/p>\n \u201cThat has probably been one of the more effective retention tools, quite frankly, from what we\u2019ve seen,\u201d MacCallum said. \u201cIt has made a major impact with the owner-operators.\u201d<\/p>\n Taking it a step further, MacCallum has also seen fleets give drivers \u201cexperience rewards,\u201d meaning instead of a classic gift card or other tangible goods, carriers will reward their drivers with a night out or shopping experience with their spouse. The key, MacCallum noted, is to choose rewards drivers will find valuable and set a schedule to offer the rewards, so drivers see immediate benefits from their hard work.<\/p>\n <\/p>\n By Cristina Commendatore<\/a><\/span><\/p>\nRecruit to retain<\/h3>\n
Safety and support<\/h3>\n
Benefits and outcome-based incentives<\/h3>\n
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