{"id":8232,"date":"2020-10-30T13:57:07","date_gmt":"2020-10-30T12:57:07","guid":{"rendered":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/?p=8232"},"modified":"2020-10-30T13:57:07","modified_gmt":"2020-10-30T12:57:07","slug":"fleets-15","status":"publish","type":"post","link":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/2020\/10\/30\/fleets-15\/","title":{"rendered":"Fleets challenge the driver turnover status quo"},"content":{"rendered":"

The financial burden of driver turnover is substantial, plus high turnover rates can be damaging to a fleet’s reputation. To prevent driver turnover, it\u2019s important for fleets to understand the root causes of it and proactively engage their drivers.<\/span><\/p>\n

It\u2019s no secret that trucking has a driver retention problem. Over the last decade, average driver turnover for large truckload fleets across the country has lingered around the 90% range, while the average driver turnover rate for small truckload fleets has been in the 80% range.<\/span><\/p>\n

\u201cTo be honest, these number haven\u2019t changed much over the last 10 to 15 years,\u201d explained Hayden Cardiff, founder and CEO of driver management platform Idelic<\/a>, during the opening education session of ATA\u2019s virtual Management Conference & Exhibition (MCE) on Oct. 20.<\/span><\/p>\n

\u201cOne of the things that has come up when I talked to fleets is this same type of mentality and thought process that this is status quo, this is how it is, and this is what we have to deal with being a trucking fleet in today\u2019s age,\u201d he continued. \u201cBut one of the things that we want to challenge is that this status quo does not have to be consistent moving forward, and there are things we can do to challenge that.\u201d<\/span><\/p>\n

Gregg Troian, president of PGT Trucking Inc.<\/a>, a flatbed carrier that employs both company drivers and owner-operators, explained the company has established a number it uses to calculate the cost of turnover. Right now, PGT is at about $9,500 per driver, he said.<\/span><\/p>\n

\u201cWhen we use that figure to discuss the impact of the turnover internally and externally, it helps people put things into perspective,\u201d Troian explained, adding that number does not include the impact driver turnover has on equipment. \u201cOne tractor that may have 10 to 15 drivers in it over a year or two years impacts the maintenance of that truck and how many times we have to prep it to put a new driver in it.\u201d<\/span><\/p>\n

Ronnie Holland, who is the director of safety at TCW Inc.<\/a>, a third-generation carrier that has about 600 employees, 500 of whom are company drivers and owner-operators, said consistently high turnover rates affect trucking\u2019s image when trying to attract new talent to the industry.<\/span><\/p>\n

\u201cTypically speaking, when a driver is leaving a company, they are not talking about the good things about that company,\u201d Holland noted. \u201cThey are spreading a message that\u2019s very negative, and why would somebody want to go and work for an industry that has so much negativity in it?\u201d<\/span><\/p>\n

What makes drivers leave?<\/span><\/h3>\n

To prevent driver turnover, it\u2019s important to understand the root causes of it. A telltale sign that the industry has work to do is that roughly 25% of drivers fall in the involuntary turnover range, meaning they are likely terminated by their employer, while 75% of driver turnover falls in the voluntary range.<\/span><\/p>\n

One reason voluntary turnover rates are so high is that drivers want to feel respected, Cardiff said. If they have bad engagements with their manager, dispatcher or with a fleet\u2019s safety department, they might not feel respected. He explained that drivers also leave a trucking company if they don\u2019t feel like they are listened to or promises don\u2019t match up to what they were sold during their recruiting process.<\/span><\/p>\n

Holland, who explained that home time is a major issue for many drivers, said TCW is fortunate to have a turnover rate that is much less than the industry average. One reason is that TCW drivers are home every day. Holland also said that TCW provides the best equipment for its drivers. Physical health issues, like sleep apnea, have also motivated drivers to retire from the industry, he added.<\/span><\/p>\n

Troian suggested that fleets address turnover in the initial hiring process to retain more drivers.<\/span><\/p>\n

\u201cIf you strive to hire right in the first place, it will have a definite impact on turnover,\u201d he said. \u201cWe spend a lot of time making sure that we are coming across honestly. We don\u2019t sugarcoat this job. We operate over-the-road flatbed equipment that our drivers have to climb onto in summer and winter extremes, and that is an added challenge for us. But we spend extra time in the hiring process making sure that drivers are aware of what they are getting into.\u201d \u00a0<\/span><\/p>\n

Troian also noted that ongoing education and making sure fleet managers are available for their drivers through the challenges is key. Once drivers are onboarded, other main factors of driver retention include pay, the quality of equipment, health, compassion, and ongoing education, he said.<\/span><\/p>\n

Driver engagement solutions<\/span><\/h3>\n

When it comes to communicating with drivers, Cardiff suggested that fleet managers make sure they are not only communicating regularly but that they are focusing on quality communication.<\/span><\/p>\n

\u201cYou want to make sure that as you\u2019re talking to those drivers, you are understanding with empathy,\u201d Cardiff advised. \u201cIf that communication is poor, then it is not going to be effective.\u201d<\/span><\/p>\n

At PGT, Troian said that all new employees are required to spend a day with a driver in an effort to train non-driver staff on how to understand what drivers go through.<\/span><\/p>\n

\u201cYour entire fleet of non-drivers has to be sensitized to what a driver goes through, so we are all supporting these people on the road,\u201d he explained. \u201cYou have to have that same empathy and understanding as a fleet manager does, otherwise, if anyone talks down to or disrespects anyone, all our efforts are gone.\u201d<\/span><\/p>\n

Holland added that driver engagement starts with having an open-door environment where drivers come in and feel comfortable talking to their manager about any issue; however, that has been challenged in 2020 by COVID-19.<\/span><\/p>\n

Holland also noted that TCW started a random courtesy inspection to check in on drivers while they are on the road.<\/span><\/p>\n

\u201cIt\u2019s not just to get out and make sure the equipment is in good shape, but to make sure the driver knows we care by getting out of our own environment and going to their environment,\u201d he said. \u201cWe encourage our managers to get out there and do random courtesy inspections every week. We have really pushed that program.\u201d<\/span><\/p>\n

Another key to driver engagement at TCW is the company\u2019s master coach program, which the carrier developed in 2014 to help fleet managers communicate with drivers and staff.\u00a0Holland explained that a master coach is an experienced driver who has a passion to help others improve. TCW also has a driver council meeting that meets twice a year, in which TCW\u2019s CEO will visit every terminal and meet with drivers.<\/span><\/p>\n

Holland also advised that when communicating with drivers, fleet owners and managers should focus on positive reinforcement. \u00a0<\/span><\/p>\n

\u201cIf every time they see us, we are talking about what they can do better, they are going to go elsewhere,\u201d he said. \u201cWe really try to focus on positive behaviors, and it is very likely those behaviors will be repeated. Don\u2019t just limit conversations to their performance. Get to know their families and their hobbies, and get to know them.\u201d<\/span><\/p>\n

When it comes to some of the different tools fleet managers can use to increase engagement, one is taking good notes, Cardiff explained. Taking notes on specifics outside of work, like drivers\u2019 families, pets, and favorite sports, for instance, allows managers to have a more in-depth conversation with their drivers.<\/span><\/p>\n

Cardiff also suggested that fleet managers implement an automated and consistent process of when they need to engage with drivers\u2014whether it\u2019s for performance improvement or some sort of safety training. He urged fleets to set up automated touch points and regular reminders to check in with their drivers.<\/span><\/p>\n

Also, within those automated touch points, Cardiff emphasized the importance of implementing a system that allows managers to make sure that they\u2019re conveying the right message, at the right time, and in a highly informed manner.<\/span><\/p>\n

\u201cDriver managers are typically younger in their career, and those managers are trying to coach more seasoned drivers. If those managers aren\u2019t armed with highly engaging messages or understanding what they need to say and what questions they need to ask, they are going to struggle. They are going to have a hard time gaining the respect and ear of those drivers,\u201d Cardiff stressed. \u201cThe more you can have that templated out in automated touch points, the more effective it will make that process.\u201d<\/span><\/p>\n

Designed to help employees succeed within the company, the TCW master coach program currently has 28 active master coaches who help the fleet bridge the gap between communication and driver engagement.<\/span><\/p>\n

\u201cIf there is any disconnect, they will help get that back together,\u201d Holland said. \u201cWe invest a lot in our master coaches here because they connect us with the drivers when that disconnect happens. It\u2019s not easy to find an experienced driver who has a passion to help others and who has the communications skills. It takes a unique driver to be a master coach.\u201d<\/span><\/p>\n

Safety culture and driver turnover<\/span><\/h3>\n

A strong fleet safety culture is key when it comes to obtaining driver buy-in and reducing voluntary turnover.<\/span><\/p>\n

\u201cDrivers understand that they are putting themselves in harm\u2019s way oftentimes,\u201d Cardiff explained. \u201cThey are driving a very technically challenging vehicle down the road where the passenger cars around them are not the most friendly and helpful when it comes to safe driving. They are incredible professionals, so when you, as an organization, can show that you are there to help support them when they buy into that safety culture, they buy into you and your brand as well.\u201d \u00a0<\/span><\/p>\n

Holland also noted that accidents can happen even within the strongest safety cultures. The key, he said, is staying involved and making sure drivers know that \u201chow they operate is our culture.\u201d<\/span><\/p>\n

Ultimately, implementing a fleet-wide safety culture comes down to taking action.<\/span><\/p>\n

\u201cI\u2019ve seen drivers who have had an accident and they weren\u2019t even at fault and they quit,\u201d said PGT\u2019s Troian. \u201cIt scares them, it concerns them, and they decide this isn\u2019t for them. Keeping them safe and making sure that we do everything we can to help them avoid bad habits and avoid getting in those situations is our job.\u201d<\/span><\/p>\n

\n

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

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

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FLEET MANAGEMENT AUDIT<\/strong><\/a><\/h3>\n","protected":false},"excerpt":{"rendered":"

The financial burden of driver turnover is substantial, plus high turnover rates can be damaging to a fleet’s reputation. To prevent driver turnover, it\u2019s important for fleets to understand the root causes of it and proactively engage their drivers. It\u2019s no secret that trucking has a driver retention problem. Over the last decade, average driver…<\/p>\n","protected":false},"author":3,"featured_media":8233,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[18],"tags":[371],"_links":{"self":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/8232"}],"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=8232"}],"version-history":[{"count":1,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/8232\/revisions"}],"predecessor-version":[{"id":8234,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/8232\/revisions\/8234"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media\/8233"}],"wp:attachment":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media?parent=8232"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/categories?post=8232"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/tags?post=8232"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}