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Copyright 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.
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2026-09-29T05:00:00Z
NewsIndustry NewsHuman ResourcesHR GeneralistFocus AreaIn-Depth ArticleUSAAssociate RelationsEnglishHR ManagementDisabilities and ADADisabilities and ADAReasonable Accommodations
5 ADA myths and facts — What employers should know
Since 1990, the federal Americans with Disabilities Act (ADA) has prohibited covered employers from discriminating against applicants and employees with disabilities in many employment-related activities — from recruiting to advancement, to pay and benefits.
Over the decades, employers have developed some myths, or misunderstandings, about the ADA. Here are a handful, as well as the facts.
Myth #1: Job reassignment is the accommodation employers should consider first.
Fact: Job reassignment is an accommodation of last resort. Employers should first consider workplace changes that enable employees to continue to perform their job duties. Only after determining that no such accommodation is available should employers reassign workers.
Myth #2: The ADA forces employers to hire unqualified individuals with disabilities.
Fact: Applicants who are unqualified for a job cannot claim discrimination under the ADA. Under the ADA, to be protected from discrimination in hiring, an individual with a disability must be qualified, which means the person must meet all requirements for a job and be able to perform, with or without reasonable accommodation, its essential functions.
Myth #3: Employees with invisible disabilities must tell their employers about their disabilities.
Fact: An employee with an invisible disability isn’t required to tell an employer that they have a disability. If an employee has an invisible disability but it doesn't have any impact on their ability to perform job-related tasks, then the employee doesn't have to tell their employer.
Myth #4: Under the ADA, an employer may not fire an employee who has a disability.
Fact: Employers may fire workers with disabilities under three conditions:
- The termination is unrelated to the disability;
- The employee doesn’t meet legitimate requirements for the job, such as performance or production standards, with or without a reasonable accommodation; or
- Because of an employee's disability, they pose a direct threat to health or safety in the workplace.
Myth #5: Providing accommodations for people with disabilities is expensive.
Fact: Most workers with disabilities don’t need accommodations to do their jobs, and for those who do, the cost is usually minimal. According to the Job Accommodation Network (JAN), a service from the U.S. Department of Labor's Office of Disability Employment Policy, 58 percent of accommodations cost absolutely nothing to make, while the rest typically cost about $500. Tax incentives are also available to help employers cover the costs of accommodations, as well as modifications required to make their businesses accessible to persons with disabilities.
Key to remember: The ADA has garnered many myths since its inception. Employers can help dispel some myths about the ADA by learning the facts.
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2026-09-29T05:00:00Z
NewsIndustry NewsFederal Motor Carrier Safety RegulationsFleet SafetyBusiness planning - Motor CarrierFocus AreaIn-Depth ArticleFleet OperationsUSAEnglishTransportationBusiness planning - Motor CarrierRegistration
Not a “trucking company?” You may still need operating authority
Just because you aren’t hauling toilet paper or groceries doesn’t mean you don’t need a USDOT number. Landscapers, farmers, outdoor recreation companies, and even rock stars (tour buses) sometimes need operating authority, depending on their operations.
Examples of other “non-trucking companies” that may still need operating authority include:
- Universities;
- Blood donation vehicles,
- Home health agencies,
- Utility companies,
- Food trucks, and
- Event production companies.
How do you know if you need to apply for authority?
Per the Federal Motor Carrier Safety Administration (FMCSA), all interstate commercial motor vehicles (private, for-hire[TL1.1], and exempt) that meet the definition of commercial motor vehicle found in 390.5 must submit them online through Motus at https://motus.dot.gov and obtain a USDOT number before beginning operations.
The commercial motor vehicle definition includes a vehicle which operates in interstate commerce, and:
- Has a gross vehicle weight rating (GVWR) or gross combination weight rating (GCWR), or gross vehicle weight (GVW) or gross combination weight (GCW) of 10,001 pounds or more, whichever is greater;
- Is designed to transport more than 8 passengers (including the driver) for compensation;
- Is designed to transport 16 or more passengers including the driver, and isn’t used to transport passengers for compensation; or
- Is transporting hazardous materials in quantities requiring the vehicle to be placarded.
Not operating as an interstate carrier doesn’t mean you’re in the clear, as many states require USDOT numbers for intrastate carriers. If you fall into this category, it’s important to check your states' requirements.
How do you obtain operating authority?
If you don’t already have a USDOT number, you can obtain one by applying for authority through Motus. The registration process requires basic company demographics to be provided. This information isn’t directly used for safety scoring but does provide information that is helpful to the FMCSA for studies and investigations.
After being issued a new entrant registration, the carrier is subject to an 18-month safety-monitoring period. During this safety monitoring period, the carrier’s roadside safety performance will be closely monitored to ensure the carrier’s basic safety management controls are operating effectively. Also, during this safety-monitoring period, the motor carrier (MC) will receive a safety audit.
For those operating intrastate, the process may be different. Check with your state's department of transportation to learn more about what you need to do.
Why is this necessary?
Larger vehicles, as well as those carrying hazardous materials, pose a higher risk to both themselves and the motoring public. By regulating who may operate these vehicles, and for how long, the FMCSA prioritizes keeping the roadways safe for all who use them.
Key to remember: All companies who operate a commercial motor vehicle in interstate commerce are expected to adhere to the Federal Motor Carrier Safety Regulations — even those who don’t operate as a “traditional trucking company.”
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NewsIndustry NewsRisk Management TransportationRisk Management - Motor CarrierFocus AreaIn-Depth ArticleFleet OperationsEnglishTransportationUSA
4 traits of fleet managers with high emotional intelligence
A commercial driver's relationship with an immediate supervisor can significantly influence whether the individual stays, is fully engaged, and safely operates vehicles.
Drivers are more likely to trust leaders who demonstrate strong emotional intelligence (EI). These managers are often better equipped to address conflicts, instruct drivers, and maintain a healthy work environment.
What’s EI?
Many refer to EI as the science of people skills. EI affects how you identify and handle emotions — yours and those of others. Although everyone has a natural level of EI, you can develop the skills necessary to improve it.
Positive or negative workplace interactions may result from a person’s EI. If a manager has low EI, despite high intelligence, it will affect the ability to effectively lead a team.
Consider the following skills that need to be mastered to increase your EI.
1. Self-awareness
Those with high EI are self-aware. In other words, they understand themselves well enough to know how they’ll feel and typically respond in certain circumstances.
For instance, fleet managers will know when their personal frustrations are influencing an interaction with a driver who just communicated reaching hours-of-service limits, a delay at a shipper, or a citation for speeding.
2. Self-control
Self-awareness must be followed by self-control. Managers with high EI are aware of their emotions, but that awareness has limited value if they don’t choose an appropriate response. Suppose a driver calls to report a vehicle breakdown. The driver shouldn’t hear a manager rant, rave, and toss out expletives. Instead, the self-aware manager will respond calmly and look for solutions. The fact of the matter: How the manager feels about the situation doesn’t help solve the problem.
3. Identifying emotions of others
High EI requires social awareness or empathy. Fleet managers need to be skilled at seeing the not-so-obvious when it comes to their drivers’ emotions.
Drivers may not vocalize when under work or personal stress. A fleet manager with strong empathy skills might recognize warning signs and address concerns before the driver becomes disengaged or quits.
4. Relationship management
Relationship management is the final piece of EI. Exceptional social skills make the manager approachable, fostering trust with drivers.
Drivers view the manager as:
- An excellent communicator, with the ability to express emotions;
- A team player and often a coach, putting others first to build lasting relationships; and
- An open and honest person, making them a good mediator to settle disputes.
The manager with strong relationships skills fosters a culture where drivers feel respected and heard. When drivers feel supported by management, the carrier’s safety culture should grow stronger. Drivers are more likely to report safety issues and discuss mistakes, as well as participate in the motor carrier’s safety initiatives.
Improving EI skills
How fleet managers handle the relationships in the workplace directly affects their success and that of their drivers, the department, and potentially the company.
One of the most important steps in improving EI is being brutally honest about how you interact with and relate to others, such as:
- Do you put yourself in someone else’s place?
- Do you promote yourself to seek attention for your accomplishments?
- How do you handle stressful situations? Do you …
- Blame others?
- Get angry?
- Stay calm?
- Do you take responsibility for your actions?
- Do you apologize directly?
- How do your actions affect others?
Specific to the drivers who report to you:
- Do drivers feel comfortable bringing concerns to you?
- What’s your response if a driver disagrees with you?
- Do you listen to the driver before offering solutions?
- Do your drivers trust you?
- Are you viewed as fair and respectful?
- How do you handle behavior correction? Blame or coach?
If you identified areas of weakness in this checklist, it’s never too late to improve your EI to become a better person and manager.
Key to remember: Where you stand today in emotional intelligence doesn’t have to be where you are tomorrow. By consciously developing the necessary skills — self-awareness, self-control, empathy, and relationship management — you can strengthen your managerial skills and work relationships. EI skills help improve the safety culture and reduce driver turnover.
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2026-09-28T05:00:00Z
NewsIndustry NewsFleet SafetyRisk Management TransportationRisk Management - Motor CarrierVehicle TechnologyIn-Depth ArticleFleet OperationsVehicle TechnologyEnglishFocus AreaTransportationUSA
3 reasons your fleet needs auxiliary cameras
Every trip presents a moment when a commercial driver must make a decision based on limited visibility, such as vehicles, pedestrians, and obstacles just outside of view.
Forward facing dash cameras are useful for documenting what happens on the road, but they capture only one angle. Auxiliary cameras give drivers and fleet managers a clearer picture of the risks surrounding a commercial vehicle. These supplemental cameras help monitor blind spots, side and rear views, and cargo areas.
Consider the following 3 benefits of investing in auxiliary cameras:
1. Better visibility where drivers need it most
Commercial vehicles frequently operate in tight loading docks, crowded truck stops, urban delivery areas, construction zones, and customer facilities. In these environments, mirrors may not provide enough information to safely complete a lane change, turn, or backing maneuver.
Side-mounted cameras can help drivers monitor blind spots and adjacent lanes. They may reveal passenger vehicles, pedestrians, cyclists, or other hazards that would otherwise be difficult to see. Rear and cargo area cameras can provide a direct view of equipment, parked vehicles, people, and obstacles behind the truck. This added visibility can be especially valuable when backing into docks or maneuvering through confined spaces.
2. More context for coaching and incident review
Auxiliary cameras do more than help prevent collisions. They also give fleet managers additional context when reviewing driving events. Footage from multiple angles can show what the driver saw, where a hazard developed, and whether a safer technique could have been used.
That fuller perspective supports more meaningful coaching. Instead of relying on assumptions or incomplete accounts, supervisors can discuss the event with the driver and identify practical ways to improve. When used appropriately, video can reinforce safe habits, support professional development, and build trust between drivers and management.
3. Clearer evidence when questions arise
Multiple camera views can help clarify what happened after an incident. A side camera may show another vehicle entering the truck’s blind spot. A rear camera may confirm that a driver checked the area and followed the company’s backing procedures. This evidence can reduce uncertainty, resolve disputes, and support a more accurate investigation.
Not a replacement for defensive driving
Auxiliary cameras cannot replace attentive driving, proper mirror use, or established safety procedures. They can, however, give drivers another valuable tool for managing difficult situations. By improving visibility, strengthening coaching, and providing clearer evidence, these cameras help fleets address risk from more than one angle.
Key to remember: When drivers have the information needed to make safer decisions, the result can be fewer preventable incidents, greater confidence behind the wheel, and a safety culture built around awareness and support.
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2026-09-25T05:00:00Z
NewsIndustry NewsEnglishFleet SafetyDriver qualificationsDrivers qualification (DQ file)Driver qualification and hiringFocus AreaIn-Depth ArticleEnforcement - DOTTransportationUSA
How recurring violations reveal gaps in safety management controls
Individual violations matter, but repeated or unresolved issues often tell a larger story.
A pattern of violations often indicates weak or missing safety management controls. Safety management controls are internal practices set up by motor carriers to ensure regulations are followed and safety risks are identified and addressed.
More than just recordkeeping
When transportation professionals think of an audit, their focus often goes straight to the most commonly reviewed records. Depending on the type of audit or review, those items are critical and will receive significant attention, particularly during a compliance review. But someone with compliant records can still be a risk on the road.
Motor carriers often overlook a key part of an audit: effective safety management controls. In other words, an auditor will expect to see that the carrier has policies and procedures designed to manage its compliance program. However, having policies and procedures is only part of the equation. The key is ensuring that everyone involved understands their roles and responsibilities, and that the carrier is actively monitoring the program and addressing gaps as they are identified.
Effective safety management controls help address recurring problems. When issues happen repeatedly, they can indicate that the carrier lacks a reliable process to:
- Identify problems,
- Take corrective action, and
- Prevent the same issues from continuing.
The following are some common examples that carriers face and solutions using safety management principles.
Repeat roadside inspection violations
Roadside inspection results are mini-audits and reveal areas that need attention. To help improve on-road performance:
- Monitor roadside inspection results for violation patterns by driver, vehicle, location, or violation type;
- Identify repeated violations and the root causes such as training, dispatch procedures, maintenance follow-up, or driver supervision. Retraining or resetting expectations may be warranted; and
- Document corrective actions and the steps taken to address deficiencies.
Remember that more violations can increase Compliance, Safety, Accountability (CSA) scores, resulting in future DOT audits or reviews.
Using unqualified drivers
It’s often a sign of systemic problem when drivers who don’t have a complete driver qualification (DQ) file show up on your roadside inspection reports. The problem may lie in:
- A breakdown in onboarding, identifying commercial motor vehicle (CMV) operators, or internal communication.
- A misunderstanding of the rules by employees involved in the day-to-day management of CMVs. They need to know which individuals are qualified to operate specific CMVs and understand any restrictions or disqualifications that apply to individual drivers.
The motor carrier must identify where the breakdown occurred and take corrective action to ensure that only qualified drivers aren't placed behind the wheel of a CMV. “It was an emergency” or “they rarely drive for us” isn’t a valid explanation for allowing an unqualified driver to operate.
Unqualified drivers also include those with expired or missing DQ file items, such as:
- Expired medical certifications,
- Missing annual motor vehicle record reviews,
- Missing road tests, or
- Incomplete driver applications.
These deficiencies can indicate that the carrier doesn’t have a reliable tracking and monitoring system in place. Effective monitoring systems, routine internal checks, and retraining for employees involved in the process may be necessary to prevent these issues from becoming recurring violations.
Lack of documented corrective action
When violations are identified, the carrier should be able to show what was done in response. This may include:
- Driver coaching or corrective action,
- Support staff or supervisor review,
- Policy or process changes, and
- Additional monitoring or more frequent self-audits.
Without documentation of the steps taken, the carrier may not be able to show that the problem was recognized or that appropriate and effective corrective action was taken.
Key to remember: A pattern of violations is a sign that something is not working right at the motor carrier. Strong safety management controls can help turn these violations into opportunities to improve the process before the same issues lead to additional violations, higher CSA scores, or increased audit exposure.
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2026-09-24T05:00:00Z
NewsIndustry NewsSafety & HealthConstruction SafetyFall ProtectionGeneral Industry SafetyFall ProtectionIn-Depth ArticleEnglishFocus AreaUSA
Fall protection starts before the harness goes on
A worker climbs onto a mezzanine, roof, platform, or elevated work area and clips into a harness. It feels like the fall hazard has been addressed. However, many fall incidents involve problems that began long before the employee reached the edge. Inadequate planning, improper equipment selection, damaged components, unclear rescue procedures, and insufficient training can turn routine work at height into a serious incident.
Fall hazards aren't always obvious
Some workplace hazards are easy to spot. Fall hazards can be different. Employees may perform the same elevated task repeatedly without incident, creating the impression that the work is low risk, but the absence of a previous incident does not mean the hazard has been eliminated. Familiarity can make employees less likely to recognize physical hazards, changing conditions, and gaps in the fall protection program, including:
- Damaged or improperly used fall protection equipment,
- Unprotected edges or openings,
- Improper ladder or platform use,
- Missing or inadequate training,
- Poor equipment inspections, and
- Changes in work surfaces, weather, housekeeping, or other job-site conditions that were not addressed before work began.
Planning is the first layer of fall protection
Many fall incidents can be traced to decisions made before employees start work. Before the task begins, employers should identify where fall hazards exist, determine what protection is required, and establish how employees will perform the work safely. Deliberate planning helps prevent employees from having to make critical decisions while exposed to a fall hazard. Pre-job planning should consider:
- The location and height of the work,
- Access methods such as ladders, lifts, or stairs,
- The type of fall protection needed,
- Potential swing-fall or lower-level hazards,
- Environmental conditions that could affect employee safety, and
- The rescue procedures, equipment, and personnel needed before work begins.
Inspections help catch problems before equipment fails
Fall protection equipment is often stored, transported, exposed to weather, and used in demanding environments. Over time, components can wear, become damaged, or be altered in ways that reduce their effectiveness. Inspection programs work best when employees understand that reporting equipment concerns is expected, not optional, and know how to identify conditions that may require equipment to be removed from service, including:
- Cuts, tears, abrasions, or excessive wear,
- Damaged stitching,
- Deformed hooks, connectors, or hardware,
- Missing labels or identification markings,
- Signs of chemical damage, corrosion, or heat exposure, and
- Equipment that has been subjected to a fall or has any other condition that could affect its safe performance.
Don't overlook rescue planning
One of the most overlooked aspects of fall protection is what happens after a fall occurs. Arresting a fall is only the first step. Employers must also determine how the employee will be rescued and how quickly help can be provided. Rescue planning should be treated as part of the job rather than something addressed only after an incident and should include, as applicable:
- Identifying primary and backup rescue methods,
- Determining what equipment will be used,
- Establishing emergency communication procedures,
- Verifying rescue equipment is available and accessible,
- Training designated personnel on rescue procedures, and
- Reviewing rescue plans whenever work conditions change.
Strong programs rely on multiple layers of protection
No single piece of equipment eliminates fall hazards. A strong fall protection program brings prevention, equipment selection, inspection, training, and rescue planning together, so each layer supports the others before, during, and after work at height. Before work begins, make sure your program includes the following:
Plan the work: Evaluate fall hazards before work begins and select appropriate protection.
Provide the right equipment: Ensure employees have equipment that matches the task and work environment.
Conduct inspections: Verify equipment remains in safe working condition and remove damaged equipment from service.
Train employees: Train employees to recognize fall hazards, equipment limitations, safe work practices, and rescue procedures.
Prepare for emergencies: Develop and communicate rescue procedures before employees are exposed to fall hazards.
Key to remember: Effective fall protection is more than wearing a harness. When hazards are identified early, equipment is matched to the task, employees are trained, and rescue is planned so that employers are better prepared to prevent serious fall-related injuries.
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Copyright 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.