• Motor carriers must form strategies to recruit and retain drivers.
• Drivers may be recruited internally or through external sources.
• Employers must also have a pay and benefits package that attracts new and existing drivers.

Motor carriers today are tasked with forming strategies to find operators for their commercial motor vehicles (CMVs). They must focus heavily on recruiting, training, and developing from non-traditional sources. These sources generally consist of people who are starting a second career, women, and foreign-born citizens, all of whom are available to the transportation industry.

But even with that plan in mind, a motor carrier in the transportation industry needs to analyze current applicant’s talents and skills against future needs. Developing a strategy to fill these gaps in preparation for what’s to come may also fill the carrier’s needs on recruiting and retention.

Management must develop a culture where all employees think in terms of longevity of employment and the developing of skills. Similar to an apprenticeship in a trade, it is the depth of training the new employee receives early on in their career that creates the value of their productivity later on.

The transportation industry today must focus on going about their business in a safe and professional manner. This includes abiding by the rules and regulations enforced by government agencies for both the employer and the professional truck driver.

Finding, attracting, and hiring quality drivers takes a lot of hard work, creativity, and resourcefulness.

How do companies find qualified driver candidates?

This section will provide a basic set of tools, tips, and resources to help meet driver capacity needs. Specifically, this section will explore the following driver recruiting opportunities:

• Looking internally
• Exploring external sources

Before a carrier can successfully recruit and retain drivers, the pay and benefits package as well as the work environment must be attractive to new and existing drivers.

Pay and benefits

Pay and benefits must be competitive to attract new drivers and keep current drivers. Pay and benefits should be evaluated on a regular basis, considering the following:

• The pay package should be structured to pay for activities that other carriers do not.
• The starting wage should be considerably higher than the competitors.
• If the new driver has industry experience, there should be a higher starting wage.
• Drivers, when paid on a mileage basis, should be paid by rolling or practical miles rather than “HHG book” miles.
• Salary, guaranteed minimum, and hourly pay is being used more frequently to provide a predictable paycheck and offer stability to drivers.
• The benefit package needs to be more valuable than what the competitors offer.

If pay and benefits do not make a business stand out from the crowd, it’s important to make sure they are at least competitive.

Another aspect of the company to “sell” during the recruiting process is the work environment. An interesting fact shown in many surveys is that drivers generally do not leave carriers over pay. They leave them because of the way they are treated. Consider this fact when considering what is unique about the company. Prospective employees may be looking for a “better place to work.”

Work environment

The work environment and culture at a company has much more impact on retention than most any other factor, including pay. The company’s reputation among drivers, internal and external, may be the best or worst recruiting point.

It is important to regularly evaluate the work environment as well as the pay and benefit programs. Some basic questions can assist in this evaluation such as:

• Is the equipment clean, well maintained, and in good condition?
• How do the dispatchers and supervisors treat the drivers?
• Does the company have an “open door policy” and effective communication system to keep drivers informed of company developments?
• Does the company act on driver feedback when possible and provide follow-up communication to drivers?
• Is there a support structure to assist drivers with problems?
• What are the carrier’s safety rating, CSA scores, and reputation for having an effective safety program?
• Does the company have a “choice” rather than a “forced” dispatch system?
• Is the earned time off, personal leave, or vacation policy unique?
• Is local work available on an hourly pay basis?
• Do over-the-road drivers get home on a scheduled basis?
• Does the company only keep over-the-road drivers out a day or two?
• Has the company established a “relay system” to get drivers home regularly?
• Does the company dedicate drivers to specific customers or areas to try to give them a more scheduled lifestyle?

If the operation cannot come up with anything unique that would attract new drivers, it would be to advantageous to develop something. No matter what recruiting strategies are used, companies may not have much luck if they cannot answer the underlying question most prospective drivers have: “Why should I come to work for you?”