Matching Drivers to Your Freight: The Secret to Lower Turnover in F&B Trucking

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For food and beverage carriers, driver turnover is more than an HR issue. It can be a direct hit to service, sales, and profitability.  

 

With the physical demands of touch freight, specialized endorsements, and unconventional schedules, F&B trucking has some of the highest barriers to entry in the industry, making recruiting and retaining drivers a constant challenge. 

 

However, many carriers overlook one of the simplest solutions: matching the right driver to the right freight from the very start. When carriers align job realities with driver preferences and capabilities, turnover rates fall, job satisfaction rises, and the talent pipeline gets stronger. 

 

Keep reading to find out how matching drivers to freight can solve some of the toughest pain points in F&B trucking. 

 

The Physical Demands: Finding Drivers Who Can Handle Touch Freight 

F&B routes often require drivers to unload cases with dollies, climb stairs, and walk products into restaurants or retail stores. This level of physical activity can be a deal-breaker for many drivers, and a quick path to burnout if they weren’t prepared for it. 

 

When carriers are transparent about these requirements upfront and target candidates who are open to physical, hands-on work, they avoid hiring drivers who might quit after a week. Pre-screening for willingness to handle touch freight can help you narrow the applicant pool and ensure the drivers you hire are more likely to stay. 

 

Specialized Endorsements: Eliminating Qualification Bottlenecks 

Refrigerated trailers, bulk liquids, and certain specialty items require endorsements like a tanker or hazmat endorsement to transport food grade materials. Since fewer drivers carry these certifications, carriers often waste time interviewing candidates who won’t be able to move the freight. 

 

By matching job listings with drivers who already hold the required endorsements, you can cut down on delays, prevent idle equipment, and reduce missed delivery deadlines. It also positions your fleet as professional and organized, which are qualities that appeal to drivers who want to invest in a long-term career. 

 

Scheduling Realities: Reducing Mismatched Expectations 

F&B drivers often start their days at 2 or 3 a.m., deliver on weekends, or run through holidays. These schedules can be a deal-breaker for drivers seeking a more traditional work-life balance. 

 

Misaligned expectations around scheduling are one of the fastest ways to drive turnover. By capturing schedule preferences early and ensuring drivers know what the job entails, you can avoid mismatches that lead to no-shows and resignations.  

 

Urban, Multi-Stop Deliveries: Matching Route Experience with Skill Sets 

Delivering to congested urban centers with multiple stops requires a special set of skills, and lots of patience. Drivers who thrive on long-haul open-road work may struggle with city congestion and tight delivery windows. 

 

By identifying drivers who prefer local or regional work, who enjoy customer interaction, and who have prior experience in urban delivery, carriers set their fleets up for success. Drivers who are matched to routes that fit their strengths are less likely to churn and more likely to deliver consistent performance. 

 

Customer Service as a Hiring Priority 

In F&B trucking, drivers are more than freight movers. They are the face of your brand to restaurant managers, grocery clerks, and retail staff. Poor customer service at the delivery dock can damage relationships and even cost accounts. 

 

That’s why matching should also take customer service skills into account. Hiring drivers who are personable, communicative, and customer-oriented ensures positive interactions, fewer complaints, and stronger client relationships. 

 

Competing with “Easier” Driving Jobs 

One of the toughest challenges in F&B trucking is competing with jobs that offer comparable pay along with easier freight handling and more predictable schedules. Drivers often leave for these positions, viewing them as less strenuous than the demands of F&B work. 

 

Instead of fighting this reality, carriers can sharpen their recruiting efforts by clearly positioning F&B roles to the right audience. Advertising that emphasizes steady routes, consistent demand, and the chance to stay active on the job helps attract drivers who value those aspects.  

 

By tailoring job postings and outreach to drivers who are a natural fit for this work, you can strengthen retention and avoid wasting resources on mismatched candidates. 

 

Seasonal Spikes: Building a Proactive Talent Pipeline 

The F&B sector experiences some seasonal swings, such as seasonality by produce type, beverage spikes in summer, or holiday food demand towards the end of the year. Many carriers scramble to recruit drivers at the last minute, lowering candidate quality and hurting delivery performance. 

 

A better approach is maintaining an ongoing relationship with qualified drivers year-round. By keeping a warm pipeline of pre-matched candidates, carriers can ramp up quickly during peak demand without sacrificing quality. 

 

The Bottom Line: Matching Is Retention 

The cost of turnover in F&B trucking goes far beyond recruiting spend, it includes lost sales, disrupted customer relationships, and wasted training investments. Matching drivers to the right freight lays the foundation for stronger retention. 

 

By aligning drivers’ physical abilities, endorsements, scheduling preferences, route experience, and customer service skills with the realities of your freight, carriers can lower turnover, improve service, and build a more loyal workforce. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

How Drive My Way Helps Building Products Clients Find Specialized CDL Drivers

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In the building products industry, the right drivers are more than just operators. They’re skilled professionals who combine safe driving with specialized equipment handling, customer service, and physical delivery work.  

 

Finding these professionals, however, can be a challenge. Positions like CDL A and B straight-truck drivers, boom-truck operators, and yard spotters demand a unique mix of licensing, technical skills, and hands-on experience. 

 

Drive My Way offers an option for companies navigating these hiring needs. With a trucking-exclusive platform and experience in sourcing niche CDL talent, we connect employers with drivers who meet precise role requirements and are ready to bring their expertise to the job. 

 

A Trucking-Focused Solution for Niche Hiring 

Unlike general job boards, Drive My Way is built specifically for recruiting truck drivers. The platform is designed to match employers with drivers who meet exact requirements, not just in licensing, but in equipment experience, delivery type, and work preferences. 

 

For building products companies, this trucking-specific focus means they can quickly zero in on candidates who already understand their type of work. From CDL A/B straight-truck drivers with boom-operator certifications to local route specialists with customer-facing experience, Drive My Way helps employers connect with talent that fits. 

 

“What’s been different with Drive My Way is we seem to get a much higher caliber of candidates in the pool,” said David Ullman, an HR Manager at J&L Building Materials. “Our driving positions are very niche. We’re looking for a very specialized candidate.” 

 

Case Study: J&L Building Materials 

Family-owned and operating since 1958, J&L Building Materials supplies professional contractors throughout Pennsylvania, Delaware, and New Jersey. They needed to recruit CDL A and B straight-truck drivers, including some with boom-truck operation skills, across multiple locations. 

 

Before partnering with Drive My Way in October 2019, filling these positions was slow and inconsistent. However, with DMW’s platform, the process changed dramatically. 

 

J&L’s David Ullman praised the clean, streamlined interface that made posting and managing jobs easy. “I’ve seen some other platforms out there that can be cumbersome. The Drive My Way solution is just a very clean, streamlined interface.” 

 

Even more important, the candidates were exactly what they were looking for. Average time-to-hire dropped to under 30 days, even for highly specialized roles. The company also benefited from personalized support from their Customer Success Manager, who took time to understand their unique needs and offer targeted advice. 

 

“I know we would not have had the success we have had without Drive My Way,” Ullman said. “Specifically, our Customer Success Manager took time to listen, ask questions, and then offered strategic guidance and insight that I wouldn’t have had.” 

 

Case Study: Lansing Building Products 

Lansing Building Products, a national exterior-products supplier with over 100 branches in 35 states, faced a similar challenge. They needed CDL A and B straight-truck drivers and yard spotters across a wide geographic range. The positions often required local deliveries, physical unloading, and customer interaction, making it critical to find candidates with the right qualifications.  

 

When Lansing partnered with Drive My Way in early 2021, they were able to integrate the platform directly with their applicant tracking system, Lever. This seamless connection allowed them to move candidates through the hiring process more quickly, resulting in a consistent average of more than two hires per month. 

 

“The great customer service is what I like best about Drive My Way,” said April Smith. “It’s what separates them from the other hiring resources we’ve used in the past.” 

 

Drivers themselves also reported a positive experience with the application process. Marc, a CDL A driver in Rockaway, NJ, said, “It was the easiest experience I’ve had applying for a job. It was amazing.”  

 

Russell, a CDL A driver in Greenville, SC, added, “It went great. I wasn’t familiar with Drive My Way before this, but I’m happy with the experience.” 

 

By delivering both volume and quality candidates, DMW helped Lansing maintain a steady driver pipeline and meet its hiring goals in a competitive market. 

 

Why Drive My Way Works for Building Products Companies 

We’re proud of these success stories from J&L and Lansing, which highlight several key strengths that make Drive My Way a perfect fit for building products employers. These include: 

 

  • Specialized driver matching: Ability to filter and match for boom-truck certification, local delivery preference, and customer service skills. 
  • Clean, trucking-specific platform: Built for driver recruiting, without the clutter of unrelated job categories. 
  • Quality over quantity: Focus on delivering high-caliber candidates who match both qualifications and company culture. 
  • Personalized support: Customer Success Managers who understand the industry and provide strategic hiring insights. 
  • Technology integration: ATS compatibility to streamline the hiring process. 

 

The Bottom Line 

In the building products industry, success depends on having the right drivers behind the wheel who can safely operate specialized equipment, deliver materials efficiently, and represent the company well with customers.  

 

These drivers may be hard to find, but Drive My Way’s trucking-exclusive platform and personalized approach make the search faster, easier, and more effective. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

What Benefits Truck Drivers Are Looking For: Must-Haves and Differentiators in 2025

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In today’s trucking industry, it takes more than just a strong pay rate to win over top talent. Drivers are carefully weighing the full package when deciding where to work, and whether to stay.  

 

While competitive wages are still important, benefits play an increasingly critical role in attracting qualified drivers and keeping them behind the wheel. From health insurance and retirement plans to pet policies and mental health support, drivers are looking for employers that meet both their personal and professional needs. 

 

Understanding what drivers expect, and what’s beginning to stand out as an industry differentiator, is essential for companies looking to recruit top talent and build long-term loyalty. 

 

The Core Benefits Truck Drivers Expect 

While job priorities may shift over time, the foundation of a strong benefits package remains consistent. Drivers still expect the basics: benefits that support their financial and personal well-being. 

 

Here are the core benefits that truck drivers continue to view as non-negotiables: 

 

  • Health Insurance: Comprehensive medical, dental, and vision coverage is a top concern for many drivers. The high-risk nature of the job, long hours, and time away from home make this especially important. 
  • 401(k) with Company Match: Many experienced drivers are thinking long term. Retirement savings plans, especially with employer contributions, can be a major incentive for retention. 
  • Paid Time Off (PTO): Whether it’s vacation days, sick leave, or paid holidays, drivers want to know they’ll have structured time to rest and reconnect with family. 
  • Life Insurance and Disability Coverage: These benefits provide peace of mind for drivers and their families, especially in an industry where accidents and injuries are unfortunately part of the risk. 
  • Detention, Layover, and Breakdown Pay: Drivers expect compensation for delays or mechanical issues that eat into their hours and earnings. These are quickly becoming essential for companies, not just an optional benefit.  

 

Emerging Benefits Gaining Traction in 2025 

While the basics form the foundation, newer and more flexible benefits are becoming key differentiators, especially among younger drivers or those looking to change fleets.  

 

Many of these trends align with broader workforce priorities around work-life balance and overall wellness. 

 

Mental Health and Wellness Support 

The isolation and stress of life on the road can take a serious toll on drivers. To better support drivers on and off the road, many fleets now provide: 

  • Access to virtual therapy or mental health hotlines 
  • Employee Assistance Programs (EAPs) 
  • Wellness stipends for activities like yoga, meditation apps, or gym memberships 

 

Flexible Home Time and Scheduling 

In an industry where home time has long been a sticking point, providing flexibility has become a major factor in recruiting drivers. Companies that can offer regional or hybrid routes, predictable schedules, or more control over time off have a clear advantage. 

 

Pet and Rider Policies 

Truckers often want companionship on the road. Fleets that allow pets, or even subsidize pet insurance, can appeal to drivers who don’t want to leave furry friends behind.  

 

Similarly, rider policies that allow a spouse, child, or friend to join a driver on the road can ease the strain of time away from home. These programs help drivers stay connected to loved ones and make long stretches on the road feel less isolating. 

 

Bonuses Beyond Sign-On 

Sign-on bonuses still exist, but today’s drivers know they often come with strings attached. Because of this, many companies are finding greater success by focusing on ongoing, performance-based incentives such as: 

  • Performance Bonuses (based on safety, fuel efficiency, or customer feedback) 

 

Unique and Creative Benefits That Stand Out 

If you’re looking to differentiate yourself from competitors, offering benefits that go beyond the norm can make a significant impact. 

 

Some creative benefits that are growing in popularity include: 

  • Education Reimbursement or CDL School Loan Assistance: Helping drivers earn or maintain credentials, or even support continuing education outside trucking, can show your investment in their future. 
  • Health Club or Subscription Perks: Subsidies for gym memberships, healthy meal delivery, or subscriptions like Spotify or Audible can help make life on the road more enjoyable and healthier. 
  • Guaranteed Pay Programs: New drivers often cite income instability as a challenge. Guaranteed pay during training or slow periods helps reduce stress and build trust. 
  • Retirement Planning Resources: Beyond just offering a 401(k), some fleets now provide access to financial planning tools or advisors to help drivers manage long-term goals. 
  • Tech-Friendly Perks: Access to modern trucks with up-to-date technology, mobile-friendly communication tools, and efficient dispatch software helps younger or tech-savvy drivers feel supported. 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

The Missed Opportunity in Exit Interviews

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When a truck driver hands in their notice, many companies treat the departure as a done deal rather than a final opportunity.  

 

Exit interviews can offer unmatched insight into what’s working and what’s not when it comes to your company’s recruiting and driver retention efforts. For carriers facing persistent driver shortages and rising turnover, this often-overlooked tool can be a powerful force for change.  

 

By asking the right questions and acting on the answers, you can identify patterns, improve retention strategies, and begin to shift company culture from the ground up. 

 

The High Stakes of Driver Turnover 

According to the American Trucking Associations, turnover among large truckload carriers consistently remains above 80 percent. Replacing a single driver can cost anywhere from $6,000 to $12,000 in recruitment, onboarding, and lost productivity. Given these costs, understanding why drivers leave truly is essential. 

 

Many fleets invest heavily in recruitment strategies but neglect the critical last step: collecting feedback from departing employees. Exit interviews, when conducted thoughtfully, can uncover root causes of dissatisfaction that might not surface during regular check-ins or satisfaction surveys. 

 

Why Exit Interviews Are Underused in Trucking 

In many industries, exit interviews are a routine part of HR processes. In trucking, however, they are less common or often reduced to a generic checklist. The nature of the industry plays a role, as drivers may leave suddenly, can be hard to meet in person, or may not trust that their feedback will lead to any change. 

 

However, digital tools now make it easier to conduct remote, structured exit interviews via phone, video, or secure online forms. Platforms like WorkHound, Tenstreet, or even customizable survey tools such as SurveyMonkey and Typeform can help gather and analyze feedback efficiently.  

 

What to Ask and What to Listen For 

Generic questions like “Why are you leaving?” or “Would you recommend us to another driver?” rarely reveal the deeper motivations behind a driver’s departure. Instead, you should aim for open-ended, specific, and behavior-based questions.  

 

Some examples might include: 

  • What aspects of your job did you enjoy the most? 
  • Were there situations where you felt unsupported or undervalued? 
  • How would you describe your communication with dispatch and management? 
  • Were there any company policies or procedures that made your job more difficult? 
  • What would have made you stay? 

 

Such questions can lead to more nuanced feedback around company culture, scheduling pressures, equipment issues, or relationship challenges with dispatch. Drivers may be more honest on the way out than they were while employed, making this moment uniquely valuable. 

 

Turning Insights Into Action 

Collecting exit interview feedback is only helpful if you are ready to review and act on it. This means identifying trends over time rather than treating each interview as a standalone data point. For example, if five out of ten departing drivers cite issues with time at home, that suggests a systemic problem, not a one-off complaint. 

 

Many leading fleets now incorporate this feedback into continuous improvement processes. If communication breakdowns are a repeated concern, it may signal a need to retrain dispatchers or improve mobile app interfaces. If poor equipment is cited often, it could justify prioritizing upgrades in the next capital expenditure cycle. 

 

Importantly, sharing these insights (in a generalized, anonymized form) with leadership and operational teams can drive broader cultural change. It shows that feedback is valued, and it demonstrates your commitment to becoming a better place to work, even for those who are already walking out the door. 

 

Bridging the Trust Gap 

Some drivers may hesitate to be fully honest, especially if they fear their comments will be ignored or used against them. Creating a culture of trust is key. Let drivers know that their exit feedback is confidential and will be used only to improve the company for future employees. 

 

It can also be useful to have a neutral party, such as an HR team member or third-party service, conduct the interview, rather than a direct supervisor or dispatcher. This separation can help drivers feel safer sharing candid input. 

 

Rethinking and Simplifying Truck Driver Pay: Everything You Need to Know

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When it comes to recruiting and retaining drivers, few issues are as important as compensation. Yet across the trucking industry, driver pay remains one of the most confusing, frustrating, and frequently misunderstood aspects of the job.  

 

For drivers, this confusion can fuel mistrust. For employers, it often results in high turnover, strained operations, and missed recruiting opportunities. 

 

Simplifying driver pay is not just a matter of accounting or payroll logistics. It is a business decision with far-reaching consequences. By creating a pay structure that is easier to understand and more transparent, companies can improve driver satisfaction, reduce churn, and create a workplace culture built on fairness and clarity. 

 

Complexity Causes Friction 

Pay structures in the trucking industry have traditionally been anything but simple. Between cents per mile, stop pay, layover pay, detention time, bonuses, fuel surcharges, and per diem reimbursements, the average driver must navigate a maze of numbers to determine what their take-home pay will be each week. 

 

This complexity creates unnecessary stress. Drivers often feel like they need to double-check every paycheck to make sure they are not being shorted, even when they trust their employer. It also increases the likelihood of payroll disputes and errors. Onboarding new drivers becomes harder, especially if pay systems take multiple weeks or even months for drivers to become accustomed to.  

 

Many companies also find themselves fielding constant questions from new recruits who struggle to compare offers. It is difficult for drivers to assess which job is the best fit when every company’s pay plan looks wildly different or requires pages of explanation. 

 

Transparency Builds Trust 

To successfully simplify driver pay, it is important to shift toward pay models that are not only competitive but easy to communicate. This doesn’t mean removing every variable or eliminating all incentive-based pay. It means rethinking how pay is structured and communicated so that drivers understand how they are paid and why. 

 

Clarity can be as simple as standardizing terminology. For example, make sure the terms used on job ads, pay stubs, and internal documents are consistent and avoid jargon. If drivers are being paid per mile, state whether those are practical miles (most efficient route), hub miles (based on odometer readings), household goods miles (based on zip codes), or address-to-address miles, and explain how those miles are calculated. 

 

More importantly, drivers want to know what to expect each week. Some companies are moving toward guaranteed weekly pay, or a hybrid pay structure that includes a base minimum with mileage or performance bonuses on top. This provides stability and helps drivers plan their finances, while still offering rewards for productivity. 

 

When pay is predictable and consistent, companies gain credibility. Drivers are less likely to jump ship when they feel confident, they are being paid fairly and on time. 

 

Clear Pay Plans Improve Recruiting 

Simplified pay structures can also set you apart in a competitive hiring market. Job seekers are not just looking for the highest cents-per-mile rate. They want to know what their paycheck will actually look like at the end of the week. 

 

Instead of highlighting only the highest earning potential, companies can provide examples of average weekly earnings and explain how that number is reached. Recruiters who can walk through the numbers in plain language will have an easier time building relationships with candidates and converting applications into hires. 

 

Some carriers now include pay calculators on their websites or send pre-hire documents that break down the first few weeks of expected pay. These kinds of tools can reduce drop-off during onboarding and help candidates feel like they are walking into a stable, well-organized company that sees them as people, not leads.  

 

Internal Communication Matters Too 

Even the best pay system will fall flat if drivers do not feel comfortable asking questions or voicing concerns. Dispatchers, fleet managers, and HR teams all play a role in maintaining a culture of clarity around compensation. 

 

Make sure all staff understand the pay structure well enough to explain it and are trained to respond empathetically to pay-related concerns. When issues do arise, responding quickly and respectfully can prevent problems from escalating or becoming a source of long-term resentment. 

 

Technology can help here too. Consider using dashboards or apps that let drivers track their miles, pay, and bonus progress in real time. This kind of visibility cuts down on confusion and gives drivers more control over their earnings. 

 

 

 

Simplifying driver pay is not about cutting corners or reducing compensation. It is about making pay easier to understand, easier to manage, and more consistent from week to week. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

7 Important Tips to Hire and Retain OTR Drivers

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Over-the-road (OTR) drivers are the backbone of long-haul trucking, moving goods across state lines and keeping supply chains running. However, finding and keeping quality OTR drivers is no small task.  

 

These drivers face unique challenges compared to regional or local drivers, and your recruiting and retention strategies need to reflect that. 

 

Keep reading for our breakdown of how to successfully hire and retain OTR drivers, with seven tips that can apply to building a stronger driver team overall. 

 

Understand What OTR Drivers Want 

The first step to attracting and retaining quality OTR drivers is to understand what makes their position and experiences unique.  

 

OTR drivers often spend weeks away from home, and that lifestyle isn’t for everyone. When recruiting, be upfront about the realities of the job, but be sure to highlight the benefits your company can offer.  

 

Consider these factors that many OTR drivers are motivated by: 

 

  • Higher pay potential compared to local routes 
  • Bonuses (sign-on, safety, mileage, etc.) 
  • Freedom and independence on the road and flexible scheduling  
  • Opportunities for adventure and seeing the country 

 

When you tailor your messaging to speak directly to what OTR drivers value, you attract candidates who are genuinely interested and prepared for the demands of the role. 

 

Offer Competitive Pay and Benefits 

Pay may not be the only factor drivers consider, but it’s undeniably a major part of attracting and retaining top talent. 

Competitive compensation goes beyond base pay; it also includes offering a complete package that makes drivers feel valued. Consider offering the following:  

 

  • Mileage pay that is fair and transparent 
  • Per diem options to cover expenses on the road 
  • Health, dental, and vision insurance 
  • 401(k) matching and retirement planning options 
  • Flexible home time policies  

 

When drivers feel they are earning what they are worth, they are much more likely to stick around and spread word to help build your reputation.  

 

Prioritize Home Time — Even for OTR Drivers 

As every recruiter and employer knows, most OTR drivers end up on the road and away from home up to weeks at a time. Even the most committed OTR drivers will eventually need a break. Offering predictable home time schedules is critical for retention and fostering a committed workforce. 

 

Some companies now promise: 

 

  • Guaranteed home time after a certain number of days or weeks on the road 
  • Flexible scheduling for family emergencies 
  • Paid time off (PTO) that can be scheduled in advance 

 

Drivers who know they will get meaningful time at home are far less likely to experience burnout. 

 

Streamline Your Hiring Process 

CDL drivers are busy and often access the internet on the road with mobile devices. A slow, complicated hiring process can turn off good candidates and increase your recruiting expenses. 

 

Ensuring that your recruiting and hiring processes are efficient and accessible is a key step to attracting and retaining the talent you are searching for.  

 

Consider these factors to streamline your hiring process:  

 

  • Respond quickly to applications and inquiries, considering that drivers may prefer various forms of communication including phone calls, email, text message, social media, or in-person.  
  • Simplify onboarding with digital paperwork and online orientation when possible. Be sure to make as many resources as possible mobile access friendly  
  • Communicate clearly about steps, timelines, and expectations. Track candidates to ensure nothing is missed or delayed.  

 

Remember: drivers have options. If you take too long to bring them onboard, they might move on to a company that is faster.  

 

Invest in Driver Support and Communication 

Once hired, OTR drivers can often feel isolated on the road. A strong communication system, with dispatch, management, and other drivers, is key to helping them stay connected and committed to your company.  

 

  • Assign dedicated driver managers who act as a single point of contact. Make sure they are able to communicate through various channels. 
  • Use mobile apps and technology for easy updates, routing help, and check-ins 
  • Mental health struggles are prevalent but often overlooked among CDL drivers. Offer mental health support and open-door policies to display your commitment to the wellbeing of your drivers. 

 

Drivers who feel seen and supported are more likely to remain in their positions and recommend your company to others.  

 

Recognize and Reward Your OTR Drivers 

Recognition goes a long way. Commercial driving can be a challenging career, and sometimes a note of gratitude or social media shout-out can keep a driver from looking for other opportunities.  

 

Consider celebrating milestones like: 

 

  • Safe driving awards 
  • Driver of the Month programs (on social media, company websites, and more) 
  • Years-of-service bonuses 

 

Small gestures, even a simple thank-you call, can make a huge difference in showing drivers that their hard work is valued. 

 

Provide Growth Opportunities 

Many OTR drivers are looking for more than just a paycheck, they want a clear and meaningful career path with real opportunities for growth.  

 

It is not enough to offer a good salary; drivers want to know they have a future with your company. When you invest in their professional development, offer advancement opportunities, and show a genuine commitment to their success, drivers are far more likely to stay for the long term. 

 

Help your OTR drivers envision a future at your company by offering: 

 

  • Opportunities for additional endorsements (Hazmat, tanker, etc.) 
  • Training programs to become trainers, dispatchers, or safety coordinators 
  • Clear promotion paths for leadership roles 

 

When drivers feel that they can grow with you, they will stay with you longer. 

 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

9 Essential Tips to Consider When You’re Onboarding with a New ATS

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Bringing on a new Applicant Tracking System (ATS) can be a game-changer for freight carriers and CDL employers looking to streamline recruiting, improve driver experience, and reduce time-to-hire.  

 

However, making the most of a new system takes more than just plugging it in. The onboarding process is where the foundation for long-term success is built, and a new ATS can be exactly the tool you need.  

 

Keep reading to learn our nine tips to consider when onboarding with a new Applicant Tracking System.  

 

Define Clear Goals and Metrics 

Before you get started, be sure to fully understand why you’re switching to a new ATS. What problems are you trying to solve? Are you looking to shorten hiring time, improve communication with candidates, reduce manual work, or better track your recruiting pipeline?  

 

Identify the key metrics you’ll use to measure success, whether it’s application completion rates, time-to-hire, or cost-per-hire. This clarity will help guide implementation and keep everyone aligned. 

 

Map Out Your Existing Hiring Workflow and Desired Candidate Experience 

Next, take a close look at your current recruiting process from start to finish. What steps are taken from the time a truck driver applies to when they’re hired and onboarded? Which parts are manual, redundant, or causing delays?  

 

Understanding your workflow lets you optimize it within your new ATS, rather than just copying over the old problems into a new platform. In fact, it is best practice to start fresh by defining what type of candidate experience you want job seekers to have and assess each of the future state process steps you define to ensure the new process delivers that desired experience.  

 

It is also a best practice to involve users of the system in designing the new future state process. It is important in the design to ensure that the list of candidate disposition codes created accurately reflect the stages of the process and the definitions for when and how to use each of them are clear to all users. It’s also critical for all users to consistently apply disposition codes according to the definitions to ensure data integrity and reliable reporting.  

 

Ensure Integration with Other Tools 

Your ATS doesn’t operate in a vacuum. It is critical to ensure that your ATS integrates smoothly with your existing systems, like background check providers, drug testing platforms, ELD/logistics tools, HR software, and DOT compliance systems.  

 

A well-integrated ATS saves time and reduces errors by syncing data automatically instead of relying on manual entry or spreadsheets. 

 

Prioritize Training and User Adoption 

Even the most powerful ATS won’t make a difference if your team doesn’t use it correctly. It is important to set aside time for comprehensive training sessions, and not just during implementation, but as an ongoing process.  

 

Get buy-in from your recruiters, safety managers, dispatchers, and anyone else who touches the hiring pipeline. The easier the system is to use, the more likely your team will stick with it. Holding regular meetings to review reports from the system on how disposition codes are being used and reviewing performance against pre-determined goals will also help encourage adoption. 

 

Customize Communication with Candidates 

Truck drivers are often on the road, so timely, mobile-friendly communication is key. Take advantage of features like automated texts, email templates, and driver portals, but make sure they’re customized with your brand’s tone and message.  

 

Personalized communication goes a long way in creating a positive candidate experience and increasing follow-through. 

 

Clean and Migrate Data Thoughtfully 

Data migration is one of the trickiest parts of onboarding a new ATS.  

 

Work closely with your provider to decide which data needs to be moved from your old system and how it should be structured. Clean your data beforehand to avoid duplications or outdated records clogging up the new system.  

 

Having accurate historical data in the new ATS helps with reporting, re-engaging previous applicants, and staying compliant. 

 

Focus on Compliance from Day One 

Recruiting truck drivers means navigating a complex web of FMCSA regulations, safety requirements, and hiring standards.  

 

Make sure your ATS is configured to collect and store the necessary compliance documents and that your workflows include steps for safety checks, drug screens, and MVRs. A good system should help you always stay audit-ready with up-to-date information.  

 

Ask About Ongoing Support and Updates 

When working with a new ATS, don’t just evaluate the software, evaluate the team behind it. Ask about the support structure, response times, and whether they offer a dedicated customer success manager.  

 

Also be sure to ask about feature updates and whether you’ll have input into future developments. A good ATS partner will continue to grow with your business, not just sell you a static tool. 

 

Solicit Feedback and Iterate 

Like with any part of the recruiting and onboarding process, creating a feedback loop is essential for growth and evolution.  

 

Once your system is live, check in regularly with your recruiters and hiring managers. What’s working? What could be smoother? Are candidates dropping off at certain stages? Use feedback to fine-tune the process and get even more value out of your investment. 

 

 

With the right planning and support, your new ATS can help you attract and hire better drivers, faster, and set your fleet up for long-term success. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

How to Use Data and Analytics to Improve Your Recruiting Process

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In today’s competitive trucking industry, finding and retaining qualified drivers is more challenging than ever.  

 

Many trucking companies face persistent driver shortages, high turnover rates, and increasing operational costs. To overcome these challenges, data and analytics can provide valuable insights that help refine and enhance the recruiting process.  

 

Ready to learn more? Keep reading to find out how by tracking key recruitment metrics such as time-to-hire, cost-per-hire, and candidate quality, your company can streamline hiring strategies and make data-driven decisions that improve efficiency and long-term driver retention.  

Why Data-Driven Recruitment Matters

Traditional hiring processes often rely on intuition, gut feeling, or outdated methods. While experience plays a crucial role in hiring decisions, data analytics offers objective, measurable insights that can significantly enhance recruitment outcomes.  

Leveraging recruitment data allows companies to: 

  • Optimize hiring timelines by identifying bottlenecks in the recruitment process. 
  • Reduce hiring costs by understanding where budget adjustments can be made. 
  • Improve candidate quality by analyzing which sourcing channels yield the best drivers. 
  • Enhance retention rates by identifying patterns that lead to long-term employment success. 

By tracking and analyzing recruitment data, freight carriers can make informed decisions that lead to a more efficient and effective hiring process. 

 

Key Recruitment Metrics to Track

To effectively leverage data in recruitment, your company should focus on the following key metrics:

Time-to-Hire

Time-to-hire measures the number of days it takes from when a candidate applies to when they are officially onboarded. A lengthy hiring process can result in losing top talent to competitors. By analyzing time-to-hire, companies can pinpoint delays and refine their process to accelerate hiring.

Tips to improve: 

  • Automate screening and interview scheduling to reduce manual work. 
  • Pre-screen candidates effectively to ensure they meet the necessary qualifications. 
  • Use applicant tracking systems (ATS) to streamline communication and workflow.

 

Time-to-Fill

Time-to-fill measures the number of days it takes from when a requisition opens until a candidate is hired and it is closed. Time-to-fill captures the total amount of time to execute all steps in the process and will identify where bottlenecks exist. 

Tips to improve: 

  • Inform all process participants of the urgency to fill each open position and that the time to execute is being measured. What gets measured, often gets attention. Automate interview scheduling to quickly capitalize on candidate, recruiter, and hiring manager availability.  
  • Implement effective and timely feedback loops in the interview process to avoid delays in getting interview feedback that will define next steps.  
  • Establish Service Level Agreements (SLAs) with vendors performing background checks, drug testing, and other back-end processing to ensure that expected turnaround times for results are clearly defined and can be measured.  

Cost-Per-Hire

Cost-per-hire calculates the total internal and external expenses associated with recruiting a new driver. This includes advertising costs, recruiter salaries, screening expenses, and onboarding costs. By understanding cost-per-hire, companies can allocate budgets more effectively and find ways to lower expenses without sacrificing quality.

Tips to improve: 

  • Identify which recruitment channels provide the best ROI and focus efforts there. 
  • Reduce administrative overhead through automation and technology solutions. 
  • Improve retention rates to decrease the need for frequent hiring. 

 

Candidate Quality

Candidate quality measures how well a new hire performs after joining the company. A high-quality candidate is one who meets job expectations, adapts quickly, and stays with the company long-term. 

You can track this metric by evaluating performance during the probation period, assessing safety records, and monitoring retention rates. 

Tips to improve: 

  • Use structured interviews and skills assessments to better gauge candidates. 

 

Offer Acceptance Rate

This metric tracks the percentage of candidates who accept job offers. A low acceptance rate could indicate issues with compensation, benefits, company reputation, or the hiring experience.

Tips to improve: 

  • Gather feedback from declined candidates to understand their reasons for rejecting offers. 
  • Offer competitive pay and benefits that align with industry standards. 
  • Improve transparency about job expectations and company culture during the recruitment process. 

 

Source Effectiveness

Understanding which recruitment sources yield the best candidates can help companies refine their hiring strategies. Analyzing job boards, social media platforms, employee referrals, and recruiting agencies can determine which sources produce the highest quality drivers at the lowest cost.

Tips to improve: 

  • Shift recruiting resources to the most effective channels. 
  • Optimize job postings for better visibility and engagement. 
  • Keep a long-term perspective. The goal is not to spend the least, it’s to spend the most strategically to meet your needs. Overspending and having high volume could be a detriment.  
  • Build strong relationships with driving schools and industry associations. 

 

Retention and Turnover Rates

Tracking how long new hires stay with the company and identifying common reasons for turnover can provide critical insights into recruitment effectiveness. 

If a high percentage of new drivers leave within the first few months, it may indicate issues with job expectations, company culture, or training programs. 

Tips to improve: 

  • Conduct exit interviews to understand why drivers leave and address recurring issues. 
  • Provide better onboarding and mentorship programs to help new hires transition smoothly. 
  • Offer clear career advancement opportunities to increase job satisfaction. 

While each of the above metrics can help you improve your recruiting process, the recruiting process is complex so it’s critical that you look at all of them in total to get a balanced view over time to ensure that you don’t make short-term changes that have long-term consequences. When contemplating changes, it’s also important to consider the impact the candidate experience, not just how it might lower costs or improve efficiency.  

Leveraging Technology for Data-Driven Recruiting

Modern technology plays a crucial role in collecting and analyzing recruitment data. Consider implementing the following tools to enhance your hiring process: 

  • Applicant Tracking Systems (ATS): Streamline job postings, applications, and communication with candidates. 
  • Data Analytics Software: Analyze trends and generate reports on hiring metrics. 
  • AI-Powered Screening Tools: Automate resume screening and initial assessments to identify top candidates faster. 
  • CRM (Candidate Relationship Management) Systems: Maintain engagement with potential hires over time, ensuring a pipeline of qualified drivers. 

 

Implementing a Data-Driven Strategy

To successfully integrate data and analytics into your recruitment process, follow these steps: 

  1. Define Your Objectives – Identify specific hiring goals, such as reducing time-to-hire by 20% or improving candidate quality. 
  2. Collect and Centralize Data – Ensure all recruitment data is stored in one accessible system for easy analysis. 
  3. Regularly Review Metrics – Conduct monthly or quarterly reviews to assess recruitment performance and adjust strategies accordingly. 
  4. Make Data-Driven Adjustments – Use insights to refine job postings, streamline processes, and reallocate recruitment budgets. 
  5. Monitor Long-Term Trends – Track progress over time to ensure continuous improvement in hiring outcomes. 

 

 

 For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

 

Managing a Multi-Generational Workforce in Trucking: Strategies for Success

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The trucking industry is experiencing a generational shift, with Gen Z and Millennials entering the workforce at a growing rate, while older, experienced drivers remain a vital part of fleets across the nation.  

 

Managing a multi-generational workforce presents unique challenges, from differing communication styles to varying expectations for job benefits, technology, and career growth. However, carriers that are successful in combining multiple generations across their workforce benefit from varied and unique perspectives and skill sets.  

 

Understanding how to balance these needs is essential for improving driver satisfaction, retention, and overall fleet efficiency. 

 

Understanding Generational Differences 

Each generation brings different values, experiences, and expectations to the trucking industry, and it is important to understand their perspectives in order to manage a multigenerational workforce.  

 

  • Baby Boomers (Born 1946-1964): Often prioritize stability, job security, and traditional communication methods like phone calls and in-person meetings. Many have decades of experience and value respect and seniority in the workplace. 
  • Generation X (Born 1965-1980): Independent and adaptable, this group values work-life balance, competitive compensation, and efficient processes. They are comfortable with both traditional and digital communication. 
  • Millennials (Born 1981-1996): Tech-savvy and purpose-driven, Millennials appreciate career development opportunities, digital communication, and a strong work-life balance. They prefer flexible scheduling and modern benefits such as wellness programs. 
  • Generation Z (Born 1997-2012): The newest entrants to the workforce, Gen Z drivers seek mentorship, digital efficiency, and a company culture that aligns with their values. They prefer instant communication through apps and text messaging and are highly engaged with social media. 

 

Strategies for Managing a Multi-Generational Workforce 

After making an effort to understand the unique perspectives and experiences that different generations of truckers bring to the table, consider these strategies to successfully manage a multigenerational workforce.  

 

Tailored Communication Methods 

To accommodate diverse communication preferences:  

  • Use a mix of traditional and digital communication tools. Offer phone calls and in-person check-ins for older generations while using texts, emails, and fleet management apps for younger drivers. 
  • Implement mentorship programs where seasoned drivers can share knowledge with newer ones, fostering engagement and collaboration. 
  • Encourage open dialogue and feedback across all age groups to improve workplace transparency. Consider using employee engagement surveys, one-on-one meetings, or anonymous feedback boxes.  

 

Customizing Training and Development 

Training is key for every new employee, regardless of age or experience level. However, training and development methods can be adjusted to better resonate with different drivers.  

  • Offer career advancement and upskilling opportunities to engage Millennials and Gen Z, who prioritize growth and learning. 
  • Implement peer-learning programs where different generations can share expertise, such as safety tips from veteran drivers and technology insights from younger employees. 

 

Flexible Scheduling and Work-Life Balance 

Prioritizing work-life balance is essential for attracting and retaining drivers across all generations. By offering flexible scheduling and route optimization, fleets can accommodate different lifestyle needs while improving overall job satisfaction.  

  • Offer part-time or flexible scheduling options for older drivers looking to scale back hours before retirement. 
  • Provide work-life balance incentives such as paid time off, home-time guarantees, and mental health support to appeal to younger drivers. 
  • Use data-driven route optimization to reduce stress and improve efficiency for all drivers. 

 

Incentives and Benefits That Appeal Across Generations 

Providing competitive benefits that cater to the unique needs of each generation helps ensure driver loyalty and long-term retention.  

  • Offer benefits that appeal to different age groups, such as: 
  • Robust retirement plans and healthcare benefits for Baby Boomers and Gen X. 
  • Student loan assistance and career development programs for Millennials and Gen Z. 
  • Wellness programs and mental health resources that support all employees. 

 

Leveraging Technology to Bridge Gaps 

Although Gen Z and Millennial drivers might be known for being more tech savvy, modern technology can be extremely beneficial in retaining drivers of all generations.  

 

  • Implement modern tools like mobile-friendly scheduling apps to attract younger drivers while ensuring that older employees have the necessary training to use them effectively. 
  • Use telematics and AI-driven insights to personalize driver support, improve safety, and enhance fleet management. 
  • Consider providing mobile-based training modules that allow drivers to complete safety courses, compliance training, and skills development at their own pace. 

 

 

Managing a multi-generational workforce in trucking requires a balance of tradition and innovation. By understanding the diverse needs of Baby Boomers, Gen X, Millennials, and Gen Z, fleet managers can implement policies that enhance communication, provide meaningful incentives, and create a more cohesive, engaged workforce.  

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

How Trucking Companies Can Improve Their Reputation and Stand Out in the Industry

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A strong reputation is essential for carriers looking to attract and retain qualified drivers, maintain positive customer relationships, and secure long-term success.  

 

In an industry where word-of-mouth and online reviews carry significant weight, a tarnished image can lead to high turnover, difficulty in hiring, and lost business opportunities. However, with intentional efforts and strategic improvements, companies can rebuild and enhance their reputation.  

 

Keep reading to discover how truck driver employers can proactively manage and improve their company’s standing in 2025.  

 

Prioritize Driver Satisfaction and Well-Being 

One of the most effective ways to build a strong reputation is to take care of the people who keep your business moving: your drivers. A company that prioritizes driver satisfaction will naturally develop a positive reputation among industry professionals. 

 

  • Offer Competitive Pay and Benefits: Ensure your pay structure is transparent and competitive within the industry. Benefits like health insurance, retirement plans, and paid time off can make a significant difference in driver retention. 
  • Improve Work-Life Balance: Long hours and time away from home are common complaints. Consider implementing more flexible scheduling options and optimizing routes to allow for more home time. 
  • Recognize and Reward Drivers: Public recognition, performance bonuses, and milestone celebrations (such as million-mile safety awards) can boost morale and demonstrate appreciation. 
  • Foster Open Communication: Create a culture where drivers feel heard. Implement regular check-ins, anonymous feedback surveys, and an open-door policy for addressing concerns. 

 

Strengthen Internal Culture and Leadership 

A company’s reputation starts from within. How management treats employees, handles challenges, and communicates expectations directly affects how the company is perceived. 

 

 

Enhance Online Presence and Reputation Management 

Today’s drivers and customers often check online reviews before deciding to work for or do business with a company. Managing your digital presence is key to maintaining a good reputation and building up your company’s public image.  

 

  • Monitor and Respond to Online Reviews: Addressing negative reviews on platforms like Indeed, Glassdoor, and Google Reviews shows that you care about feedback and are willing to make improvements. 
  • Encourage Positive Testimonials: Ask satisfied drivers and employees to leave honest reviews and testimonials about their experiences. 
  • Maintain an Engaging Website and Social Media Presence: Share company achievements, driver success stories, and industry insights to showcase your company’s strengths and values. 

 

Commit to Safety and Compliance 

A company’s safety record is a major factor in its reputation. Unsafe practices, frequent violations, and accidents can quickly damage credibility. 

 

  • Invest in Safety Training: Regular training sessions on defensive driving, load securement, and DOT compliance help keep drivers and the public safe, while demonstrating your company’s commitment to safety.  
  • Utilize Modern Technology: Implement telematics, dashcams, and electronic logging devices (ELDs) to monitor and improve safety practices. 
  • Stay Compliant with Regulations: Ensure that your company meets or exceeds FMCSA and DOT regulations to avoid fines, audits, and reputational damage. 

 

Engage with the Community and Industry 

A strong public presence can help build goodwill and demonstrate that your company is about more than just business. 

 

  • Participate in Charitable Initiatives: Consider getting involved in programs like Wreaths Across America or sponsor local events to create positive associations with your brand. 
  • Support Industry Advocacy and Education: Partner with truck driving schools, advocate for fair industry policies, and offer mentorship programs. 
  • Attend Trade Shows and Networking Events: Engaging with industry peers and potential drivers at events can enhance visibility and credibility. 

 

Build Strong Relationships with Customers and Partners 

Your reputation isn’t just about drivers, it also depends on your relationships with shippers, brokers, and other stakeholders. 

 

  • Deliver on Promises: Consistently meeting delivery timelines and providing excellent customer service can establish trust. 
  • Be Transparent About Challenges: If issues arise, proactive communication and solutions-based approaches can prevent negative fallout. 
  • Maintain Ethical Business Practices: Avoid deceptive advertising, pay disputes, and contract violations that can lead to legal troubles and damage trust. 

 

 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.