Maximizing ROI: How Carriers Can Budget Effectively for Driver Recruitment

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Recruiting drivers is one of the largest and most important expenses for any carrier. A well-planned budget helps ensure that every dollar is used strategically, supporting both short-term hiring needs and long-term retention.  

 

Careful budgeting allows carriers to evaluate what works, eliminate waste, and make confident decisions about where to invest. An effective recruitment budget provides structure for the year ahead and can connect your company’s financial planning with your recruiting goals so that you can stay organized, measure results, and adapt when needed.  

 

Keep reading to discover how to successfully build a recruitment budget that maximizes ROI and keeps fleets operating efficiently. 

 

1. Analyze Last Year’s Recruiting Spending 

Before building this year’s budget, it’s important to take time to evaluate where last year’s recruiting dollars went. Understanding what worked and what didn’t can help you identify areas for improvement and avoid repeating costly mistakes. 

 

When looking at last year’s recruiting budget, consider: 

  • Advertising spend: Which job boards, social platforms, or referral programs produced the most qualified applicants? 
  • Cost-per-hire: What was your average spend to bring on one driver? Did that vary by lane, equipment type, or experience level? 
  • Turnover rate: How long did new hires stay? If retention was low, higher turnover may have hidden the true cost of recruitment. 

 

Pulling these numbers together gives you a baseline to measure progress and helps justify your future investments. 

 

2. Define Your Hiring Goals for the Year 

Once you’ve analyzed your past performance, it’s helpful to set clear and measurable hiring goals for the year ahead. These should align with your company’s overall business plan, freight projections, and expected retirements or expansions. 

 

When coming up with goals, consider questions such as: 

  • How many drivers do we need to hire and by when? 
  • Are we focusing on company drivers, owner-operators, or both? 
  • Which positions are hardest to fill, and what resources will they require in advance? 

 

When goals are specific, it’s easier to assign realistic dollar amounts and timeframes to each part of the budget. 

 

3. Allocate Spending Across Channels 

Not all recruiting channels deliver equal results, and your budget should reflect that. Be sure to diversify your spending across multiple touchpoints to reach drivers wherever they are looking for jobs. 

 

A balanced budget could include: 

  • Job boards and aggregators for broad visibility. 
  • Referrals and word-of-mouth programs to tap into your current drivers’ networks. 
  • Social media advertising to reach passive candidates scrolling through their feeds. 

 

Review these channels quarterly. If one source stops performing, it might make sense to shift funds to those showing stronger results. Flexibility keeps your budget responsive to changing trends. 

 

4. Invest in Employer Branding 

Your brand identity is key to recruiting. Drivers want to know who they’ll be working for and what kind of experience they can expect on the road and at home. That’s where employer branding plays a critical role. 

 

Investing in your brand can include: 

  • Creating driver testimonial videos that highlight your company culture. 
  • Updating your website’s careers page with clear job descriptions and benefit details. 
  • Improving social media presence by showcasing real drivers, milestones, and community involvement. 

 

These efforts can make your company stand out in a crowded market and build long-term trust that leads to better retention.  

 

5. Leverage Technology to Improve Efficiency 

 

Modern recruitment tools can streamline your hiring process and save both time and money. Whether it’s automating job postings or tracking candidate progress, technology is proven to help you do more with less. 

 

Consider implementing: 

  • Applicant tracking systems (ATS) to organize and manage candidates efficiently. 
  • Data integrations that connect applications directly to your internal systems, reducing manual entry. 
  • Recruitment platforms like Drive My Way that use matching technology to connect you with drivers who meet your exact criteria. 

 

The upfront investment can pay off quickly through faster hiring cycles and improved candidate experiences. 

 

6. Track Key Metrics Throughout the Year 

A recruitment budget is not something to set once and forget, it’s an ongoing and ever-evolving process. Regularly tracking performance metrics allows you to make informed adjustments that keep spending aligned with actual results. 

 

Here are a few key metrics to monitor year-round: 

  • Application-to-hire ratio to gauge the effectiveness of your screening process. 
  • Time-to-fill to determine if your hiring process is slowing you down. 
  • Retention rate of new hires to identify whether recruiting and onboarding investments are paying off. 

 

Monthly or quarterly reviews ensure your budget stays on target and continues to deliver value. 

 

7. Don’t Forget Retention in the Budget 

No recruiter needs a reminder that retention matters. A strong budget should always reserve space for keeping experienced drivers satisfied and engaged. Hiring a new driver takes time, effort, and money, while keeping a good driver on board protects that investment and preserves stability across your fleet. 

 

Retention-focused spending can include: 

  • Driver recognition and milestone programs to celebrate loyalty and performance. 
  • Wellness and safety initiatives that support drivers’ physical and mental health. 

 

By planning for retention upfront, you reduce turnover costs and build a stronger, more stable fleet. 

 

 

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 Build and Maintain a Talent Pipeline for Drivers

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In today’s competitive trucking industry, recruiting skilled truck drivers requires more than filling immediate vacancies. It takes a consistent, long-term approach to identify talent, build relationships, and keep drivers engaged over time. A well-managed talent pipeline helps carriers stay ahead of staffing needs, reduce hiring costs, and strengthen their overall workforce stability. 

 

Keep reading and discover our seven key steps to build and maintain a robust talent pipeline for your fleet that will support both short-term goals and long-term success. 

 

1. Define Your Ideal Candidate Profile & Define Your Offering 

Before recruiting begins, it’s essential to clarify what “ideal” looks like for your organization. You should consider more than just CDL class or years of experience. What types of routes do you run most often? What kind of home time, pay, and company culture do you offer? 

 

Use these details to create a candidate profile that includes: 

  • Experience level: New graduates, mid-career drivers, or veterans. 
  • Endorsements and qualifications: Hazmat, tanker, doubles/triples, etc. 
  • Preferred schedule and lifestyle: Regional, local, or over-the-road. 
  • Soft skills: Communication, reliability, and customer service. 

 

Having a clear profile helps recruiters target candidates who will thrive in your environment, reducing turnover down the line. 

 

2. Build Awareness Before There’s a Job Opening 

Recruitment shouldn’t start when a truck is sitting idle. Instead, it helps to focus on building awareness and engagement long before you need to hire. You can start to position your company as an employer of choice by: 

  • Maintaining an active online presence. Share content on social media that highlights driver achievements, safety awards, and company culture. 
  • Attending driver events. Job fairs, truck shows, and CDL school visits are great ways to meet potential candidates early. 
  • Encouraging word-of-mouth referrals. Your current drivers can be powerful advocates if they’re happy with their experience. 

 

By consistently promoting your brand, you’ll already be on drivers’ radar when they start looking for new opportunities. 

 

3. Use Technology to Stay Organized 

Managing a growing list of candidates requires structure and consistency. Technology can streamline the process in many ways, helping your recruiting team track interactions, progress, and follow-ups. 

 

Consider using tools such as applicant tracking systems (ATS) and CRM platforms built for driver recruiting. These tools can help you: 

  • Maintain up-to-date records with contact information, license details, and endorsements. 
  • Automate communications for follow-ups and application reminders. 
  • Integrate with other digital recruiting tools to simplify the application and screening process. 

 

When you use technology to stay organized, you can ensure that every qualified candidate receives timely and professional attention. 

 

4. Nurture Relationships with Passive Candidates 

Many qualified drivers are content where they are but may be open for change in the future. Keeping in touch with these passive candidates builds trust and familiarity over time. 

 

You can nurture these connections by: 

  • Sending periodic updates about company news, safety initiatives, or driver recognition. 
  • Inviting them to virtual or in-person events so they can stay connected to your team. 

 

Consistent communication shows drivers that you value relationships, not just immediate hires. When they are ready to switch carriers, your company will already be top of mind. 

 

5. Prioritize Driver Experience Throughout the Process 

Every step in the recruiting process influences how drivers view your company. A complicated or unclear process can discourage even the best candidates from applying. Focus on making each interaction simple and respectful by considering these factors: 

  • Be transparent. Set expectations about routes, schedules, pay, and benefits early. 
  • Respond quickly. Drivers appreciate timely feedback during hiring and onboarding. 
  • Streamline paperwork. Ensure forms, screenings, and training are efficient and easy to complete. 

 

A positive hiring experience leaves a lasting impression. Even if a candidate is not hired right away, they may return later or refer others based on their experience. 

 

6. Measure and Refine Your Pipeline 

Once your pipeline is established, it’s important to keep improving it, just like every other process in your organization. Regularly review your recruitment metrics to see what’s effective and what needs attention. 

 

Key areas to track include: 

  • Time to hire: How quickly open positions are filled. 
  • Quality of hire: How well pipeline candidates perform and stay with your company. 
  • Engagement rate: How often candidates open messages or respond to outreach. 

 

Evaluating these insights allows you to make data-informed adjustments that strengthen your recruiting strategy. 

 

7. Retention as Part of the Pipeline 

Retention should be viewed as a continuation of recruitment. Every driver who stays with your company strengthens your brand and helps attract new talent, while saving you money and time long term.   

 

Focus on long-term engagement by: 

  • Recognizing achievements. Acknowledge safety milestones, anniversaries, and performance excellence. 
  • Gathering feedback. Use surveys or informal check-ins to identify and address issues early. 

 

When retention becomes part of your talent pipeline, you create a cycle of continuous improvement and satisfaction that supports both recruitment and loyalty. 

 

 

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 Handle Pay Transparency in a Competitive Hiring Market

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Driver pay has always been one of the most important factors in trucking recruitment. In recent years, however, the spotlight has shifted to pay transparency.  

 

Drivers expect to see accurate pay details before they apply, and states are increasingly requiring carriers to disclose compensation in job postings. In a competitive hiring market where trust and reputation matter, the way your company communicates pay can make or break your recruiting strategy. 

 

Keep reading to discover how carriers can publish pay ranges effectively, talk about compensation in job ads, and avoid backlash from drivers when expectations do not align with reality. 

 

Why Pay Transparency Matters 

For many drivers, pay is the first detail they look for in a job posting. If the information is vague or missing, they may scroll past the ad or assume the company is withholding details for a reason. A recent shift in hiring practices across industries shows that candidates want clarity, and trucking is no exception. 

 

Beyond candidate preference, transparency helps build trust. When a driver sees that a company is upfront about pay, they are more likely to believe the company will also be upfront about other aspects of the job, such as home time, equipment quality, and dispatch practices. 

 

In some states, laws now mandate salary disclosure in job postings. Even in regions where it is not required, leading with clear information can position your company ahead of competitors. 

 

Publishing Pay in Job Postings 

When including pay details in job ads, specificity is key. Drivers are experienced professionals who can recognize vague or unrealistic claims. Here are some best practices for publishing pay: 

 

  • Post ranges that reflect reality. If your drivers consistently earn between $75,000 and $85,000, post that range rather than advertising “up to $100,000.” Inflated numbers may generate clicks, but they also create disappointment when expectations are not met. 
  • Clarify pay structures. Whether you pay by the mile, hourly, or percentage rates per load, make it clear in the posting. Drivers want to know how their time will be valued. 
  • Include average earnings. In addition to ranges, highlight the average pay of current drivers in similar roles. This makes the posting feel grounded in real data. 
  • Highlight bonuses and benefits carefully. Retention or sign-on bonuses can help attract applicants, but they should be framed as add-ons, not the core of compensation. While a company may think offering a very high sign-on bonus will attract more drivers, it often sends the opposite message to drivers who may perceive it as a desperate move to fill an undesirable job. Alternatively, you might consider adjusting the overall compensation package to be more competitive.  

 

When done well, publishing accurate pay information can save your recruiters time by filtering out candidates who may not be a good fit, while drawing in drivers who feel confident about what they will earn. 

 

Talking About Compensation in Ads 

Pay transparency is not just about numbers on the page. It is also about how you communicate those numbers in your job descriptions and marketing campaigns. 

 

  • Connect pay to lifestyle. Instead of only listing dollar amounts in isolation, frame them in terms of what they mean for the driver. For example, highlight that your average weekly pay allows drivers to support their families while being home weekends. 
  • Be consistent across platforms. If your website, job boards, and recruiters all communicate different numbers, drivers will notice. Ensure your messaging is aligned to prevent confusion. 
  • Train recruiters to discuss pay confidently. Drivers often ask tough questions about pay. Make sure your recruiters have accurate, up-to-date information and can explain pay structures clearly. 
  • Avoid jargon. Terms like “competitive pay” mean little without context. It’s important to always include concrete details that drivers can trust. 

 

By focusing on clarity, you send the message that your company respects drivers’ time and wants them to make informed decisions. 

 

Avoiding Backlash 

One of the biggest risks of pay transparency is backlash when drivers feel misled. Whether from inflated pay claims or unclear structures, unmet expectations can hurt retention and damage your reputation. Here are a few ways to prevent those issues: 

 

  • Align internal and external communication. Make sure recruiters, dispatchers, and operations staff all understand how pay is structured so drivers do not receive conflicting information. 
  • Gather driver feedback. Ask current drivers how your company’s advertised pay matches their experience. Use this insight to refine job postings. 
  • Audit your postings regularly. Hiring needs evolve and pay levels shift. Review your job postings often to ensure they remain accurate. 
  • Acknowledge differences openly. If pay may fluctuate by region, lane, or freight type, state that upfront. Transparency about variability builds trust. 

 

The goal is not to overpromise, but to create realistic expectations that lead to long-term satisfaction. 

 

Building a Reputation for Transparency 

Carriers that embrace pay transparency gain an advantage in the current hiring market. Drivers talk to each other, and if your company develops a reputation for honesty, it can improve word-of-mouth referrals and driver loyalty. 

 

Transparency does not mean giving away every detail, but it does mean treating compensation as a core part of the conversation rather than an afterthought. By publishing realistic ranges, training recruiters, and regularly evaluating your messaging, you set your company apart as a reliable employer. Pay is a critical part of your employment value proposition, and you can’t trust all data sources. There is no substitute for compensation survey data based on actual pay vs. market reports that use advertised pay sources. If you want to evaluate your current offerings and better understand the markets in which you compete be sure to consult with The National Transportation Institute, the authority on professional driver and diesel technician compensation and research. 

 

 

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.  

5 Retention Metrics You Should Actually Be Tracking

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Many trucking companies measure turnover as their primary gauge of retention success. While it’s an important indicator, turnover alone doesn’t tell the full story of driver satisfaction or the overall health of your company culture.  

 

Relying solely on turnover rates can hide deeper issues, such as engagement, communication, and growth opportunities, which can all influence why your drivers stay or leave. 

 

If you want to build a truly sustainable retention strategy, it’s time to track metrics that go beyond basic numbers. Here are five key retention metrics that reveal the real drivers of long-term success. 

 

Retention Rate 

Retention rate may sound like the flip side of turnover, but it paints a more optimistic and actionable picture. Instead of counting who left, retention focuses on who stayed and for how long. 

 

How to measure it: Divide the number of drivers who remain employed over a certain period (such as one year) by the number of drivers employed at the start of that period. 

 

Why it matters: Tracking retention rate over time helps you understand which efforts, like pay adjustments, home time improvements, or communication initiatives, are keeping drivers engaged. For example, if your retention rate improves after introducing a driver mentor program, you’ll have measurable proof that the program is working. 

 

Early Tenure Turnover 

Turnover within the first 90 days is often the most expensive and disruptive kind. Early tenure turnover also shows how well your onboarding and orientation processes are working. 

 

How to measure it: Track how many drivers leave within their first 30, 60, or 90 days compared to your total new hires during the same time frame. 

 

Why it matters: If you’re seeing high early turnover, it might not be the job itself that’s the problem, but the transition into it. New drivers often leave because of unclear expectations, poor communication, or a lack of connection with dispatch. Improving onboarding communication, assigning mentors, or setting clear performance goals can make a measurable difference in this metric. 

 

Average Tenure 

Average tenure gives insight into how long your drivers stay with your company overall. It’s a simple but powerful measure of satisfaction and stability. 

 

How to measure it: Add up the total length of employment for all drivers and divide by the total number of drivers. You can also break this down by department, region, or role type (for example, regional vs. OTR). 

 

Why it matters: Companies with longer average tenure often have stronger communication, consistent scheduling, and leadership that listens. Tracking average tenure helps identify where long-term relationships are thriving, and where they may be breaking down. If one terminal or region consistently shows shorter tenure, that’s a sign to dig deeper into its management structure, workload, or overall culture. 

 

Driver Engagement and Satisfaction Scores 

While harder to quantify than turnover, engagement scores provide direct insight into how drivers feel about their work environment, leadership, and communication with dispatch. Regular driver satisfaction surveys and other opportunities for feedback can help you measure engagement trends over time. 

 

How to measure it: Use brief, anonymous surveys that ask drivers to rate their satisfaction in areas such as pay transparency, home time, respect from management, communication, and recognition. Calculate an average score or index from these results. 

 

Why it matters: Engagement and satisfaction scores reveal the “why” behind turnover and retention rates. They also give drivers a voice, showing that your company values their feedback. If your engagement scores start to dip, it’s an early signal to act before turnover increases. 

 

Referral Rate 

When drivers are recommending your company to their peers, it’s one of the clearest signs of a healthy, positive culture. Tracking referral rate helps measure trust, satisfaction, and pride in your company. 

 

How to measure it: Track the percentage of new hires who were referred by current drivers over a given period. 

 

Why it matters: A high referral rate often means drivers feel valued, respected, and confident enough to encourage others to join. If referrals drop, it may signal dissatisfaction or communication gaps. Consider implementing a referral incentive program, but just be sure to remember that incentives alone won’t raise this number unless drivers genuinely enjoy working for your carrier. 

 

Putting It All Together 

The most effective retention strategies come from looking at these metrics together, not in isolation. A company might have a solid overall retention rate but a worrying 90-day turnover trend, suggesting that onboarding needs improvement. Or a fleet may show long driver tenure but low engagement scores, signaling burnout or lack of advancement opportunities. 

 

To make these metrics meaningful, be sure to track them consistently and discuss results across departments. Encourage dispatch, safety, and HR teams to use the data collaboratively. When patterns emerge, it’s essential to act quickly, whether that means improving communication tools, adjusting scheduling, or offering more training opportunities. 

 

  

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 Food & Beverage Carriers Hire and Retain Qualified Drivers

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The food and beverage supply chain depends on drivers who can handle specialized equipment, manage seasonal peaks, and deliver products safely.  

 

For carriers, finding drivers who meet these needs is a constant challenge in today’s competitive labor market. Recruiting the right talent requires more than traditional methods, which often result in wasted time and limited success. 

 

Foodliner and Button Transportation are two carriers that turned to Drive My Way to improve their recruiting strategies. By partnering with a platform built around matching drivers to jobs they want and qualify for, both companies were able to bring on new drivers efficiently while lowering costs and improving retention. 

 

Helping Carriers in a Niche Industry 

Recruiting in the food and beverage industry brings challenges that set it apart from other sectors of trucking. Many roles require additional endorsements for tankers, hazmat, or doubles. Companies may need to scale up hiring quickly during harvest or production surges, and, unlike general freight, specialized bulk and agricultural loads often demand experience that not every CDL driver has. 

 

Conventional recruiting solutions often fall short of these needs. Carriers receive large volumes of applications that may not meet requirements, leaving recruiting teams with more screening work and fewer viable candidates.  

 

Drive My Way approaches the process differently. By matching drivers with jobs based on their skills, experience, and personal preferences, the platform ensures carriers connect with drivers who are both qualified and interested in the work. 

 

For food and beverage carriers, this means a pipeline of candidates who are more likely to succeed in the role. It also translates to faster hiring, lower costs per hire, and stronger retention.  

 

“We work with Drive My Way because it produces results, and that’s so important when it comes to recruiting drivers,” said Rod Anstead, a Safety Director at Button Transport.  

 

Foodliner: Prioritizing Quality Over Quantity 

Foodliner, the largest bulk food-grade carrier in the United States, needed to expand its roster of regional and local CDL A drivers for both liquid and dry bulk loads. With a fleet of 500-1,000 trucks, the company’s standards for safety and fit are high.  

 

Their recruiting team faced the common challenge of balancing application flow with quality, and they wanted to avoid spending time sorting through unqualified or incomplete applications. 

 

That’s where Drive My Way could make a difference. In just five months, Foodliner brought four new drivers onboard through the platform, with an average cost per hire of $900 and a 60-day time to hire. More importantly, those hires matched Foodliner’s needs from day one. 

 

“The Drive My Way website and dashboard are very user friendly and provide a lot of great information,” said Tim Yochum, Director of Recruiting at Foodliner. “Drive My Way is out in front with their technology compared to other recruiting companies. They have developed tools with the end user in mind: drivers and transportation companies.” 

 

Beyond technology, Foodliner emphasized the collaborative nature of the relationship. “Drive My Way respects our opinion and decisions. We can be honest about what is working and what is not working from both sides, it is not a one-way street,” Yochum said.

 

For Foodliner, it wasn’t just about filling trucks, it was about working with a partner who understood their business and valued quality over quantity. 

 

Button Transportation: Meeting Seasonal Demands 

For Button Transportation, a family-owned company based in California for over 40 years, seasonal hiring is the biggest challenge. The carrier hauls fertilizer, harvest goods, and other agri-business freight, which means their hiring needs spike at two critical points each year.  

 

Finding qualified drivers quickly, especially those with hazmat, tanker, or doubles endorsements, can make or break a season. 

 

Partnering with Drive My Way allowed Button to tackle this problem head-on. In only two months, the company hired ten drivers, bringing their cost per hire down to just $180. The ability to meet seasonal needs without sacrificing driver quality was a game-changer. 

 

“It’s been a long time since we’ve filled our trucks, and thanks to Drive My Way, we’re so close to not only filling them, but also having rotational drivers,” said Rod Anstead, Safety Director at Button. “We are a seasonal carrier with two major hiring peaks throughout the year, and it’s important for us to fill the trucks with qualified, good drivers.” 

 

Safety Supervisor James Villanueva echoed the sentiment, saying “I would absolutely recommend Drive My Way to other companies. Our partnership has been a big part of my success here at Button Transportation.” 

 

 

 

In an industry where specialized freight and seasonal hiring make recruiting even more complex, Drive My Way helps carriers connect with drivers who are ready and qualified for the work. 

 

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.  

Food & Beverage: How to Attract the Right Drivers

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The food and beverage (F&B) trucking industry faces some of the most complex recruiting challenges in transportation.  

 

Routes are often physically demanding, schedules can be unconventional, and specialized endorsements are sometimes required. With the addition of seasonal spikes and fierce competition from other driving jobs, it’s no wonder many fleets struggle to keep their recruiting pipeline strong. 

 

The key to building a stable, high-performing fleet is attracting drivers who meet the qualifications and genuinely want the job. Keep reading to discover how carriers in the F&B sector can stand out and appeal to drivers who are the best fit for their freight. 

 

Lead with Job Transparency 

Many F&B carriers lose drivers before they have even started because the job was not presented clearly during the hiring process. Roles involving heavy touch freight, tight urban deliveries, or pre-dawn start times can be a shock for new hires if those realities were not spelled out upfront. 

 

The solution is simple: advertise with full transparency. Postings should outline the type of freight, schedule expectations, and physical requirements. While this may shrink the applicant pool, it ensures that the candidates who do apply know exactly what they are signing up for, making them far more likely to stay. 

 

Highlight the Value of Specialized Endorsements 

Endorsements like hazmat, tanker, or reefer narrow the field of eligible candidates, but they can also be used as a recruiting advantage. Carriers that showcase opportunities for drivers with these credentials, whether through higher pay tiers, premium routes, or career advancement potential, position themselves as attractive destinations for skilled professionals. 

 

For carriers looking to grow their applicant base, offering training support or reimbursement for endorsements can also serve as a powerful incentive. This approach can help you expand the candidate pool while also building loyalty by supporting long-term career growth. 

 

Tailor Recruiting to Scheduling Preferences 

Schedules in F&B trucking rarely resemble a regular nine-to-five. Deliveries may start as early as 3 a.m., run through weekends, or ramp up heavily during the holidays. Drivers who thrive in this environment exist, but they need to be found and targeted intentionally. 

 

Recruiting messages should be honest about these schedules while also highlighting the stability and consistency that comes with them. Carriers that capture and segment applicants by schedule preference can direct their outreach to those most likely to embrace early mornings or irregular hours. 

 

Market the Appeal of Local and Regional Routes 

While long-haul drivers make up a large part of the industry, many candidates are looking for shorter routes with more home time. F&B trucking often fits this mold, offering local and regional deliveries with frequent returns home. 

 

Carriers can make these route structures a centerpiece of their recruiting campaigns, especially when appealing to drivers who value family time or predictable daily routines. This differentiator can be as compelling as pay when presented effectively. 

 

Elevate the Customer Service Role 

In food and beverage, drivers are more than operators. They are ambassadors of your company’s culture and brand. Each stop involves interactions with grocery staff, restaurant managers, or warehouse teams. For drivers who enjoy relationship-building and being on the front lines of service, this can be a strong selling point. 

 

Recruiting campaigns should emphasize the opportunity to represent trusted brands, interact with customers, and play a direct role in keeping shelves stocked. This framing attracts candidates with strong people skills who are more likely to excel in customer-facing roles. 

 

Compete Creatively with Other Driving Jobs 

Retail distribution and no-touch freight positions can often lead drivers away from F&B jobs. Competing head-to-head on “ease” is rarely effective. Instead, carriers can attract the right drivers by focusing on what makes F&B work distinct: consistency of freight, physical activity for those who prefer it, and the reliability of being part of an essential industry that is always in demand.  

 

Promoting these qualities through targeted advertising, on job boards, social media, and even through driver referral programs, helps carriers reach drivers who value these aspects instead of those simply seeking the path of least resistance. 

 

Stay Ahead of Seasonal Spikes 

The beverage boom in summer and the holiday food rush put immense pressure on recruiting. Fleets that only scramble during peak demand often end up lowering standards or overextending existing drivers. 

 

Building and maintaining a year-round talent pipeline is critical. Carriers that keep relationships warm with qualified drivers, even when they aren’t hiring, are better prepared to scale quickly when demand surges. Email campaigns, periodic check-ins, and referral incentives are effective tools for keeping this pipeline active. 

 

 

 

 

Attracting the right drivers in food and beverage trucking requires a deliberate focus on candidates suited to the work, the schedule, and the customer interactions that come with the role. 

 

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.  

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.  

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. 

 

Driver Recruitment and Retention: Attracting the Best Talent for Your Private Fleet

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Private fleets are in a strong position when it comes to attracting experienced drivers. Typically, they can offer better compensation, more predictable schedules, and upgraded equipment.  

 

However, with a competitive labor market and ongoing driver shortages, those advantages alone are no longer enough. Many successful fleet managers are rethinking their recruitment and retention strategies to appeal to today’s drivers and reduce costly turnover. 

 

The key to standing out is not just offering a job but offering a career that meets the driver’s financial needs, personal lifestyle, and long-term goals. That means delivering a competitive package built around pay, benefits, culture, and development. 

 

Compensation That Matches the Market 

Pay remains one of the top reasons drivers leave or stay. For private fleets, offering competitive compensation is the baseline for attracting the best talent.  

 

Many fleets are shifting to more flexible pay models that include hourly wages, overtime pay, performance bonuses, and clear pay progression. Drivers want transparency about how they are paid and consistency in how their work is rewarded. 

 

It is also important to review pay scales regularly and compare your own practices against the market. Fleets that fail to adjust wages as demand shifts may find themselves losing talent to better-paying carriers. 

 

Benefits That Go Beyond the Basics 

Drivers consider benefits a critical part of their overall compensation. Health insurance, retirement contributions, and paid time off are standard, but fleets can gain a competitive edge by expanding into additional wellness and lifestyle benefits.  

 

These might include mental health support, gym reimbursements, pet insurance, or access to financial planning services. Even small additions to a benefits package can signal to drivers that your company values their well-being, both on and off the road. 

 

A Culture Built on Respect and Communication 

Drivers who feel heard and respected are more likely to stay. That starts with company culture. Private fleets that foster a positive and supportive environment tend to experience higher retention. 

 

Clear and consistent communication is essential. Dispatchers and managers who treat drivers as partners, rather than simply assigning loads, help create a sense of belonging. Regular check-ins, driver feedback surveys, and team meetings can help identify small issues before they become bigger problems. 

 

Recognition is also a powerful tool. Whether it’s through safety milestone awards, anniversary celebrations, or simple thank-yous, showing appreciation goes a long way in keeping drivers engaged. 

 

Routes and Schedules That Support Work-Life Balance 

Predictable home time is one of the top reasons drivers choose a private fleet over other types of trucking jobs. Private fleet managers should prioritize route planning that balances operational efficiency with driver needs. Flexible scheduling options, such as four-day workweeks or regional-only routes, can appeal to both new and experienced drivers. 

 

Offering some level of input into route preferences or time-off scheduling can also improve job satisfaction and reduce burnout. 

 

Career Growth and Training Opportunities 

Many drivers are looking for more than a paycheck. They want a career path with room to grow, and an employer that demonstrates their commitment to the growth of their drivers. Fleets that offer advancement opportunities stand out in a crowded field. 

 

This could include structured training programs, internal promotions, or mentorship opportunities that help newer drivers develop their skills. Drivers who see a future with a company are far less likely to leave it. 

 

Private fleets should also consider offering upskilling opportunities such as tanker, hazmat, or doubles endorsements, which can increase driver value and satisfaction. Some fleets even offer tuition reimbursement for further training or business courses. 

 

Smarter Recruiting for Better Results 

Retention begins with recruitment. Hiring the right drivers from the start reduces turnover down the line. This means investing in more personalized and strategic recruiting practices. 

 

Fleets can improve hiring outcomes by being upfront about expectations, compensation, and scheduling during the recruitment process. Using digital platforms, mobile applications, and video testimonials from current drivers can help attract the right candidates more effectively. 

 

Some fleets are also refining their onboarding programs to give new drivers a smoother and more supportive transition into the company. A well-structured introduction that includes clear expectations, mentorship, and early engagement can set the tone for stronger driver satisfaction and long-term loyalty. 

 

 

 

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.